Project 001
İş Bankası Digital Banking Workshop
İş Bankası, Turkey's largest private bank, achieved recognition as the 'World's Best Banking Application' by Global Finance. In a commitment to enhancing customer experience, we (Commencis) initiated a dynamic digital banking workshop focusing on new feature integration, roadmap development, and improved information architecture. With design goals centered around effective communication and a habit-oriented design approach, İş Bankası aims to extend its digital banking services beyond traditional boundaries, demonstrating a dedication to innovation and user-centric design principles.
Info 003
Role
User Experience Designer - Research
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Duration-Timeline
2 Months-2022
Overview 002
I orchestrated workshops with a team of UX designers, developers, product owners, and C-level executives, co-planning and leading design thinking and strategy-making activities.
Challenge
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How can we help İş Bankası to grow in digital banking, focusing on new feature integration, roadmap development, and improved information architecture, align with the design goals of effective communication and a habit-oriented design approach?
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How does this initiative reflect the bank's dedication to innovation and user-centric design principles in extending digital banking services beyond traditional boundaries?
Outcomes
The approach involves three key steps:
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Refining and organizing prioritized ideas based on their impact on business and users
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Placing these ideas on a draft roadmap with considerations for priority and scope, and
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Preparing for subsequent improvement workshops
This structured framework aims to address identified needs within the bank, ensuring a strategic and organized approach to implementation and continuous improvement.
Methodology and Procedure 004
During a workshop, five groups utilized the Pirate Metrics (AARRR) framework to assess user journey-oriented success metrics, simulating project starting points with impact-oriented perspectives for both business and users. İş Bankası's main performance indicators, including volume, customer numbers, satisfaction, and profitability, were reevaluated using AARRR success metrics.
The workshop also involved revisiting digital channels' performance indicators and key measurement criteria, challenging the adequacy of existing metrics and prompting exploration of more comprehensive and accurate success measurements aligned with İş Bankası's targets.
Within the workshop, Co-Creation and Round Robin methodologies were employed within each group to encourage collaborative idea generation.
The idea areas were visually represented by being displayed on the walls, supported with both written and visual content. This setup aimed to enhance participants' sensitivity to the presented ideas and trigger creativity at various levels. Participants engaged in actions such as speaking, decision-making, idea development, filtering, and verbal sharing, interacting with the 3D space to foster a dynamic and immersive creative process.
Participant Involvement 005
We aimed for participants to:
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Reviewing and prioritizing ideas
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Feature evaluation + idea detailing
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Creating roadmap
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The workshop incorporated Round Robin discussions focused on four ideas, where groups systematically considered:
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Identifying user needs addressed by the proposed design solution and determining the necessary features to meet these needs.
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Exploring how Ä°ÅŸCep users would initiate interaction with the designated area, considering user interaction moments.
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Developing ideas regarding the visual language, components, and visual elements that would characterize the designated area.
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Outlining the steps or sub-features required to bring the proposed feature to life within Ä°ÅŸCep.
Outcomes
In the upcoming detailed design phase for new Ä°ÅŸCep features, the focus is on examining and leveraging four prioritized idea areas, enhancing existing projects, and creating components. Simultaneously, nine additional ideas will be expanded, aligning with design goals.
The overarching objective is to optimize rituals, communication styles, and team practices for sustained adoption of user and business impact-oriented product development processes, as emphasized in the workshop.
Furthermore, there is an emphasis on revisiting and realigning Ä°ÅŸCep's main performance indicators and success metrics with Ä°ÅŸbank's goals. This involves redesigning practices to ensure widespread acceptance across all product development teams, fostering a cohesive and impactful approach within the organization.