Fair connectivity
for everyone
Fair connectivity
for everyone
Fair connectivity
for everyone
Date
2019 – 2020
Role
UX Designer · Service Designer
Team
Product owner · UX Manager
TalkTalk
At a time when broadband connectivity had never been more crucial for households and often referred to as the fourth critical utility, I joined as a UX designer tasked with enhancing service design. I applied this to the TalkTalk customer journey, especially from sign-up of service to activation of broadband and TV services. In an industry marked by fierce competition and regulatory governance, differentiation posed a significant challenge. What did differentiate was excellent customer service provision.
My primary focus revolved around optimising this critical phase of the customer journey. It holds immense importance in shaping expectations and reputation early on, involving the highest number of touchpoints and interactions with our customers compared to any other key stage. The outcome was over 20 key recommendations and accurate mapping of the as-is customer journey for key customer groups.
Date
2019 – 2020
Role
UX Designer · Service Designer
Team
Product owner · UX Manager
TalkTalk
At a time when broadband connectivity had never been more crucial for households and often referred to as the fourth critical utility, I joined as a UX designer tasked with enhancing service design. I applied this to the TalkTalk customer journey, especially from sign-up of service to activation of broadband and TV services. In an industry marked by fierce competition and regulatory governance, differentiation posed a significant challenge. What did differentiate was excellent customer service provision.
My primary focus revolved around optimising this critical phase of the customer journey. It holds immense importance in shaping expectations and reputation early on, involving the highest number of touchpoints and interactions with our customers compared to any other key stage. The outcome was over 20 key recommendations and accurate mapping of the as-is customer journey for key customer groups.
Date
2019 – 2020
Role
UX Designer · Service Designer
Team
Product owner · UX Manager
TalkTalk
At a time when broadband connectivity had never been more crucial for households and often referred to as the fourth critical utility, I joined as a UX designer tasked with enhancing service design. I applied this to the TalkTalk customer journey, especially from sign-up of service to activation of broadband and TV services. In an industry marked by fierce competition and regulatory governance, differentiation posed a significant challenge. What did differentiate was excellent customer service provision.
My primary focus revolved around optimising this critical phase of the customer journey. It holds immense importance in shaping expectations and reputation early on, involving the highest number of touchpoints and interactions with our customers compared to any other key stage. The outcome was over 20 key recommendations and accurate mapping of the as-is customer journey for key customer groups.
The problem
The problem
The problem
Consumers didn’t trust TalkTalk. Averaging 3 stars on Trustpilot and ranked the lowest of 9 in home broadband service satisfaction scores in the Ofcom 2018 report, there was plenty of opportunity to improve the business with a fresh perspective.
Consumers didn’t trust TalkTalk. Averaging 3 stars on Trustpilot and ranked the lowest of 9 in home broadband service satisfaction scores in the Ofcom 2018 report, there was plenty of opportunity to improve the business with a fresh perspective.
TalkTalk had a reputation problem. Consumers loved the competitive pricing but didn’t love the connection experience or the customer service they reached out to. Applying the Peak-End Rule, I explored how every moment of the switching service could become a peak.
TalkTalk had a reputation problem. Consumers loved the competitive pricing but didn’t love the connection experience or the customer service they reached out to. Applying the Peak-End Rule, I explored how every moment of the switching service could become a peak.
Research Approach
Research Approach
Research Approach
Micro change at a localised level wouldn’t be enough to shift the service provision. I needed the team to think bigger. After secondary research and onboarding with key colleagues, it was clear what I needed to do. The business didn’t have a good understanding of what really happens once customers sign up to a broadband or TV package.
Micro change at a localised level wouldn’t be enough to shift the service provision. I needed the team to think bigger. After secondary research and onboarding with key colleagues, it was clear what I needed to do. The business didn’t have a good understanding of what really happens once customers sign up to a broadband or TV package.
Broadband wasn’t just a utility. It was the lifeblood in every family home which we all became so reliant on. I could see building genuine empathy for our customer tribes would really help. Currently the first touchpoint was an angry customer talking to customer support. I needed to build empathy and understand far sooner, on the ground in people’s homes.
Broadband wasn’t just a utility. It was the lifeblood in every family home which we all became so reliant on. I could see building genuine empathy for our customer tribes would really help. Currently the first touchpoint was an angry customer talking to customer support. I needed to build empathy and understand far sooner, on the ground in people’s homes.
With the mission set, budget and timelines agreed, I got to work.
With the mission set, budget and timelines agreed, I got to work.
Capturing the journey
I set about capturing the as-is user journey covering broadband and TV. Based on timelines I decided not to cover telephone-only services, as it was a declining market and the judgement effort was best served elsewhere. Based on our customer tribes, we started with a pilot study covering internal colleagues, then refined the study before expanding to professional households and families.
I set about capturing the as-is user journey covering broadband and TV. Based on timelines I decided not to cover telephone-only services, as it was a declining market and the judgement effort was best served elsewhere. Based on our customer tribes, we started with a pilot study covering internal colleagues, then refined the study before expanding to professional households and families.
The study touched every touchpoint, both physical and digital: letters, text messages, websites, apps and installation equipment. I also had to factor in third parties who are key actors in the service, like Openreach and delivery partners DHL and Evri.
The study touched every touchpoint, both physical and digital: letters, text messages, websites, apps and installation equipment. I also had to factor in third parties who are key actors in the service, like Openreach and delivery partners DHL and Evri.
I also took the opportunity to partake in a Service Safari. Immersing myself in the service provision helped me build empathy and understanding quickly. I followed each step in detail, collating insight alongside our pilot study and customer tribe journeys for a powerful data triangulation approach.
I also took the opportunity to partake in a Service Safari. Immersing myself in the service provision helped me build empathy and understanding quickly. I followed each step in detail, collating insight alongside our pilot study and customer tribe journeys for a powerful data triangulation approach.
Problems along the way: the business was too unique and complex to be fully understood. I championed a focus on understanding the experience rather than assuming we already knew it.
Problems along the way: the business was too unique and complex to be fully understood. I championed a focus on understanding the experience rather than assuming we already knew it.
A little messy at the start as the data rolled in
A little messy at the start as the data rolled in
A little messy at the start as the data rolled in
I captured key steps and timelines from various data points in real time, resulting in a complex array of information with noticeable differences. Prioritising clarity of the generalised happy path, while also identifying and addressing one-off edge cases, I supplemented the journey with key assets such as images and support materials.
I captured key steps and timelines from various data points in real time, resulting in a complex array of information with noticeable differences. Prioritising clarity of the generalised happy path, while also identifying and addressing one-off edge cases, I supplemented the journey with key assets such as images and support materials.
Already at this rudimental stage, colleagues had new clarity on how the onboarding journey was really experienced against internal perception.
Already at this rudimental stage, colleagues had new clarity on how the onboarding journey was really experienced against internal perception.
Making sense of the data: Service Blueprint
Once I had a grasp of the user journey, I started to capture the as-is order management process from a service execution point of view. From roughly mapping out the service blueprint with post-it notes I gradually moved into a more refined Service Blueprint alongside key business process and decision points. I invited myself to walk the walk, to co-create and validate what was captured.
Once I had a grasp of the user journey, I started to capture the as-is order management process from a service execution point of view. From roughly mapping out the service blueprint with post-it notes I gradually moved into a more refined Service Blueprint alongside key business process and decision points. I invited myself to walk the walk, to co-create and validate what was captured.
Walk the wall: Journey mapping
Walk the wall: Journey mapping
Walk the wall: Journey mapping
As the research project progressed, I diligently captured two distinct user paths: one representing the typical happy path and the other a common unhappy path. Customising the journey map to suit project requirements, I incorporated key direct quotes to foster business empathy for customers across the key stages.
As the research project progressed, I diligently captured two distinct user paths: one representing the typical happy path and the other a common unhappy path. Customising the journey map to suit project requirements, I incorporated key direct quotes to foster business empathy for customers across the key stages.
I introduced an ideas and opportunities swim lane to transform the journey map into a dynamic, collaborative document. I walked the wall with 8 teams, encouraging input from team members to passers-by for ultimate transparency.
I introduced an ideas and opportunities swim lane to transform the journey map into a dynamic, collaborative document. I walked the wall with 8 teams, encouraging input from team members to passers-by for ultimate transparency.
I also included a department responsible lane. By clearly capturing ownership it allowed any team to easily understand who they needed to engage as we made service improvements together.
I also included a department responsible lane. By clearly capturing ownership it allowed any team to easily understand who they needed to engage as we made service improvements together.
Key reflections
I adopted an open and transparent approach to my work, deliberately making our UX team’s activities visible to all departments and teams. This fostered cross-pollination of ideas and information, leading to new development opportunities spanning supply, customer service and finance.
I adopted an open and transparent approach to my work, deliberately making our UX team’s activities visible to all departments and teams. This fostered cross-pollination of ideas and information, leading to new development opportunities spanning supply, customer service and finance.
Turning problems
into solutions
Turning problems
into solutions
Turning problems
into solutions
Workshops
Workshops
Workshops
I facilitated a series of workshops with key stakeholders aimed at fostering a growth mindset. Initially, I shared the research findings to ensure everyone was aligned with the core problem areas, the why, and target audience.
I facilitated a series of workshops with key stakeholders aimed at fostering a growth mindset. Initially, I shared the research findings to ensure everyone was aligned with the core problem areas, the why, and target audience.
Next, we collaboratively prioritised ideas using a feasibility matrix to determine which concepts to pursue further.
Next, we collaboratively prioritised ideas using a feasibility matrix to determine which concepts to pursue further.
Ideas & outcomes
Ideas & outcomes
Ideas & outcomes
The second stage focused on ideation. Using HMW and What If’s, we collectively created new ideas, encouraging them not to be bound by practicality or current technology. Anything was on the table. It just needed to effectively solve the problem or insight.
The second stage focused on ideation. Using HMW and What If’s, we collectively created new ideas, encouraging them not to be bound by practicality or current technology. Anything was on the table. It just needed to effectively solve the problem or insight.
Afterward, I refined the ideas and turned them into solutions which could be deployed today. Linking each idea with the original data source, the problem it was attempting to solve, key features and any research validation applicable at this stage, I focused on gamification, real-time tracking and dynamically shown content based on stage in a user’s journey.
Afterward, I refined the ideas and turned them into solutions which could be deployed today. Linking each idea with the original data source, the problem it was attempting to solve, key features and any research validation applicable at this stage, I focused on gamification, real-time tracking and dynamically shown content based on stage in a user’s journey.
Challenges I faced
Challenges I faced
Challenges I faced
The team struggled to embrace a creative future-thinking mindset. Even some of our in-house UX professionals found this challenging, reflecting a company culture focused on incremental improvements rather than visionary thinking. As our creative ideation entered the realms of teleportation, it proved too difficult for some to grasp.
The team struggled to embrace a creative future-thinking mindset. Even some of our in-house UX professionals found this challenging, reflecting a company culture focused on incremental improvements rather than visionary thinking. As our creative ideation entered the realms of teleportation, it proved too difficult for some to grasp.
Despite initial resistance, I persevered. Two weeks later, the product owner acknowledged the value of the workshop and how the ideas I presented were rooted in exploratory work. It was helpful to remember that teams may jump on board at different points.
Despite initial resistance, I persevered. Two weeks later, the product owner acknowledged the value of the workshop and how the ideas I presented were rooted in exploratory work. It was helpful to remember that teams may jump on board at different points.
A curveball hit
A curveball hit
A curveball hit
Midway through my project, an unexpected curveball hit: a global pandemic that fundamentally changed our way of life. It also underscored the critical importance of broadband connectivity as we became more reliant on it for remote working and online classes.
Midway through my project, an unexpected curveball hit: a global pandemic that fundamentally changed our way of life. It also underscored the critical importance of broadband connectivity as we became more reliant on it for remote working and online classes.
I had to adapt my strategy quickly. Overnight, I witnessed customer priorities shift. Price and speed became overshadowed by reliability and device capacity. I opted to create new customer empathy tribes to accommodate this shift alongside our original core tribes.
I had to adapt my strategy quickly. Overnight, I witnessed customer priorities shift. Price and speed became overshadowed by reliability and device capacity. I opted to create new customer empathy tribes to accommodate this shift alongside our original core tribes.
A reliable broadband connection became non-negotiable. Ensuring safety was paramount, and any potential disruption to telephone and broadband services now mattered more than ever.
A reliable broadband connection became non-negotiable. Ensuring safety was paramount, and any potential disruption to telephone and broadband services now mattered more than ever.
I continued to support the project with solution user testing, implementation support and refining of designs as we adapted to working from home.
I continued to support the project with solution user testing, implementation support and refining of designs as we adapted to working from home.
Project learnings
Project learnings
Project learnings
Improving services can be messy. Embrace it.
Improving services can be messy. Embrace it.
Service design can be intricate and time-intensive, requiring collaboration among various teams to align on a common goal. This project emphasised embracing complexity and navigating through the messiness inherent in the process. Revisiting data collection helped address gaps and explore deviations from the anticipated path, embracing an iterative non-linear approach.
Service design can be intricate and time-intensive, requiring collaboration among various teams to align on a common goal. This project emphasised embracing complexity and navigating through the messiness inherent in the process. Revisiting data collection helped address gaps and explore deviations from the anticipated path, embracing an iterative non-linear approach.
Jump in and experience it yourself
Jump in and experience it yourself
Immersing myself firsthand in the service gave me a comprehensive understanding of the journey, uncovering insights and driving meaningful change quickly. Although it was a slow burn with the delivery team, it helped me get up to speed quickly in an unfamiliar industry.
Immersing myself firsthand in the service gave me a comprehensive understanding of the journey, uncovering insights and driving meaningful change quickly. Although it was a slow burn with the delivery team, it helped me get up to speed quickly in an unfamiliar industry.
A laser focus on the bigger picture
A laser focus on the bigger picture
Localised teams can easily get caught up in the smaller details. It was important to keep the group thinking high level and focused on the bigger picture, maintaining momentum and saving smaller details for the to-be journey.
Localised teams can easily get caught up in the smaller details. It was important to keep the group thinking high level and focused on the bigger picture, maintaining momentum and saving smaller details for the to-be journey.
Project information
Tools
Tools
Qualtrics
Qualtrics
Google Analytics
Google Analytics
User testing
User testing
Expertise
Expertise
Service Blueprints
Service Blueprints
User Journey mapping
User Journey mapping
Diary studies
Diary studies
Service Safari
Service Safari
Personas
Personas