A national bank approached Headshift following a complete technology review, to undertake a lean user research exercise focused on created a new user-centred social intranet. We undertook a discovery process of stakeholder workshops, user workshops and key personnel interviews to develop personas and user journeys, which were then tested against ethnographic in-situ observation sessions with end users.
Following the user research phase (which produced personas that were reused extensively throughout other internal, knowledge-based system design projects), we continued to the wireframing stage of the design process. Once interactive wireframes had been produced, and extensively tested against user expectations, we undertook a rigourous technical assessment to determine how to implement the visual design for the social intranet in the bank’s chosen technology platform (SharePoint 2010).
In addition to the design deliverables described above, a comprehensive style guide for digital systems was created for all internal knowledge systems, as well as a design and governance framework to ensure quality and confidence in this new way of working and consuming information via streams.
Finally, a comprehensive design and governance documentation guide was created to allow the bank to drive change internally, whilst ensuring quality content was produced for high levels of engagement. It also allowed the bank’s associates to feel comfortable trusting the quality of the content from their activity streams.
The bank’s new social intranet went live in the summer of 2013 and has steadily increased in end user adoption since. The personas have had a lasting impact on the in-house design team, who have used them to introduce user stories consistent with knowledge needs.
The underlying methodology of user-centred design, utilising agile principles of short iterations to produce a minimum viable product, which were introduced to the bank during this project, have been adopted as standard ways of working across all projects.