The Challenge
​

Improve the financial advisory experience of dissatisfied customers with Itaú Private Bank.

 

Process

 

As design leader of this project, I was responsible for leading an Agile team to redesign the financial advisory experience of the largest private bank in Latin America.

 

To do so, they adopted a pragmatic approach that was agile and data-driven, using the Design Thinking methodology. I've created work teams, and during a six-month work schedule, we went through several stages.

 

1. understanding
   
   To understand and scope the challenge, first I've guided the team to map what they already knew about the challenges involved and what they needed to discover. Then created an initial sketch of the financial advisory journey co-created with the support of commercial team members who served customers directly with the objective of obtaining an overview of the whole experience and to start to identify possible critical client interactions. 
    

2. investigation
   
   The team started the investigation process by mapping the data and information they had about the clients in question, both in CRM systems and in the knowledge of the service teams. They analyzed the satisfaction survey database, filtering clients who gave lower scores for the financial advice they received. They classified customers' pain points into themes and discovered that only four pain themes were responsible for generating detractor scores.
    

3. defining opportunities 
   
   Based on the investigation, the team defined opportunities related to four major themes: proximity, proactivity, trust, and usability, which I oriented the group to transform them into four big questions.
    

4. ideation
   
   At the ideation phase I was the one who facilitated the workshop to address the opportunities areas with an extended group. I've planned a co-creation dynamic in multidisciplinary teams to generate ideas to answer the big questions. The group ideation followed the "lotus-blossom" framework, where the teams generated ideas always keeping in mind the big question that the solutions needed to answer, as well as the success criteria that were crucial for each solution to succeed. At the end of the ideation, over 30 ideas were considered for the prioritization backlog, and three concepts were prioritized by the leadership for testing after an evaluation using the impact effort matrix.
    

5. prototyping
   
   Then 3 concepts were transformed in prototypes, good enough to test both with customers and with commercial service teams:
   
   - a one-stop-shop app
   - personalized-in context offers 
   - digital one-page about strategic client's info
    

6. testing
   
   In the last part of the process we've tested two of them with 5 clients and one with comercial teams and get valuable feedback about main features. 

​

Results:

​

The company implemented MVPs of 2 solutions that evolved from the tests and still to this day improvements have been launched on it.