The Guerrilla Method to Battling the Ineffective Design...

The Guerrilla Method to Battling the Ineffective

Design RegimeOptimizing iRise for Competitive Advantage

Luke Borgnis, CUAAVP, User Centered Analysis and Design

Wells Fargo & Company

Overture

• Wells Fargo & Company Overview• The Challenge• The Process and The Team• “Guerrilla” Usability and iRise• The Results• The iDoc

Me

iRise

Wells Fargo & Company• Wells Fargo & Company (NYSE: WFC) is

a diversified financial services company dedicated to satisfying all of our customers’ financial needs, helping them succeed financially, being the premier provider of financial services in every one of our markets, and being known as one of America’s great companies.

Wells Fargo & Company• Headquartered in San Francisco

– HCFG headquartered in Des Moines, Iowa• $540 billion in assets • $35.7 billion in revenue in 2006

– Ranked the world’s 19th most profitable company by Fortune Magazine• 158,000 team members across our 80+ businesses

– 25th largest employer in the US– 6000+ Retail Stores

• Key Lines of Business– Community Banking– Home Mortgage/Home Equity– Investments & Insurance– Specialized Lending– Wholesale Banking/Commercial Real Estate– Consumer Finance

Wells Fargo Financial• Provide real estate-secured lending, automobile

financing and other loan products through our network of stores: – Wells Fargo Financial in the United States – Wells Fargo Financial Corporation Canada

• Provide indirect automobile financing through relationships with more than 18,000 franchised automobile dealers in the U.S., Canada and Puerto Rico.

• Offer consumer and private-label credit cards and commercial services to consumers and businesses.

• Provide sales financing for retailers and dealers throughout the United States and Canada.

• Offer lease financing for businesses, the medical community and agribusinesses through Wells Fargo Financial Leasing.

Wells Fargo Financial• Real Estate – Outbound Sales Model

– Automated Lead Lists with Enterprise Customer Information

• Both Distributed and Centralized Sales Environments

• Young, college-educated sales force– Relatively high turnover– First job out of college for many– Average user XX sales a month

The Challenge• SUPREME mainframe application was designed and implemented in 1985 to replace the paper ledger card system (designed in the early 1970s) with video display units

• Account, not customer centric

• Use of numerous code and function keys

The Challenge

Project Provenance1. Account-centric SOR requires accessing multiple accounts to

see breadth of WFF relationship with customerJust in WFF alone, there were 4 different SORs with no linkage of common customers between LOBs

2. Team members taking Supreme training took an average of 20 days (160 hours)

3. WFFIS had just spent a great deal of time (years) and money (millions) on a system that was ultimately rejected by business as failing to meet their vision for the system (SAPPHIRE)

The Challenge

Design Goals for Wells Fargo Financial Store Platform

1. Move from account-centric system to customer (relationship) centered system to increase sales opportunities as well as the conversion of those opportunities

2. Reduce training time 40% of team members turn over every 18 months

3. Speedy release of a system with full business buy-in

How?

“The Process”(Executive Summary)

Requirements go here

Money comes out here

Design Process

Me

My boss

A Typical Corporate “Conglomeration" Design Processa.k.a. Legacy System Centered Design1. Identify very high level business vision2. Identify all the affected systems to be assimilated3. Figure out a way to connect all those systems4. Design technical architecture to mitigate risk

Risk = How Hard Is It To Code?5. Begin Coding/Design6. Come up with project plan and documentation strategy7. Begin dropping code into dev environments so that the

business partner can see what they’re paying for8. Design UI

A Typical Corporate “Conglomeration" Design Process (Illustrated)

The The SystemSystem

Executive Executive LeadershipLeadership ““The The

BusinessBusiness””

TechnologyTechnology

Where’s the users?

A Typical Corporate “Conglomeration" Design Process (Illustrated)

Here are the users.

How did we do it differently?

The Team• Lending Sales Technology Analysis & Design:

User Centered Analysis & Design (UCAD)– 5-7 Senior Information Architects/Usability Analysts– 10-15 UI Prototype Designers– 20-25 Technical Analysts– 5-7 Technical Architects– 5-7 Engagement/Portfolio Managers– 2 Process Engineers

DEVELOPMENTPROTOTYPE

Summative, Post-ImplementationAnd CR Usability Testing

Initial User Research, Information Architecture,Conceptual Prototypes and/or Wireframes

“The Process”(Detail)

REQ/PROJECTMANAGEMENT

PLAN

BUSINESS NEEDS & FEATURES (BNF)

BUSINESS“INITIATE”

DOCUMENTS

TECHNICALREQUIREMENTS

START HERE

Usability TestingDevelopment Handoff(FSRs, Prototypes, BACs, UC, Flows)

TECHNICAL ARCHITECTURE

DevelopmentSupport UAT Support Training/Help

Support

DDSCONCEPTUALPROTOTYPE HLD

InformationArchitect

InformationArchitect

BusinessAnalyst

TechnicalArchitect

UI PrototypeDesigners

TechnicalAnalysts

InformationArchitect

InformationArchitect

TechnicalAnalyst

Developer

PortfolioManager

Information ArchitectPortfolioManager

End Users

End Users

End Users

End Users

BusinessAnalyst

What do I mean by “Guerrilla?”• Modern guerrilla warfare at its fullest (high end) elaboration should be conceived of

as:– An integrated process– Complete with sophisticated doctrine– Organization– Specialist skills– Propaganda capabilities

• Guerrillas can operate as:– Small, scattered bands of raiders– But they can also work side by side with regular forces– Combine for far ranging mobile operations in squad, platoon or battalion sizes– Form conventional units

• Based on their level of sophistication and organization, they can shift between all these modes as the situation demands.

• Guerrilla warfare is flexible, not static.

Pasted from <http://en.wikipedia.org/wiki/Guerrilla_warfare>

Successful Guerrillas

“Guerilla” Usability Testing• Fully realized User Centered Design ethos is not

possible• Tactics center around providing the most value

to the users using limited resources• Strategies coincide with main business goals

and always push in that direction• Strategies align with a larger institutionalization

of usability plan to bring benefit both in the short and the long terms

Does it work? The Theory• We tested 6 users as per current research on the ideal number of test users

for usability tests. By placing the data graph for “Number of Test Users vs. Usability Problems Found” along side the data graph for “Number of Test Users vs. Benefit-to-Cost Ratio,” the intersection point for the two graphs takes place at 5 users.[1]

[1] Nielsen Jakob, Why You Only Need to Test With 5 Users [usability and web design resource on-line] (Fremont, CA: Nielsen Norman Group, 2000, accessed 04 22 2005); available fromhttp://www.useit.com/alertbox/20000319.html; Internet.

Does it work? The Reality

• We tested several rounds of 5-7 users on two key projects within the WFF Store Platform– Customer View

• Implemented over 85% of usability findings– Sales Application

• Implemented less than 10% of the usability findings

The Challenge• Design Goals for Wells Fargo Financial Store

Platform1. Move from account-centric system to customer

(relationship) centered system to increase sales opportunities as well as the conversion of those opportunities

2. Reduce training time 40% of team members turn over every 18 months

3. Speedy release of a system with full business buy-in

The Results

• Design Goals for Wells Fargo Financial Store Platform1.Customer View—the aggregate view of our customer

information was widely successful with both new and experienced users

2.Training Time—reduced from 160 hours to 12 hours3.Released system with full business buy in within 9

months of kickoff

The Results

• Customer View (85% implmentation)– Easily assimilated and used to quickly see

lead indicators, enterprise information and privacy preferences at a glance

The Results

• Credit Application (<10% implmentation)– Although easier to learn, it missed a key user

requirement• < 3 minutes on initial contact with customer

– Subsequent release required more hours and money to create a “Quick Application” view of the same data set

– If they would have implemented findings of usability testing through iRise, they would have saved an addition year, hundreds of thousands of dollars and untold cost of lost business because of clunky interface

The Results – Sample ROIReduced Training Cost

Number of Users 2460

Typical training time in hours 160

Loaded Salary (trainee) $29,000

Loaded Salary(trainer)

$52,000

Number of Classes 1

Projected reduction in training time 50%

ROI on formal training $6,205,739

The Results – Sample ROIIncreased Productivity

Number of users 4,920

Pages accessed per day 50

Increase in efficiency (in seconds per page) 3

Loaded salary $29,000

Annual ROI Savings $743,125

The Application - iDoc

• Customer View Options– Before and after

• Credit Application Options– Before and after– Quick App