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Establishing HCD Culture for a 115 Year Old Bank

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Establishing HCD Culture for a 115 Year Old Bank

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Creating design teams focused on user can be hard, but building that team in a mature and established business - even harder.

In this talk, Daphne will talk through the journey of success that her and her team at Banco Pichincha as they build and establish a human centered design culture in Ecuador's oldest bank. She will talk through:
- The experimental process that incorporates cross functional teams;
- How they continue to ensure that the culture is deeply engrained through the onboarding model; and
-What changes she foresees to improve the efficiency of the teams

Creating design teams focused on user can be hard, but building that team in a mature and established business - even harder.

In this talk, Daphne will talk through the journey of success that her and her team at Banco Pichincha as they build and establish a human centered design culture in Ecuador's oldest bank. She will talk through:
- The experimental process that incorporates cross functional teams;
- How they continue to ensure that the culture is deeply engrained through the onboarding model; and
-What changes she foresees to improve the efficiency of the teams

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Establishing HCD Culture for a 115 Year Old Bank

  1. 1. Establishing Human Centered Design Culture for a 115 Year Old Bank November 2021 Daphné Repain Banco Pichincha Context & Culture Matter
  2. 2. Once upon a time…a 112 years old Bank wanted to transform itself
  3. 3. A process of change within the organization, which involves the way the employees work, and the business approach, to compete with digital native companies that put the customer as their priority. Cultural and strategic change Involves the entire organization and its stakeholders. In 2018 Banco Pichincha Ecuador decided to transform itself digitally Fundamental principles
  4. 4. 01 Our vision We want to impact the bank's culture to build inclusive products and services, through the systematization, democratization and socialization of people-centered design practices, in order to generate a social positive impa. Banco Pichincha Design Chapter Vision “
  5. 5. 5 We implemented human-centered mindset in the Bank's new teams. Each squad started with 2 weeks of onboarding and then continued with the ongoing framework. Transparent progress in order to make decisions together allowed us to sensitize our stakeholders.
  6. 6. 6 At the beginning we had the 100% assignment model For 2 years we have been using & iterating the 100% assignment model, but that model was not scalable… 100% assignment model Roadmap foreseen in 2 years realized in 1 year, we grew too fast From 3 to 15 squads - 30 designers Research silos from one squad to another Complexity of design system adoption Design debt from one squad to another We ve been growing so fast that we failed our people onboarding 1h weekly community of practice with the chapter
  7. 7. What we have learned?
  8. 8. In 2020... we had multi-disciplinary teams co-creating and delivering value every week.
  9. 9. We learned that we had to support the local and regional ecosystem to develop talent. of our talent come from abroad 20%
  10. 10. How do we scale the design mindset throughout the organization?
  11. 11. 01 In 2021, we have build the Experience Center Of Excellence To be a simple, close and human Bank that provides sustainable relationships and memorable memories, generating positive impact on people and society. Banco Pichincha Experience Vision “
  12. 12. 13 COE Structure: A- CoE Lead UX UI C- Pool - Flow to work D-CX Squad Miembros Chapter Lead Chapter 10 48 XX Miembros B- CoE Leads 3 ILUSTRATIVO CX Lead UX Lead Tribes & Areas CX Chapter Lead UI Lead Tribu 2 Chapter Leads are part of a cell but dedicate part of their time to the chapter or may be transversal to a tribe. Quarterly or semi-annual rotation Priority is given to initiatives in which designers can be involved Indicadores Cultura Data Engineer Pasantes Tribu 3 Pool 4 Pool 5 Tribu 1 Tribu 2 Tribu 3 Pool 4 Pool 5 Tribu 1 UX Trans UI Trans B- CoE Trans 2 Chapter Lead
  13. 13. Proceso de asignación de talento y priorización del Backlog Fin Q Necesidades de las tribu * En el memo pre-QBR se reciben las necesidades de las tribus para el próximo Q Se reciben las necesidades de funciones de soporte y resto de la organización incluyendo las propias del CoE Iniciativas y necesidades del Coe Priorización del backlog total Priorización del backlog según criterios establecidos por el CoE Staffing flow-to-work a tribus Según las necesidades relevadas y priorizadas; se define el staffing a las tribus utilizando una matriz de asignación Backlog interno del CoE Backlog definido y priorizado para trabajar en los equipos internos del CoE Refinamiento mensual de flow-to-work y requerimientos: • Recibimiento de necesidades de otras áreas del negocio y de las tribus en una ventana al inicio del mes • Revisión del staffing flow to work y alimentación de backlog interno 1 2 Requerimientos del Q 1. Priorización y asignación 2. Necesidades del resto de la organización Refinamiento mensual *Las necesidades deberían ser data driven
  14. 14. 15 All members of the design pool have a dual role: (1) cell support and (2) tactical support. *Chapter work Support to COE strategic initiatives Activities vary according to COE quarterly OKRs • Playbook, • Toolkit, • Beta testers, • Capacitación, • Comunidad practica • Design Clinics • Design Critics • Customer Analytics • Design System, • Maturity • Etc * 21 Pool Flow to Work 80% Time Squads / Tribes 20% Time Chapter work* Profiles UX / UI / CX Flow to work design team
  15. 15. Knowledge Management We work transversally with different areas of the organization to understand the pains and generate value and differentiation in services. We are the business partner for the organization to empathize with customer insights and help it to become more autonomous to improve the customer experience. Rapid improvement and execution, backlog generation and accountability, prioritization of experience initiatives to generate service changes. Customer Success Customer Analitics Customer Improvement CX CX interventions COMISIÓN DE SERVICIO Figura responsable del impulso y alineamiento CX improvement initiatives CX Management We orchestrate and prioritize initiatives that enhance the customer experience Team responsible for execution in some area of the organization to generate impact.
  16. 16. Challenges we have to manage
  17. 17. Challenges Include cultural differences in our designs. being Inclusive (Tech, culture, gender, ….) Prioritization and decision framework of the bank before focusing on business or viability We must standardize the decision framework including the customer to be consistent with our strategy. Knowledge Management Weakness. Chapters must consolidate their knowledge and make it accessible to the right people in the institution. For the organization to be more autonomous in experience redesign. Drill Down of the Experience metrics across the entire organization 2022 -2024 EX & CX Difficulty Recruiting Designers involves identifying mentors & creating Trainee Design Program Created Experience Academy to enhance knowledge transfer within the organization Collaboration with Universities & Boot Camp Continue knowledge transfer & experiments with experts from the International community (Rabobank, Direct TV, Paypal, Ikea, Scotiabank, BBVA, ...)
  18. 18. Muchas gracias ☺ Daphné Repain - Lead COE Experiencia - Banco Pichincha

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