Back on our legacy platform, customers were able to string together trip items within a single shopping path and purchase everything at once. When all of the products started migrating from legacy onto a single platform, these capabilities had to be turned off and deferred until all the products were on the same new platform. It’s consistently one of the most common topics of feedback we received from clients and all our competitors offer a way to do this. Now that all of the shopping products have finished migrating, we can finally reintroduce this capability. We really wanted to do it right, and think thoroughly through the experience.
In order to do this, the product lead set up a workshop and involved all of the necessary people. To inform the workshop discussions, we wanted to do our due diligence in researching and testing viable methods and bring our findings to the conversations.
Over two one-week design sprints, myself and another UX designer worked closely together to brainstorm, solve, create, design, build, and test three different shopping path concepts. We complied our results and insights to contribute to the workshop in the most effective way possible.
During the workshop, my partner and I shared competitive analyse and how we can learn and adopt ideas from other companies, as well as detailed insights from our testing and how they should be considered in the work going forward.
Over three days in April 2019, about 25 of us got together to think through the problem, define the scope, and set milestones for the overall project. After defining the problem and setting the context, my partner and I shared all of the content and learnings from our research to the group. This really helped everyone step into the user’s shoes, as well as somewhat dispel the strongly held opinions about specific solutions. Throughout the workshop, we continuously revisited the research results and the wireframes to help guide the conversations.
After going through all of the exercises and considering all of our unique perspectives, we landed on a few key features that would be table-stakes for our north star vision.
One thing I learned in this process is how to present my findings in the most effective way possible. Ensuring that everyone feels included in the conversation makes for a more collaborative environment. The biggest win for the design team was how much we were able to influence the conversation. Our research was invaluable to the direction of the project.
Hundreds of sticky notes were harmed during this workshop. In their sacrifice, we were able to define our vision, map out the first customer traffic plan, assign ownership areas, and get started. For the design team, some of our next steps included:
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