Designing ONe Wallet Solution

Reflection on Visualization and Learning Launch

Challenge & Selection    The bank in which I am currently serving as one of the Digital Business Lead has been trying to find an  effective solution to serve the lower-mass segment that comes with the upper-level segments the bank is  focusing on.  We already had some ideas and ideal conditions that we should have to meet the best  interest of all stakeholders involved, the challenge is however to devise and develop the most effective  product, along with the roadmap of how the bank should leverage on this product in the future.    To provide a bit of a context on the challenge at hand, the bank currently has one third of its savings  account opened as payroll accounts for blue-collar workers at minimum-wage range of salaries.  The bank  has its top reputation in serving corporate customers that have thousands of blue-collar workers in their  factories.  Business-wise, the target segment for the bank is the corporate and the individuals working in  that corporation that belong to what we identify as Emerging Affluent and Affluent segments.  However,  in order to serve the target segment, we need to be able to serve the lower-mass segment that comes  with the package.  The challenge with this specific segment is that they are not considered profitable to  the bank.  Therefore, the bank embarked on a mission to improve how the bank would serve this specific  segment that should be measured in terms of cost and process efficiencies.    In order to devise a solid proposal and roadmap, we realized that the key is to develop a strong product,  versatile and flexible enough for the bank to serve the intended segment, while still maintaining focus on  the main target segment.  We figured, once the most-fitted product is in place, aligning supporting  environments and activities should be more manageable.      Thus, I decided to kick-off a product designing process with Visualization tool as the main tool, leading to  Learning Launch sequences until we would make the product work the best to the mission.  In addition,  during the process of designing, Mind Mapping has been one of our most valuable tools in aligning all  stakeholders’ perspective and providing a map for us to stay on track.  However, the reflection would be  on the emphasis of the Visualization tool that helped us building the cornerstones of this product.    Application    At the beginning, we already had a hypothesis that the most suitable product for the challenging segment  is the electronic money (e-money).  The real challenge at hand is to devise the characteristics of our own  e-money in the amidst of other dominating e-money issuers in the market, while at the same time  answering concerns from the highest-level in the bank toward the effectiveness of having an e-money in  the bank’s product portfolio.    The process was started with a workshop that involved the directly involved stakeholders consisting of  Digital Business, Operations & IT, Business Banking and Marketing.  The Project Management Office (PMO)  assisted as the facilitator over the whole process.  We started by defining and constructing the problem  statement.

The Visualization tools began its effectiveness since the very beginning of the process.  We defined and  collected all necessary information on the “What Is” situation.  Besides collecting readily available primary  data, we dig a little bit deeper by collecting secondary, qualitative data from extended stakeholders and  even the customers themselves.  We divided the workshop participants into four groups, each  representing the said main functions, but each group itself consisted of group members from different  functional team.  For example, there was a group focusing on product management (the function of Digital  Business team), and the group was consisted of members from each of different functional team.  Same  applied to the other three groups.    We considered the first process quite successful as we managed to map all the current situation, complete  with all the aspects had been considered good, those had been the challenges, and those had always been  in the wish list of commercial team but not yet available bank wide.  Visualization helped us see the  situation more clearly and keep all the different functions on the same perspective throughout the  process.  Problem statement was then constructed and agreed upon by all the stakeholders.    The second session was fully dedicated to the designing process.  With the problem statement at hand,  we started the second process with identifying closely the characteristics and behaviors of the targeted  segment.  Here, we created personas to represent the categories of users of the solution, from the main  target, to several secondary target market.  We heavily used Visualization tools and aids during the  process, from the pictures of real customers that fall to each of categories, to illustrations of how they  would make use of the solution throughout their activities.  Besides Visualization, we also partly use Story  Telling as an aid to construct our personas.  It was an exhaustive process, but we managed to narrow  down the categories from nine to only four, The Worker, The Overseer, The Companion and The Hunter.   Conclusively we locked that four categories as our main persona for this specific solution.    Then the next day came with the third session, defining the customer journey with the solution.  Again,  Visualization aids were proven the most effective tool in this stage.  We defined the journeys for the four  categories, and at the end of the session, we managed to create the single journey for all categories.  The  decision became the customer journey from first onboarding to interacting with the solution and even  further to attrition.  We managed to squeeze-in additional journey when the customers would have been  entering the attrition phase, which would have further led to cross-selling opportunities or actual attrition.    The result of our third session were further processed by our third-party agency to produce user  interface/user experience design.  They then proposed by A-B Testing to the board of management (later  in the following processes).  The fourth session was the conclusive session to design how we would design  the suitable proposition to the customers.  Visualization was still a valuable tool in this stage, besides Mind  Mapping that we extensively used to explore possibilities and to determine what could work and what  not.  Reflecting to the course, this would be when we defined ‘What Work’ after the ‘What Wow’ session  during the customer journey session, and ‘What If’ session during the product designing.      Insight & Approach    I learnt a lot from this course, and surprisingly very relevant and applicable to the real designing activities  in my work (and I am now also convinced it is applicable to all in general as well).  Based on my experience,  even when I personally wasn’t completely literate of the step-by-step design thinking, we have done the  concept throughout our processes and we have proven its effectiveness so far.

Having learnt design thinking, I will use the concept and the framework throughout the designing activities  in my line of work, as well as encouraging the team to learn more of design thinking concept for their own  successful works.      Continuing the process, we are now in the process of making Learning Launches for the solution we named  ONe Wallet.  The overall product circles around a server-based electronic money application, with its  supporting environment and processes to serve the lower-mass segment, while on the other hand  creating a currently one-of-a-kind proposition to business banking in Indonesia by the bank I’m working  for.   We have set several metrics and test scenarios to quickly measure some of the elements of the  products, and to quickly make revisions or improvements based on the result in the next release.  We are  now running on a one-month sprints of development, and we will release the first working version to  limited public by March 2014 before going largely on April 2012.    Even further, we are now planning to have several small launches after the initial launch that would have  signified small incremental improvements in the solution.  The improvements may not always upon the  ONe Wallet application but can be on the supporting process and environment.  For example, we already  have a roadmap at hand to launch supporting tools in the internet banking platform.    Going forward, I have already been working with my team upon the design thinking framework as well as  the tools.  We make it a habit to always have discussions with the aids of Visualization and Mind Mapping,  and to construct a process or a solution with Story Telling.  Since we have been operating with Agile  mindset and Scrum methodology, the Learning Launches have become our way of working as well.

