ux strat 2016: how experience strategy is helping transform aegon into a customer-centric digital...

UXSTRAT16how experience strategy is changing Aegon into a customer-centric digital organisation

Michel Jansen@dawuss

I work at cXstudio, a small studio founded between two giants; Aegon and HCL.

Our mission is to improve Aegon's customer experience.

(we are here)

Aegon is one of the oldest and largest financial services companies in the

Netherlands, dating back to the late 1800s. They offer insurances, mortgages, pensions,

investment products and more.

It was founded as a life insurance company in a time when life insurances

still looked like this.

For more than 100 years, their business model was to sell these products through

intermediaries.

Every step of the customer journey is moving online

DISCOVER PURCHASE USE

80%researched their purchase online in 2014

60%purchased directly from insurer in 2015

80%prefer to ask questions about their life insurance via Internet / email.

over over

“Digitaal, het nieuwe normaal”, IG&H Consulting & Interim | Financial Services 2014 IG&H Trendonderzoek 2015

But the world is changing,

Preference Reality Preference Reality Preference Reality Preference Reality

78%

20%

0%2%

13%

38%

21%27%

Fully self service

Fully digital advice

Cross-channel advice

Fully face-to-face advice

Providers aren’t keeping up with what customers want

How customers prefer to resolve their living-related affairs vs reality. Source: “Digitaal, het nieuwe normaal”, IG&H Consulting & Interim | Financial Services 2014

@

The ecosystem is changing rapidly, with new direct and online channels

Senior management

Project managers

Development teams

But Aegon was still working in a very traditional way, with digital projects defined top-down and the work commissioned to a range of third parties. This was slow and did not use the knowledge of those

closest to the customer effectively.

Organising for Innovation1 So the first step was to change a few things. Firstly, a new studio focused on CX was

founded to take over all the digital work. Secondly, Aegon moved away from projects as

the main construct for work.

If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”

— Antoine de Saint-Exupery (1900–1944)

“

Acquisition marketing Retention marketing

Life Event: Moving House

DISCOVER CONSIDER PURCHASE USE

App

www

Web

@Email

Mail

Phone

Advisor

Social

TV

Identity & Access

Insight, (Self-)Service & Digital communication

Advisor tools & support

App

Business lines

Purchase funnels

STAY / LEAVE

We created a number of autonomous teams and made each of them responsible for a specific part

of the Aegon customer experience.

We took the old list of projects planned for the coming year and reverse engineered their goals, targets etc. We then clustered the output by affinity and captured the output in "theme canvases"

that we made up for this purpose.

theme & mission

business goals

metrics

journeys solution space

dependen-cies

IT components

customer segments

stake-holders

constraints & frameworks

The canvas is a starting point for a team and consists of a mission plus context.

Now we have a bunch of teams ready to go. They know what to achieve, but they don't yet know where to start.

what to work on when to work on it how much effort to invest

They essentially need to know three things...

what to work on when to work on it how much effort to invest

value

. . .and all three boil down to value (for customers and the business)

Finding valuea case study2

`

Team “Adventurers”

Mission: Make Aegon the best digital partner for advisors in offering help and advice to customers.

Advisor Support

Goals: • Advisors are always informed about all customer affairs • Aegon collaborates efficiently with advisors • Our digital services facilitate sales • Offer reliable, uninterrupted and future-proof service.

Initial Metrics: • Advisor Satisfaction Scores. • CES on advisor tasks • Customer satisfaction score

The canvas has the business goals, but we start with the user.

finding value for users

We used research to find user needs and define personas

We then generated feature ideas based on the needs, using user journeys as a structure.

inzicht in zijn klantenbestand met polissen en correspondentie

gemakkelijk een offerte-, aanvraag- en mutatieproces kunnen uitvoeren

De adviseur wil...

inzicht in status van onderhanden werk

contact leggen met de medewerkers van AEGON

productinformatie ophalen inclusief impact van algemene wet & regelgeving op AEGON beleid

hoogwaardige verkoopkansen aangeboden krijgen

AIP biedt…

Klantbeeld met overzicht klantgegevens, contracten, documenten, kansen, lopende zaken, communicatie etc.

zoeken op klant of contract en vanuit daar direct een offerte, aanvraag of mutatie etc. starten.

Contactgegevens van en live chat met Aegon medewerkers – zowel account manager als medewerkers die bezig zijn met lopende zaken.

Statusinformatie over lopende zaken

Advieskansen, bestaande uit zowel vragen van (potentiële) nieuwe klanten als kansen binnen portefeuille.

Een app voor de buitendienst

Aegon.nl integratie waarbij adviseurs in de kijker worden gespeeld bij klanten

Een ROA flow waarbij je soepel kunt doorklikken van berekening naar offerte naar aanvraag.

Productinformatie met overzicht van (historische) productvoorwaarden etc.

Nieuws en marktontwikkelingen, met mogelijkheid tot inzien advieskansen / impact op portefeuille.

user needs propositionsAnd clustered features into 10 main promises of

functionality..

We visualised the functionality using conceptual mock ups.

And invited users for a focus group to talk about their needs.

We showed them the mock ups, but we also asked them to rate each high level feature on paper for

quantitative feedback.

Satisfaction if presentDissatisfaction if absent

For each feature, we ask what they think if we include this, as well as what if we don't.

Ontevredenheid bĳ ontbreken

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heid 2

1

3App

Advieskansen prospects

Nieuws & marktontwikkelingen

Advieskansen uit portefeuille

Aegon.nl integratie

Contact met Aegon medewerkers

Statusinformatie

Klantbeeld

Soepel doorklikken in ROA

Acties vanuit klant of contract

Productinfo

4Ontevredenheid bĳ ontbreken

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eden

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heid 2

1

3

4Satis

fact

ion

if pr

esen

t

Dissatisfaction if absent

So we can plot them


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Aegon.nl integratie


Statusinformatie

Klantbeeld



Productinfo


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1

3

4Satis

fact

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Dissatisfaction if absentundesired must have

one-dimensionalperfomance

attractiveAnd use the Kano model to categorise each feature.


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Aegon.nl integratie


Statusinformatie

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Productinfo


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1

23

undesired must have


attractive

The Kano model helps decide the order in which we need to do stuff. Attractive features can wait, because there is little dissatisfaction if absent.

Absent Basic Best in class

Execution

Dissatisfied

Disappointed

Neutral

Satisfied

Excited

Satis

faction

undesired

must have


attractive

indifferent

Based on: Kano, Noriaki et al. (April 1984). "Attractive quality and must-be quality". Journal of the Japanese Society for Quality Control (in Japanese) 14 (2): 39–48. ISSN 0386-8230.

The Kano model also informs the effort we need to put into things. For must

haves, more than basic execution does not pay off.,

whereas for one-dimensional performance

features, more = better.


Tevr

eden

heid

bĳ

aanw

ezig

heid

App




Aegon.nl integratie


Statusinformatie

Klantbeeld



Productinfo

Satis

fact

ion

if pr

esen

t


We used both quantitative and qualitative information to plot our

features in the model.

business value

Now it's time to circle back to business value.

Map features to goals.

Knowing how much effort we will put into each feature allows us to build a business case.

Defining the roadmap3 Purpose: knowing when we want to achieve what.

we started with the minimum viable product


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ness

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user value

In theory, this is simple...


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user valueleast important

most important


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user valuewhat we do last(or not at all)

what we do first

user value

business value

strategic importance

complexity of work

amount of work

risk

uncertainty

internal dependen-

cies

external dependen-

cies

But in reality, lots of factors matter.

1 2 3 4 5

So we end up knowing the MVP consists of 6 major components.

1 2 3 4 65

The Kano model helps size up the total effort for each.

1 2 3 4 5 6

?

But it is still a lot of work

THE MVP

IS TOO DAMN BIG

So we have a problem.

We need to slice some features up

1 2 3 4 5 6

?

1 2 3 4 5 6

?

3 3 44 5

1 2 3 4 5 ?

R1

3 4

R2 R3 …

MVP

?

…

6

And find the true MVP, which we can then iteratively build out in future releases.

The roadmap says what we want to achieve by when, not how we do it.

Making it happen4Now we are ready to go

moment when value is added

1 2 3 4 5 ?

R1

3 4

R2 R3 …

MVP

?

…

6

minimum viable feature execution

Except there is still a problem: we don't know what the smallest feature slice looks like yet. Also, the MVP is still quite large and will take some time to complete.

Meanwhile, we don't deliver value and more importantly, we don't learn.

step 1: pilot features in a beta track

1 2 3 4 5 ?

R1

3 4

R2 R3 …

6

4

R1

5

R2

4

R3

5

R4

moment when value is added

Pilot

Product

By launching a subset of features in closed beta, we deliver value sooner and learn

how well they work in the wild.

Envisioned: 9+ weeks of work Pilot: 5 days of work

We took some shortcuts to get to 80% of what we envisioned in a fraction of the

time, since it's a pilot anyway.

step 2: set up an experimentation track

Mijn advieskansen

Kantoor inboxURGENT 0

14:30Adviesverzoek lijfrenteVan: Peter Smit

Bestaande klant

12:15Lorem ipsum dolorVan: Bianca Jansen

Nieuwe klant

ADVIESVERZOEKEN 3

EXPIRERENDE POLISSEN 0

HERSTELADVIES 1

RENTE MIDDELING 1

Archief

DOOR MIJ OPGEPAKT

DOOR ANDEREN OPGEPAKT

VERLOREN

AFGEWEZEN

03:28OnderwerpVan: Pharetra Aenean

Nieuwe klant

Onderwerp

Vraag

Contact voorkeur

Gegevens berekening

Responsetijd verloopt bijna Resterend

Gisteren 13:12Van: Pharetra Aenean

Nieuwe klant

03:28

Advieskans details

Contact gegevens

• ‘s Ochtends• Telefonisch

Adress

Telefoonnummer

E-mail

(voorkeur klant!)

Verstuur een e-mail

Deze kans is bij u in behandeling

Archiveer

Advieskansen

Uw opmerking

Klaar

Opmerking

Beoordeling advieskans

Afspraak ingepland

Direct afgehandeld

Niet gelukt

Handeling

Archiveren

We created mock ups of envisioned scenarios to elicit feedback on the vision.

We asked feedback from real users, either at their workplace or in our lab.

Testing in our lab is less valid, but allows stakeholders to join, which is hugely

important.

step 3: making it work with the business

Klant Actie Via adviseur

product afsluiten

Line of interaction

Line of visibility

Line of visibility

Line of interaction

Frontstage Action

Backstage Action

Medewerker

Backstage Action

Digitaal

Aeg

onAdv

iseu

r

Klant helpen met het afsluiten van

een product

Line of internal interaction

AIP ROA

Aanvraag verwerken

Brief van Aegon ontvangen over mijn naderende

expirerende polis

Expirerende Polissen Excel

sheet genereren & uploaden

Vooraankondiging expirerende polis

naar adviseur sturen

Brief van Aegon over naderende

expirerende polis

Expirerende polis zichtbaar in AIP

“Later Oppakken”

T - 4 maanden T - 3 maanden

Aankondiging expirerende polis naar klant sturen

Expirerende polis zichtbaar in AIP“Nu oppakken”

+ kopie brief

Nieuwe notificatie over expirerende

polis

markeren als “in behandeling”

Bekijken in AIP

Contact opnemen met klant

Telefoontje van adviseur over

expirerende polis

Oppakken in AIP

Keuze doorgeven aan adviseur

Klant helpen met aanvragen van uitkeringsvorm

Aanvraag verwerken

AIP ROA

Feedback achterlaten over

advies

Bevestiging verwerkt + verzoek om

feedback

X dagen na aanvraag

Happy flow: opgepakte advieskans

Resultaat terugkoppelne?

Map the customer journey against business processes. Maps are great for

discussing friction and changes.

final step: closing the loop with continuous discovery

Analytics

Satisfaction Scores

Customer feedback

Realtime dashboards

We are working on bringing it all together in realtime dashboards based on customer journeys.

The ultimate goal is to create a learning loop, with serendipitous ideas based on insights and multiple ways to act on them, either through experiments or by launching.

What we’ve learned so far

think big, act small1Have a vision, but don't try to execute all

at once. Slice, then learn.

Defining the vision as an ideal customer journey helps ensure a consistent experience. In this case we found 10 things that would

create the perfect journey.

1

23 5

4

4

A quick round of research showed 3 have the biggest impact, so we did those first and then re-evaluated.

a vision shared is a vision multiplied2

Super important to define the vision together. Involve marketing, sales, business development etc.

Customer journey is a good framework to elicit input.

Sharing back is also important. Journey maps are highly shareable.

Shareable prototypes are even better, as they tend to go viral.

At Aegon, we even use webinars to keep everyone informed.

have an experimentation track3

not here

but here

Experiment often to avoid ending up in local maximum.

try the crazy stuff first

Not only in the beginning, but test biggest assumptions first.

We tested some ideas we thought went too far, but users said it was fine.

costs of changes

information

influence

time

experiment here

launch clumsy solutions4If you are not ashamed of the first version, you waited too long.

Our first release was powered by an Excel sheet instead of a proper data pipeline. Nobody knew and we could validate more

quickly. Wizard of Oz is a powerful technique.

5There are a lot of great insights waiting to be found, but

you have to be paying attention to them.

thank youMichel Jansen

@dawuss

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https://www.flickr.com/photos/ravedelay/17224255506/

https://www.flickr.com/photos/66603656@N05/16657453073/

http://www.stadhuismuseum.nl/wp-content/uploads/2016/03/roompot-klein.jpg

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ux strat 2016: how experience strategy is helping transform aegon into a customer-centric digital...

Design