Ranzie Anthony – 10 Principles for UX design in Fintech
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Financial organisations are facing significant disruption as new challenges and technologies change the way that people engage with products. To move quickly and manage change, product owner and development teams need to work closer than ever. We’ll share our experience on how UX design can help bring these two teams together and why it’s even more important given changing trends that we see this year.
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Ranzie Anthony – 10 Principles for UX design in Fintech
- 1. #MUXL
- 3. Future Empathy with Aviva 24th / 25th November #MUXL
- 4. Foundation Course in UX & UCD 8 Week, Evening Course, In-Person Next Cohort February 2017 #MUXL
- 5. Agenda Ranzie Anthony Co-Founder & Chief Creative Officer – Athlon 10 Principles for UX design in Fintech Richard Bretschneider Senior UX Consultant – eresult How to make a really bad first impression with your multibanking app #MUXL
- 8. UX Design for FinTech Design principals that accelerate innovation Ranzie Anthony Co-Founder – Chief Creative Officer © Athlon2017
- 24. © Athlon201724 © Athlon2017 Changing consumer expectations.
- 25. x © Athlon2017 BANK Expectation Customers want services like other apps Competition Non-banks are starting to innovate Regulations Shifting regulation landscape Maintenance Fewer teams can manage legacy Agility Product roll-out is difficult Efficiency Operation costs are growing INTERNAL EXTERNAL
- 27. © Athlon2017
- 29. Every company is a technology company © Athlon2017 Banks need to hire digital leaders
- 31. © Athlon2017
- 32. © Athlon2017
- 33. © Athlon2017 Efficency, Consumer expectation, Competition, Agility, Regulation… So the industry has challenges Automation, Chatbots, Open banking, New innovators… …and trends are disrupting things
- 36. © Athlon2017 UX Strategist Technologist Design Lead Product Owner Technology environment Brand experience Business insights / User Stories #1 – YOUR TEAM
- 37. © Athlon2017 30 #2 – LEAN PROJECTS
- 38. © Athlon2017 Level 1 Initial Level 2 Developing Level 3 Defined Level 4 Managed Level 5 Optimising Vision None Bottom-up department specific visions for CEM Executive-sponsored vision, but not consistent buy-in by all Unifying vision for cross- enterprise CEM, majority buy in CEM is seen as a key enabler of business success, whole culture buys in Strategy None Reactive focus on firefighting initiatives Proactive focus by individual departments Consistent and integrated approach Ongoing investment and improvement Metrics Annual customer satisfaction survey Multiple metrics used in isolated departments Consolidated view of metrics, but not linked to each other Hierarchy of linked customer experience metrics feeding top- level goals Basis of customer experience management and investment Governance No one has responsibility for the customer experience Customer service or marketing department takes the lead Department-specific governance of the customer experience still reigns Cross-enterprise multi departmental governance Well-established cross-enterprise governance Organisation No leader and no customer experience team Voice of the customer team formed, reporting on the customer experience Vice president of customer experience appointed, core team forming, reporting on performance Core customer experience team at the centre advising departments Core customer experience team and part-time roles in all departments Processes "Gut feel" about which processes matter for the customer experience Map of all customer facing processes Accessibility awareness Working on improving the top two to three process that affect the customer experience AA WCAG 2.0 rating Road map of process improvement for top 25 AA WCAG 2.0 rating Continue to optimise the main processes Technology No applications or tools bought with primary focus on improving Portfolio of existing applications identified that help improve the Existing applications ranked by customer experience impact and Focus on integration of customer experience technologies, joining end-to-end processes, Seeking innovative technology in other industries and geographies 38 © Athlon2017 #3 – AUDIT THE LANDSCAPE
- 39. © Athlon201739 © Athlon2017 CustomerExperiencematuritymodel. Level 1 Initial Level 2 Developing Level 3 Defined Level 4 Managed Level 5 Optimising Vision None Bottom-up department specific visions for CEM Executive-sponsored vision, but not consistent buy-in by all Unifying vision for cross- enterprise CEM, majority buy in CEM is seen as a key enabler of business success, whole culture buys in Strategy None Reactive focus on firefighting initiatives Proactive focus by individual departments Consistent and integrated approach Ongoing investment and improvement Metrics Annual customer satisfaction survey Multiple metrics used in isolated departments Consolidated view of metrics, but not linked to each other Hierarchy of linked customer experience metrics feeding top- level goals Basis of customer experience management and investment Governance No one has responsibility for the customer experience Customer service or marketing department takes the lead Department-specific governance of the customer experience still reigns Cross-enterprise multi departmental governance Well-established cross-enterprise governance Organisation No leader and no customer experience team Voice of the customer team formed, reporting on the customer experience Vice president of customer experience appointed, core team forming, reporting on performance Core customer experience team at the centre advising departments Core customer experience team and part-time roles in all departments Processes "Gut feel" about which processes matter for the customer experience Map of all customer facing processes Accessibility awareness Working on improving the top two to three process that affect the customer experience AA WCAG 2.0 rating Road map of process improvement for top 25 AA WCAG 2.0 rating Continue to optimise the main processes Technology No applications or tools bought with primary focus on improving Portfolio of existing applications identified that help improve the Existing applications ranked by customer experience impact and Focus on integration of customer experience technologies, joining end-to-end processes, Seeking innovative technology in other industries and geographies
- 40. © Athlon2017 EXPLORE #4 – BE EMBEDDED
- 41. © Athlon2017 #5 – MAP EVERYTHING
- 42. © Athlon2017 IDEATE #6 – DESIGN IN THE OPEN
- 43. © Athlon2017 #7 - DESIGN IN PATTERNS
- 44. © Athlon2017 #8 – PROTOTYPE EARLY & FREQUENTLY
- 45. © Athlon2017 TEST © Athlon2017 #9 – LEAN INSIGHTS
- 46. © Athlon2017 #10 – ARTICULATE WITH FILM