Sachi Taulelei: Odd one out - embracing diversity in design and technology

It’s a chicken and egg situation when it comes to securing funding for a large transformation program in government. On one hand, you need to submit a business case and, as part of that, you need to make early decisions about how you might approach and deliver the program of work. On the other hand, you need to know enough about the problem you are going to solve to ensure you have sufficient funding to understand the problem better, hire the right people, design the right service, and build it the right way. 

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Now imagine securing hundreds of millions of dollars to design and build a service, but not feeling confident about what the user needs are. What if you had the opportunity to change this common predicament and influence your leadership team to carry out alignment activities, all while successfully delivering within the committed time frames?

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Meera Pankhania, Design Director and Co-founder of Propel Design, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, on traceability and her learnings from delivering a $300 million Government program.

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In her talk, Meera helps us understand how to use service traceability techniques in our work and apply them to any environment - ensuring we design and build the best service possible, no matter the funding model.

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Background on Meera Pankhania

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As a design leader, Meera is all about working on complex, purpose-driven challenges. She helps organizations take a human-centric approach to service transformation and helps deliver impactful, pragmatic outcomes while building capability and leading teams through growth and change.

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Meera co-founded Propel Design, a strategic research, design, and delivery consultancy in late 2020. She has 15 years of experience in service design, inclusive design, and product management across the private, non-profit, and public sectors in both the UK and Australia. 

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Meera is particularly interested in policy and social design. After a stint in the Australian Public Service, Meera was appointed as a senior policy adviser to the NSW Minister for Customer Service, Hon. Victor Dominello MP. In this role, she played a part in NSW’s response to the COVID pandemic, flexing her design leadership skills in a new, challenging, and important context.

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Contact Details:

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Email address: meera@propeldesign.com.au

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Find Meera on LinkedIn  

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From funding to delivery: ensuring alignment from start to finish 🏁🎉👏

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Meera’s talk explores a fascinating case study within the Department of Employment Services (Australia) where a substantial funding investment of around $300 million set the stage for a transformative journey. This funding supported the delivery of a revamped Employment Services Model, which had the goal of delivering better services to job seekers and employers, and a better system for providers within this system. The project had a focus on aligning teams prior to delivery, which resulted in a huge amount of groundwork for Meera.

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Her journey involved engaging various stakeholders within the department, including executives, to understand the program as a whole and what exactly needed to be delivered. “Traceability” became the watchword for this project, which is laid out in three phases.

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• Phase 1: Aligning key deliverables
• Phase 2: Ensuring delivery readiness
• Phase 3: Building sustainable work practices

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Phase 1: Aligning key deliverables 🧮

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Research and discovery (pre-delivery)

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Meera’s work initially meant conducting extensive research and engagement with executives, product managers, researchers, designers, and policymakers. Through this process, a common theme was identified – the urgent (and perhaps misguided) need to start delivering! Often, organizations focus on obtaining funding without adequately understanding the complexities involved in delivering the right services to the right users, leading to half-baked delivery.

After this initial research, some general themes started to emerge:

1. Assumptions were made that still needed validation
2. Teams weren’t entirely sure that they understood the user’s needs
3. A lack of holistic understanding of how much research and design was needed

The conclusion of this phase was that “what” needed to be delivered wasn’t clearly defined. The same was true for “how” it would be delivered.

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Traceability

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Meera’s journey heavily revolved around the concept of "traceability” and sought to ensure that every step taken within the department was aligned with the ultimate goal of improving employment services. Traceability meant having a clear origin and development path for every decision and action taken. This is particularly important when spending taxpayer dollars!

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So, over the course of eight weeks (which turned out to be much longer), the team went through a process of combing through documents in an effort to bring everything together to make sense of the program as a whole. This involved some planning, user journey mapping, and testing and refinement. 

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Documenting Key Artifacts

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Numerous artifacts and documents played a crucial role in shaping decisions. Meera and her team gathered and organized these artifacts, including policy requirements, legislation, business cases, product and program roadmaps, service maps, and blueprints. The team also included prior research insights and vision documents which helped to shape a holistic view of the required output.

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After an effort of combing through the program documents and laying everything out, it became clear that there were a lot of gaps and a LOT to do.

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Prioritising tasks

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As a result of these gaps, a process of task prioritization was necessary. Tasks were categorized based on a series of factors and then mapped out based on things like user touch points, pain points, features, business policy, and technical capabilities.

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This then enabled Meera and the team to create Product Summary Tiles. These tiles meant that each product team had its own summary ahead of a series of planning sessions. It gave them as much context (provided by the traceability exercise) as possible to help with planning. Essentially, these tiles provided teams with a comprehensive overview of their projects i.e. what their user needs, what certain policies require them to deliver, etc.  

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Phase 2: Ensuring delivery readiness 🙌🏻

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Meera wanted every team to feel confident that we weren’t doing too much or too little in order to design and build the right service, the right way.

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Standard design and research check-ins were well adopted, which was a great start, but Meera and the team also built a Delivery Readiness Tool. It was used to assess a team's readiness to move forward with a project. This tool includes questions related to the development phase, user research, alignment with the business case, consideration of policy requirements, and more. Ultimately, it ensures that teams have considered all necessary factors before progressing further. 

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Phase 3: Building sustainable work practices 🍃

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As the program progressed, several sustainable work practices emerged which Government executives were keen to retain going forward.

Some of these included:

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• ResearchOps Practice: The team established a research operations practice, streamlining research efforts and ensuring that ongoing research was conducted efficiently and effectively.
• Consistent Design Artifacts: Templates and consistent design artifacts were created, reducing friction and ensuring that teams going forward started from a common baseline.
• Design Authority and Ways of Working: A design authority was established to elevate and share best practices across the program.
• Centralized and Decentralized Team Models: The program showcased the effectiveness of a combination of centralized and decentralized team models. A central design team provided guidance and support, while service design leads within specific service lines ensured alignment and consistency.

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Why it matters 🔥

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Meera's journey serves as a valuable resource for those working on complex design programs, emphasizing the significance of aligning diverse stakeholders and maintaining traceability. Alignment and traceability are critical to ensuring that programs never lose sight of the problem they’re trying to solve, both from the user and organization’s perspective. They’re also critical to delivering on time and within budget!

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Traceability key takeaways 🥡

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• Early Alignment Matters: While early alignment is ideal, it's never too late to embark on a traceability journey. It can uncover gaps, increase confidence in decision-making, and ensure that the right services are delivered.
• Identify and audit: You never know what artifacts will shape your journey. Identify everything early, and don’t be afraid to get clarity on things you’re not sure about.
• Conducting traceability is always worthwhile: Even if you don’t find many gaps in your program, you will at least gain a high level of confidence that your delivery is focused on the right things.

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Delivery readiness key takeaways 🥡

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• Skills Mix is Vital: Assess and adapt team member roles to match their skills and experiences, ensuring they are positioned optimally.
• Not Everyone Shares the Same Passion: Recognize that not everyone will share the same level of passion for design and research. Make the relevance of these practices clear to all team members.

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Sustainability key takeaways 🥡

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• One Size Doesn't Fit All: Tailor methodologies, templates, and practices to the specific needs of your organization.
• Collaboration is Key: Foster a sense of community and collective responsibility within teams, encouraging shared ownership of project outcomes.

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Natalie and Lulu have forged a unique team culture that focuses on positive outputs (and outcomes) for their app’s growing user base. In doing so, they turned the traditional design approach on its head and created a dynamic and supportive team. 

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Natalie, Director of Design at Hatch, and Lulu, UX Design Specialist, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, on their concept of “radical collaboration”.

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In their talk, Nat and Lulu share their experience of growing a small app into a big player in the finance sector, and their unique approach to teamwork and culture which helped achieve it.

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Background on Natalie Ferguson and Lulu Pachuau

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Over the last two decades, Lulu and Nat have delivered exceptional customer experiences for too many organizations to count. After Nat co-founded Hatch, she begged Lulu to join her on their audacious mission: To supercharge wealth building in NZ. Together, they created a design and product culture that inspired 180,000 Kiwi investors to join in just 4 years.

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Contact Details:

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Email: natalie@sixfold.co.nz

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LinkedIn: https://www.linkedin.com/in/natalieferguson/ and https://www.linkedin.com/in/lulupach/

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Radical Collaboration - How teamwork makes the dream work 💪💪💪

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Nat and Lulu discuss how they nurtured a team culture of “radical collaboration” when growing the hugely popular app Hatch, based in New Zealand. Hatch allows everyday New Zealanders to quickly and easily trade in the U.S. share market. 

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The beginning of the COVID pandemic spelled huge growth for Hatch and caused significant design challenges for the product. This growth meant that the app had to grow from a baby startup to one that could operate at scale - virtually overnight. 

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In navigating this challenge, Nat and Lulu coined the term radical collaboration, which aims to “dismantle organizational walls and supercharge what teams achieve”. Radical collaboration has six key pillars, which they discuss alongside their experience at Hatch.

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Pillar #1: When you live and breathe your North star

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Listening to hundreds of their customers’ stories, combined with their own personal experiences with money, compelled Lulu and Nat to change how their users view money. And so, “Grow the wealth of New Zealanders” became a powerful mission statement, or North Star, for Hatch. The mission was to give people the confidence and the ability to live their own lives with financial freedom and control. Nat and Lulu express the importance of truly believing in the mission of your product, and how this can become a guiding light for any team. 

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Pillar #2: When you trust each other so much, you’re happy to give up control

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As Hatch grew rapidly, trusting each other became more and more important. Nat and Lulu state that sometimes you need to take a step back and stop fueling growth for growth’s sake. It was at this point that Nat asked Lulu to join the team, and Nat’s first request was for Lulu to be super critical about the product design to date - no feedback was out of bounds. Letting go, feeling uncomfortable, and trusting your team can be difficult, but sometimes it’s what you need in order to drag yourself out of status quo design. This resulted in a brief hiatus from frantic delivery to take stock and reprioritize what was important - something that can be difficult without heavy doses of trust!

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Pillar #3: When everyone wears all the hats

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During their journey, the team at Hatch heard lots of stories from their users. Many of these stories were heard during “Hatcheversery Calls”, where team members would call users on their sign-up anniversary to chat about their experience with the app. Some of these calls were inspiring, insightful, and heartwarming.

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Everyone at Hatch made these calls – designers, writers, customer support, engineers, and even the CEO. Speaking to strangers in this way was a challenge for some, especially since it was common to field technical questions about the business. Nevertheless, asking staff to wear many hats like this turned the entire team into researchers and analysts. By forcing ourselves and our team outside of our comfort zone, we forced each other to see the whole picture of the business, not just our own little piece.

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Pillar #4: When you do what’s right, not what’s glam

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In an increasingly competitive industry, designers and developers are often tempted to consistently deliver new and exciting features. In response to rapid growth, rather than adding more features to the app, Lulu and Nat made a conscious effort to really listen to their customers to understand what problems they needed solving. 

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As it turned out, filing overseas tax returns was a significant and common problem for their customers - it was difficult and expensive. So, the team at Hatch devised a tax solution. This solution was developed by the entire team, with almost no tax specialists involved until the very end! This process was far from glamorous and it often fell outside of standard job descriptions. However, the team eventually succeeded in simplifying a notoriously difficult process and saved their customers a massive headache.

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Pillar #5: When you own the outcome, not your output.

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Over time Hatch’s user base changed from being primarily confident, seasoned investors, to being first-time investors. This new user group was typically scared of investing and often felt that it was only a thing wealthy people did.

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At this point, Hatch felt it was necessary to take a step back from delivering updates to take stock of their new position. This meant deeply understanding their customers’ journey from signing up, to making their first trade. Once this was intimately understood, the team delivered a comprehensive onboarding process which increased the sign-up conversion rate by 10%!

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Pillar #6: When you’re relentlessly committed to making it work

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Nat and Lulu describe a moment when Allbirds wanted to work with Hatch to allow ordinary New Zealanders to be involved in their IPO launch on the New York stock exchange. Again, this task faced numerous tax and trade law challenges, and offering the service seemed like yet another insurmountable task. The team at Hatch nearly gave up several times during this project, but everyone was determined to get this feature across the line – and they did. As a result, New Zealanders were some of the few regular investors from outside the U.S that were able to take part in Albirds IPO. 

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Why it matters 💥

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Over four years, Hatch grew to 180,000 users who collectively invested over $1bn. Nat and Lulu’s success underscores the critical role of teamwork and collaboration in achieving exceptional user experiences. Product teams should remember that in the rapidly evolving tech industry, it's not just about delivering the latest features; it's about fostering a positive and supportive team culture that buys into the bigger picture.

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The Hatch team grew to be more than team members and technical experts. They grew in confidence and appreciated every moving part of the business. Product teams can draw inspiration from Hatch's journey, where designers, writers, engineers, and even the CEO actively engaged with users, challenged traditional design decisions, and prioritized solving actual user problems. This approach led to better, more user-centric outcomes and a deep understanding of the end-to-end user experience.

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Most importantly, through the good times and tough, the team grew to trust each other. The mission weaved its way through each member of the team, which ultimately manifested in positive outcomes for the user and the business.

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Nat and Lulu’s concept of radical collaboration led to several positive outcomes for Hatch:

• It changed the way they did business. Information was no longer held in the minds of a few individuals – instead, it was shared. People were able to step into other people's roles seamlessly. 
• Hatch achieved better results faster by focusing on the end-to-end experience of the app, rather than by adding successive features. 
• The team became more nimble – potential design/development issues were anticipated earlier because everyone knew what the downstream impacts of a decision would be.

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Over the next week, Lulu and Nat encourage designers and researchers to get outside of their comfort zone and:

• Visit customer support team
• Pick up the phone and call a customer
• Challenge status quo design decisions. Ask, does this thing solve an end-user problem?

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Last week Optimal Workshop was delighted to sponsor UXDX USA 2024 in New York. The User Experience event brings together Product, Design, UX, CX, and Engineering professionals and our team had an amazing time meeting with customers, industry experts, and colleagues throughout the conference. This year, we also had the privilege of sharing some of our industry expertise by running an interactive forum on “Measuring the Value of UX Research” - a topic very close to our hearts.

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Our forum, hosted by Optimal Workshop CEO Alex Burke and Product Lead Ella Fielding, was focused on exploring the value of User Experience Research (UXR) from both an industry-wide perspective and within the diverse ecosystem of individual companies and teams conducting this type of research today.

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The session brought together a global mix of UX professionals for a rich discussion on measuring and demonstrating the effectiveness of and the challenges facing organizations who are trying to tie UXR to tangible business value today.

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The main topics for the discuss were: 

• Metrics that Matter: How do you measure UXR's impact on sales, customer satisfaction, and design influence?
• Challenges & Strategies: What are the roadblocks to measuring UXR impact, and how can we overcome them?
• Beyond ROI:  UXR's value beyond just financial metrics

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Some of the key takeaways from our discussions during the session were: 

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1. The current state of UX maturity and value
   • Many UX teams don’t measure the impact of UXR on core business metrics and there were more attendees who are not measuring the impact of their work than those that are measuring it. 
   • Alex & Ella discussed with the attendees the current state of UX research maturity and the ability to prove value across different organizations represented in the room. Most organizations were still early in their UX research maturity with only 5% considering themselves advanced in having research culturally embedded.

2. Defining and proving the value of UX research
   • The industry doesn’t have clear alignment or understanding of what good measurement looks like. Many teams don’t know how to accurately measure UXR impact or don’t have the tools or platforms to measure it, which serve as core roadblocks for measuring UXRs’ impact. 
   • Alex and Ella discussed challenges in defining and proving the value of UX research, with common values being getting closer to customers, innovating faster, de-risking product decisions, and saving time and money. However, the value of research is hard to quantify compared to other product metrics like lines of code or features shipped.

3. Measuring and advocating for UX research
   • When teams are measuring UXR today there is a strong bias for customer feedback, but little ability or understanding about how to measure impact on business metrics like revenue. 
   • The most commonly used metrics for measuring UXR are quantitative and qualitative feedback from customers as opposed to internal metrics like stakeholder involvement or tieing UXR to business performance metrics (including financial performance). 
   • Attendees felt that in organizations where research is more embedded, researchers spend significant time advocating for research and proving its value to stakeholders rather than just conducting studies. This included tactics like research repositories and pointing to past study impacts as well as ongoing battles to shape decision making processes. 
   • One of our attendees highlighted that engaging stakeholders in the process of defining key research metrics prior to running research was a key for them in proving value internally. 

4. Relating user research to financial impact
   • Alex and Ella asked the audience if anyone had examples of demonstrating financial impact of research to justify investment in the team and we got some excellent examples from the audience proving that there are tangible ways to tie research outcomes to core business metrics including:
   • Calculating time savings for employees from internal tools as a financial impact metric. 
   • Measuring a reduction in calls to service desks as a way to quantify financial savings from research.

5. Most attendees recognise the value in embedding UXR more deeply in all levels of their organization - but feel like they’re not succeeding at this today. 
   • Most attendees feel that UXR is not fully embedded in their orgnaization or culture, but that if it was - they would be more successful in proving its overall value.
   • Stakeholder buy-in and engagement with UXR, particularly from senior leadership varied enormously across organizations, and wasn’t regularly measured as an indicator of UXR value 
   • In organizations where research was more successfully embedded, researchers had to spend significant time and effort building relationships with internal stakeholders before and after running studies. This took time and effort away from actual research, but ended up making the research more valuable to the business in the long run. 

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With the large range of UX maturity and the democratization of research across teams, we know there’s a lot of opportunity for our customers to improve their ability to tie their user research to tangible business outcomes and embed UX more deeply in all levels of their organizations. To help fill this gap, Optimal Workshop is currently running a large research project on Measuring the Value of UX which will be released in a few weeks.
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