How to assist a long-standing company in organizing its products in a way that is clearer to various audiences, from its employees to the sales force, while consolidating all key features and aligning the messaging to suit each situation?
My responsibility
Leading technically the design team at VML (formerly Wunderman Thompson). From defining the strategy to the final delivery, I guided the project and with two other junior designers, developed and led workshop facilitation dynamics, and conceptualized the delivery of the matrix itself.
From February to April 2024. VML to MetLife
The challenge
MetLife, an insurance company with products as comprehensive as any on the market and complex in terms of possible customizations for the end customer, found itself in need of assistance to organize its catalog. They preferred a solution that would provide an ecosystem view, encompassing all technical information while also aiding in the dissemination of product features among their various teams.
Based on this, I developed an action plan with three main phases:
1) understanding the problem and generating hypotheses,
2) conducting a workshop to connect pain points with products,
3) final diagnosis and knowledge synthesis.
Understanding the problem and hypothesis generation
During this phase, the design team dove into a plethora of documents provided by the client, ranging from previous discovery research to journey mapping, market data, and brand insights, among others. With this, we had our starting point to begin mapping the direction of our project. In this phase, we used a CSD matrix to organize our knowledge and aim for the next steps.
Interviews and workshop
With some hypotheses generated in the previous stage, we were able to create interview scripts. We spoke with 10 people from 5 different areas, totaling almost 500 minutes of conversation. The main topics discussed were: collaboration between departments, relationships with business partners, product ideation and maintenance, and, of course, expectations regarding the Product Matrix.
The workshop I facilitated focused on two themes: 1) building a common perspective around the Product Matrix – for this, I used the Is/Is Not – Does/Does Not matrix, and 2) by dividing the participants into two groups, we focused on compiling a unique Product Vision for each of the company’s main products.
Final result
For the final delivery of the Individual Life Product Matrix, I leveraged all the knowledge acquired and analyzed during the project and incorporated some Brand Platform concepts borrowed from branding. This allowed us to build a model that presents and connects information from each customer profile with the product’s attributes and differentiators, along with suggestions for appropriate language for each situation.
Key Learnings
Deep Understanding of the Problem
Clients often have only a partial understanding of the problem motivating the hiring of your services. Similarly, colleagues of this stakeholder may also have their perspectives on the same issue, likely biased in some way—we all have biases. That’s why it’s crucial to approach the problem from various angles and with different tools. Doing so allows for the early development of a strategy that results in a robust delivery exceeding expectations.
Thorough Workshop Planning
Clearly define and communicate the objectives of each proposed activity; doing so increases participant engagement and overall satisfaction. When organizing activity timelines, be detailed and ultra-thorough, assigning responsibilities and support while also leaving room for flexibility. For instance, in a workshop I organized, the schedule was divided into half-hour blocks, but some activities took more or less time than anticipated. Allowing participants to be idle for 20 minutes can lead to distractions. And of course, having a Plan B is essential to ensure everything runs smoothly and with less stress.
Systems Thinking
This learning extends beyond project execution—it’s about considering how the project can fit into a larger strategy, strengthening itself by being connected to other existing or future initiatives. Even in projects with defined start, middle, and end points, it’s essential to explore possibilities for continuation and actions that ensure the knowledge gained during the work can effectively guide the initiative.
Raising the quality of deliveries is directly related to this systemic thinking, where each project is viewed as an integral part of a broader landscape, contributing to the organization’s ongoing growth and success.