Comcast Xfinity was having trouble engaging users, meeting long term KPIs, and keeping the team energized. They were stuck in a reactionary mode—prioritizing features based on the whims of the sales team. As the new Executive Creative Director for the agency, I set out to influence the client to use a Design Thinking approach to reframe their sticking points, plan for the future, and develop a new team culture of collaboration and innovation.
In our first sprint, we interviewed stakeholders and customers. Then we scoured the research and data—including tons of customer call center feedback. We succeeded in teaching the client to derive user-focused insights, consider how to evolve their platform, and prioritize features with users in mind.
We culled our insights and reframed them as questions in order to open up design opportunities.
”How might we...create a more connected experience that helps users to clearly understand the breadth of product offerings, easily compare them, and seamlessly hone in on the one that best meets their individual needs?”
With our focus clear, we explored many new concepts for wayfinding, buy flow efficiency, education, and offer clarity…
…and tested them with users.
We ran all of our new feature ideas through a prioritization work-session using ROI and level of effort across all resources. From there, we planned the one-year roadmap and identified new KPIs by which to measure success.
Key outcomes of the program included: prioritized features, a one-year roadmap, user-tested concepts, and detailed design for the most essential features. This led to notable increases in NPS, task completion, sales conversion, AOV, customer engagement, as well as decreased cart abandonment and call center activity. More importantly, it also taught a disparate team how to build consensus, work more efficiently, and feel empowered and accountable for their product decisions.