Using design thinking to organise the product offering
The output of this project included the organisation of the offer - in an information architecture tested with customers - the definition of the services macro journey, as well as the design of the digital experience of service acquisition, including a navigation menu, content pages about the services and acquisition flows. All are fully oriented to the needs of service buyers and specifics of their self-service acquisition in the digital channel.
The results reflect teamwork, with the active participation of many areas within Worten and a Design Thinking methodological approach, adapted to this challenge.
At first, the business goals and respective KPIs were identified, an exhaustive inventory of the services and needs of Worten's customers and potential customers for its services was carried out - namely through individual interviews - and a benchmark was made, including different markets and sectors.
From these insights, the macro journey of a customer from the need for a service to its use was mapped out, and the services were grouped and organised according to a vision for this new area of Worten digital platforms, which crossed two essential vectors: the acquisition model and the provision model.
The materialisation of this vision always took into account the specificities of the different types of services: greater or lesser cross-sell potential with other products and services, characteristics of the provider network, service acquisition model (pay per use, subscription, request for quote or lead generation for other channels), available type of service (remote, in the shop or at home), and also technical and legal constraints in the digitalisation of certain stages of the journey.
After this first phase of the project, the teamwork continued, now in a model based on Design Sprints. Each sprint was dedicated to a priority topic, among those identified at the end of phase 1, from creating a set of guidelines for the UX of specific service acquisition flows to the development of new ideas.
For each sprint, according to its objectives, a task force from Worten was always assigned to participate and keep up with the activities defined by Innovagency. The results of these Design Sprints were then shared with the extended project team in two face-to-face sessions. The outputs from these sprints then entered the pipeline and the roadmap of the Worten implementation teams.
Some of these outputs are already available in the Services area on Worten's website and mobile app.
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