In Spring 2016, we launched a service design programme titled “Bank of Ireland Experience Design.”
Over an 8-month period, 36 design thinkers from the management team were divided into eight cross-functional teams participating in an extensive programme of workshops, mentoring sessions and team assignments which were all designed to address real-life customer experience challenges faced by the bank.
These challenges ranged from complex processes like bereavement and customer identification and verification, plus day-to-day tasks like customer payments, through to the simple act of appointment setting.
One of the new service concepts included the Bank of Ireland Student App that was designed for students faced with the possibility of running out of money, or unable to access funds that were due to come into their account.
Hands-on learning in cross-functional teams. “The power of customer insights for product development is unbelievable.” Michael O’Grady, Head of Strategy, Change and Governance – Bank of Ireland
The Experience Design Programme provided participants with the relevant tools and expertise to support the organisation’s shift towards customer-centricity. Additionally, the programme devised and ran workshops with senior management, which sought to uncover significant obstacles.
Finally, a series of steering committee workshops, in conjunction with the training sessions and hands-on mentoring support, was used to drive the cultural change. This helped ensure continuous, systematic implementation of customer-centricity and the service design approach across Bank of Ireland.
Training included customer research, testing concept prototypes with customers but also going beyond comfort zone by building quick and dirty prototypes and acting out scenarios.
For example, one of the themes explored was bereavement, for which we helped create a redesigned service offering. Every year BOI loses almost 17,000 customers this way. The end-to-end journey for customers, their relatives and executors, was a broken and disjointed experience, requiring multiple touchpoints depending on the number of products held by the deceased. Little recognition was given to the fact that the deceased and their family had been loyal customers for many years.
After getting to know customers with recent experience of bereavement, the team created a solution to enable BOI make a better emotional connection with these vulnerable customers. The redesigned outcome is a seamless ‘one-and-done’ process which eliminates frictional elements (e.g. redundant identification and verification requests), replacing them with a personalised, wholly empathetic service that recognises loyalty.
One of the new service concepts included redesigned bereavement, replacing frictional elements (e.g., redundant identification and verification requests) with a personalised, wholly empathetic service that recognises loyalty.