ECommerce flow simplification
TELUS is the biggest Telco company in Canada. As they expand their market and product offering, a need for eComm simplification emerged due to the complexities that was reported through UX research and VoC channels. This project aimed at simplify the purchase flow, allow customers to customize their services and allow marketing to provide special offers, upsells and cross sells.
The main mission for the new acquisition team in the past year has been to improve the purchase funnel experience by proposing design solutions to relentlessly simplify and increase conversions.
What were we solving for
Our annual benchmark studies showed no significant increase in the purchase flow indicators. We collaborated with UX researchers conducting in-depth research with users and our stakeholders to understand the issues and gaps in our purchasing flows. Our annual benchmark studies showed no significant increase in the purchase flow indicators.​​​
Goals
Streamline the purchase flow
Reduce customer effort by optimizing the purchase journey, minimizing friction, and enhancing usability for a seamless experience.
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Provide key information for decision-making
Ensure customers have easy access to relevant, clear, and contextual information at critical decision points to increase purchase confidence.
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Personalize the experience
Design adaptable pathways, messaging, and UI components that cater to different customer needs, ensuring a tailored experience that fosters trust and confidence in their purchase.
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The work​
Discovery (3 weeks)
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Almost all areas of the product team had been gathering insights, either through research or field work with specific customers over the last year, while the new product was catching up with its venerable legacy counterpart. Many of the issues that were brought up spoke to similar problems, but from different perspectives. Some examples of common issues that frequently came up include:
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Systemic issues with usability, largely related to carry-over from the original product
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A model that only promoted use when something went wrong, negatively impacting user sentiment, while also making cost justification and upsell difficult
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Infrequent use combined with a dynamic catalog system creating findability issues for users and ticketing issues downstream
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Catalog creation capabilities that tended to bias department needs over user needs
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Rigid UI paradigms that either didn’t quite fit company needs or required modification to get around
As part of the workshop, I worked with the team to synthesize these, and other, issues into themes, translate those themes into goals, and then use those goals to define a future state for the product that met those objectives.
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​FOUNDATION
Set focus, areas of investigation and scope on the most important customer problems. Plan discovery work.
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1 Month
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KEY DECISIONS
1. The right customers and use cases.
2. Focus and areas of investigation
3. Customers participating in project
4. Customers' roles/employees to observe
5. Scope of capabilities and POC's
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ACTIVITIES
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Find out what we already know
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Review research reports, data and other materials including business assessments
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Internal interviews with Product Managers & Customer Success team members (N=5) to get their perspective and customer contacts
The project's foundational phase relied on internal and customer knowledge gathering and a lot of future activity planning.
Concepting (5 weeks)
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The onboarding product was well received by new employees at our three advisory customers, and also helped drive forward a number of sales leads among potential customers we were in negotiations with. These successes lead to it’s full inclusion as part of the product roadmap. Also important, the development and testing of the onboarding product provided the team with a framework they could use to develop ideas against the Dynamic Workplace (now, Digital Workplace) product positioning.
The team started with broad exploration against the original goals, leveraging the “events” oriented framework established in onboarding as a key concept. Ideas were taken into Concept Value sessions with customers, and users, for further iteration. This process was time-boxed to four days, with three designers (including me) working together in coordination. Ideas were formally presented on the fifth day to the rest of the team, though stakeholder interaction occurred throughout the process.
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​FOUNDATION
Set focus, areas of investigation and scope on the most important customer problems. Plan discovery work.
​
1 Month
​
KEY DECISIONS
1. The right customers and use cases.
2. Focus and areas of investigation
3. Customers participating in project
4. Customers' roles/employees to observe
5. Scope of capabilities and POC's
​​
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ACTIVITIES
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Find out what we already know
-
Review research reports, data and other materials including business assessments
-
Internal interviews with Product Managers & Customer Success team members (N=5) to get their perspective and customer contacts
The project's foundational phase relied on internal and customer knowledge gathering and a lot of future activity planning.
​
The onboarding product was well received by new employees at our three advisory customers, and also helped drive forward a number of sales leads among potential customers we were in negotiations with. These successes lead to it’s full inclusion as part of the product roadmap. Also important, the development and testing of the onboarding product provided the team with a framework they could use to develop ideas against the Dynamic Workplace (now, Digital Workplace) product positioning.
The team started with broad exploration against the original goals, leveraging the “events” oriented framework established in onboarding as a key concept. Ideas were taken into Concept Value sessions with customers, and users, for further iteration. This process was time-boxed to four days, with three designers (including me) working together in coordination. Ideas were formally presented on the fifth day to the rest of the team, though stakeholder interaction occurred throughout the process.
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The concept designs above were refined over a series of iterations with internal stakeholders, and then reviewed in sessions with our customer advisory board. Feedback from those sessions was used to prioritize concept features, simplify the system’s architecture, and develop the project plan.
AI Integration - Phase 2
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In 2022, the roadmap for DWP was heavily tasked with integrating AI features including Generative AI capabilities to enhance self-service, automation, and user experience. The AI capabilities within DWP, especially when combined with BMC Helix AI and automation tools, enable smarter service delivery.
As the lead AI designer at the company, I started the collaboration with the team to fulfill the ask by running a series of AI-focused research activities, design thinking workshops and iterative design process to help achieve business goals.
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HelixGPT Voice Interface
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In 2022, the roadmap for DWP was heavily tasked with integrating AI features including Generative AI capabilities to enhance self-service, automation, and user experience. The AI capabilities within DWP, especially when combined with BMC Helix AI and automation tools, enable smarter service delivery. ​​​​​
Outcome
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Increased sentiment and ~50% increase in service request efficiency in repeated comparative usability tests with MyIT (4 rounds, n=12)
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Two point increase in NPS scores for service request management in the 6 months following upgrade
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Launch of 10 new events in the 6 months following the release of DWP foundation, 8 internal and 2 end user oriented
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Password reset event removed 2,500 tickets a month from queue on average, for customers we were able to track
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Positive anecdotal feedback from customers in CABs and 1:1’s. Most negative feedback related to new feature requests
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Heavy use of password reset, hardware refresh, and, costing, indicated potential for flywheel generation with more work-life events.
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Impact
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DWP’s use of events expanded into other areas across DSM, like ticketing and monitoring
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Expansion of Innovation Studio product to include event creation and, eventually, portal creation in DWP
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DWP’s success led to the UX team taking point on the division strategy for Helix, which was spun off BMC as it’s own company in 2024
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Components created during the redesign led to the creation of ADAPT, BMC’s design system, which I led until 2022
