Redesigning a Make-or-break moment
Discovering fraud can be one of the scariest moments of a credit card user's lifetime. Unsurprisingly, how a company handles that experience can make or break the relationship between a person and their financial institution. Given the gravity of this situation, a dedicated team of design strategists, experience designers, and business analysts set out to understand the current landscape, identify unmet needs and opportunity areas, and envision a future experience that made the fraud experience painless...and hopefully, a thing of the past.
We began by mapping the existing fraud experience across various entry points, channels, and decisions. By facilitating this experience with the extended team, our partners were able to experience, first hand, how confusing and disorienting the existing experience was. I also produced a number of complete experience map artifacts - showcasing highlights and lowlights, along with customer mindsets, needs, opportunity areas, and supporting data points. The experience map also reframed our partners' view on where the fraud experience actually begins and ends - unlocking untapped areas for development.
We used this experience map as a platform for ideation, generating hundreds of concepts across the opportunity areas - leveraging paper and clickable prototypes to bring the ideas to life. After testing a shortlist of concepts, we wove the remaining concepts into an end-to-end service blueprint for future execution. The blueprint organized enterprise efforts through a single individual's perceived experience, breaking down both the experience and future service into specific customer steps, desired outcomes, and objectives. The blueprint also showcased how existing and future-state functionalities across channels worked together to create a seamless customer-facing experience.
To round out the experience recommendation, we created an illustrated storyboard of the end-destination journey allowing a consistent vision to be shared across teams working to deliver components of the overall experience. The experience was rolled out - with ongoing testing and iteration - over the past year to roughly sixty million customers.