The future of digital interactions with government for business customers
Problem.
We needed to re-think the purpose of the existing government SaaS platform, called Business Profile, and to ensure the new direction is aligned with the emerging priorities of a new ministerial cabinet.
Executive leadership team needed a concept to visualise how their strategic priorities across the board would translate into a real end-to-end customer experience, encapsulating existing and future products and services.
Product teams needed an understanding of how we need to orchestrate services and products within our future ecosystem so that it delivers an end-to-end experience.
My role.
As a group design lead, I worked on developing a proposal for Executive and Senior teams to help break down the steps that we need to take in order to unlock customer value, and simultaneously hit strategic goals.
I consulted several product team and worked with representatives of other business units to craft a concept of the future experience of SNSW Business Profile that aligns with SNSW for Business division priorities, newly developed product strategy, and gives a guidance on how various products could provide a value to our customers - as part of an orchestrated ecosystem.
Outcome.
Defined problem areas to secure budget for further research and creation of dedicated teams
High-level design prototype
High-level roadmap and capability proposal
Current and future state Service Blueprints
Discovery kick-off
Kick-off.
To understand our opportunities on how to link existing services into a more cohesive customer journey, we have mapped out the current state service blueprint, using our understanding of customer needs and challenges (from Strategy work). Our focus was to explore short-term opportunities and long-term strategic directions.
The top three opportunities for us were:
Harness the change of a data architecture and access delegation tool, and improve end-to-end experience
Give customers control over their data and personalise their experience to save time
Improve cross-referencing of existing products and services
Mapping out expanding ecosystem.
The next step was to understand existing ecosystem of our products and how it might change in time, taking in consideration technical limitations and other product roadmaps. We visualised the system to ensure that other product teams understand what we are trying to achieve, and to ensure that we collaborate with right teams at right times.
One of the three main goals of re-design was to ensure that a big data architecture change would translate into user experience seamlessly, and instead of creating new blockers - would provide value.
Re-designing Business Profile access levels and onboarding.
The new concept that I was exploring had to include several access levels, as a result of affect of access delegation tool and co-dependency with SNSW personal account. The levels would include: empty business overview page, business overview page with data, post-onboarding verified empty business account page and post-onboarding verified business account page with data.
Between the levels, I had to re-design an onboarding experience that links Business overview page with a Business account page through Business Digital identity tool, and explore opportunities for gathering data for account personalisation.
The verified Business account would allow customers to access products and services without a need to provide an ongoing paperwork on their proof of relationship with the business. The whole concept links back to our vision, where our goal is to save our customers time when they interact with government.
Business goals.
Before taking our ideas further, we also ensured that our goals are aligned with business goals and ministerial priorities.
Buy in.
Through ideation sessions and after consultations with product teams, I came up with conceptual designs of the future state that cover two areas of the platform: Logged in Experience and Onboarding. Using existing library of components, I quickly mocked up visuals that sell our vision.
These designs were shared with an Executive team for further endorsement.
Teams formation and roadmaps.
I worked with Product, Design and Technical leads across a group of products to land on an ideal roadmap of delivery, that would aim to bring the above concept to life. The roadmap has also outlined which capabilities still need to be stood up and what each team will be focusing on.
The nature of government is complex and not often predictable, so the aim of the products that we are building was to create scalable, repeatable systems that could be expanded based on changing customer and business needs.
