BSG: A case study in Innovation. Presented by Jurie Schoeman at the TCI Future of Mobile Financial Services conference
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I presented at the TCI SA 4th MOBILE FINANCIAL SERVICES OF THE FUTURE CONFERENCE on the 17th September 2014, in Sunninghill, Johannesburg. The topic was 'A case study in disruptive innovation - how to create mobile solutions that customers love using, that are good for business, and that can be built and evolved quickly and sustainably'
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BSG: A case study in Innovation. Presented by Jurie Schoeman at the TCI Future of Mobile Financial Services conference
- 1. Future of Mobile Financial Services A CASE STUDY in user experience by BSG UXD What do users need?
- 2. Traditionally, business change has focused on ’bridging the gap’ between Business and IT With the advent of mobile financial services, that has all changed BUSINESS IT Customers were typically considered to be ignorant (‘our customers don’t know what they want’), options for meeting these ignorant needs were limited, and there was neither an effective mechanism for them to provide their negative feedback, nor an easy way to vote with their feet by changing service providers What does that mean for change? Mobile Financial Services MOBILE = FUTURE
- 3. Convergence of industries –many, many competitors and options 1.Customers have choice! 2.They are now empowered to act on these choices–innovators like FNB have made it easier for clients to move banks Facebook and Twitter are far more visible and effective than Hello Peter ever was Customers want to choose from a range of channels They will choose a service provider based on which channels they wish to be served through SWITCHING TECHNOLOGY Customer feedback MOBILE = FUTURE
- 4. •They must be economically viablefor the business •They must be feasible and sustainablein terms of the technology used to enable the change •MOST IMPORTANTLY: They must meet the needs of their users and customers, or they’ll never be used! Customer IT BUSINESS CHANGE What does this mean for how we now create change? Need to ensure that innovation and change meets three levels of acceptance:
- 5. In order to do this, a new set of capabilities are required •Business Analysis •Project Management •Waterfall SDLC •Elaborate plans and multi-year roadmaps •Rigorous business cases made up of significant models based on mythical assumptions of growth and profitability •Fully developed, fully internally tested and aggressively marketed release V 1.0 •Massive investment in training users •Significant hope that this will work for the business, but no certainty •Business Analysis + UXD –design is at least as important as function •Agile approaches (e.g. Scrum) to manage delivery progress incrementally and visually •Epics, story boards, sprints and burn down charts •Business Model Canvasesand UVPs •Customer development feedback data on experiments •MVPs •Intuitive design means no (little) training •Confidence that this works for the customer, and therefore for the business! Mobile Financial Services The Old? The New!
- 6. Understanding the needs of mobile application solution users Vision for the organisation: To expand their sales force, get up to speed with competitors and make the process a bit easier for the advisors, through the use of mobile technology. When you’re visiting clients in the mines, hospitals and informal settlements of deep rural South Africa, and suddenly realise the detail you required isn’t among your plethora of paper, the words ‘mobile technology’ couldn’t sound better A financial services client Offering life insurance products to less affluent customers Their financial advisors are the sales force and they’re spread across SA, including very significant presence in outlying and rural areas ? Case study
- 7. Qualitative benefit levers Real-time access to customer information Enhanced sales process Reduced turn- around time A better customer experience On-going client relationship management The benefits identified in providing a more effective mobile solution to the sales agents included: Higher customer satisfaction Faster application processing and responses Faster responses to agent queries Keeping clients engaged Gaining organisational intelligence from lost deals
- 8. 1 PILOT GROUP SALES AGENTS 7 QUESTIONS 16 •Present working conditions. •Experience with the mobile application. •Opinions regarding technology. •Improvements? 1.Meet needs? 2.Want a mobile technology, with more client information 2 Why? 1.To guide design decisions 2.Identify with users 4 Personas created The sales agents are ‘hungry’ for technology and providing them with a mobile solution will help them significantly in their work. Competent with mobile phones Multiple SIM cards Whatsapp is a channel used by agents 80% willing to upgrade if it would help them Competition has mobile apps Unable to get up-to-date info easily Require leads gathering and storing functionality Take documents with them when travelling Identify with the brand Transport is an issue Client follow up required for client retention 3 4 5 PERSONAS SUBJECT MATTER EXPERTS TECHNICAL REVIEW USER SURVEYS We visited 10 locations in South Africa 42 user interviews with sales agents at their local branches Understanding user needs Application Environment Development Environment Organisation & Skills Methodology Wireframes User journeys Prioritise framework
- 9. 1 PILOT GROUP SALES AGENTS 7 QUESTIONS 16 •Present working conditions. •Experience with the mobile application. •Opinions regarding technology. •Improvements? 1.Meet needs? 2.Want a mobile technology, with more client information In the last 18 months, the client had attempted to instil a few ounces of hope into the life of their advisors through the delivery of a pilot mobile application, which could be used to access information while visiting clients. Unfortunately, the pilot group found that the application didn’t meet their needs, and thus reverted back to hoarding paper and burning their precious airtime with calls to head office. Clearly an opportunity to showcase the beauty and significance of effective UXD? The pilot group had great insights to share in terms of their daily lives and needs, as well as their experience in using the existing app
- 10. 2 4 Personas created PERSONAS The Personas developed helped the teams and business to guide the design decisions for the improved app FUNCTION EXPERIENCE USER PROFILE ENVIRONMENT PERSONA
- 11. 3 USER SURVEYS We visited 10 locations in South Africa 42 user interviews with sales agents at their local branches Old: Eliciting requirements Now: Get into the lives and experiences of users Present working conditions How they go about their business What is working well What their pain points are Opinions regarding technology
- 12. FRUSTRATIONS The number one reason for frustration as a sales agent came to be identified as lapses and NTUs. This was followed by the inability to get up to date information easily. “It is hard to find information on the existing client policy, finding out who is covered is hard, right now you have to phone the head office, and the office is busy” thus the sales consultant has to come to the office to phone the call centre to get information. Leads gathering and storing information was found to be key in the work livelihoods of the sales reps. One of the participants had a tactic where he would obtain referrals by handing out a register during his presentations to gather contact details. What frustrated the users?
- 13. 5 TECHNICAL REVIEW Application Environment Development Environment Organisation & Skills Methodology The Current phase had taken 18 months to deliver the client query function. As the client continues to grow, there will always be “other priorities” that seem more important but as projects are prioritised, is enough consideration being given to what changes will have the greatest impact in achieving business objectives? For example, there is an increasing pressure on sales effectivenessas our client approaches market saturation. Therefore, faster releases, including the most important functionality, are required. How can you release better functionality, more quickly? Faster releases are required
- 14. Technical review & recommendations: wireframes
- 15. As-is experience / journey map
- 16. To-be experience / journey map
- 17. Customer IT BUSINESS High level roadmap How do we prioritise?
- 18. High=3; Med=2; Low=1; ✓= Previous functionality identified; ★= New functionality identified * Assumptions Made: Technical Feasibility and Business Value Roadmap # Item User Value Business Value Technical Feasibility Priority Previously Identified 1 Query client profile High High High 9 ✓ 2 Report highlighting clients who have not paid High High High 9 ★ 3 Submit or view claim status High High Med 8 ★ 4 Self help (reset password, FAQs) Med High High 8 ✓ 5 Leads management High High Low 7 ✓ Separate application. 6 Affordability Med High Med 7 ✓ 7 Reminders (incl after-sales service) Med Med High 7 ★ 8 Reservations Med High Low 6 ✓ Still in development 9 Risk rating Low High Med 6 ✓ 10 Detailed product descriptions Low Med High 6 ★ 11 Request callback from branch Med Med Med 6 ★ Turnaround time, business process. 12 Preload phone with airtime Med Low High 6 ★ 13 My clients/stats/progress Low Med Med 5 ★ 14 New business (application & submission) Med Med Low 5 ✓ Mitigating risk, legislation and compliance. High level roadmap The project has identified a number of additional functions based on the interviews. 7 of the items flagged below were identified in Phase 1.
- 19. High Level Roadmap Phase 1(18 months) Phase 2 High Level Planning Sprint Preparation Sprints(short term) Sprints(medium term) Sprints(long term) •Android Application Developed with Query Function •Released to Pilot Group of 8 agents •User Experience Design •Technical Review •High Level Roadmap User Experience: •Wireframes •User Testing •Information Architecture •Task Flow Analysis •User Scenarios Technical: •Architectural Setup •Technical Team Onboarding Plan and Manage: •Define Agile Approach •Set up Team •Break Down User Stories in Backlog •Scrum Introduction •Affinity Estimation •Release Plan •Define Change Management Approach •Align Project to Programme of Work Deliver high priority functions: •Query Client Profile •Report highlighting clients who have not paid •Submit & View claim status •Self help (reset password, FAQs) Deliver medium / lower priority functions: •Leads management •Affordability •Reminders (Incl After- sales service) •Reservations •Risk rating Deliver more complex or lower priority: •Detailed product descriptions •Request callback from branch •My clients/Stats/ Progress •New Business (Application & Submission) Security and access management project 2 Week Sprints that result in chunks of deliverable features We proposed moving to an Agile approach, delivering capability incrementally to the users through clearly defined Sprints Design and Develop Pilot High level roadmap Our Scrum approach works within the build- measure-learn framework: •Agree sprint work •Planning •Sprint (development) •Sprint review
- 20. So, what did we learn and what’s next? Mobile Financial Services New approaches are required These approaches need to cover the client’s needs, the business’s expectations and technology’s ability to deliver sustainably Get out of the building! Test what is actually going on by spending time with your users and customers. MOBILE = FUTURE
- 21. •They must be economically viablefor the business •They must be feasible and sustainablein terms of the technology used to enable the change •MOST IMPORTANTLY: They must meet the needs of their users and customers, or they’ll never be used! Customer IT BUSINESS CHANGE What does this mean for how we now create change? Need to ensure that innovation and change meets three levels of acceptance:
- 22. Jurie Schoeman Strategy and Client Engagement +27 11 215 6666 Jurie.schoeman@bsg.co.za @Jurie_S Oxford Terrace 3 Ninth Street Houghton Estate 2198 www.bsg.co.za // @bsgafrica THANK YOU!
Editor's Notes
- Good day, I’m Jurie, and I’m really inspired to be here with you today. I love seeing other people excited and passionate about what they do. I also love helping others to create positive change, especially finding ways to do so in the interesting and changing world we live in. So the emergence of mobile technologies and Mobile financial services has been very exciting for us to be a part of. It is an environment that has great potential to disrupt how financial services have traditionally been delivered, who they’ve been delivered to, and to significantly improve how well they’ve been provided. I’d like to take you through a case study that illustrates all that is exciting, and all that is challenging, in embracing mobile financial services, so that it may serve to share some of our learning and experiences, which we hope you will appreciate and benefit from. I would love to discuss any of these points further, and to share our experience further. My contact details are at the end of the presentation.
- Where we’re coming from: The reality was that, for many good reasons, and a few bad ones, business was typically ignorant, and made massive assumptions about both what their customers needed, as well as how effectively they believed that they were meeting those needs. Massive spend and strong focus on Marketing drove efforts to define and meet customers needs, and building desire through that Marketing. Customers: ‘No voice, and no choice’ – they were typically frustrated by not being able to share their feedback and frustrations or just to get help, while also feeling shackled to their providers through a lack of other options, and especially by the high ‘cost’ in time and effort required to make a change. Change was typically managed between Business and IT, with business trying to do the best they felt they could in changing the business to be competitive, and IT trying to meet businesses needs through whatever resources and capacity they had available.
- So that context brings us to everything that this conference is about: The reason that Mobile financial services is such an exciting place, is because it is a space where change has to happen! Mobile technology means that you don’t need an expensive and extensive physical branch network to be a financial services force – this means that competitors and new entrants can launch competing products quickly and relatively cheaply. This has resulted in both a convergence of industries, as well as an influx of many new, lean, adaptable competitors. Also, customers now have a voice, and a choice – so if you don’t understand them, and don’t please them, they will go somewhere else! Innovators have made it easier for clients to move (FNB: < 10 mins) Customer feedback – Facebook and Twitter are far more visible and viral than Hello Peter ever was. In future, wearable technology will enable this even further. In creating opportunities for customers to choose from a range of channels to suit their needs, customers will now even choose a service provider based on which channels they wish to be served through! The trick is to ensure that the channels that work best for your clients, because they’re easiest to use and trusted, are also the channels that are cheapest and most sustainable for organisations to deliver consistently.
- So how to success in this exciting new world? At a very high-level, ensure that innovation and change meets three levels of success: It must meet the needs of users and customers It must be economically viable for the business It must be feasible and sustainable in terms of the technology used to enable the change This has always been the case, but now it is completely visible and has real consequence: In order to compete in this world the paradigm for success has changed significantly – it includes Customer + Business + Technology!
- Methods and approaches In order to achieve this change, we need to adapt the methods, approaches and mind-sets that we have historically relied on to create change: Analysis must include customers Change must be delivered quickly and incrementally, as opposed to waiting years to get a complete solution (which may not be a solution!) We need to work across disciplines, and we have to communicate clearly and explicitly – so simple, visual, meaningful ways to communicate and to break down what we’re doing Creating Context and clear priorities is critical We can’t make afford to make assumptions, or to evaluate our success ourselves – so we must get real customer feedback on a continuous basis To get this feedback, we need to experiment, and to do so we must build only enough functionality to run these experiments, then pivot or persevere / scale based on those results There’s great benefit to this approach though - if you’ve designed for your users, based on their needs and circumstances – you don’t need to spend much time training them! You will also have built confidence that what you’ve created works, so it’s not about launching and hoping, it’s about launching and growing!
- To illustrate this, we’d like to tell you a story about a project we ran with one of our clients – The context: A financial services client Offering life insurance products to less affluent customers Their financial advisors are the sales force and they’re spread across SA, including very significant presence in outlying and rural areas Vision for the organisation: Their vision is to expand their sales force Get up to speed with competitors Make the process a bit easier for the advisors, through the use of mobile technology. When you’re visiting clients in the mines, hospitals and informal settlements of deep rural South Africa, and suddenly realise the detail you required isn’t among your plethora of paper, the words ‘mobile technology’ couldn’t sound better
- The benefits identified of providing a mobile solution to the sales agents include: Real-time access to customer information Enhance sales process Reduce turn around time Client experience On-going client relationship management Higher customer satisfaction Fast application process and response Faster response to agent queries Keeping clients engaged Gain intelligence from lost deals
- Pilot Group Personas User interviews SMEs Technical review
- In the last 18 months, the client had attempted to instil a few ounces of hope into the life of their advisors through the delivery of a pilot mobile application, which could be used to access information while visiting clients. Unfortunately, the pilot group found that the application didn’t meet their needs, and thus reverted back to hoarding paper and burning their precious airtime with calls to head office. We interviewed 7 client sales agents across the country that were part of the initial mobile application release. 16 questions to understand: Present working conditions. Experience with the mobile app Opinions regarding technology. How the app should be improved. Key Findings: Pilot application does not fulfill the current needs of the sales agents, and thus is not used in their day to day working life. There is a desire for having mobile technology present in the field. Main item required: Have more client information present that is often requested by a client such as: “dates of birth” and “names of who is covered”. An update to the functionality has been developed but never released to this group, but this has created a negative view on the mobile app.
- Personas help teams and businesses to guide their design decisions for a product or system by focusing on their target user groups by looking at: function experience user profile environment The value of using personas allow the team and business to easily identify with the users and enable a better understanding of what drives them. Through working with the client, we were able to come up with 4 initial personas, ready to be validated through the upcoming interviews.
- We visited 10 locations in South Africa where we conducted 42 user interviews with sales agents at their local branches. The interview consisted of 25 questions to understand the sales agents’: Present working conditions. How they go about their business. What is working well. What their pain points are. Opinions regarding technology. The sales agents are ‘hungry’ for technology and providing them with a mobile solution will help them significantly in their work. Most of the agents were very competent in using mobile phones. Sales agents have multiple SIM cards to take advantage of cheaper call rates network-to-network. Phone ownership When asked how many phones they had, some of the sales agents in the more rural areas would often report one, when in actual fact they had more than one as they would borrow / lend phones with their family and friends and would have more than one phone on them even in the interviews (they would have two phones on the table and when I asked how many phones they had they would say one and I would be like how come there are two here then, they would smile and say they borrowed another phone for the week! Multiple SIM ownership Some of the sales agents would own multiple SIMS (Vodacom, MTN and CellC), the reason for this was that they wanted to take advantage of signal strengths and same network call rates. The agents would go to an area and ask the residents there what network had the best coverage and they would use that SIM card. Similarly they would ask a client what network they are on, and then they would use that SIM for future correspondence. Some agents approach leads through Whatsapp. 80% said they would be willing to upgrade to a Android-based phones if it would help them do their job more efficiently. Phone upgrade willingness One interesting finding that both Adriaan and myself experienced that we did not expect was the fact that every person we interviewed (With the exception of one older man who was very content with his work life) expressed a keen desire to upgrade to an android smartphone if they did not already have one. They understood the value such a device would have to their work life, that they were even happy to fund it themselves (With the caveat that a USEFUL application was provided to support their sales process) Evidence of industry competition adopting technology: Old Mutual and Metropolitan have mobile apps and laptop solutions. 60yr old lady with tech: During my visit to Durban I met a 60yr old lady who showed me and spoke very proudly that she owns three phones…which one was a tablet.
- The number one reason for frustration as a sales agent came to be identified as lapses and NTUs (Not taken up). This was followed by the inability to get up to date information easily. “It is hard to find information on the existing client policy, finding out who is covered is hard, right now you have to phone the head office, and the office is busy” thus she has to come to the office to phone the call centre to get information. Leads gathering and storing information was found to be key in the work livelihoods of the sales reps. One of the participants had a tactic whereby he would obtain referrals by handing out a register during his presentations whereby a person would input their contact details. Client follow up was identified by the interviewees as the number one reason for client retention and the best method for lapse prevention. Funeral plans are the most popular, but is becoming saturated in the market. Focusing on who is covered, and if they are covered enough is a key area of focus for sales agents. A few of the reps identified heavily with client as a brand and said it is well known in the community and is something they like being a part of. Transport emerged as a major issue for most of the non-coastal sales agents that were interviewed. “Getting a car will bring down costs and improve efficiency greatly”. Sales agents take many documents with them while they travel. One woman in Durban would carry with her around 50 documents while travelling and visiting clients. Complete mobility: One of the sales managers who cares deeply to develop the skills of her field agents told me how she often goes into the field with them. She regularly has to support her team in providing information, documents and general help, which means this becomes a challenge when out in the field. The way she conquers this challenge is by taking her laptop, mobile and portable printer with her so that when one of her team needs her she pulls over, gets on the laptop or prints out some documents…something quite remarkable if you think about it.
- Technical review Current phase has taken 18 months to deliver the client query function. As client continues to grow, there will always be “other priorities” that seem more important but as projects are prioritised, is enough consideration been given to the impact on other projects that are important to achieve company budgets? There is an increasing pressure on sales effectiveness as client approach market saturation. Therefore, faster releases are required.
- Journey maps to create context and alignment: before
- Journey maps to create context and alignment: after
- Crtiical question in all environments – how to decide what we invest in doing? Remember, the change must be good for business, technology and customer!
- Very simple method – do a quick assessment of User Value, Business Value and Technical feasibility – 3 point scale, add them up – 9 is the highest
- We propose moving to an Agile approach delivering capability to the users through clearly defined Sprints Most of all: - Build / Measure / Learn
- New approaches are required to deal with mobile financial services solutions These approaches need to cover the client’s needs, the business’s expectations and technology’s ability to deliver sustainably Get out of the building and test what is actually going on!
- In summary – in the world of mobile financial services, we must be exceptional from three different perspectives for change: Business Technical Customer All 3 must work, else you will not be successful!
- It has been a pleasure to be with you today, I would love to discuss this further, and to share thoughts in terms of innovation and creating change. Please contact me on LinkedIn or Twitter, or by email, and let’s make a difference in the lives of our clients, customers and employees! I thank you!