End-to-end journey digital transformation
Design Journey Lead
This program was a series of cross-functional digital transformation projects, focusing on offering digital “self-service” processes for the entire end-to-end journey within the tax professionals business unit. This phase focused on increasing conversion to our e-store from our marketing properties, providing an onboarding tool for our tax software product to reduce support calls, and driving cross-sell sales within a new product renewal experience.
- Re-design end-to-end customer journeys through ideation
- Make end user the core of product development
- Prioritize activities that deliver the highest business value in each step of the process
- Form and empower dedicated cross-functional teams that jointly solution the product
- Streamline enterprise support processes to support scale-up
Current and ideal state journey maps
We began this initiative with customer research, following a defined strategy and methodology. We started with a user survey and user interviews to uncover the current state journey for our customers. We then used the current state journey to hold a cross-functional ideation workshop with our project team and project stakeholders where we brainstormed ways in which we can improve the customer journey and address known pain points digitally.
The design team synthesized the results of the ideation session and organized the pain points and ideas for addressing into moments that matter for our customers. We then created an ideal state journey map comprised of these moments that matter to give the project team and business stakeholders an area of focus for our digital transformation.
Image: Customer journey map
We then created a storyboard of a user going through the end-to-end journey digitally, highlighting key moments that matter across the journey. We tested this storyboard with our users to validate our direction and make adjustments.
I co-led a feature workshop with our product journey owner that included our cross-functional project team and key business stakeholders with the following goals:
- Prioritize moments that matter Determine which moments that matter will create the most impact for the user and the business
- Ideate and prioritize features Breakdown features for top priority moments that matter and prioritize
- Identify feasibility and define MVP Layer in prioritization based on tech feasibility and define MVP for first release
- Determine open questions and next steps Identify any open questions which may change the prioritization of the moments that matter
The workshop was run over the course of two days, and had both in-person and remote attendees.
Process and roles
We split the team into three cross-functional work streams, responsible for different moments in the journey. Each work stream had a design lead and a designer. My role on the team as the design journey lead was to oversee all work streams, and ensure the quality of the work, coach and mentor the leads and designers on the team, and ensure alignment and design consistency across the work streams, and with other digital project teams.
We followed an agile development process. We used staggered sprinting, so that design was working one sprint ahead of development. This allowed us to stay iterative without getting too far ahead of development, while still giving us time to flush out our design approach and user test.
Image: Staggered sprint map
User interface and user testing
I collaborated closely with our marketing and product design teams to agree on a shared design library that complied with our brand standards. The team then created a Sketch library to share across work streams. We also identified any user stories that would need additional thinking, research or collaboration to successfully accomplish, and pushed those out into further sprints to give us time. We began the project designing those stories that were high priority, but could be completed quickly, with minimal up front work. We also began the research for the more complex stories in parallel.
In order to ensure successful user testing and research throughout this aggressive and complex project, we brought on a UX admin who was in charge of recruiting and scheduling user tests. We worked with this team member to finalize a plan so that he could begin scheduling. We tested with users at least once a sprint to ensure that every design was validated with users.
Image: User testing breakdown
The final product for this phase of the project has been launched and behavioral analytics are being tracked. For our marketing effort, engagement metrics have been met or exceeded on all properties impacted, and CSAT data has been very positive. Some adjustments were made based on low conversion traffic to the existing e-store, however, since making those adjustments we have seen an increase in traffic. We are continuing to monitor and iterate.
Our onboarding tool has been incredibly successful. Our completion rate for the steps within the tool continues to climb, and we have seen a reduction in support calls to our onboarding team.
Our renewal experience has just launched a beta version and is being piloted with a small set of users. The initial response has been very positive, but we will be monitoring the cross-sell numbers as we release to more users.
Marketing property designs
Onboarding tool designs
Renewal experience designs
Digital UX strategy playbook
As the design lead on the spearheading digital transformation project, I felt it would be beneficial to create a playbook on the UX strategy we developed to document lessons learned and give future digital UX teams a foundation to start from. The playbook is considered a living breathing document and can be adapted to meet the needs of the team.