In a Nutshell
I played a pivotal role in the digital transformation team of Vivo, Brazil's largest Telco, by spearheading the creation of a human-centred culture, leveraging user research and behaviour data when designing and building digital solutions.
I played a pivotal role in the digital transformation team of Vivo, Brazil's largest Telco, by spearheading the creation of a human-centred culture, leveraging user research and behaviour data when designing and building digital solutions.
The Challenge
The goal of this initiative was to improve sales and customer service, leveraging the usage of digital channels.
The goal of this initiative was to improve sales and customer service, leveraging the usage of digital channels.
Vivo is Telefónica’s brand in Brazil, the biggest Telco in the country with almost 74 million clients at the time of the project. Digital Transformation in a company like that is not easy business. After establishing digital channels for e-commerce, branding and customer service, the board was struggling to improve results. Following Telefónica’s global guideline they decided to implement digital transformation starting from a new department. The new area would join the company’s most innovative minds from different departments to improve digital business and services, reporting weekly to the CEO himself.
My Approach
Working as a UX consultant, I was hired to support product teams to establish a human-centred and agile culture. It was my responsibility to guarantee that each team was making decisions according to two things:
Working as a UX consultant, I was hired to support product teams to establish a human-centred and agile culture. It was my responsibility to guarantee that each team was making decisions according to two things:
> User inputs:
Conducting usability and prototype testing with users to assess the solutions developed by each team, improving them according to actual user needs
> Data and Analytics:
Gathering and organising the data generated by digital channels in a way that was easy for each squad to understand where they needed to improve, also making it possible to evaluate newly released features.
Conducting usability and prototype testing with users to assess the solutions developed by each team, improving them according to actual user needs
> Data and Analytics:
Gathering and organising the data generated by digital channels in a way that was easy for each squad to understand where they needed to improve, also making it possible to evaluate newly released features.
Different squads were assembled focusing on specific business problems. And each Squad had a similar LEAN workflow, supported by me. This was implemented gradually: first in a specific channel, improving drastically its results, and then expanded to all digital channels.
The Impact
We implemented an ongoing improvement process for Vivo’s digital channels and reached the targets for sales and customer care in digital channels.
We implemented an ongoing improvement process for Vivo’s digital channels and reached the targets for sales and customer care in digital channels.
Working with squads and LEAN in a big conventional company was a great experience. On the good side, it was amazing to see how transformative and engaging giving autonomy to people can be. I worked on this project for six months and when I left I could see the sparkles it generated throughout the company.
