Fortnox is a business platform that offers products and services in areas including accounting, invoicing, financing, and staffing. At the time, there were no UX competence present, and in which we were called in to review and evaluate their current experience and find ways to improve it.
As a Service Designer, I was tasked with evaluating Fortnox's current B2B experience as well as the organisations aptitude towards working with Design as a process, mindset, and method. Balancing the delivery of the project with change management.
As Fortnox hasn't had a dedicated design team to work on their digital service offering – they were in need of updating not only the visual design but also implement the aspects of UX within their service offering.
I came in to evaluate their current B2B experience, as well as define what it would take to implement a dedicated design team to evolve their service offering.
In the end, we delivered a full set of UX artefacts that showcased opportunities to improve the overall experience. We also delivered an assessment over their current situation and what needed to be done. Which we continued by installing a design team to continue the work on their product.
We started with evaluating their digital product offering through heuristics and user testing, while simultaneously conducted an internal assessment regarding maturity towards design and it's implementation at Fortnox
To start things off, we framed our initial approach from heuristics reviews of both the public website and app to understand customers initial experience of the SaaS-offering. With a hypothesis that the current use of the app were not enough to provide basic usability and value in longterm use.
To answer this we used a combination of contextual interviews with usability tests; both through seasoned users of the service as well as beginners. Asking them to guide us through their typical use of the service, but also prompting actions such as creating an invoice for a specific company.
Alongside the research surrounding the user experience we also interviewed people across the organisation. Which in some way had a vital part in the overall experience; from Product, Business, Customer Support, Sales and Marketing departments.
Through these interviews we mapped out their perceived maturity, interest and belief in design as a process within the organisation. Which in turn helped us plan the way forward.
From our research we developed our insights into digestible stories to involve people from UX, Customer Support, Product and Sales. Together we built personas of their customers and the journey they go through before and during their first use of the service.
This helped us introduce tools and methods to main stakeholders and emphasize the value of using it when building their product. And paving the way for continued work to establish design thinking across the company.
From the maturity towards design we strategised on how we might build trust towards design from inside the business.
From this, we saw that the company had some belief but little resources, and very little capability to start working with design in practice. So our final suggestion came to be to involve an autonomous design team lead by us to work with design thinking to impact relevant business metrics and state success within the organisation.
Me and a fellow co-worker coached and co-lead with the Product & Marketing teams to design using our design process and help them build the experience that their customers needed.
I discovered my comfort with working in uncertain conditions, which was not the case for everyone in the team. This experience also marked my first consulting job in a different city, which proved more challenging than I initially realized.
