In all personal interactions carried out through Santander's service channels and by managers, whether digital or in person at branches, they use an internal platform called Portal Certo.
This platform allows them to access customer data, helps managers when offering products, planning the week and monitoring their teams.Portal Certo was developed by the Brazilian team at Banco Santander and was chosen to be replicated in the company's global model.
Challenge:
Build an mvp of a Global Assisted Channels Portal that is multilingual, multicurrency and built based on the global design system
It was necessary to deliver a version for Spain and one for Brazil with a global structure, making it necessary to align user needs and business rules in both countries.
Approach:
At the beginning of the project, I was the only designer, so I focused on understanding the scope of the MVP to get an overview of what we would need to work on. I mapped out the main functionalities and then developed a roadmap to guide the design team, which would now have one person allocated to each area:
Team Delivery 1 - Ficha (Spanish and Portuguese)
Team Delivery 2 - Agenda (Spanish and Portuguese)
Team Delivery 3 - Home (Spanish and Portuguese)
Team Delivery 2 - Agenda (Spanish and Portuguese)
Team Delivery 3 - Home (Spanish and Portuguese)
I became responsible for the first delivery team, structuring a work plan to be applied to the other teams. I proposed a gap between the start of Team 1 and Team 2 so that we could leverage decisions, business models, and visual solutions for the other teams, reducing the time of scheduled activities.
“Ficha”
The first team was responsible for developing the tool called Ficha, its main features are:
- Search customer profiles
- Display the customer's profile containing financial and personal information about them
- Offer financial products from a list generated by CRM according to the customer profile
- Monitor and schedule new customer relationship interactions
User Research
Our users were:
- Customer service
- Digital and agency
- Regional managers
We conducted a round of interviews with users to identify their biggest pains and needs, with this we were able to reach important points that would guide us in the process.
- Much important information is located on other pages, forcing the user to open other tabs, making the work more complex to complete a service.
- Users did not receive visual feedback when performing some actions on the platform, having to check whether the action was carried out.
- User had difficulty understanding the meaning and functioning of the icons on the platform.
Prototype challenges
The bank's Brazilian operation had a very slow transition from Sketch to Figma, while the global operation and other countries were already using Figma with the 4th version of Flame.
On each front, after designing the low-fidelity structures, we needed to analyze whether the Global Flame components met all the needs we found in the structure phase, so we had a weekly meeting with the Global Flame team from Spain to validate the use and new designs on components.
We wanted to take advantage of everything the design system had to help us. So, as one of the visual solutions, we used icons to define which currency the displayed value was in. Icons were very important resources in the project to convey an idea in any language without the need to use a word.
User Testing
As the person responsible for the design of the first delivery team, I structured a model for testing with users.
The tests were designed so that they could take place in both countries, validating and comparing important points that we could use to improve the proposed design. In this way, whenever the platform was inserted in a country, new tests should be carried out to generate regional insights.
In Brazil. I wrote a specific script to validate questions that were raised in the project's previous research.
Brazil is a country with a very diverse culture, so we interviewed users from different Brazilian states, including all the profiles we had identified.
The test included the user exploring the platform and following a sequence of activities. With this, we were able to document how well the usability of each journey was understood by users.
Validations
We had validation steps that went from small validations with our Design peers who worked on different delivery teams and a formal validation with technology. At this point, we define a presentation structure for the highest level of validation.
Then a presentation and validation of the solutions with the Head of Assisted Channels Brazil and later with the team of PMs and Heads in Spain.
Next Steps
The first Delivery Team was completed but the redesign of the another 2 fronts previously mapped still in progress.
Later the diffusion of the Portal to operations in other countries is about to start, where we could encounter new language challenges.
Special thanks for UXers Matheus and Bruno
