People Management Customer Journey
For: Xero
Role: Principal Product Designer
2022
For: Xero
Role: Principal Product Designer
2022
Xero needed a shared resource which would;
+ Bring clarity to product teams around the current and future customer jobs we serve + Consolidate disparate research insights into one actionable framework + Enabling product leadership to align around a shared view, with a framework and the evidence to drive better strategic decisions
+ Bring clarity to product teams around the current and future customer jobs we serve + Consolidate disparate research insights into one actionable framework + Enabling product leadership to align around a shared view, with a framework and the evidence to drive better strategic decisions
Challenge
Connected Workplaces was Xeros emergent suite of HR tools: a mixture of legacy products - payroll and expenses a newely acquired staff rota product. There were ~560ppl in ‘CW’, across multiple product teams, business functions and regions. Each team had their own roadmaps, priorities and view of the customer expeirence. This led to siloed decision making and a fragmented customer experience.
I was asked to lead the creation a shared resource which would;
Approach
Knowing we needed the input and advocacy from a range of teams, we adopted a highly collaborative, transparent and iterative approach in creating the artefacts. We used the Jobs To Be Done Framework, to identify current and future customer needs.
The body of work was developed iteratively over ~3 months. At it’s core sat the journey, but it also included customer value pillars and customer types.
Outcomes
Connected Workplaces was Xeros emergent suite of HR tools: a mixture of legacy products - payroll and expenses a newely acquired staff rota product. There were ~560ppl in ‘CW’, across multiple product teams, business functions and regions. Each team had their own roadmaps, priorities and view of the customer expeirence. This led to siloed decision making and a fragmented customer experience.
I was asked to lead the creation a shared resource which would;
- Align product teams around the current and future jobs we serve
- Consolidate disparate research insights into one place
- Enable product leadership to align around a shared view, with a framework and the evidence to make better strategic decisions.
Approach
Knowing we needed the input and advocacy from a range of teams, we adopted a highly collaborative, transparent and iterative approach in creating the artefacts. We used the Jobs To Be Done Framework, to identify current and future customer needs.
The body of work was developed iteratively over ~3 months. At it’s core sat the journey, but it also included customer value pillars and customer types.
Outcomes
- The journey and consolidated insights used were as a human-centered framework to prioritise modernisation efforts (with Engineering)
- Our Architecture team used JTBD to map domain boundaries and create domain driven teams
- I worked with our Data and Analytics Team to identify where to instrument tracking in the current product
- Our Product and Design Teams used the resource to define scope, inform and kick-off discovery work
- General alignment across the division on the JTBD we serve now and might serve in the future
- The work was used as the basis to roll out a Xero wide mapping of high level customer journeys and JTBD
