Air New Zealand

Due to this stream of work involving a significant number of stakeholders, bringing all of them together to align on a vision was key. I led several workshops as a way to kickoff work streams but also to envision future customer experiences. These sessions were based on common design-led workshop formats, but customised to suit the unique nature of the context and stakeholders.

I worked with the other designers in our squad and our product team to facilitate these and to define goals and outcomes upfront. The result was alignment on content for several artefacts which we would further develop - persons, journeys and experience visions.

Through our design workshops, we agreed that mapping personas to the different tier levels of the future state loyalty programme would be most suitable for the unique attributes of each. For example, a 'Gold' member has very clear and distinct attributes compared to a 'Base' member.

These personas would not only be used for the business case, but also to help teams understand which tier they were designing for in delivery. We would also use these to build narratives around our experience visions, which would give stakeholders a clear understanding on the direction of the future programme.

Another key work stream of the business case preparation was to prioritise features for the roadmap. We worked in partnership with commercial, loyalty and product teams to help facilitate value mapping sessions and then plotted these against different axis based on priorities.

This allowed the teams to visualise how the releases could change, depending on the focus of the business at the time, technology integrations or customer need. We also built a editable version of this on Miro so that teams could update it over time, rather than it just remaining a static artefact.

The combination of design workshops, research and value mapping resulted in several versions of a value based roadmap being generated. This brought together several layers, from commercial, project timelines, technology integrations, partners and more into one place. It allowed stakeholders and executives to see how a 3 year delivery plan would look with its corresponding dependencies.

We also built a version of this in Miro, so that as the project moved into delivery, teams could update it based on changing priorities and share it throughout the business. The roadmap was well received by many stakeholders for its clear communication and flexibility.