What we did
We got on the metro with the ticket inspectors and sat by the customer service desks, observing how HSL’s employees use the tools in their everyday work. We interviewed personnel, listened to customers’ calls, and studied the features of the current information systems. It became clear that we could improve the processes and tools to decrease the complexity, slowness and difficulty of the work. The identified improvement opportunities included, for example, gathering all the customer and ticket data from separate systems to a single combined view to make handling customers’ issues easier. These changes were especially important for the mobile app related customer issues.
HSL's internal operations could be further streamlined, too, by digitizing the ticket inspection fees handling, and partly automating refunds. We presented our findings and HSL chose the most important one for prototyping: reviewing and editing customer & ticket information.
We co-created a new service concept with HSL’s multidisciplinary team, which included an agile project lead, service and UI/UX designers, and a tech advisor from Futurice. We visualised the current state of the tools and processes for the different target groups as service blueprints. The vision for the new service was then crystallised, concurrently with target state service blueprints for the process.
Next, we created a UI prototype of the customer service tool, covering the key use case. We also conducted a design lab at the customer service employees’ break room to validate and iterate the concept and prototype. The solution was validated, covering both architectural & technical points of view, via interviews with technical stakeholders. Finally, we created concept documentation, including all of the above elements, as well as a draft for a systems architecture and implementation roadmap.
Read more on our human centered service design approach
