ATG Tickets
Leading the discovery and design strategy of a B2B partner platform for ATG Tickets.
I started the project by creating a plan for the discovery and development of the strategy.
This involved laying out the plan in a document and creating a schedule for a timeline of work to be completed.
The challenge was taking on the existing work that had been done by the Product team and converting that into a proper plan for Design Strategy.
For this project I worked alongside a Product Director, Product Manager and Lead Developer but the work I will describe in this case study is my contribution to our team effort.
They can be used to test the response of users to existing software or new prototype concepts.
At this stage in the process I have worked with Content Designers and Information Architects who have used the card sort or tree test findings to enhance their work.
Design Strategy Planning
Discovery
The discovery phase consisted of a series of interviews with people who work across the UK Theatre industry, as well as with participants who use the main competitor B2B platform.
The aim was to observe their natural journeys and behaviours to understand their motivations and where the key opportunity areas would be.
From this I mapped out the experience that I had observed and analysed the patterns, needs, problem areas and areas of opportunity to develop a design strategy around.
Service Mapping the UK Theatre Industry
Service Mapping key competitor
Discovery playback
Once I had synthesised the results I played back the results to the wider business team - consisting of about 30 people across the business.
This was quite an eye opener for a lot of stakeholders and felt quite disruptive for them to see the current state of the industry and all of the areas of opportunity that might be possible.
I then wanted them to empathise and understand the findings at a deeper level so I conducted an ideation workshop directly after the playback.
Ideation workshop
The objective for this workshop was to bring everyone involved in the project on board with the insights, and allow them to have input and feedback into the discovery and concept process.
This generated many ideas to carry forward but the main benefit was being able to identify the key themes in the ideas that each team had come up with.
Defining user groups and creating a future strategy
From the discovery research and workshop I took all of the learnings and created a vision concept, which was based on where the product could be in 5 years time.
This helped stakeholders realise the potential involved and all of the opportunity involved in developing the platform.
I created a long term vision, and then described a way of getting there by defining core user groups that could be designed around one at a time - starting with one User Group to focus on first for MVP.
I presented this back to core stakeholder group in the US who helped inform the priority needs due to certain technology being switched off for users in the US. This allowed me to create a priority chart for the different user groups with Data Viewers as the first user group to design around.
Jobs As Progress framework to define Jobs To Be Done with a higher level motivations as a goal
I used a Jobs As Progress framework, which really helped us develop user needs in a way that described higher level user motivations, and not just set of tasks that a user wants to complete.
Designing an MVP concept
From the Discovery, Workshop and Concepting phases I was then ready to start designing the concept for the B2B platform, built around the first user group.
For the design I defined the user needs, built a content glossary based around the terminology that these users use, created an information architecture, and then started to map out user journeys.
