KPMG Prism

How can we change behaviour to enhance financial decision-making and increase revenue?

Lead Product Designer, October 2022 - Ongoing

📢 Client challenge: KPMG Pricing Prism is a data analysis and visualisation tool for the FMCG industry. RGM (revenue growth management) are working in silos on individual excel sheet. This unorganised data means very low internal transparency and comprehension of how this spend is allocated, managed, and performed against the target. Our objective is to develop a software solution that improves the ROI (return on investment) of RGM decisions by structuring decision-critical data and exposing it to users via visualisations and scenario models.

📁 Responsibilities: Conduct discovery workshops, user interviews, and testing sessions; design the user interface and user experience; and facilitate go-to-market workshops to provide valuable insights and guidance to senior stakeholders and enhance usability and user delight.

🛠️ Tools: Miro | Figma | After effects | ChatGPT

1 | Research and Learning

How do we identify the most impactful business problems to maximise return on investment?

Understanding the context and problem

First, we need to gain a comprehensive understanding of the FMCG (Fast-Moving Consumer Goods) industry and the daily challenges faced by RGM managers (Revenue Growth Management).

I have designed our research approach to begin with an in-person contextual understanding workshop involving the Product Owner and subject matter experts (SMEs). We then initiated landscape research to investigate further.
The insights from the workshop and research helped us to form initial hypotheses. We synthesised these insights and hypotheses on a knowledge board, highlighting gaps and noting down questions for forthcoming user interview sessions.

Understanding who we are designing for

Based on our interview findings, we have identified three distinct personas among potential users, each shaped by their unique pathways into the field of RGM:

Category managers with good analytics and commercial awareness, but require more financial and broader customer focus.

Key account manager with sales experience who is commercially aware but wish to develop analytical skills and strategic thinking.
Finance support with good commercial awareness and strategic thinking, but need to understand impact of their decision making.

For each persona, we have developed user journeys that reflect the unique opportunities. Additionally, we have created secondary persona for our in-house consultants, recognising their significant role in supporting implementation and influencing purchasing decisions.

2 | Design it

How do we start small and scale fast?

Mixed skill collaboration

Our cross-functional product team, comprising designers, engineers, a product manager, and a product owner, engaged in an intensive ideation session:

Generated ideas ranged from implementing a task-tracking system, streamlining promotion management to integrating AI-driven recommendations for portfolio management.
Our discussions focused on identifying quick-win features with maximum impact, aligning with our MVP (Minimum Viable Product ) strategy.

Fail early and fail forward.

With a complete mid-fidelity prototype, we designed a testing script to interact with users for feature and flow validation.

The insights gathered from these sessions helped us gauge the value of each component and identify any areas where our initial thinking might have fallen short. This approach allowed us to address issues early in the process and make iterative improvements to the design.

3 | Create an MVP

What defines the success or failure of our MVP?

Find those delighters

To enhance the user experience, we applied the Kano model to identify elements that could truly captivate and engage users throughout their journey.

Collaborating closely with the product manager, we assessed potential features, striving to balance delight and adherence to timelines and budgets. Additionally, our initial T-shirt sizing exercise provided essential insights for the development team, helping streamline resource allocation and task prioritisation.

Turn the product story into a roadmap

We created a Product Story, a pivotal element that shapes our roadmap for the MVP and beyond. By distinguishing between essential must-haves, performance benchmarks, and those extra touches that bring joy, we prioritised the most impactful components to include in the MVP.

This approach not only addresses core user needs but also infuses our product with delightful surprises that set it apart from the competition.

When mapping out the product roadmap beyond the MVP, our goal was to consistently incorporate features that delight our users, as we recognise the significance of the 'Hedonistic treadmill' effect.

4 | Check it

How do we craft stunning interfaces for complex and robust data visualisation?

Multiple work-stream approach

Due to the project's significant emphasis on data visualisation, I have led the design team by structuring the workloads into two key areas:

Exploring various data visualisation frameworks and their specific applications, understand best practice, available tools and techniques.
wireframes and prototypes, transitioning mid-fidelity screens into high-fidelity wireframes.

The Prototype-testing Ouroboros

In this project, we have adopted the Lean UX approach. We honed our prototype through cycilical user testing and feedback sessions. We evolved the product with each iteration and welcomed fresh insights, ultimately refining our design into a more impactful solution. To enable feasibilities of any proposed feature updates, we conducted developer demo sessions regularly with our engineers. These discussions also aided in determining the complexity required for the charting library and any necessary customisations for the data vis framework.

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5 | Plan for Launch

How to launch a product and grab our audience's attention in just 5 seconds?

Go-to-market workshops

We convened a session that included the product sponsor team, product owner, and product manager to conduct a press conference workshop. The primary goal was to gather the language and insights necessary for crafting our brand strategy canvas. Following this, we organised a product naming workshop, guiding the team through a collaborative brainstorming process. This resulted in the shortlisting of five names, ready for evaluation by our global brand team.

Marketing collateral

The strategic steps involved in creating our brand canvas and product naming have equipped us with a robust brand identity and a compelling value proposition. With this strong foundation in place, I designed our marketing materials, ensuring they are in harmony with our product narrative and resonate effectively with our target audience.

Reflection

Visualisation library

Looking back, we now realise that our decision to create a custom data visualisation library for our MVP stemmed from a desire to stand out. However, this choice presented unforeseen challenges and consumed significant time to build. In retrospect, utilising established libraries would have accelerated MVP development, enabling us to gather user feedback quickly.

Go-to-Market workshop

In hindsight, we recognise that the timing of our Go-to-Market (GTM) workshops was a missed opportunity. Delays caused by internal approval processes highlighted the importance of initiating GTM workshops earlier in the project. This adjustment could have allowed us to start the marketing effort earlier in the stage to gather broader internal feedback.

"In terms of innovation and creativity, you are one of the best lead experience designers in the firm."

— Product Manager on KPMG Prism