This whitepaper examines the specifics of doing customer journey mapping in banking in finance. It covers challenges and provides expert tips on how to solve them.
Inside the whitepaper, you will also find examples of financial journey maps and advice for mappers who build their banking or financial journeys in UXPressia.
Download the full whitepaper at https://uxpressia.com/blog/whitepaper-journey-mapping-in-finance
5 Key Steps to Drive with Fintech Customer JourneysDouglas Karr
Customer loyalty is waning in the financial industry as consumers are presented with a vast array of alternative offerings both on and offline. Careful research and design of customer journeys is having a positive impact on organizations to win, keep, and increase the value of prospects and customers. This is a webinar that I did on behalf of Salesforce.
This document summarizes a research report on software and techniques used for customer journey mapping. It conducted a global survey of 150 professionals and 14 in-depth interviews. The survey found that the most common data sources for journey maps were interviews with users and customers. The most popular software for research were Microsoft Excel/Google Sheets. For journey mapping, the most used complementary tools were Google Sheets/Excel, Docs/Word, and Slides/PowerPoint.
How HorizonCX uses UXPressia to create better mapsUXPressia
Learn how HorizonCX, an agile consulting company, encourages their customers to use customer journey mapping approach and keep maps as living docs.
✨ More stories about how UXPressia helps companies achieving their goals >> https://uxpressia.com/case-studies
✏️ Create an account and build your own customer journey map or persona for free >> https://uxpressia.com/
Finwizz ( https://www.finwizzloans.com/) offers you a basket of loan options to choose from its wide relationship with Premier Banks and Financial Institutions. Few of our partners for Personal Loans are HDFC Bank, ICICI Bank, Standard Chartered, Axis Bank, Citibank, Kotak Mahindra, Bajaj & more.
The expertise we have gained by being in the business for over more than a decade enables us to identify the loan which would best suit you. Being as the best loan consultant in Pune, we focus on transparent.
The document outlines a digital strategy framework in 3 phases: identifying opportunities and threats, organizing the digital foundation, and prioritizing investments to accelerate impact. It discusses strategic planning, operational planning, execution, and performance measurement across multi-year and 12-month horizons. Key aspects of the framework include assessing value levers, operating model considerations, an acceleration roadmap in three horizons, and Digital Confluence's full-service digital reengineering practice areas.
Designing a Results Driven Digital Strategy: Customers and Corporations’ Digi...Fabio Mittelstaedt
This document discusses designing a results-driven digital strategy for corporations. It argues that digital strategies are now a top priority for strategic planning as disruptive digital business models become the new normal. A digital strategy can transform a company by joining business, operations, and technology around a shared digital vision. A key part of a digital strategy is improving digital customer experience maturity by deeply understanding customer needs and journeys. However, achieving high digital customer experience is challenging as it requires constant change and adaptation to how customers interact with new technologies. Personalization is also increasingly important, such as using data analytics to provide personalized offers and advice to customers in real-time. A digital strategy must be omnichannel but will likely prioritize mobile experiences as they
Rethink and Realign for Digital Transformation SuccessPerficient, Inc.
The drive towards digital transformation begins with the customer and extends far into the company, affecting every area of an organization from vision and strategy to architecture, technology, and operational changes. Digital transformation is a complex maze to navigate and requires rethinking and realigning your strategy and organization for success.
Perficient’s digital transformation strategists Michael Porter and David Stallsmith led a roundtable discussion with guest speaker Nigel Fenwick, Vice President and Principal Analyst covering digital business strategy with Forrester Research. The discussion focused on how companies must structure their organizations across people, process, and technology to achieve a successful digital transformation.
Our speakers touched on a broad range of topics from current trends, roadmaps, and technology you can use to create a better vision, to developing the proper tactics, strategy, and the benchmarks that will enable you to demonstrate value to your customers and your company.
Topics included:
• Crafting a vision that works for your company
• Understanding where you are on your journey
• Aligning executive vision with business and IT roles
• Making the business case for digital transformation
• Combining tactical projects with the digital transformation strategic vision
• Uncovering and managing technology gaps
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
5 Key Steps to Drive with Fintech Customer JourneysDouglas Karr
Customer loyalty is waning in the financial industry as consumers are presented with a vast array of alternative offerings both on and offline. Careful research and design of customer journeys is having a positive impact on organizations to win, keep, and increase the value of prospects and customers. This is a webinar that I did on behalf of Salesforce.
This document summarizes a research report on software and techniques used for customer journey mapping. It conducted a global survey of 150 professionals and 14 in-depth interviews. The survey found that the most common data sources for journey maps were interviews with users and customers. The most popular software for research were Microsoft Excel/Google Sheets. For journey mapping, the most used complementary tools were Google Sheets/Excel, Docs/Word, and Slides/PowerPoint.
How HorizonCX uses UXPressia to create better mapsUXPressia
Learn how HorizonCX, an agile consulting company, encourages their customers to use customer journey mapping approach and keep maps as living docs.
✨ More stories about how UXPressia helps companies achieving their goals >> https://uxpressia.com/case-studies
✏️ Create an account and build your own customer journey map or persona for free >> https://uxpressia.com/
Finwizz ( https://www.finwizzloans.com/) offers you a basket of loan options to choose from its wide relationship with Premier Banks and Financial Institutions. Few of our partners for Personal Loans are HDFC Bank, ICICI Bank, Standard Chartered, Axis Bank, Citibank, Kotak Mahindra, Bajaj & more.
The expertise we have gained by being in the business for over more than a decade enables us to identify the loan which would best suit you. Being as the best loan consultant in Pune, we focus on transparent.
The document outlines a digital strategy framework in 3 phases: identifying opportunities and threats, organizing the digital foundation, and prioritizing investments to accelerate impact. It discusses strategic planning, operational planning, execution, and performance measurement across multi-year and 12-month horizons. Key aspects of the framework include assessing value levers, operating model considerations, an acceleration roadmap in three horizons, and Digital Confluence's full-service digital reengineering practice areas.
Designing a Results Driven Digital Strategy: Customers and Corporations’ Digi...Fabio Mittelstaedt
This document discusses designing a results-driven digital strategy for corporations. It argues that digital strategies are now a top priority for strategic planning as disruptive digital business models become the new normal. A digital strategy can transform a company by joining business, operations, and technology around a shared digital vision. A key part of a digital strategy is improving digital customer experience maturity by deeply understanding customer needs and journeys. However, achieving high digital customer experience is challenging as it requires constant change and adaptation to how customers interact with new technologies. Personalization is also increasingly important, such as using data analytics to provide personalized offers and advice to customers in real-time. A digital strategy must be omnichannel but will likely prioritize mobile experiences as they
Rethink and Realign for Digital Transformation SuccessPerficient, Inc.
The drive towards digital transformation begins with the customer and extends far into the company, affecting every area of an organization from vision and strategy to architecture, technology, and operational changes. Digital transformation is a complex maze to navigate and requires rethinking and realigning your strategy and organization for success.
Perficient’s digital transformation strategists Michael Porter and David Stallsmith led a roundtable discussion with guest speaker Nigel Fenwick, Vice President and Principal Analyst covering digital business strategy with Forrester Research. The discussion focused on how companies must structure their organizations across people, process, and technology to achieve a successful digital transformation.
Our speakers touched on a broad range of topics from current trends, roadmaps, and technology you can use to create a better vision, to developing the proper tactics, strategy, and the benchmarks that will enable you to demonstrate value to your customers and your company.
Topics included:
• Crafting a vision that works for your company
• Understanding where you are on your journey
• Aligning executive vision with business and IT roles
• Making the business case for digital transformation
• Combining tactical projects with the digital transformation strategic vision
• Uncovering and managing technology gaps
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
Digital Transformation Consulting ProposalBizzmaxx
The Digital Transformation Consulting proposal is a proposal to help customers to carry out projects using the Digital Transformation Planning methodology. Note that a staggering 84% of digital transformation projects fail to deliver their expected benefits resulting in enormous missing ROI, as well as the collateral damage to business strategy, shareholder value and team morale. What are the most important reasons why so many businesses struggle with digital transformation?
The document outlines best practices for digital transformation based on a presentation by Arrk Group. It discusses the importance of digital transformation for businesses and the need for clear leadership and vision. It also emphasizes building a digital-first culture, digitizing customer experiences, creating a unified digital platform, focusing on agile execution, and learning from digital examples in areas like instant loans and stock updates.
The Six Stages of Digital Transformation by Brian SolisBrian Solis
For companies faced with the prospect of “Digital Darwinism,” the hardest part is evaluating what need to be changed first. In Brian Solis' deepest dive into Digital Transformation yet, he created a maturity model that helps companies assess exactly where they are, and where they need to be on the road to digital transformation.
After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components, and processes that form a strong foundation for change. We have organized these elements into six distinct stages:
Business as Usual
Present and Active
Formalized
Strategic
Converged
Innovative and Adaptive
Work with Brian to develop research, thought leadership or strategy to survive and thrive in an era of digital Darwinism. brian@briansolis.com - www.briansolis.com | Hire Brian to keynote your next event! www.briansolis.com/speaking
Context of digital transformation. econsultancy webinarIrene Ventayol
The document discusses digital transformation at Econsultancy. It provides an overview of Econsultancy's research reports on topics related to digital transformation such as organizational structures, securing board buy-in, insourcing and outsourcing, agility and innovation, and skills of the modern marketer. It also discusses common barriers to digital progress such as legacy systems, finding digital skills, and getting senior management buy-in. Additionally, it examines different organizational structures companies use for digital transformation such as centers of excellence and hub-and-spoke models.
Monitoring the Digital World – Demystifying Customer ExperienceImran Shah
This document discusses monitoring the digital world and demystifying the customer experience. It explains that advances in information and communication technologies have led to more information being gathered, analyzed, and stored than ever before. Companies are now focusing more on the customer experience and ensuring every interaction contributes positively to their view of the brand. New technologies allow for near real-time monitoring, data analysis, and intelligent responses to customer needs.
Modernize Core Technology to Accelerate Digital TransformationPerficient, Inc.
Digital transformation efforts often focus solely on customer experiences. However, CX is just one piece of a successful digital transformation strategy. While external experiences must change to deliver new channels and personalized service, internal operations and systems must also be transformed to increase efficiency, enable innovation, and transcend touchpoints to deliver a truly seamless customer experience.
View this SlideShare and learn how:
Digital predators are approaching platform modernization
APIs, IoT, cloud, data and analytics, DevOps and microservices drive innovation and support digital transformation
To evaluate your current platform and identify ways to align IT changes with your digital transformation goals
To create a roadmap for implementing core process and technology changes
The Digital Customer Experience: Why the Future of the Communications Industr...Brian Solis
Brian Solis and amdocs explore the impact of connected customers on the traditional funnel and the need for designing digital customer experiences (DCX). Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.
A lecture focusing on how to create a solid and differentiated digital roadmap.
• How to plan for changing consumer expectations
• How to approach digital strategy planning
• What a social media maturity model looks like and how to apply it to your own roadmap efforts.
The document discusses a live webinar on the future of business analysis that will take place on August 26, 2021. It provides details on the webinar presenters and agenda. The agenda covers topics like the increasing demand for modern business analysts, the evolution of the business analyst role, career pathways for business analysts, training the modern and future business analyst, and building a dynamic business analyst community.
The Finance Automation Journey - How to Fuel Your Finance Transformation [eBook]Zach Deming
This document provides guidance on embarking on a finance automation journey. It discusses challenges with manual and spreadsheet-driven finance processes, including risks of errors and inability to scale. The document advocates taking a holistic approach to finance automation, focusing on technology, people, information and processes. It outlines key benefits of finance automation such as faster close cycles, increased efficiency, real-time intelligence, and freeing up finance staff to focus on strategic work. The document provides a six-step framework for the finance automation journey including analyzing the current state, designing the future state, optimizing and automating processes, reviewing outcomes and controls, and continuously improving.
The document outlines how to develop an effective digital strategy. It discusses that companies must adopt new technologies or face competitive obsolescence. A digital strategy should address rapid technological change, changing user behaviors, and organizational impacts. It recommends a minimum viable digital strategy that is high-level, user-centered, rapidly developed through collaboration, and focused on outcomes. The process involves discovery, vision, planning, and measurement phases to iteratively improve the strategy.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
7 considerations to your digital transformation journeyTarang Rai
This new era of digital transformation brought about by the emergence of new technologies like mobile, cloud, analytics, Internet of Things etc., is highly reminiscent of the e-business era. There are many business opportunities to pursue, enabling technologies to be utilized, and customers to be influenced.
This document provides an overview of digital transformation and career paths after an MBA. It discusses how digital transformation involves using technology, people, and processes for optimization and new business models. Common digital transformation careers include change leadership, product management, transformation consulting, and B2B marketing. The document outlines how to plan a career path in this field and prepare through electives, external courses, books, projects, and networking. It also describes the selection process, focusing on resumes, case studies, and behavioral interviews.
Digital transformation in practice. A case study of change.Boldare
Digital Transformation is a change that affects the whole system, the whole organization.
The biggest implementation challenge of a digital transformation isn’t a lack of the right technology, it’s a lack of digital culture and skills in the organization.
You cannot change the culture of your organization directly. Then you have to put a conscious impact on key organizational elements to influence the culture:
- Programmes like strategy, policies, and approach;
- Personnel;
- Communication Channels, and an observation of how these changes affect the culture.
Generally, you can start with a small step and you can always turn to us to find it.
--
Join Boldare's newsletter to learn about a C-level point of view on user-centered design, software outsourcing services and the future of business.
Subscribe now --> https://go.boldare.com/newsletter-slideshare/
--
Defining a digital transformation maturity modelShekar K. Rao
The document proposes a Digital Transformation Maturity Model (DTMM) to help companies evaluate the status of their digital transformation initiatives. The model is based on two dimensions: 1) maturity levels adapted from the CMM model, ranging from initial to innovating, and 2) organizational levers like strategy, technology, people that impact digital transformation. The document outlines the maturity levels and levers, and provides an initial mapping of how the levers map to the levels to create the DTMM. Next steps are identified to further develop the model into a quantitative assessment tool.
Smarter Computing For Retailers: Meeting The Needs Of The Smarter Consumer Th...jabenjamusibm
The document discusses how retailers are facing challenges from savvy customers and agile competitors in today's environment. It outlines three imperatives guiding retail transformation: 1) deliver a smarter shopping experience, 2) develop smarter merchandising and supply networks, and 3) build smarter retail operations. Retailers need to transform their IT infrastructures and embrace smarter computing to address these imperatives by connecting with customers, suppliers, and manufacturers for better decision making.
Digital transformation involves more than just new technology investments. It requires realigning business models and technology to better engage digital customers throughout the customer experience lifecycle. While many companies report undergoing digital transformation, few have fully mapped customer journeys or aligned efforts across channels. True digital transformation unifies disparate digital initiatives under a common vision focused on enhancing the customer experience through improved processes, mobile-friendly services, and integrated touchpoints. It also requires buy-in from executive leadership to prioritize the needs of digital customers.
In this document you will find details about the KTN Design Mentors programme. The objective of the KTN Design Mentors programme is to offer expert coaching and advice to those leading innovative R&D projects and ensure the projects are completed to a high-standard, within time and within budget. The mentors have been selected based on their in-depth knowledge of design methods and vast experience in bringing products and services to market.
Find out more: https://ktn-uk.co.uk/news/did-you-know-ktn-can-help-make-introductions-to-design-companies
Eric Liu interned as a graphic designer at MicroMetrics, a tech startup that develops software to help brick-and-mortar businesses collect customer data through surveys. During his internship, Liu worked on the design of MicroMetrics' web and mobile apps, call-to-action graphics for in-store iPad kiosks, and marketing materials. He gained experience in Agile development methodology and learned the importance of clear communication in collaborative team environments compared to school projects. Overall, the internship provided Liu with valuable real-world experience in user-centered design for digital products at a small startup.
Digital Transformation Consulting ProposalBizzmaxx
The Digital Transformation Consulting proposal is a proposal to help customers to carry out projects using the Digital Transformation Planning methodology. Note that a staggering 84% of digital transformation projects fail to deliver their expected benefits resulting in enormous missing ROI, as well as the collateral damage to business strategy, shareholder value and team morale. What are the most important reasons why so many businesses struggle with digital transformation?
The document outlines best practices for digital transformation based on a presentation by Arrk Group. It discusses the importance of digital transformation for businesses and the need for clear leadership and vision. It also emphasizes building a digital-first culture, digitizing customer experiences, creating a unified digital platform, focusing on agile execution, and learning from digital examples in areas like instant loans and stock updates.
The Six Stages of Digital Transformation by Brian SolisBrian Solis
For companies faced with the prospect of “Digital Darwinism,” the hardest part is evaluating what need to be changed first. In Brian Solis' deepest dive into Digital Transformation yet, he created a maturity model that helps companies assess exactly where they are, and where they need to be on the road to digital transformation.
After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components, and processes that form a strong foundation for change. We have organized these elements into six distinct stages:
Business as Usual
Present and Active
Formalized
Strategic
Converged
Innovative and Adaptive
Work with Brian to develop research, thought leadership or strategy to survive and thrive in an era of digital Darwinism. brian@briansolis.com - www.briansolis.com | Hire Brian to keynote your next event! www.briansolis.com/speaking
Context of digital transformation. econsultancy webinarIrene Ventayol
The document discusses digital transformation at Econsultancy. It provides an overview of Econsultancy's research reports on topics related to digital transformation such as organizational structures, securing board buy-in, insourcing and outsourcing, agility and innovation, and skills of the modern marketer. It also discusses common barriers to digital progress such as legacy systems, finding digital skills, and getting senior management buy-in. Additionally, it examines different organizational structures companies use for digital transformation such as centers of excellence and hub-and-spoke models.
Monitoring the Digital World – Demystifying Customer ExperienceImran Shah
This document discusses monitoring the digital world and demystifying the customer experience. It explains that advances in information and communication technologies have led to more information being gathered, analyzed, and stored than ever before. Companies are now focusing more on the customer experience and ensuring every interaction contributes positively to their view of the brand. New technologies allow for near real-time monitoring, data analysis, and intelligent responses to customer needs.
Modernize Core Technology to Accelerate Digital TransformationPerficient, Inc.
Digital transformation efforts often focus solely on customer experiences. However, CX is just one piece of a successful digital transformation strategy. While external experiences must change to deliver new channels and personalized service, internal operations and systems must also be transformed to increase efficiency, enable innovation, and transcend touchpoints to deliver a truly seamless customer experience.
View this SlideShare and learn how:
Digital predators are approaching platform modernization
APIs, IoT, cloud, data and analytics, DevOps and microservices drive innovation and support digital transformation
To evaluate your current platform and identify ways to align IT changes with your digital transformation goals
To create a roadmap for implementing core process and technology changes
The Digital Customer Experience: Why the Future of the Communications Industr...Brian Solis
Brian Solis and amdocs explore the impact of connected customers on the traditional funnel and the need for designing digital customer experiences (DCX). Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.
A lecture focusing on how to create a solid and differentiated digital roadmap.
• How to plan for changing consumer expectations
• How to approach digital strategy planning
• What a social media maturity model looks like and how to apply it to your own roadmap efforts.
The document discusses a live webinar on the future of business analysis that will take place on August 26, 2021. It provides details on the webinar presenters and agenda. The agenda covers topics like the increasing demand for modern business analysts, the evolution of the business analyst role, career pathways for business analysts, training the modern and future business analyst, and building a dynamic business analyst community.
The Finance Automation Journey - How to Fuel Your Finance Transformation [eBook]Zach Deming
This document provides guidance on embarking on a finance automation journey. It discusses challenges with manual and spreadsheet-driven finance processes, including risks of errors and inability to scale. The document advocates taking a holistic approach to finance automation, focusing on technology, people, information and processes. It outlines key benefits of finance automation such as faster close cycles, increased efficiency, real-time intelligence, and freeing up finance staff to focus on strategic work. The document provides a six-step framework for the finance automation journey including analyzing the current state, designing the future state, optimizing and automating processes, reviewing outcomes and controls, and continuously improving.
The document outlines how to develop an effective digital strategy. It discusses that companies must adopt new technologies or face competitive obsolescence. A digital strategy should address rapid technological change, changing user behaviors, and organizational impacts. It recommends a minimum viable digital strategy that is high-level, user-centered, rapidly developed through collaboration, and focused on outcomes. The process involves discovery, vision, planning, and measurement phases to iteratively improve the strategy.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
7 considerations to your digital transformation journeyTarang Rai
This new era of digital transformation brought about by the emergence of new technologies like mobile, cloud, analytics, Internet of Things etc., is highly reminiscent of the e-business era. There are many business opportunities to pursue, enabling technologies to be utilized, and customers to be influenced.
This document provides an overview of digital transformation and career paths after an MBA. It discusses how digital transformation involves using technology, people, and processes for optimization and new business models. Common digital transformation careers include change leadership, product management, transformation consulting, and B2B marketing. The document outlines how to plan a career path in this field and prepare through electives, external courses, books, projects, and networking. It also describes the selection process, focusing on resumes, case studies, and behavioral interviews.
Digital transformation in practice. A case study of change.Boldare
Digital Transformation is a change that affects the whole system, the whole organization.
The biggest implementation challenge of a digital transformation isn’t a lack of the right technology, it’s a lack of digital culture and skills in the organization.
You cannot change the culture of your organization directly. Then you have to put a conscious impact on key organizational elements to influence the culture:
- Programmes like strategy, policies, and approach;
- Personnel;
- Communication Channels, and an observation of how these changes affect the culture.
Generally, you can start with a small step and you can always turn to us to find it.
--
Join Boldare's newsletter to learn about a C-level point of view on user-centered design, software outsourcing services and the future of business.
Subscribe now --> https://go.boldare.com/newsletter-slideshare/
--
Defining a digital transformation maturity modelShekar K. Rao
The document proposes a Digital Transformation Maturity Model (DTMM) to help companies evaluate the status of their digital transformation initiatives. The model is based on two dimensions: 1) maturity levels adapted from the CMM model, ranging from initial to innovating, and 2) organizational levers like strategy, technology, people that impact digital transformation. The document outlines the maturity levels and levers, and provides an initial mapping of how the levers map to the levels to create the DTMM. Next steps are identified to further develop the model into a quantitative assessment tool.
Smarter Computing For Retailers: Meeting The Needs Of The Smarter Consumer Th...jabenjamusibm
The document discusses how retailers are facing challenges from savvy customers and agile competitors in today's environment. It outlines three imperatives guiding retail transformation: 1) deliver a smarter shopping experience, 2) develop smarter merchandising and supply networks, and 3) build smarter retail operations. Retailers need to transform their IT infrastructures and embrace smarter computing to address these imperatives by connecting with customers, suppliers, and manufacturers for better decision making.
Digital transformation involves more than just new technology investments. It requires realigning business models and technology to better engage digital customers throughout the customer experience lifecycle. While many companies report undergoing digital transformation, few have fully mapped customer journeys or aligned efforts across channels. True digital transformation unifies disparate digital initiatives under a common vision focused on enhancing the customer experience through improved processes, mobile-friendly services, and integrated touchpoints. It also requires buy-in from executive leadership to prioritize the needs of digital customers.
In this document you will find details about the KTN Design Mentors programme. The objective of the KTN Design Mentors programme is to offer expert coaching and advice to those leading innovative R&D projects and ensure the projects are completed to a high-standard, within time and within budget. The mentors have been selected based on their in-depth knowledge of design methods and vast experience in bringing products and services to market.
Find out more: https://ktn-uk.co.uk/news/did-you-know-ktn-can-help-make-introductions-to-design-companies
Eric Liu interned as a graphic designer at MicroMetrics, a tech startup that develops software to help brick-and-mortar businesses collect customer data through surveys. During his internship, Liu worked on the design of MicroMetrics' web and mobile apps, call-to-action graphics for in-store iPad kiosks, and marketing materials. He gained experience in Agile development methodology and learned the importance of clear communication in collaborative team environments compared to school projects. Overall, the internship provided Liu with valuable real-world experience in user-centered design for digital products at a small startup.
In boardrooms around the world, senior executives are discussing a common dilemma: how to create transformative experiences and business models that improve their customers’ lives, drive growth, and boost profitability and efficiency. Now is the time for leaders to reflect and consider the fundamentals of value creation in the business – to go beyond the immediate, incremental change.
In this 200-page book, we explore how CEOs, boards and executives should compete in the digital age with a combination of experience, management consulting and technology expertise.
Editor: Hilding Anderson
Web2Graphix is a full service digital solutions provider based in India. They have a talented team with experience in creative thinking, digital innovation, design, development, and online marketing. Their mission is to nurture long-term client relationships through innovative solutions delivered with a simple methodology and coordinated teamwork. They offer a range of services including website design, custom applications, ecommerce solutions, and digital marketing.
Reimagine your enterprise: Make Human Centered Design the Heart of Your Digit...Kenneth Kwan
Companies in every industry are trying to find new sources of value
through digital technology. But most of their efforts have not translated
into enough market impact and growth. They need something bolder
and more disruptive, but still very simple. They need reimagination.
Reimagination means putting the user at the center of everything
your company does — strategy, product development, operations,
marketing, sales, and customer service. It means using the full power
of digital media and technology to build empathy with that user, and
weaving that relationship into the fabric of your company. This practice
is known as “human centered design” (HCD): the reshaping of an entire
enterprise and its capabilities system around the customer or user
experience.
HCD represents a new way of life for business. It evokes many of the
attributes of a startup — creativity, speed, bias for action, flexibility
with risk, and radical collaboration. To achieve this entrepreneurial
vigor in your company, you may have to consciously break down long
established internal barriers. You must embrace five basic principles:
Embed human centered design in everything you do, build brand value
holistically, design for three years out (but build for today), stand up
new structures and teams, and nurture your existing digital culture.
The document discusses mapping a client's journey with a professional services firm to better understand their needs and improve the client experience. It recommends five steps: 1) Form a cross-functional team, 2) Analyze current client insights, 3) Map the ideal future client journey, 4) Prioritize and implement changes, and 5) Continually refine based on metrics. Mapping the client journey provides a framework to intentionally create the experience clients will expect and differentiate the firm through behaviors, actions and propositions.
Scketch is a creative design studio based out in Bangalore specialising in UX/UI Design and development solutions and consulting for website and mobile.
For more, visit www.scketch.com
UX Leaders Masterclass - Official BrochureJohn McCambley
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2. Contents
Introduction .................................................................................................... 04 Tip 5: Find time for mapping.............................................................. 29
Meet the experts......................................................................................... 06
Highly regulated industry................................................................... 14
Tip 1: Engage internal stakeholders
Tip 2: Leverage regulations, rules, and checks
........................................
...............
16
17
Legacy issues ................................................................................................. 18
Tip 1: Start small
Tip 2: Modern technologies can help
Tip 3: Some changes are easy
......................................................................................
....................................
.....................................................
20
21
22
Time constraints.......................................................................................... 23
Tip 1: Explain the value to stakeholders
Tip 2: Use the information you already have
Tip 3: Form small teams
Tip 4: Create a template
...............................
...................
...................................................................
...................................................................
25
26
27
28
Complex backstage processes....................................................... 30
Tip 1: Create service blueprints
Tip 2: Don't make it too detailed
...................................................
................................................
32
33
Intense competition................................................................................. 34
Tip 1: Consider partnerships
Tip 2: Involve the business context
Tip 3: Take steps earlier
..............................................................
..........................................
......................................................................
36
37
38
Multiple types of clients ....................................................................... 39
Tip 1: Don’t skip the discovery phase
Tip 2: Talk to the frontline staff
Tip 3: Invite colleagues to customer interviews
......................................
....................................................
.............
41
42
43
The post-onboarding phase is vital............................................ 44
3. Contents
Tip 1: Build long-term customer relationships
Tip 2: Make clients view you as a partner
...............
...........................
46
47
Financial journey mapping in UXPressia............................... 48
4. Introduction
04
No two industries are the same — they all have their
own peculiarities, needs, and requirements. When it
comes to customer journey mapping, there are
industry-specific differences as well.
21 banking and finance journey mapping experts
agreed to answer our questions on customer journey
mapping specifics, and we used their answers to
produce this whitepaper.
This whitepaper will be useful to traditional financial
institutions and fintech startups as they have
similarities and differences.
significantly longer for three reasons:
Traditional financial institutions are enterprise-level
organizations with decades of experience that use
legacy processes and systems. Implementing journey
mapping projects at such organizations can take
A project typically involves many stakeholders;
There are technology-related challenges;
Such organizations usually have a large user base.
These institutions can get reliable customer feedback,
ensuring that they will produce accurate personas,
customer journey maps, and final solutions. Their
journey mapping process can be well-established.
As for fintech startups, their smaller teams allow
quicker turnaround time for concepts, prototyping,
testing, and implementation. They can proceed to the
implementation phase of their mapping projects
without too much red tape and easily tweak what they
do by experimenting with the incremental testing.
5. 05
Startups tend to focus on need states in their maps
rather than blockers within systems. They are more
digitally mature and direct their attention to driving
innovation via AI, chatbots, etc.
Besides, startups are more receptive to design thinking
and implementing useful design work. Customers
expect them to respond to their requests quickly, and
they are also more willing to provide feedback — most
early adopters also invest in the startup's vision.
Speed-to-market and approval-to-market mechanisms
work fast; however, this is starting to change as most
startups face the same level of scrutiny as larger
institutions.
In a startup, there can be very little structure and the
journey mapping can often be overlooked.
Money is a sensitive subject and is often under
greater scrutiny than almost any other product or
service. As such, customers are more sensitive to
issues, and in any CJM, active error prevention and
efficient error resolution journey steps is a must,”
Saiful Nasir, Founder of CXD Labs
7. 07
meet the experts
Lara Templemore-Walters,
Senior Manager at IQbusiness
Lara Templemore-Walters
is a Design Lead with over
30 years of experience under her belt in the digital
design and digital marketing arena, as well as
a Certified Safe Scrum Master.
She is passionate about helping businesses innovate,
build, and improve the customer experience for any
problem statement presented.
Brad Demos,
Manager at IQbusiness, Product Design Lead
Brad Demos is a Business Technologist specializing
in the creative field of digital product design and
online marketing. For the past 17 years, he has
sought to find the sweet spot between business
success and meaningful client-centered design
in both local and international business ventures.
He holds an Honours degree in Multimedia and is
certified in Customer Experience.
As a Digital Consultant involved with building
multiple mid-to-large scale commercial software
products, Cody Gaskin has attained knowledge and
experience in designing products that people enjoy
using. He has adept skills in process design,
functional analysis, and user story mapping, with
over 12 years’ experience working in agile teams
in various roles in the commercial and consumer
credit risk, banking, and financial industries.
Cody Gaskin,
Digital Product Designer at IQbusiness
8. 08
meet the experts
Roxanne Robbins is a CX designer, strategist, and
researcher. She has held positions over the past 10
years that have specialized in branding, behavioral
insights, customer experience, and primary research.
Her passion lies in exploring and understanding why
people tick and how this influences their actions and
assumptions about the world around them.
Roxanne Robbins,
Manager, CX Design Lead at IQbusiness
Candice Boucher is a Digital Specialist with 15 years’
experience in design and management.
Her passion lies in solving complex business
problems by using design thinking methodologies
to ensure that customers have an amazing
experience with the brand.
Candice Boucher,
Digital Experience Manager at IQbusiness
Nicola du Toit
is a Senior Product Designer with over
a decade of experience in the EdTech, e-commerce,
and fintech sectors. She has a Masters degree in
Human-Computer Interaction.
Nicola applies human-centered design principles
to her work and is an advocate for collaborative,
inclusive, and accessible design practices.
Nicola du Toit,
Senior Product Designer at Luno
9. 09
meet the experts
Kuba Danecki,
Design Strategist, DesignOps
Kuba Danecki is a Design Strategist and DesignOps
at BNP Paribas in Poland. He is responsible for
introducing Design Thinking and a straightforward
design process into the bank, including training,
designing products and services, auditing vendors,
and supporting projects with research, design, and
moderation.
His team won the Best Transformation Team 2019
award by The Heart.
Peter Nelson,
Lead, Technology Experience
at RBC Wealth Management
Peter Nelson is a business professional with extensive
experience in a high energy, complex-adaptive
environment under strict regulatory guidelines. He is
able to discuss topics comfortably with business and
technically inclined individuals with the goal of
translating information across organizational units
and building lasting relationships. Peter is passionate
about strategic change and the realization of those
goals.
Jim Tincher,
Founder and Mapper-In-Chief
at Heart of the Customer
Jim Tincher, CCXP, is an internationally recognized
customer experience expert, journey mapper, author,
speaker, and entrepreneur.
Jim led customer experience programs at Best Buy
and UnitedHealth Group before launching his
innovative CX consultancy, Heart of the Customer.
The firm now empowers start-ups to Fortune 100
organizations to drive customer-focused change,
improve loyalty, manage customer journeys, and
boost revenue.
10. 10
meet the experts
Harry Brignull is a specialist in product design, user
experience, and user research. Some of his recent
roles include Senior User Researcher at Spotify; UX
Lead for The Telegraph's digital edition apps; UX Lead
for Pearson PLC's Learning Objective Management
System; UX Lead for Lloyds Pharmacy's Online Doctor
service; and UX Lead for The Week Magazine's iPad
app. Harry is also known for his work in coining the
term Dark Patterns and setting up darkpatterns.org
to help stamp out deceptive UI design.
Harry Brignull,
Head of UX Innovation at Smart Pension
Colin Brogan is a 20-year digital CRM strategist,
beginning with Peppers & Rogers Group. He helps
his clients design data-driven strategies to get, keep,
and grow customers, visualize new omnichannel
journeys, and lead them through the necessary
digital transformation. A veteran of Mercedes Benz,
Satmetrix, Merkle, and Wunderman Thompson, Colin
has worked with the most progressive CRM and CX
companies on the planet. Colin is currently working
with Area 23.
Colin Brogan,
VP, Engagement Director at Area 23
Saiful (Sai) Nasir is the founder of CXD Labs,
a specialist CX, service design, and product design
consultancy focused on providing practical advice
on how to improve relationships with existing
customers as well as increase customer acquisition.
He has experience developing and implementing CX
strategies for companies in a variety of sectors, such
as telecom, insurance, financial institution,
education, government, construction, and health.
Saiful Nasir,
Founder of CXD Labs
Saiful Nasir,
Founder of CXD Labs
11. 11
meet the experts
Marli Ritter is the author of UX for the Web, Head
of Experience at FMI. The focus of the UX team at FMI
is to challenge the status quo and push design
boundaries to ensure FMI is at the forefront of
making waves in the insurance industry. Marli is one
of the organizers of the UX community and events
in South Africa.
Marli Ritter,
Head of Experience at FMI
Shrenik Chhajed has a Bachelor's degree in
computer science and Masters in finance. He has
been working across retail, manufacturing, and
banking domains across digital strategy and change
programs. He has rich experience in consumer and
commercial lending products. Shrenik engages with
business and technology at every phase of the
project to understand problems in their customer
journeys and deliver the experience as part of the
roadmap to success.
Shrenik Chhajed,
Business Consultant at Quinnox
Emanuel is a User Experience Designer at Danske
Bank Lithuania. He holds a Bachelor's degree in
Design. He has over 6 years of experience in design,
with the last 2 years being dedicated to the UX field.
As an in-house designer, he enjoys being able to
participate in all the phases of product development,
collaborating with stakeholders and users to deliver
a great experience in their application.
Emanuel Bagerakis,
UI/UX Designer at Danske Bank
12. 12
meet the experts
Gideon Carstens is a designer naturally driven
through the curiosity of the unknown and never stop
asking why. Now he works in a small design team
alongside product owners, business analysts, and
developers. Together they aspire to create
meaningful, useful, and sustainable product
experiences for financial advisers and their clients.
Gideon Carstens,
User Experience Designer at FMI
Rebecca Kim is passionate about her job that she
does to make things easier and keep up with
changing tech trends. As a UX designer with 10+
years of experience, she has been working and
focusing on customer experience and
human-centered design to deliver innovative
strategy design products.
Rebecca Kim,
UX Designer at Manulife
Mariel Bello has more than 5 years of experience
in graphic design. She has had the opportunity to
work in different graphic agencies in Bogotá and the
United States (as a freelancer). Now she focuses on
user and experience design, which includes carrying
out market research and creating wireframes,
among other activities.
Mariel Bello,
UX/UI Designer at Grupo R5
13. 13
meet the experts
Juan Carlos Diez has an Engineering Degree and
a Masters in Digital Banking and Fintech. He has
been focused on design for more than 7 years. He is
currently working on an ING initiative that includes
several countries. Juan Carlos leads user experience
and product development during every phase of the
project — from the business strategy to the final
release.
Juan Carlos Díez Rodríguez,
User Experience Designer at ING
Alex Kreger is the Founder and CEO of the financial
UX design agency UXDA. He spent 15 years
researching UX and finance to create UXDA's
methodology. Alex is a passionate visionary capable
of using design to improve digital efficiency of the
financial business.
Alex Kreger,
Founder of UXDA
Karina Buhezo Flores has worked in customer service
and for more than 8 years in different positions in
a bank that made her dedicate herself to being
a designer, which is what she has been doing for the
last 3 years, working on projects in different areas
such as banking, education, medicine, psychology,
sports, lotteries, among others. She is quite curious
about the interaction of people with technology,
self-taught, and passionate about the user
experience. Her quote is: "UX Designer, saving the
world one prototype at a time".
Karina Buhezo Flores,
UX and CX Designer at HumanTech
16. Tip 1: Engage internal stakeholders
16
highly regulated industry
No guesswork. Get access to subject matter experts
to use their treasure trove of knowledge and validate
everything you do. Involve them as early as possible
in the process.
Make sure you understand the risks associated with
the solutions you are creating by making legal and
business analysis teams part of the process from the
very beginning.
The most critical question — in terms of actually
driving change — is the last one: Who is on the
team. You need to include the retail team (for
banking), and especially legal and compliance,
as they’re potential blockers to your ideas. We’ve
found that if you include them early on, they can
be great advocates for what you’re trying to do
since they learn first-hand what customers think
(take them to in-home visits!). But if you try to
involve them later on, they’re more likely to block
you than to help,"
Jim Tincher, Founder and Mapper-In-Chief at Heart
of the Customer
17. Tip 2: Leverage regulations, rules, and checks
17
highly regulated industry
Regulations, rules, and security checks are not always
a bad thing. They can become sources of useful
information, saving your time and effort.
For instance, you can use the information from security
measures and checks to pre-populate forms.
19. 19
LEGACY issues
There are decades-old processes, legacy tech, and
maze-like workflows behind traditional banks and
financial organizations.
Introducing new technology into legacy systems
might be a huge challenge, especially if there are
complex backend systems associated with multiple
organizations, parties, laws, and regulations.
Customer journey maps can be instrumental in
bringing both digital and real-world touchpoints into
focus, helping to identify areas where processes can
be streamlined or improved.
As for implementation, it’s likely to be approached
in a more piecemeal fashion.
For traditional institutions, there should be a
complete assessment of where they are, across all
areas of the marketing funnel and functional
areas,"
Colin Brogan, VP, Engagement Director at Area 23
21. Tip 2: Modern technologies can help
LEGACY issues
When designing for a future state, leverage the benefits
of modern technologies. Don’t let the technologies you
already use limit your thinking and don’t stick to
existing processes only because this is how things used
to work in the past.
21
Customers come first, and creative solutions can
and should be found to provide the best solutions.
Be a pioneer!"
Brad Demos, Manager, Product Design
Lead
at IQbusiness
Getting the stakeholders to 'forget' about the red
tape and compliance requirements while doing
this is quite tricky. It is natural for internal
stakeholders to design from where they stand,"
Roxanne Robbins, Manager, CX Design Lead
at IQbusiness
22. Tip 3: Some changes are easy
LEGACY issues
Not all improvements require substantial technology
updates. Some can be pretty easy to implement while
having a massive impact on customer experience.
Try not to overlook those and always ask yourself what
you can do to improve customer experience without
changing a product or service directly.
22
Opportunities around improvement often are
a soft skill. For example, up-skilling a call center
on a particular topic,"
Candice Boucher, Digital Experience Manager
at IQbusiness
We're pet
friendly!
We're pet
friendly!
24. 24
Time constraints
Stakeholders can set unrealistic expectations about
the timeframe of changes while building accurate,
detailed customer journey maps for finance takes
time as financial systems and processes are complex.
As a result, the user (customer) research stage, which
usually provides the majority of insights, is often
skipped in financial organizations.
The speed at what the finance industry wants
features to be implemented causes some issues
where one cannot get to customer journey maps
all the experiences the user or staff may need to
take to build out the best solution,"
Lara Templemore-Walters, Senior Manager
at IQbusiness
Proper financial journey mapping takes time. And
this is something financial institutions rarely have
lots of. Also, there is often a lack of
awareness/understanding around the value of
design processes like journey mapping, so the
work is as much about educating stakeholders
as it is about capturing and designing journeys,"
Nicola du Toit, Senior Product Designer at Luno
25. Tip 1: Explain the value to stakeholders
25
Time constraints
It's critical for the project's success to help stakeholders
see the value of customer journey mapping.
Engage them in the process from the very beginning
and take some time to educate them and show what
impact design thinking has on client sentiment,
engagement, retention, and eventually on ROI.
It was hard to start a real design thinking process
in the company, and I started by showing them
how useful it was for us to understand our client
in a journey map and how much we could improve
the process if we followed those dynamics,"
Mariel Bello, UX/UI Designer at Grupo R5
26. Tip 2: Use the information you already have
26
Time constraints
If user research is impossible for some reason, fill
in the gaps using the data you already have and
talking to other designers in the organization.
27. Tip 3: Form small teams
27
Time constraints
Identify high priority experiences to fix and
establish interdisciplinary mini-teams to work
on each of the experiences and collaborate
on the common goal. This way you will ensure
better buy-in and speed to market.
CJM
29. Tip 5: Find time for mapping
29
Time constraints
Ensure that all CJMs are not once-off activities by making your maps a part of living documents such as an
operational dashboard. E.g., if there's a dashboard looking at the number of complaints, ensure there's a link to the
actual CJM explaining the complaints resolution process on that dashboard so people can see how the CJM is
impacting the metric.
Use journey stages as a way to focus on problem resolution as well. E.g., make categories in the Service Desk ticketing
platform correspond to stages in the CJM.