In the B2B model, it might sound risky to challenge your customers, inviting them to be part of an iterative design process. Nevertheless, we had an extremely positive experience once the collaboration began. Clients, employees and partners worked together to make the experience relevant and transparent as PLMJ sought.
The project started with a strategic immersion, which included several conversations with internal stakeholders. Moreover, we created a context map booklet and handed them to employees so they could add their perspectives on the different journeys of interaction and contribute with their knowledge.
The next step was the co-creation of an inside-out customer ecosystem map, together with the different members of the law firm’s team. Having the data at hand and visualised makes it possible for the group to analyse and decide (without biases) on the most critical customer journey to be addressed.
After 1099 post-its with insights, we used generative techniques to uncover as many insights as possible about the real needs, pains and gains the customers’ experience when interacting with PLMJ. Based on the main findings and insights, we developed the journey together, including the perceived emotional curve.
We carried out a brainstorming session to ideate possible solutions for opportunity areas with 14 stakeholders and 3 clients. The promising ideas led to the development of 8 detailed concepts and a desired journey. As expected, none of these would go to implementation without validation with real customers. After coming up with a prototype, we tested it in a Design Sprint with 6 legal directors and current PLMJ clients.