Context

This project originated from the IAG Design Centre where our Experience Design Director had been engaged by the Executive Manager of Customer Enablement to refine their Customer Connections program. The Customer Connections program was a 3.5 hour face to face training program where back office leaders could participate in a program to understand who IAG's customers are in order to empathise with both customers and frontline staff.

The objective of this program was to help drive customer centric decision making at senior leadership levels. The challenge was that Customer Connections was a resource intensive program with only one facilitator and was dependant on frontline staff being available for participants to jack into their calls and hope for a non transactional customer enquiry to dial through. The program was a hit and a miss and was not scalable for all back office IAG decision makers.

Project Kickoff

To kick off the project, the team and I ran a kickoff session so that our team and the Customer Enablement team could align on ways of working, objectives, and assign work and deadlines. The first phase of work was to conducted Discovery on the problem to understand the specifics on what we are trying to solve, who should be involved, and determine the current effectiveness of the Customer Connections program with regards to meeting its objectives.

The first sprint was to understand how the initial Customer Connections program was conducted, so my team and I immersed ourselves as participants to experience the program, with an unbiased and opened mind. We then moved into understanding all the material and steps the Customer Enablement team took to pull the program together.

Define: Synthesis

Moving into Synthesis, we took all our learnings from our interviews and created insights. This was an intensive process as we had conducted lots of interviews and had loads of learnings. As the Customer Enablement team were involved with the process, we were coaching them on the thinking and steps involved in the Double Diamond process at the same time as conducting the work.

We also decided to run our synthesis workshops as an activity. We booked out a room for the week and had cut out our learnings into cards and created a fun clustering activity. By the end of an intense week of synthesising, we had great insights which we could start ideating on and getting into solution mode.

A key insight was that the most empathetic leaders who truly have the customer front of mind when making all decisions at IAG were those who have at some point in their career spoken to an IAG customer in distress and helped them through their situation as this led them to a self realisation of the positive impact they could have on customers - almost a sense of internal empowerment and purpose.

Design: Prototyping

We developed a few low-fi prototypes and tested it with a random sample of IAG staff which helped us refine the solution. We then moved into hi-fi prototype testing and continued the test, learn, iterate loop until we were ready to pilot our solution.

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