Enterprise CX Platform

Innovation Opportunity on the CX Suite

Introduction

This project is about conceptualization and innovation. After a couple of years trying to make impact in our products by bringing innovative UIs.

I really like it because it was a great opportunity of connecting the creative part with the critical and logical thinking of the UX process.

Context

The way we used to work in the past was as like an agency that served our PMs on the requirements that they developed, many times they had their insights for new features coming from a a couple of customers and there wasn’t a close contact with our real users.

Product Managers often gathered data to analyze and plan features based on many assumptions.

That started to change at the end of 2017 when a change in the leadership brought to the company one of the most creative, fierce and human leader I’ve known. I had the opportunity of working closely with the new chief design officer of the whole organization and with the new director of our product, CX.

Our main goal was to design an innovative solution and creating our design strategy for the CX suite, I had the opportunity of making impact and set the tone of our vision for the future of CX. This project is about conceptualization and innovation.

I collaborated as a lead product designer working closely with our brand new design director who was a huge mentor in terms of creativity and innovation.

The discovery

I had the opportunity to jump to this project collaborating with my director getting insights from a 2-day workshop with internal sales representatives and stakeholders, reviewing on-site interviews, watching videos of how real users worked with out product, doing competitive analysis, reading a lot of the industry, learning from 1:1 interviews with sales representatives. strategy.

One of the main activities on the kickoff workshop wast to get insights of the mental models and get a sense of the most valuable tasks our users and stakeholders had. The main discovery was that internal data was more valuable than external content (news, media).

From this research exercises we started to discover the user needs that will help define our design later.

Wireframe of the layout of our NextGen CRM envisioned one year earlier. At the beginning of the project we thought it would be a good idea to align our design to the defined layout.

Defining the strategy

We finally got enough information to start building our strategy, a CRM that focused on building effective relations with customers that could be kept nurturing the sales pipeline, bringing lots of automation to let the representatives focus only on meaningful tasks.

One of the top findings was that our users spend most of their time on functional activities: calling, emailing, viewing and editing records.

After gathering all these findings and insights I was able to set some of the user needs from our previous research activities, our product biggest opportunity was to let the user focus only on meaningful tasks.

The main insight from this activity was that Customer Service agents were not only there for solving an issue, they were behind the phone ready to make an up-sell or cross-sell, and that often they didn’t had idea of what would be the best offer for an specific customer.

Writing story boards attending the user needs helped me to create different ideas for the next step

Building our Aspirational Design

We started to quickly building mid-fidelity wireframes based on the story board’s ideas.

A big part of the strategy of the product relies on focusing the representatives to focus on one task at a time, sorted automatically showing the most relevant and urgent tasks first.

I had the opportunity to focus on the design of the sales pipeline also know as the KPIs sandbox, that helped integrate marketing and CX through the sales pipeline.