200 %
increase in global usage18M+
user-initiated assignments dailyIn the evolving landscape of digital finance, a fundamental shift is underway, necessitating a comprehensive, customer-centric approach. Gone are the days when merely facilitating transactions and safeguarding funds sufficed. Today's discerning consumers crave more—they yearn for interactions that seamlessly blend reliability with intuition, leaving a lasting emotional impact. The proposed designs were taken into account in the roadmap, potentially shaping the forthcoming overhaul of all components in the management system.
Research
Research is invitable part of user experience. Together with a group of designers we analysed user flow, information architecture, UX/UI practices, and visual style. Our findings were presented in document that highlighted best practices to adopt and things to avoid, enabling us to make informed design decisions in the future. These questions should provide valuable insights into how users interact with the contacts assignment function in a banking app and their preferences for its improvement.
Context
In Connect Management System, which is a platform for Mastercard's customers such as big banks to handle their business affairs, there's a vital tool called My Company Manager (MCM). MCM lets users take care of various aspects related to their company, and one of these features is Contacts. Contacts store information about all the people and organizations connected to a company, both internally and externally.
User flow
The initial step was to map out the existing flow version by creating a user flow map, including all entities and actions. Analysing the scheme, we identified structural inconsistencies and proposed improvements to the hierarchy. We also used the scheme to document proposed changes to the feature set, which were later reviewed and approved during a workshop session with the client, taking into account competitor analysis and user research insights.
Solution
The initial step was to map out the existing flow version by creating a user flow map, including all entities and actions. Analysing the scheme, we identified structural inconsistencies and proposed improvements to the hierarchy. We also used the scheme to document proposed changes to the feature set, which were later reviewed and approved during a workshop session with the client, taking into account competitor analysis and user research insights.
Findings
The initial step was to map out the existing flow version by creating a user flow map, including all entities and actions. Analysing the scheme, we identified structural inconsistencies and proposed improvements to the hierarchy. We also used the scheme to document proposed changes to the feature set, which were later reviewed and approved during a workshop session with the client, taking into account competitor analysis and user research insights.
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