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UX STRAT Europe, Michel Jansen, “Using UX Strategy to Move Aegon Toward Customer-Centric Value Creation”

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UX STRAT Europe 2016 presentation by Michel Jansen, Service Design Lead, cXstudio

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UX STRAT Europe, Michel Jansen, “Using UX Strategy to Move Aegon Toward Customer-Centric Value Creation”

  1. 1. UXSTRAT16 how experience strategy is changing Aegon into a customer-centric digital organisation Michel Jansen @dawuss
  2. 2. I work at cXstudio, a small studio founded between two giants; Aegon and HCL. Our mission is to improve Aegon's customer experience.
  3. 3. (we are here)
  4. 4. Aegon is one of the oldest and largest financial services companies in the Netherlands, dating back to the late 1800s. They offer insurances, mortgages, pensions, investment products and more.
  5. 5. It was founded as a life insurance company in a time when life insurances still looked like this.
  6. 6. For more than 100 years, their business model was to sell these products through intermediaries.
  7. 7. Every step of the customer journey is moving online DISCOVER PURCHASE USE 80%researched their purchase online in 2014 60%purchased directly from insurer in 2015 80%prefer to ask questions about their life insurance via Internet / email. over over “Digitaal, het nieuwe normaal”, IG&H Consulting & Interim | Financial Services 2014 IG&H Trendonderzoek 2015 But the world is changing,
  8. 8. Preference Reality Preference Reality Preference Reality Preference Reality 78% 20% 0%2% 13% 38% 21% 27% Fully self service Fully digital advice Cross-channel advice Fully face-to- face advice Providers aren’t keeping up with what customers want How customers prefer to resolve their living-related affairs vs reality. Source: “Digitaal, het nieuwe normaal”, IG&H Consulting & Interim | Financial Services 2014
  9. 9. @ The ecosystem is changing rapidly, with new direct and online channels
  10. 10. Senior management Project managers Development teams But Aegon was still working in a very traditional way, with digital projects defined top-down and the work commissioned to a range of third parties. This was slow and did not use the knowledge of those closest to the customer effectively.
  11. 11. Organising for Innovation 1 So the first step was to change a few things. Firstly, a new studio focused on CX was founded to take over all the digital work. Secondly, Aegon moved away from projects as the main construct for work.
  12. 12. If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.” — Antoine de Saint-Exupery (1900–1944) “
  13. 13. Acquisition marketing Retention marketing Life Event: Moving House DISCOVER CONSIDER PURCHASE USE App www Web @ Email Mail Phone Advisor Social TV Identity & Access Insight, (Self-)Service & Digital communication Advisor tools & support App Business lines Purchase funnels STAY / LEAVE We created a number of autonomous teams and made each of them responsible for a specific part of the Aegon customer experience.
  14. 14. We took the old list of projects planned for the coming year and reverse engineered their goals, targets etc. We then clustered the output by affinity and captured the output in "theme canvases" that we made up for this purpose.
  15. 15. theme & mission business goals metrics journeys solution space dependen- cies IT components customer segments stake- holders constraints & frameworks The canvas is a starting point for a team and consists of a mission plus context.
  16. 16. Now we have a bunch of teams ready to go. They know what to achieve, but they don't yet know where to start.
  17. 17. what to work on when to work on it how much effort to invest They essentially need to know three things...
  18. 18. what to work on when to work on it how much effort to invest value ...and all three boil down to value (for customers and the business)
  19. 19. Finding value a case study 2
  20. 20. ` Team “Adventurers” Mission: Make Aegon the best digital partner for advisors in offering help and advice to customers. Advisor Support Goals: • Advisors are always informed about all customer affairs • Aegon collaborates efficiently with advisors • Our digital services facilitate sales • Offer reliable, uninterrupted and future-proof service. Initial Metrics: • Advisor Satisfaction Scores. • CES on advisor tasks • Customer satisfaction score
  21. 21. The canvas has the business goals, but we start with the user.
  22. 22. finding value for users
  23. 23. We used research to find user needs and define personas
  24. 24. We then generated feature ideas based on the needs, using user journeys as a structure.
  25. 25. inzicht in zijn klantenbestand met polissen en correspondentie gemakkelijk een offerte-, aanvraag- en mutatieproces kunnen uitvoeren De adviseur wil... inzicht in status van onderhanden werk contact leggen met de medewerkers van AEGON productinformatie ophalen inclusief impact van algemene wet & regelgeving op AEGON beleid hoogwaardige verkoopkansen aangeboden krijgen AIP biedt… Klantbeeld met overzicht klantgegevens, contracten, documenten, kansen, lopende zaken, communicatie etc. zoeken op klant of contract en vanuit daar direct een offerte, aanvraag of mutatie etc. starten. Contactgegevens van en live chat met Aegon medewerkers – zowel account manager als medewerkers die bezig zijn met lopende zaken. Statusinformatie over lopende zaken Advieskansen, bestaande uit zowel vragen van (potentiële) nieuwe klanten als kansen binnen portefeuille. Een app voor de buitendienst Aegon.nl integratie waarbij adviseurs in de kijker worden gespeeld bij klanten Een ROA flow waarbij je soepel kunt doorklikken van berekening naar offerte naar aanvraag. Productinformatie met overzicht van (historische) productvoorwaarden etc. Nieuws en marktontwikkelingen, met mogelijkheid tot inzien advieskansen / impact op portefeuille. user needs propositions And clustered features into 10 main promises of functionality..
  26. 26. We visualised the functionality using conceptual mock ups.
  27. 27. And invited users for a focus group to talk about their needs.
  28. 28. We showed them the mock ups, but we also asked them to rate each high level feature on paper for quantitative feedback.
  29. 29. Satisfaction if present Dissatisfaction if absent For each feature, we ask what they think if we include this, as well as what if we don't.
  30. 30. Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 App Advieskansen prospects Nieuws & marktontwikkelingen Advieskansen uit portefeuille Aegon.nl integratie Contact met Aegon medewerkers Statusinformatie Klantbeeld Soepel doorklikken in ROA Acties vanuit klant of contract Productinfo 4 Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 4 Satisfactionifpresent Dissatisfaction if absent So we can plot them
  31. 31. Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 App Advieskansen prospects Nieuws & marktontwikkelingen Advieskansen uit portefeuille Aegon.nl integratie Contact met Aegon medewerkers Statusinformatie Klantbeeld Soepel doorklikken in ROA Acties vanuit klant of contract Productinfo 4 Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 4 Satisfactionifpresent Dissatisfaction if absent undesired must have one-dimensional perfomance attractiveAnd use the Kano model to categorise each feature.
  32. 32. Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 App Advieskansen prospects Nieuws & marktontwikkelingen Advieskansen uit portefeuille Aegon.nl integratie Contact met Aegon medewerkers Statusinformatie Klantbeeld Soepel doorklikken in ROA Acties vanuit klant of contract Productinfo 4 Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 4 Satisfactionifpresent Dissatisfaction if absent 1 23 undesired must have one-dimensional perfomance attractive The Kano model helps decide the order in which we need to do stuff. Attractive features can wait, because there is little dissatisfaction if absent.
  33. 33. Absent Basic Best in class Execution Dissatisfied Disappointed Neutral Satisfied Excited Satisfaction undesired must have one-dimensional perfomance attractive indifferent Based on: Kano, Noriaki et al. (April 1984)."Attractive quality and must-be quality". Journal of the Japanese Society for Quality Control (in Japanese) 14 (2): 39–48. ISSN 0386-8230. The Kano model also informs the effort we need to put into things. For must haves, more than basic execution does not pay off., whereas for one- dimensional performance features, more = better.
  34. 34. Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid App Advieskansen prospects Nieuws & marktontwikkelingen Advieskansen uit portefeuille Aegon.nl integratie Contact met Aegon medewerkers Statusinformatie Klantbeeld Soepel doorklikken in ROA Acties vanuit klant of contract Productinfo Satisfactionifpresent Dissatisfaction if absent We used both quantitative and qualitative information to plot our features in the model.
  35. 35. business value Now it's time to circle back to business value.
  36. 36. Map features to goals.
  37. 37. Knowing how much effort we will put into each feature allows us to build a business case.
  38. 38. Defining the roadmap 3 Purpose: knowing when we want to achieve what.
  39. 39. we started with the minimum viable product
  40. 40. Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 4 businessvalue user value In theory, this is simple...
  41. 41. Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 4 businessvalue user value least important most important
  42. 42. Ontevredenheid bij ontbreken Tevredenheidbijaanwezigheid 2 1 3 4 businessvalue user value what we do last (or not at all) what we do first
  43. 43. user value business value strategic importance complexity of work amount of work risk uncertainty internal dependen- cies external dependen- cies But in reality, lots of factors matter.
  44. 44. 1 2 3 4 5 So we end up knowing the MVP consists of 6 major components.
  45. 45. 1 2 3 4 5 The Kano model helps size up the total effort for each.
  46. 46. 1 2 3 4 5 ? But it is still a lot of work
  47. 47. THE MVP IS TOO DAMN BIG So we have a problem.
  48. 48. We need to slice some features up
  49. 49. 1 2 3 4 5 ?
  50. 50. 1 2 3 4 5 ? 3 3 44 5
  51. 51. 1 2 3 4 5 ? R1 3 4 R2 R3 … MVP ? … 6 And find the true MVP, which we can then iteratively build out in future releases.
  52. 52. The roadmap says what we want to achieve by when, not how we do it.
  53. 53. Making it happen 4 Now we are ready to go
  54. 54. moment when value is added 1 2 3 4 5 ? R1 3 4 R2 R3 … MVP ? … 6 minimum viable feature execution Except there is still a problem: we don't know what the smallest feature slice looks like yet. Also, the MVP is still quite large and will take some time to complete. Meanwhile, we don't deliver value and more importantly, we don't learn.
  55. 55. step 1: pilot features in a beta track
  56. 56. 1 2 3 4 5 ? R1 3 4 R2 R3 … 6 4 R1 5 R2 4 R3 5 R4 moment when value is added Pilot Product By launching a subset of features in closed beta, we deliver value sooner and learn how well they work in the wild.
  57. 57. Envisioned: 9+ weeks of work Pilot: 5 days of work We took some shortcuts to get to 80% of what we envisioned in a fraction of the time, since it's a pilot anyway.
  58. 58. step 2: set up an experimentation track
  59. 59. Mijn adv Kantoor URGENT 14:30 A Va B 12:15 Lo Va N ADVIESVERZO EXPIRERENDE HERSTELADV RENTE MIDDE Archief DOOR MIJ OP DOOR ANDER VERLOREN AFGEWEZEN 03:28 O Va N Onderwerp Vraag Contact voorkeur Gegevens berekening Responsetijd verloopt bijna Resterend Gisteren 13:12 Van: Pharetra Aenean Nieuwe klant 03:28 Advieskans details Contact gegevens •‘s Ochtends • Telefonisch Adress Telefoonnummer E-mail (voorkeur klant!) Verstuur een e-mail Deze kans is bij u in behandeling Archiveer Advieskansen Uw opmerking Klaar Opmerking Beoordeling advieskans Afspraak ingepland Direct afgehandeld Niet gelukt Handeling Archiveren We created mock ups of envisioned scenarios to elicit feedback on the vision.
  60. 60. We asked feedback from real users, either at their workplace or in our lab. Testing in our lab is less valid, but allows stakeholders to join, which is hugely important.
  61. 61. step 3: making it work with the business
  62. 62. Klant Actie Via adviseur product afsluiten Line of interaction Line of visibility Line of visibility Line of interaction Frontstage Action Backstage Action Medewerker Backstage Action Digitaal AegonAdviseur Klant helpen met het afsluiten van een product Line of internal interaction AIP ROA Aanvraag verwerken Brief van Aegon ontvangen over mijn naderende expirerende polis Expirerende Polissen Excel sheet genereren & uploaden Vooraankondiging expirerende polis naar adviseur sturen Brief van Aegon over naderende expirerende polis Expirerende polis zichtbaar in AIP “Later Oppakken” T - 4 maanden T - 3 maanden Aankondiging expirerende polis naar klant sturen Expirerende polis zichtbaar in AIP “Nu oppakken” + kopie brief Nieuwe notificatie over expirerende polis markeren als “in behandeling” Bekijken in AIP Contact opnemen met klant Telefoontje van adviseur over expirerende polis Oppakken in AIP Keuze doorgeven aan adviseur Klant helpen met aanvragen van uitkeringsvorm Aanvraag verwerken AIP ROA Feedback achterlaten over advies Bevestiging verwerkt + verzoek om feedback X dagen na aanvraag Happy flow: opgepakte advieskans Resultaat terugkoppelne? Map the customer journey against business processes. Maps are great for discussing friction and changes.
  63. 63. final step: closing the loop with continuous discovery
  64. 64. Analytics
  65. 65. Satisfaction Scores
  66. 66. Customer feedback
  67. 67. Realtime dashboards We are working on bringing it all together in realtime dashboards based on customer journeys.
  68. 68. The ultimate goal is to create a learning loop, with serendipitous ideas based on insights and multiple ways to act on them, either through experiments or by launching.
  69. 69. What we’ve learned so far
  70. 70. think big, act small 1 Have a vision, but don't try to execute all at once. Slice, then learn.
  71. 71. Defining the vision as an ideal customer journey helps ensure a consistent experience. In this case we found 10 things that would create the perfect journey.
  72. 72. 1 2 3 5 4 4 A quick round of research showed 3 have the biggest impact, so we did those first and then re-evaluated.
  73. 73. a vision shared is a vision multiplied 2
  74. 74. Super important to define the vision together. Involve marketing, sales, business development etc. Customer journey is a good framework to elicit input.
  75. 75. Sharing back is also important. Journey maps are highly shareable.
  76. 76. Shareable prototypes are even better, as they tend to go viral.
  77. 77. At Aegon, we even use webinars to keep everyone informed.
  78. 78. have an experimentation track 3
  79. 79. not here but here Experiment often to avoid ending up in local maximum.
  80. 80. try the crazy stuff first Not only in the beginning, but test biggest assumptions first.
  81. 81. We tested some ideas we thought went too far, but users said it was fine.
  82. 82. costs of changes information influence time experiment here
  83. 83. launch clumsy solutions 4 If you are not ashamed of the first version, you waited too long. Our first release was powered by an Excel sheet instead of a proper data pipeline. Nobody knew and we could validate more quickly. Wizard of Oz is a powerful technique.
  84. 84. 5 There are a lot of great insights waiting to be found, but you have to be paying attention to them.
  85. 85. thank you Michel Jansen @dawuss
  86. 86. https://www.flickr.com/photos/ravedelay/17224255506/ https://www.flickr.com/photos/66603656@N05/16657453073/ http://www.stadhuismuseum.nl/wp-content/uploads/2016/03/roompot-klein.jpg https://www.flickr.com/photos/29233640@N07/9585503388/ https://www.flickr.com/photos/catsanchez/15951257277/ People icons Created by Wilson Joseph from the Noun Project

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