Situation


I was brought in by the Digital Customer Experience team (DCE) at JPMorgan Chase to support MLIO. The MLIO product space owned the Machine Learning and Artificial Intelligence housing for JPMC. This team was comprised of 8 scrum teams working in an agile context housed under 1 product owner which had an area product owner on each pillar.

Historically, MLIO had not received consistent UX Research support. As a result, the business didn’t have clear product discovery process.

Task

Identify a strategy to realize the MLIO space and move forward with DCE partnership moving forward.

Action

I created an opportunity solution tree (OST) in conjunction with 2 product teams in MLIO on Figma.

  1. Gathered and synthesize past research

  2. Conduct stakeholder and expert interviews to populate OST

  3. Collected any additional resources such as service blueprints and permanent product data

  4. Ran a thematic analysis on discovery wall findings

Result

In partnership with the MLIO team I created a living artifact which could be build upon and leveraged as part of an ecosystem of information repositories. This also informed the research roadmap and prioritization moving forward in conjunction with the development of an overarching experience map.

REFLECTION

 

What Did I Learn?

  • It’s important to be patient with stakeholders and be tactical about how you provide information. Information can be easily misunderstood or taken out of context. It’s important to speak in simple terms. Sometimes I would inadvertently use research jargon and it would create confusion.

  • Cross functional actionability within an experience map is paramount. After the initial draft of the OST was created, there was opportunity to refine language down more specifically so that data science and analytics could capture specifics which allowed them to draw more actionability from the living document moving forward.

     

 WHAT COULD I HAVE DONE DIFFERENTLY?

  • I would have used email templates to more specifically outline meeting expectations with stakeholders in this context. Scheduling “meet and greets” was not enough and startled unexpecting stakeholders who were used to more procedure around communication.