Product fragmentation over years of feature creep, required a product solution re-evaluation.
The current platform user experience was built over number of years, and cumulative client requests, which caused fragmentation of the user experience and created many disconnects in the information flow and user journeys.
We wanted to re-define and create a cleaner product scope for our customer segments and users by exploring simple and efficient experiences across the platform.
To begin this project, we generated a list of questions we felt our stake holders could provide candid responses to, regarding customer complaints, platform failures, market demands, competitor insights. The questions were not limited to the product, but rather encompassed additional aspects about the business, and industry at large.
After several rounds of interviews we were able to see trends manifest. We set up a crunch session to aggregate all the interviews. We began to categorize the topics in order to build a picture of what problems were not being solved by the platform. As well as what sort of problems stakeholders were encountering organizationally with in the team structure.
After all the data was assigned taxonomy and catalogued, we created a presentation highlighting the various areas of concern, highlighting over all themes from feedback sessions.
We presented our findings to the C-level staff and all management with a goal of enacting change across the entire organization. We wanted to re-adjust the teams in an effort to better utilize development resources to create a better user experience.
The management were in agreement with much of the results, acknowledging where breakdowns have occurred in development, and morale.
A proposal was created for the management to reorganize team structure to better suit the development needs, and to enhance velocity. Action items were taken by individual C-level and managers in order to implement these changes.