We embrace validation and experimentation; we interpret data to deliver business value and insights that drive change.
We find levers for growth, using evidence to de-risk ideas and build products that empower people.
Data-Driven, Human-Centered, and Growth Oriented Design Process
With rapid and incremental sprints, we emphasize speed, adaptability, and user-centric design. We focus on putting the product into the hands of users as quickly as possible with recurring design cycles.
Every new iteration provides unique value to users and insights to the company. An agile practice also means projects are carried out transparently and collaboratively, ensuring we all are continuously learning, evolving, and thriving on change.
We start every sprint by asking ourselves strategic questions and setting the right business goals. Alongside the team, we brainstorm, define expectations, and the expected outcome for this sprint.
By analyzing our competition and doing market foresight, we set where we are standing and get a perception of our vision for the future. We establish what success will look like for this sprint in terms of business metrics.
Putting the user first is a must. We start by decoding what people want; we want to discover as much as we can about their needs, from interviews to market research, we gather all the qualitative and quantitative data before starting our journey.
The purpose is to set a clear customer/user journey to define a real challenge that meets the specific needs of our people.
Let's the fun begin; we will identify and scope the needs the product will address; by asking the right questions, we make sure we are pursuing the right challenges. We focus on understanding our audience's needs, and our business motivations, to unleash the potential they have together.
The intersection of quantitative and qualitative knowledge is essential to define what we want to achieve from a product launch or digital transformation project. Early research is the base of every design-driven project, as customer data and different points of view help us make better decisions, build better products, and create better experiences for everyone.
We are going to spend understanding the problem to shape the requirements and define KPI's for the sprint, prioritize scope and goals, analyze and establish our criteria for success along with engineers, key stakeholders, marketers, and product managers.
With a blue sky scenario that isn't limited by anything, and based on the user's best interest and business goals, we define the initial and ideal flow plus interactions. The team then builds and iterates on different concepts to get realistic and feasible; those are shared around the company to get feedback before anything is established.
With feedback in hand, we set goals and create a hypothesis for a project with a clear scope that aligns with business priorities; we put together a blueprint for the product architecture that is informed by user research, validated with customers, and socialized throughout the organization.
Only when we see a product take a realistic form, we can have more meaningful conversations about it. This phase uses early experimentation until we get to a concept that adds the maximum value to the user and has the business result we expect.
'Formative testing' our prototypes allow us to "fake" new products, get user feedback, and make improvements until we have things just right. We shape our ideas in the process, validate our hypothesis, and ensure to have the best possible solution for our purpose.
Experimentation is the core of design, we test our prototypes in the field, in usability labs, or remotely online, in a variety of forms. Once determined that the design is strong enough from a creative and business perspective, assets are hand-over to development.
With a pixel-perfect design in place that addresses user needs, we are ready to tell our story to the world and measure the success of the project.
At this stage, we are giving life to our concept; design works closely with the development team to make sure they can implement the experience, and the product is correctly scoped, supplying all the right assets to move into production and ship the feature.
A product launch isn't the end of the road. Moving forward, we collect user insights, behavior, and data to understand what works and what doesn't according to the company's priorities.
We continuously work on improving products and features, so it's fundamental to measure the success of the user experience, which is done by gathering user feedback through custom surveys and standard indicators like the NPS, CSAT, SUS, or USE, plus further 'summative testing.'
But success also means hitting business metrics, the company, the effort of the team, and the results matter. We evaluate the analytics of the product to measure 'Design ROI' and check if our 'Design Debt' is being returned; even though this is difficult, with the right measurement mechanisms and established KPI's, we can tell if design is making money.