Bringing clear and focused strategy through user-centricity
Broad User Definitions
Existing user personas were generic and lacked the depth to provide meaningful insights for design decisions. This hindered the development of tailored solutions that could meet defined business goals.
Siloed Business Decisions
The organization faced challenges in aligning product design with business goals, resulting in inefficiencies and missed opportunities.
I began by establishing a nuanced and shared understanding of our users across the team, moving away from broad categories like "Pharmacy Administrators" to more detailed models that considered the nuanced responsibilities of pharmacists. This shift allowed for a deeper understanding of users and their goals.
I facilitated cross-departmental workshops, collaborated with business leaders, and developed user-centered artifacts to incorporate into daily team rituals. This created a shared hypotheses of the user's experience. I developed long-term visions for features and actively contributed to team-wide strategy efforts, shifting the focus from features to holistic user experiences.
Eventually, our efforts as a team to focus on the user bore fruit with our business colleagues. A strategy-defining business leader at the organization reached out to me wanting feedback on a business case he was writing to fund his teams through 2024. Through my support, we refined it to be more concrete and user-centered, complete with specific user-centered success criteria. This not only gave a much more compelling argument for the funding, it also provided transparency and alignment for the many product teams that would work on these experiences.
Alignment of Design with Business Goals
By incorporating a business-aware mindset into the design process, we discovered and aligned better with the company's overarching goals.
Introducing more detailed and accurate user definitions allowed for more targeted design solutions, improving the overall user experience.
Enhanced User Understanding
Integrating business data, journey maps, and business metrics into our strategy discussions fostered better collaboration between design, product management, engineering, and business teams.