The role of Design within the organization was evolving at Diebold

During those three and a half years, the Strategic Design & Brand Integrity group - a small team of four designers - evolved drastically. What originally had been an internal resource to provide a-la-carte support services to Engineering projects and R&D initiatives transformed into one that helped lead user-centered development initiatives and future concept exploration.

2012

BUILDING

RELATIONSHIPS

INCREASING

COLLABORATION

INNOVATING

TOGETHER

2015

My role evolved alongside it

We were able to grow the role of design in the organization by building mutually beneficial partnerships with our peers in Software Engineering, Mechanical Engineering, and Marketing, as well as regional offices around the world. These relationships paved the way for deeper collaborative efforts to better understand and react to changing customer and end-user needs and expectations in the retail banking space.

RE-CONTEXTUALIZING THE ATM

When Diebold's competitors released comparable versions of its "in-lobby teller" solution, the New Product Incubation team was asked to begin considering ways to improve the existing product in order to leap-frog the competition.

FULL SERVICE AFTER-HOURS BANKING

In 2014, many financial institutions were re-thinking their brick-and-mortar retail banking channels, looking for ways to reduce costs and grow high-value service offerings, like financial advising. The New Product Innovation team set out to find ways to help them.

RE-THINKING THE BANK BRANCH

BRINGING "POP-UP" RETAIL TO BANKING

During my three and a half years at Diebold, the Strategic Design & Brand Integrity group - a small team of four designers - evolved drastically. What originally had been an internal resource to provide a-la-carte support services to Engineering projects and R&D initiatives transformed into one that helped lead future concept exploration.

DIEBOLD-NIXDORF

Rethinking Retail Banking & Rebooting Collaboration

 

When Diebold’s competitors released comparable versions of its “in-lobby teller” solution, the New Product Incubation team was asked to begin considering ways to improve the existing product in order to leap-frog the competition.

Re-Contextualizing the ATM

DESIGN CO-LEAD

Co-led design activities on
a cross-functional team of software and mechanical engineers, and analysts.

Preview - Please view on desktop to see full overview

DISCOVER

In 2014‭, ‬Diebold released an ATM that offered the services of a bank teller‭, ‬24‭ ‬hours a day‭, ‬for customers desiring after-hours‭ ‬access to the full services of a bank branch

The CS9900‭ ‬was an ATM capable of handling complicated transactions and deposits typically performed by a bank teller‭. ‬It was designed to live inside a bank branch at the teller counter‭ ‬in place of an empty teller station‭, ‬providing a‭ ‬“self check-out”‭ ‬kind of option for customers during busy hours‭.‬

After-hours‭, ‬it allowed bank branches in open areas‭, ‬like grocery stores and malls‭, ‬to gate-off the teller line‭, ‬leaving the ATM‭ ‬available for customers after-hours while providing live access to a remote teller via two-way video if help was needed‭.‬

Services like this were marketed to owners of cash-based businesses‭, ‬like contractors‭, ‬landscapers‭, ‬convenience store owners‭, ‬etc‭. ‬who preferred the safety and assurance of making their deposits at a bank branch‭, ‬and the accountability of a live teller to‭ ‬ensure their deposits were posted‭.‬

Project preview shown - Please view on desktop computer to view entire project

And while the product was technically capable of handling those transactions‭,
the interactions were confusing‭, ‬often falling short of end-user expectations

Customer feedback was telling us‭ that ‬while the product was functional‭, ‬it wasn’t doing quite enough to win over end-users accustomed to the highly integrated‭, ‬responsive devices they interacted with elsewhere in their lives‭. ‬This corroborated earlier generative research we had conducted‭, ‬which told us end-users increasingly expected‭ ‬the same‭ kinds of experiences with their financial institution as they experienced with retailers or other services.

NEW CUSTOMERS EXPECT
OMNI-CHANNEL INTEGRATION‭ 

Driven largely by trends in retail‭, ‬end-users increasingly expected a consistent brand experience across interaction channels with their financial institution‭.‬

AND ‬PREDICTIVE INTERACTIONS
WITH THE DEVICES IN THEIR LIVES

End-users were becoming accustomed to receiving aggregated data insights and feedback from products and services based on usage patterns - like movie recommendations on Netflix, or exercise feedback and tracking from products like FitBit and Apple Health.

AND MOBILE INTEGRATION

Several leading retailers had begun offering convenience services and features to their customers across more channels, like Starbucks' mobile-based order-ahead.

So my team-mates and I in the New Product Innovation group initiated an evaluation

While the existing product was incredibly capable and robust, ‬it failed to connect with
end-users due to scattered touch points and a disjointed user experience

LIVING OUTSIDE THE ECOSYSTEM

While most Financial Institutions had introduced robust online and mobile banking tools to compliment their branch services‭, ATM’s largely lived outside of those ecosystems‭ - ‬experientially and aesthetically‭.‬

DISJOINTED HARDWARE INTERACTIONS

The hardware and software had been designed separately‭, ‬in isolation from one another‭, ‬missing out on opportunities to streamline interactions and provide a more integrated service to end-users‭.‬

DISTRIBUTED TOUCHPOINTS

Finally‭, ‬component packaging challenges had produced a set of distributed touchpoints that presented potential real and perceived privacy issues for end-users‭. ‬We aimed to combine functionality of existing components where possible to centralize user touchpoints‭.‬

Diebold provides banks with a product to help broaden the availability of branch-only services‭, ‬but confusing touchpoints inhibit its adoption by end-users‭.‬

How might we reconfigure existing hardware and software to deliver a teller-less banking experience that meets the expectations‭ ‬of today’s connected bank customers‭?‬

DEFINE

DEVELOP

We used the results of our product evaluation as a starting point for collaboration with
peers in engineering to imagine ways of delivering an improved product experience

We worked closely with our peers in hardware and software engineering to create a more ideal end-user journey‭, ‬and then began imagining a more integrated platform to deliver it‭, ‬using reconfigured components and revised front-end software‭.‬

And soon began prototyping the hardware‭, ‬technology‭, ‬and user interface in
parallel until we reached an integrated solution to deliver the desired experience

We worked closely with our peers in hardware and software engineering‭, ‬ideating and prototyping in parallel until we reached an‭ ‬integrated solution that delivered the kind of interaction that end-users were expecting‭.‬

And finally‭, ‬converged around a customer journey‭, ‬and a more integrated software and hardware platform to address the needs of today’s users

DELIVER

Several storyboards and mock-ups later‭, ‬we arrived at a more integrated product‭, ‬redesigned to meet the needs and expectations of mobile-based bank users

We worked closely with our peers in hardware and software engineering‭, ‬ideating and prototyping in parallel until we reached an‭ ‬integrated solution that delivered the kind of interaction that end-users were expecting‭.‬

 

DESIGN CO-LEAD

Co-led design activities on
a cross-functional team of software and mechanical engineers, and analysts.

In 2014, many financial institutions were re-thinking their brick-and-mortar retail banking channels, looking for ways to reduce costs and grow high-value service offerings, like financial advising. The New Product Innovation team set out to find ways to help them.

Re-thinking the Bank Branch

Co-led design activities on
a cross-functional team of software and mechanical engineers, and analysts.

Preview - Please view on desktop to see full overview

DISCOVER

The retail financial services industry is undergoing dramatic transformation‭, ‬as competitors in the FinTech space offer alternatives to traditional branch banking

The traditional bank branch is expensive to operate - with nearly 16,000 unprofitable branches in the U.S. alone. Financial Institutions are challenged to explore new ways the branch channel can be better integrated into a multi-channel approach to acquiring, engaging, and retaining customers.

Meanwhile, the FinTech space is brimming with new products and service providers presenting themselves as alternatives to traditional financial institutions, and the barriers to providing those services are coming down quickly. Financial services are moving from shopping centers to the phones in our pockets.

The New Product Incubation team set out to understand what customers want‭, ‬but might not be getting from their bank branch‭, ‬and‭ ‬why they’re exploring other options

As many Financial Institutions consider reducing the number of branches they operate‭, ‬we set out to investigate ways we could help them more efficiently reconfigure or downsize branches by understanding how they’re used‭.‬

With limited time and resources to conduct research with end-users and customers‭, ‬we chose to use our limited primary research opportunities to understand context and help identify relevant research objectives to guide secondary research‭.‬

WE STARTED BY VISITING BRANCHES

To understand how financial services are delivered today‭, ‬we visited nearby bank branches to inquire about financial products‭, ‬and compared our experiences at different branches‭.‬

SPOKE TO OUR CREDIT UNION STAFF

Once we were able to see the amount and type of content that needed to be codified‭, ‬we began considering scenarios in which it might be used‭, ‬

AND CONDUCTED SECONDARY RSRCH

Finally‭, ‬once we began mocking-up some of our more developed ideas‭, ‬we shared preliminary prototypes with members of the Office‭ ‬of Patient Experience team for feedback

And learned that while a declining number of customers use their branch to make deposits
and withdrawals‭, ‬many use them as an‭ ‬“answer center”‭ ‬to sort out financial issues

But an increasing number of convenient alternatives leaves some customers choosing between the bank they trust and other sources‭ ‬of knowledge when a financial event leaves them with questions about their finances‭.‬

While customers continue to visit the branch for financial guidance‭, ‬Financial Institutions are missing opportunities to meet customers in the path of their day-to-day lives‭.‬

How might we reinvent the bank branch around the most sought-after services‭, ‬while reducing operating costs and increasing the relevance of the branch channel‭?‬

DEFINE

DELIVER

We used these findings to co-develop scenarios with project stakeholders describing situations when someone might seek financial services

To better relate to our findings from at a human-level‭, ‬we used our insights to co-develop scenarios with our team describing a‭ ‬day-in-the-life of someone experiencing a financial event‭, ‬and the question and emotions that arise as a result‭.‬

And used the scenarios to ground collaborative ideation with the team
to reimagine the way bank branches could deliver services‭ ‬in these situations

We used the scenarios as a starting point to identify new moments where the vast network of a Financial Institution’s branch network could intervene at moments when a customer needed help‭.‬

From those scenarios‭, ‬we began to extract the technologies‭, ‬interactions‭, ‬and artifacts needed to create and support the kinds‭ ‬of experiences we had imagined

Culminating in a leaner alternative to the traditional branch that streamlines routine transactions‭, ‬and focuses on delivering‭ ‬sought-after consultative services

Having discovered that financial services provided by branches are actually in-demand but not always conveniently available‭, ‬we‭ ‬proposed Financial Institutions could better serve their customers by refocusing on these services by deploying smaller‭, ‬more focused branches in more places‭.‬

We proposed a smaller‭, ‬modular pre-manufactured structure that Financial Institutions could more easily deploy in the pathways of their customer’s lives‭ ‬‮–‬‭ ‬places like malls‭, ‬train stations‭, ‬or lobbies in large office buildings‭, ‬allowing them to better meet their customers‭ ‬where they are‭.‬

Resulting in an experiential prototype of a micro-branch‭, ‬focused on delivering the consultative services customers desire‭ - ‬whenever and wherever they need them

DESIGN CO-LEAD

Wanna talk?

I hope so! I'm always excited to learn about new opportunities to collaborate.

If you have an idea or opportunity you'd like to discuss, feel free to send me a message here, or contact me via LinkedIn!

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