Manulife Move

Manulife MOVE - Mobile & Wearable experience

Creating Health Partner Experience for insurance

Duration

12 Weeks @ Sep 2016

My role

Design Lead (Research & UX)

My Involvement

Design & research approach, workshop & research planning, project management, client engagement, research, IA, UX, design strategy, Design lead

Key Questions:

What is the desirable behaviour we would like to forster or change.
What is the definition of a "healthy life".
How might we encourage HK people to live a healthy life.

Background

To address the competitive market of insurance market in Hong Kong, Manulife were looking to establish a health partner relationship with clients through promoting & rewarding positive lifestyle as a way to grow continuously. And Manualife had been working with Apple to have a exclusive deal on getting apple watch when signing up with Manulife's policy.

The Ask

Heathwallace was engaged to create a platform to encourage regular exercise, promoting health tips, tracking exercise performance & rewarding health lifestyle by offering discounts, apple watch redeem program & coupons.

Challenges

Collocating at the client office, collaborating with client side PM, BA, IT & another vendor (direct competitor - Tigerspike, my employer 2 years after the project). At the same time leading a small team throughout the project.
Designing & validating multiple online-offline user journey involving multiple touch points & business partners i.e. Apple watch redeem & delivery journey.
Designing gaming mechanics(logic), types of rewards & screen flows.
Coming up with UX & interaction guidelines, safeguarding the entire MOVE user experience including IOS, Android, browser & wearable.

Outcome

Multiple award winning
Secure ongoing working relationship
Becoming one of the core Manulife product in Asia
Expanding to Greater China, Macau, Singapore and many more asia countries.

Approach

This was a high-profile project and Manulife had done some preliminary research and MVP version before engaging us. To deliver value quickly, we decided to collocate in the client's office and working in sprints.

Setup war room & establish way of work
Review research, analyse the scope and create sprint target
Design sprint zero - To prepare foundations likes IA, navigation strategy, design guideline/components etc.
Design, test & repeat

Approach communicated to client

Phase 1: Setup war room & establish way of work

War room setup

Collocating with client and direct competitor

Building relationship - Prior to this project, I had been working with the same client team and project sponsor for 3 years. Being able to have open access to the client's team in water-cooler conversation and break time means more opportunity to get input and collaborate with them, as well as understanding the reason behind each decision.

Communication made easy - Since working in the clientside provide me direct access to the BA and PM, it changed my process from a typical design-review to ideating with the IT, BA, and PM, then refine the design for review. It was proven as a big success when the project owner often get amazed when I proposed design ideas, it was already aligned with IT and BA team, just waiting for this approval.

Uniting the team to deliver best quality - Despite a direct competitor relationship, it was important to focus on the delivery of the best value to the client. I used to provide a helping hand to the other design lead and offer to help as a moderator to the usability testing. (Tigespike did not have a moderator that spoke fluent Cantonese)

Everything visible on the wall

To save time from documentation, all the project plans, sprint objectives, to-do items, ideas, journey, inspiration, etc were posted on the wall. We used a daily stand-up meeting to update the client project team in the morning and had another "day-end show and tell" opened to all key stakeholders. This way of work was an eye-opener for the client and being able to walk through the design journey in a physical space definitely helped storytelling.

To-do list whiteboard

Weekly & daily objective on the wall

Phase 2: Review research, analyse the scope and create sprint target

Questions and assumptions

After reviewing the scope of work, existing MVP experience, and the performance, a number of questions and assumptions were generated.

Through interviews with stakeholders from various business units, an app logic flow chart was generated and the ideal flow had been illustrated in a graphical user journey format.

Dropoff rate along the Conversion Journey

Breaking down the scope of work with questions

Logic Flow Chart

Device & Function Strategy

End to End Conversion Journey

Cross platform engagement

While unpacking the scope of work, we further uncovered that different channels could have different roles interacting with potential customers differently depends on what stage/role they were. (Manulife Policyholder, Non-Manulife Policyholder, No policy) To add complexity to this engagement, whether the customer was a fitness tracking device holder or not could have a huge impact on the experience as well.

Mapping out these potentially opportunities to the client led to additional business converations and engagements afterwards.

User type by role

Persona card

Phase 3: Design sprint zero

To prepare foundations likes IA, navigation strategy, design guideline/components etc.

Design foundations

Comparing the MVP and the new scope of work, we created an ideal version of information architecture to help planning the subsequent design sprints.

I was responsible for coming up with the navigation and design strategy based on heuristics review of the existing experience, customer and internal team feedback, as well as desktop research.

Design Strategy

Information Architecture

We reviewed 12 different competitors (direct or indirect). The desktop research was printed out on the wall and clients would put their comment on post-it notes.

A page of competitor review document

Features & offerings comparison table

Phase 4: Design, test & repeat

Process map that contribute to screen flow

Ideation workshop

Ideation in sprints

Based on all the design foundation and stakeholder conversations. Each ideation workshops were mapped against a portion of the business process. Aiming at a small chunk of work each sprint provided the team a very focus environment to explore and ideate while completing all design sprints will then achieved the complete scope.

Move quick with low-tech

In each ideation workshop, mobile phone printouts were given to all participants as well as sticky notes. The business process focused, problem and goal were presented before asking all the participants to contribute their ideas.

An idea backlog was set up to collect ideas for other sprints.

Working with a pen and paper within a primarily paper-based war room helped encourage participants to contribute more than usual since the stigma of drawing for perfection was non-existent.

Idea backlog

Ideation board with stick notes and drawings on mobile phone printouts

Throughout the project, design or business issue were posted on a board.

Screen Flow in pencil sketches

Review digitised wireframe in journey format before prototping and testing

Usability testing with mid-fidelity prototype

We intended to use black and white wireframes for the prototype to keep visual design out of the question to focus the testing on functionality and usability.

Prototype

Usability Testing

Visual Design

Animation Example 1

Animation Example 2

Desktop Design

Visual Design

Final Product

Reflection

Being able to work directly with a direct competitor from another country taught me two important lessons:

Relationship matters - I had a 3 years head start of working relationship with Manulife compared to the competitor (Tigerspike). The contrast in the relationship showed in the efficiency of communication, way of work, and getting approval. In the end, having a trusting relationship and being able to adapt to the client's way of work made all the difference.
Local know-how is king - Tigerspike being a foreign company (Singapore) had a cultural disadvantage. While we all spoke English in Hong Kong, not able to communicate in the local language (Chinese) nor knowing the local office culture was proven a huge friction point in the relationship, as well as slowing down the work a lot.

These two learnings made an impact on my approach to overseas work and engagement with new clients.

Y.S ~ Dec 2017

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