Successful cross-functional team requires all team members to have equal voices, responsibilities and stake in the the of the product, including product, engineering and design individuals. In this talk by Preethi will discuss how by changing the mindset of designers to step-up, have interest in the business decisions and deploying their design skills outside the world of design can creates a stronger and customer centered products. She will touch on: How to encourage T-shaped designers in product teams Using design thinking in business and product objectives creates better products Having a truly cross functional teams allows for more efficient teams

1. Harnessing the power of design
in an enterprise
Feb 2021

2. Visa Confidential
Disclaimer
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ou should consult with your legal counsel to determine what laws and
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information, or other monetary loss, even if advised of the possibility of such damages.

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Operationalizing top down
vision/mission statements, models,
frameworks, or principles
Operationalizing bottom up
lived experiences, tactics, experiments,
lessons learnt

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Key facets of an empowered enterprise design team
M shaped talent
Developing talent who bring mix of horizontal
general skills and vertical specialized skills.
Bottom up design processes
Bringing a focus on solving the problem
instead of applying a methodologies.
1
2
3

5. The design team at Visa

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We help design commerce
experiences that are human, easy to
use and deliver value to our partners.

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As payments experience designers, in a B2B2C
enterprise, the customer experience we impact
is not always visible.
Enroll & Activate Decide
S H O P & C O N S I D E R
Authenticate and validate Execute and record
T R A N S A C T A N D M A N A G E

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We engage the full system to design
products and services that enable a better
customer experience.
CUSTOMER
EXPERIENCE
BUSINESS,
REVENUE,
RISK
IMPLEMENTATION,
OPERATIONS
LEGAL, PRIVACY,
COMMERCIALS
TECHNICAL/PARTNER
INTEGRATIONS

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We work within an ecosystem, with a multitude of dependencies
Processors
Financial
institutions
Merchants
Issuers/
Acquirers
Fintechs
Consumers

10. Becoming an M shaped
designer

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Domain (ex: loyalty) specialist
Stakeholder management intermediate
Value to enterprise:
• Ability to connect disparate inputs and synthesize outputs with cohesion.
• Enables strategic design and critical thinking on products and services.
• Diversity in thought makes all the difference to innovation.
• Easily navigate between teams and functions to orchestrate effectively.
How we think about M shaped talent
M shaped talent*
UX generalist
Data visualization specialist
User testing intermediary
Illustrative*

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Header to go here
Visa’s Engagement Platform – Issuer | Visa Confidential
Offer Creation
& Funding
Segmentation
& Targeting
Offer
Publishing
Cashback
fulfilment
Merchant
Onboarding
Designing a loyalty platform to help banks
deliver personalized offers to cardholders.
Challenge:
Deliver optimal CX while growing multi-
skills on the job.
Meet Mel

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“I need to scale the
platform to match
new requirements”
Navigating an external/internal ecosystem to design optimal CX
UX/UI
Loyalty
Customers
Banks
Product Tech
Stakeholders
Data
Program
Providers Merchants Partners
Goals & needs
“We want to enable personalized loyalty services for
our customers (to increases value added service
revenue)”
“I need to meet
revenue goals”
“I need to maximize
resources and
deliver in-time”
“I need to test and
grow the data
model”
We want to deliver frictionless personalized loyalty to
cardholders/consumers (to drive higher and more frequent spend)
“I need to manage
regulatory
challenges”
“I need more banks
to take up offers
and packages I
provide”
“I need to drive
more footfall/traffic
and increase spend”
I want to get
relevant offers
that interest
me
“I want to buy smart
but also save or
earn as a reward”
01/ Business communication & translation 04/Cross-functional management
and presentation skills
02/ Solutions strategy
03/ Data analysis
05/Critical
thinking
M shaped design skills needed (excluding core design skills)
Illustrative example*

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Aligning to design skill map
Formallearning
Informallearning Look-alikeLearning

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Designing ways of working to power informal learning
Loyalty
immersion session with cross-functional teams, to
align CX with opportunity constraints & goals.
Creating a shared space for co-ideation,
conversations
Designers learn how to speak ‘business’ and enable
non-design stakeholders to speak ‘design’.

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Measurable feedback loops for outcome driven stakeholder management
“It (design processes) helped highlight our team’s vision and
gave us confidence in where we were going on the solution.”
Designers learn how to demonstrate the value of design
to stakeholders.
Quarterly retrospectives with product and cross-
functional teams.
Product demo cross-functional feedback on
relevance and value.
”Our idea were in quite a raw state. Which is a challenge to
get customer or internal buy-in without any content or real
tangibility.”
“We could not simply force them to work to our timeline, at such a
short notice.”

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By supporting UAT on a partnered third party offers platform, we improved our working knowledge of how
loyalty-as-a-service allows banks to service their customers, and better understand associated challenges
and impact to CX.
Look-alike learning via UAT on third party offers platform

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In summary, what we’ve learnt works..
Set clear concise
growth goals
For immediacy,
connect to a project
that is active now,
against a long-term
specialization
strategy.
1 2 3
Choose small and
big tactics that
involve your
stakeholders
meaningfully
Every interaction
when powered by
intent is a valuable
learning tool.
Experiment with
frequency
Find look-alike
projects, volunteer
and learn how a
different facet of the
business works.

19. Evolving bottom up design
processes

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How we practice bottoming up processes
EXISTING PROCESS SYSTEMS CULTURE
EXPERIMENT & ITERATE IN SPRINTS
PILOT AND TEST
ENCODE
EVOLVE
Iterate
and
socialize
Value to enterprise:
Inclusive start that leverages what works currently. Not an overlaid ‘design methodology’.
Based on real-world learnings with incremental improvements.
Business outcome driven, encourages adoption more widely.

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Header to go here
Visa’s Engagement Platform – Issuer | Visa Confidential
Working on scaling a mobile ecommerce
payment product in India to enable single
click payments under a certain threshold.
Meet Mitushi
Challenge:
Deliver an outcome driven design
engagement process.

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Pilot process learnings
UX/UI
Loyalty
Customers
Fintechs
Product Tech
Stakeholders
Sales Super apps Merchants
• Focused on go-to-market
• Design recommendations via reviews and rapid
tests, organic.
• Many clients with own design teams and
varying standards.
• Recommendations not seen as a requirement
for success and not completely adhered to.
Illustrative example*
• CX
resolution
incomplete
• Design recommendation outputs were assessed to have client value.
• But pivot was needed from a ‘recommended’ to a ‘required’ process approach.
• Design the process for client mindset, where clients can opt in/out at different levels.
• Peg each step of the process to tangible business value.
• Design for universal standards and scalability, in increments.

23. ©2020 Visa. All rights reserved. Visa confidential
UX Guide
UX Review
UX Optimization
Design requirements
Client implementation sign-off
Data measurement
§ Accessible to product partners
§ Single source of truth to support implementation
§ Documentation of requirements vs recommendations
§ Identify key metrics for product success
§ Periodic check-in with client to capture results
§ Hypothesis driven design approach to optimize
§ Ensure that client implementation is as per the product requirement
§ Ensure good customer experience for successful product
§ Train the product owners to review client implementation
3-step UX engagement process
A systematic approach for designers to engage, execute and deliver optimal CX.

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Header to go here
Visa’s Engagement Platform – Issuer | Visa Confidential
User stories
Objectives for readers
Component Overview
Customer Stages
Pre-approved Verbiage
Chapter overviews
UX Guide
Upgrading our standards and scaling relevance for our
customers and their consumers.

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In summary, what we’ve learnt works..
Solve the problem,
don’t default to a
‘method’
Look to fix critical
fault lines and grow
atop existing
practices.
1 2 3
Engage to drive
business value
At each stop of the
process, offer
business value –
lowering operational
burdens, increasing
efficacy.
Iterate & evolve
incrementally
Think of processes
with modularity,
tweak components.

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