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Reducing turnaround time from weeks to 24 hours, saving the bank thousands of pounds.

Reduced turn around time from 3/4 weeks to 24hours. Saving the bank thousands of pounds.

Customer complaints involving this journey were reduced by 65%, monitored through call centres.

Although a single journey, this added to the platforms vast array of self-service functions.

How I achieved the above....

PROJECT OVERVIEW AND MY ROLE

Lloyds were heavily investing in the digital space at the time of this project. I was a senior UX designer, in the digital transformation team. Our role in the company was simple, translate any offline journeys into digital journeys where suitable. One of the biggest challenges we faced was the Change of Address journey for business users. Originally this journey consisted of a business customer printing off a PDF form, filling it out, posting it to Lloyds, waiting around 3-4 weeks, then having their address changed. 

WORKSHOP

We understood that due to the nature of this process, offline fulfilment, the best course of action was to arrange a discovery workshop with the people who actually fulfilled the current demand. Through some internal research we found out that it was handled by a team in Edinburgh. So we contacted them and arranged a two-day time slot to carry out the workshop.

    

We had a few days to plan the workshop. I worked with the Product Owner and Scrum Master to plan and organise the workshop. The fulfilment team who attended consisted of around 3-4 people, we also invited our BAs. In total there were around 8-9 people in the workshop. We wanted to understand the current process so that we could effectively translate it to a digital journey. Some of the key things that were taken away from the workshop were:

  • Customers addresses were stored in a variety of places within our systems, rather than just one place. 

  • Most customers who change one business address end up changing all their associated business addresses at the same time (e.g. mailing, trading and registered).

  • The bank legally has to keep a customers registered address up to date with Companies House.


We learnt many other pieces of vital information that would help us start designing the online flows. Maybe more importantly we established key relationships outside of the lab and in the main business which will always come in handy when designing new products. Now that we had a better understanding of the requirements we could start sketching and testing our designs.

WIREFRAMING AND SKETCHING

The team members in the TCI team had been at the bank for various amounts of time from 6 months up to 10 years. So there was a lot of knowledge that we could utilise, because of this the Lead UX for the bank and myself thought it would be best that we do the initial sketching as a team. I arranged a meeting with the BAs, Product Owner, Scrum Master, and lead UX to start sketching. After the first meeting we quickly realised we were going to need a few sessions to fully define our solutions. We wanted to test our designs with users to get some very early feedback, so our plan was to prototype two of the proposed solutions with Sketch and InVision so that we could test. 

PROTOTYPING AND VISUAL DESIGN

Now that I had run the solutions by the other departments, I was ready to start prototyping. Initially I had a discussion with the Lead UX and visual design departments and upon discovering we had a very extensive UI styling guide we decided to prototype this in higher fidelity as it would be just a quick and easy to alter. Below you can see some of the designs that were taken to testing. These were used to create a prototype.

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MANCHESTER BRANCH TESTING

We developed two interactive prototypes using the method above, and I worked alongside one of the UX Researchers from a different team to see what our options were to get participants. The best idea we had was to go to the central business hub branch in Manchester. We thought this would be the best way to grab real users and test out flows. We found out on the day that a lot of people we tested had experienced the older process which was good. It's very hard to find business users in finance and cost can quickly add up. 

On the day, many business users were there for a presentation by Lloyds, as they finished we asked as many people, one to one, to participate. All of the people asked were business owners, and 7 out of 9 people had experienced the offline process we currently had for change of address.

  • Users felt like not enough feedback was given, they were told we are processing the change but nothing else.

  • Users expectations were that the change would be instant "I can change my personal address on the app instantly, why cant I do the same for my business addresses"

  • Most users stated they would change multiple addresses but to the same address, this validated what the fulfilment team had told us during the workshop above.

  • Most users commented on the copy we used, and identified areas where we had used internal banking terms which didn't match their day-to-day business terms

ITERATION AND WORKING WITH DEVELOPERS

​Once we had the feedback from the testing the UX Research and I fed this back to the team. We then decided on which items to iterate. Copy was a big one so I worked with Risk and Legal, as well as the Product Owner to make sure the copy changes I proposed were up to scratch. Iteration took another few days to so, running my designs past the team and the BA to help write user stories. Ideally we wanted to test again, but couldn't get the budget and there was a urgency to get the designs into build.


Although we had involved developers very early on, and run most ideas by them, it was very important at this stage that everyone was on the same page. Myself and the team ran the developers through the final designs, and the BA took them through the user stories they had written. The developers sat in their own team and had a lot of work coming in from around the lab, not just from us, so it was keep they understood the flows. We used InVision here to our advantage, and handed over designs this way through JIRA tickets and InVision links, they could then use the inspect mode to get the CSS information. 

 

RESULTS

The 'Change of Address' journey launched at the end of 2017. It was pushed out to SME clients only at first to manage volume. Gaining around two-thousand unique users in the first few months.

Reduced turn around time from 3/4 weeks to 24hours. Saving the bank thousands of pounds.

Customer complaints involving this journey were reduced 65%, monitored through call centres.

Although a single journey, this added to the platforms vast array of self-service functions.

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