Despite having a powerful portal which served as a critical system for product configuration, The Telecom's teams had trouble communicating customer intent and delivering on-time and accurate services to their customers. Focusing initially on the Portal's ability to configure a wide variety of products and services, the organization realized that the complexity had resulted in unnecessary complication, operation inefficiency, and missed revenue targets.
Internal Team & Customer Discovery
Holistic and targeted research was conducted nationwide with C-Suite stakeholders, internal teams, and customers.
What We Learned
Reframing the problem after field research
The problem was initially framed as a user interface workflow problem. Synthesizing the research it became clear that while the UI was lacking baseline usability, the real issue was the organizational structure. Several dozen product owners depended on the platform to deliver the individual products they managed. The platform itself had no singular product manager. This disparity resulted in disconnected and fractured approaches to the platform design amd development resulting in an increasingly fractured user experience.
Sustainable teams, repeatable process, improved workflows
The overriding factor in the project was implementing changes prior to the acquisition. The immediate impacts were aligned cross-functional teams and stakeholders around a shift in how the platformed was managed. This gave the team a jumpstart on a consistent approach going forward. The long term impacts saw The Telecom's team able to dramatically increase operational efficiencies while meeting and often exceeding customer expectations.