Clients need to move to another part of the bank due to growing needs

How can we make this process seamless and not feel like they are moving banks?

What am I thinking about?

This has been a problem for the bank for quite a while now, and everyone has different ideas about what will solve the problem. How can I bring the teams together to see the larger picture and all that needs to be tackled so we can come up with a great solution?

  • Lead designer

  • Research, Service & Interaction

  • Oct 2023 - Sept 2024

Workshop

The goal of the LOB Transfers Workshop was to align senior stakeholders on the main factors slowing down the Business transfer process. This workshop served as the foundational step toward achieving a consensus amongst stakeholders on the primary areas for improvement in the transfer process.

One of the main artefacts that was used to align all stakeholders was a current-state blueprint. This highlighted the main pain points and areas of opportunity. This included what team would be responsible for addressing pain points across policy, technology, data and process.

I had a banker come along to the workshop so they could speak through their experience while referencing the blueprint. This allowed stakeholders to understand the emotion behind this experience and the nuance that is involved with the process.

Research

Research was conducted to understand the pain points for our three main user groups.

Through this research, we were able to understand the whole process and the dependencies these groups have on each other. By providing more transparency to the various teams, we could see that the time taken to complete this process would greatly reduce.

Banker

Middle office

Clients

MVP

After identifying the need for more transparency across teams, we set out to create a new tool to track the team’s work.

In order to get senior stakeholder support, we created an MVP that could be used quickly by the teams. Our plan was to release this to a group of champions and continue to add capabilities as time went on.

By providing the capability to create and assign tasks and for managers to oversee all of the work being done, we received very positive feedback. This included support to build out the tool to support more teams.

End to End Future State

Something that was very important to me was that we were not only thinking about what we were building today, but would the future looks like and what the best experience for our users would be. Being able to think about this while we were also building the MVP meant that we could plan from the beginning how to take the steps to get to the ideal final tool that met all our user’s needs.

To support this initiative, we partnered with our business partners to create a comprehensive future state blueprint and clickable prototype. This prototype illustrated how our application would connect with four other platforms, highlighting the benefits these integrations would offer to users.

Through this effort, we were able to reduce the time it takes to complete a transfer from over a week to on average 10h 34 mins.

What was the impact?

What came next?

This project got senior stakeholder support because we were able to show the value to users, future vision and business impact (reducing the time and money it takes to move a client to another part of the bank).

A new team is working on developing the tool to meet the future vision we mapped out.