Overview
ING engaged Dean to uplift new account acquisition and enhance customer security with biometrics.
During this work Dean raised with leadership that the organisation needs to do more to help customer financial wellbeing as it had not been mentioned as a priority.
So while Dean was delivering better customer experiences to open new accounts and use biometrics to improve customer security Dean led a small but transformational initiative to help the bank see how it could improve customer outcomes.
My Role
Dean was UX Design lead on the project to deliver:
New account origination to achieve best in class user experience design to increase sales and reduce customer drop out
Design of customer experience for customers engaging in biometrics to authenticate their identity, saving them needing to go to a Post office to verify
Exploration of business and customer needs in financial wellbeing and the design of an interactive prototype to visualise a customer centric strategy
Objectives
ING had three primary objectives:
• Increase acquisition of new customers
• Increase funding and saving rates of customers
• Improve the level of security and reduce incidence of fraudulent accounts
Results
Stakeholder satisfaction
The financial wellbeing initiative took 10 days to identify key customer and business priorities and then explore and create an interactive prototype.
Prototype
The prototype was tested with customers of varying financial profiles and they all loved the concept and user experience. They found it was extremely easy and incredibly helpful for assisting them to save.
Agreement
The CEO, Head of Retail banking and Digital Channels within ING all loved the concept so much they engaged in the re-organisation of areas within the organisation to bring it a reality. They did not want to do a half job of this, so have focussed the organisation, structure and services around the strategy and concepts embodied in the design.
Vision
Dean played a key role in creating and realising the vision to:
• Start with customer needs, problems and behaviours to focus efforts to design services that will be engaging help drive good outcomes.
• Create concepts that address key customer problems and biases found to be problems (e.g. behavioural economists have identified the intention action gap, hyperbolic discounting and goal gradient as significant barriers to realizing better customer behaviour)
• Show leadership how starting with key customer needs can provide a valuable means of designing business strategy, concepts and customer experiences to drive results for the business and customers
The story in images
Delivering better customer experiences to open new accounts
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Approach & activities
Discovery
• Competitor analysis
• Desk research to gather insights from existing research
Design
• Concept design + a design sprint with scrum team
Usability Testing
New account application experience
• Testing concepts with >45 users
• Survey with >70 users
Financial wellbeing
• 16 new and potential customers (8 users in 2 rounds with iteration in between)
3 way handshakes with scrum team
• Worked on increasing the adoption of agile practices within the bank
• Led activities to ensure UX had a good role within scrum and agile development was user centred