Improving users satisfaction of corporate clients e-banking solution Santander Bank Polska
Improving Net Promoter Score (NPS) for e-banking solution for corporate clients .
Warsaw, Poland
2023-2024
Banking
UX Team, Scrum Teams
UX Lead
Challenge
Very low NPS score of new e-banking solution - 0 within two years after release (in comparison to 30 of the previous version). No structured End-users’ feedback - missing “helicopter view”/understanding of customers needs leading to the feature factory.
No UX Team (only two inexperienced junior UX Designers). No UX process in place, product discovery & delivery processes as well as design collaboration rules not in place. Lack of Design System (only inconsistently used UI Kit). Scrum Teams without Developers and missing Agile Mindset.
Results
NPS: overall improvement of user satisfaction: ~20 % for 2023 (from 0%).
All parties involved in product discovery and high visibility of the product methods and processes across the organization.
Builing skilled, diverse and well-balanced UX Team of 10 people.
20%
NPS average for 2023
10 UX
increase od
80%
projects including product discovery
Solutions
UX Roadmap: I built and introduced the first UX Roadmap for all initiatives within the e-banking corporate Tribe regarding UX debt, user improvements and designing new functionalities based on extensive workshops with all stakeholders and Corporate e-Banking Strategy.
User feedback :T ogether with the Team we analyzed the existing feedback by creating an open board in Miro with over 1000 user quotes/comments/opinion grouped by the e-banking system modules. Using Opportunity Tree Mapping, all UX demands (from stakeholders, users, developers and so on) were prioritized and combined with customer feedback.). I implemented importance vs. difficulty matrix for planned interface changes. I also introduction the whole new user feedback loop process.
Product Discovery & Delivery: I implemented Products Discovery process within Scrum practice which allowed all UX Designers to closely work with Products Owners, Product Managers an d Business & System Analytics. I evangelize the process within the whole IT Department of the Bank.
UX Team: I scaled up the UX Team from 2 Junior UX Designers to 9 UX Designers and 1 UX Researcher within 8 months (not losing any team members).I built a practice of Excellence Academy for Design Strategy Team. I introduced monthly meetings where team members were sharing experiences or cases from their area of expertise, e.g. research findings; form design best practices, benchmark of mobile app for corporate banking. Part of the Academy was attending UX Events and Conferences as well as external workshops.After one year of leading the team I obtained very high scores on corporate eNPS evaluation and internal supervisor rate.
Design Solutions: Firstly I set up a new Design System based on the previous UI Kit in close collaboration with the development consulting company. Storybook components and the documentation standard for developers were implemented. Single Point of Contact regarding Design System changes has been appointed. The Team designed and released several dozen (ten times more than all other Scrum Teams) of user improvements and new features according to the design of the new modules. This was achieved thanks to highly motivated and engaged team.
Example solutions:
“ During the 1-2-1s with my manager, we defined clear development direction. The regular meetings are very important to me and bring much value. They are not there only to “tick the box”.
UX Team Member on eNPS
Conclusion
NPSl Overall improvement of user satisfaction: ~20 % for 2023 (from 0%).
UX TEAM: Skilled, diverse and well-balanced UX Team of 10 people**.**
BUSINESS IMPACT: all parties involved in product discovery and high visibility of the UX tTeam, methods and processes across the organization.