Introduction

As part of my work as a User Experience Designer at Telenor Denmark, I was assigned as UX-lead for a major redesign project of our B2B self-service portal, OneScreen Business.

The dashboard before and after the redesign:

Project brief

The self-service portal, OneScreen Business is used by B2B customers to administrate their telco solution at Telenor Denmark. The users of the portal vary from small businesses with very few employees, to the public sector with thousands of employees.

Based on quantitative surveys and qualitative interviews, it was clear that Telenor Denmark did not deliver a satisfactory customer experience. At the same time, Telenor has strategic a goal of digitalising processes and increase the use of self-service to cut down on costs. To meet this goal I was assigned as UX-lead to deliver a better user experience for our B2B customers so our strategic goals could be achieved.

Objective

The main objective of the redesign was to get a better understanding of our B2B customers needs and wants of a self-service portal. Based on customer insight, OneScreen Business should be redesigned to deliver a better experience and to meet Telenors strategic goals of raising the use of self-service and digitalising processes.

Team

• Product Owner

• Project Manager

• Lead UX Designer (me)

• Lead UI Designer

• UI Designer

• Front-end developers

• Back-end developers

Methods used during the project

Qualitative and quantitative research

• Interviews, design workshops, use of Adobe Analytics

Wireframing

• Low- and high fidelity

Redefining the information architecture

• Card sorting

Prototyping

• Paper and digital prototypes

Evaluation and testing

• Usability tests, follow-up interviews

The Design Process

The human-centred design process “The Double Diamond” was the foundation of the project. The Double Diamond contains four phases: Discover, define, develop and deliver.

Discover

The objective of the discover phase was to gain insight into our B2B customers' needs and wants and the problems they face using OneScreen Business. To gain this knowledge, I used a variety of qualitative and quantitative methods, using both internal and external stakeholders.

Live-calls and interviews with customer service and retail agents
To get an understanding of our B2B customers needs and pain-points, I spent a few days listening to incoming customer service calls, interviewing customer service- and retail agents.

In-depth interviews with B2B customers
Based on the insight from live-calls and customer service and retail agents, I held 5 qualitative interview sessions with selected B2B customers. The interviews gave us an in-depth understanding of the pain-points identified earlier.

Adobe Analytics
Analytics data was used to see how our B2B customers navigated and used OneScreen Business.

CSAT surveys
CSAT surveys were used in different areas of OneScreen Business, as dashboard and invoicing to gain specific knowledge about these areas. 

Define

The objective of the define phase was to converge based on the gathered insights to find the most important pain-points to solve.

Main findings
Based on the qualitative and quantitative research it was possible to outline 4 central pain-points that should be solved to meet Telenors strategic goals and serve our B2B customers better.

• Performance and load-times was a huge obstacle to using OneScreen Business

• Invoices were hard to find

• The portal was difficult to navigate

• 2nd level navigation was often overlooked

Develop

The objective of the develop phase was to find potential solutions to the issues found in the define phase.
A lot of different activities went on to solve the identified issues.

Information architecture
Based on the findings we knew that we had to redo the information architecture and navigation of the portal. Our focus was mainly on making invoices easier to find, as user research showed that this was a major pain point for our B2B customers. To redo the information architecture we held card sorting workshops both internal and external to get an understand of how the portal should be structured and what information fits together. After a lot of work, we came up with a streamlined information architecture for the portal. We managed to cut down from 6 overall sections to just 4.

Wireframing
After the information architecture was defined it was time to wireframe different solutions to the identified issues. The main focus was on navigation and how we could make it easier to find invoices. Based on an iterative process we came up with different concepts that were continuously tested both internally and externally. One of the bigger changes was the switch to sidebar navigation instead of traditional top bar navigation.

Prototyping and user testing
Based on wireframes we started to prototype the solution. The prototype was made digitally in Figma and tested with customers. The focus of the user tests was to see if the new design had solved the identified issues found in the define phase. Based on the findings from the user tests we were able to iterate further on the design until we reached a point where we were confident enough to move on to final design.

Deliver

The objective of the deliver phase was to complete the redesign and deliver it to our customers.

This phase was done in close cooperation with designers and our developers. We were able to ship the last of the redesign by October 2019.

Based on user-feedback we found out that we had solved most of the identified issues. We were able to raise our CSAT by around 8% within a few months of the first drops of the redesign. This increase was a big milestone in reaching Telenor Denmark's strategic goals of raising the use of self-service and digitalising processes.

We continue to monitor how we can improve the user experience for our B2B customers by regularly doing user research.