ANGELINE CHEN
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Roadmapping an Extraordinary Visitor Experience

THE PROBLEM

This international mega-event celebrates the achievements of the nation selected to host it, and showcases an evolving vision of the future through new technologies and storytelling. With just two years left to go, our team was asked to establish the end-to-end visitor experience and set up the necessary teams and infrastructure to make it a reality.

INDUSTRY

Mega-event

PROJECT LENGTH

3 months

THE ASK

How might we imagine the best mega-event visitor experience and bring it to life?

THE REFRAME

How might we design a future-forward experience that speaks to every kind of visitor, while maintaining the nation's culture and a unique brand voice?

MY ROLE

As the Service Design Lead on our design team of six, I collaborated closely with the Design Director and our key stakeholder on the project to determine the approach for our project plan and workflow, as well as the direction of our deliverables. I demonstrated a truly design-led approach by being the voice of the visitor experience to our stakeholders and across other streams and teams, both on the organization's side and on Accenture's side. This was done by implementing and facilitating regular critiques and feedback sessions with involved parties, and enabled fluid collaboration and transparency.

Within the design team, I collaborated with, critiqued and coached the other designers to ensure that each could take ownership of deliverables and discussions that told a strong and cohesive story. Our team operated very flexibly and often needed to pivot multiple times a week. In these moments, I was often the person pushing back if the proposed change did not align with our design, user-centered, or research driven approaches. I also helped scope and plan the work when pivots happened, finding ways to deliver quality work without overworking our team.

At the end of our project, the Design Director and I put together the project proposal for the next phase of work, scoping out deliverables, teams and roles needed, major deadlines and how these would both be a continuation of our work, as well as the next stepping stone for bringing our ideas to life.

APPROACH + DELIVERABLES

Our approach was to consolidate existing work and what we knew was being worked on by existing teams, and then to push, elevate and generate new service ideas. After steeping in previous research and visitor experience work, synthesizing trends across industries and interviewing real visitors and SMEs, we were able to lay out the visitor journey and begin aligning the entire organization to it. We then developed tools, like frameworks, archetypes and service design methods that we used as lenses to cultivate new service and experience concepts with an inclusive approach and to account for future technologies. This led us to delivering a service catalogue that detailed over 150 service ideas.

The culmination of stakeholder interviews, SME discussions, our landscape research and more was this wall of post-its that became the first draft of our user journey map. This hung on the wall of our war room, and was used constantly to align teams and clients as we worked.
Our documents were constantly updated and printed to put up on the walls, and we used post-its to iterate and create a living document. We also used them to track work and to plan our next steps.

In addition to establishing the visitor experience, we were also asked to identify and embed better ways of working across siloed teams. Living documents also became an important way for us to demonstrate an open and iterative process that teams and stakeholders could always be looped into – we delivered updated documentation regularly to show feedback always being incorporated, and had evolving work up on the walls to show the manifestation of our agile workflow.

We worked closely with our key stakeholder, the Director of Visitor Experience, to keep every team in the organization involved in our process through playback meetings. These playbacks validated our work and spread our visitor-centric approach. We also used the time to conduct an initial prioritization of the service concepts – capturing, from each team's perspective, how original, differentiating, and complex (to implement) the idea was. These prioritizations would feed into the wider discussion of feasibility as the organization moves into implementation.

Our deliverables were living documents that were regularly updated and used as tools to facilitate discussions and show progress through incorporated feedback. We delivered five behavioral archetypes that embody every kind of visitor, a packet of 151 detailed service concepts, an experience blueprint that laid out the service concepts as they relate to the moments that matter in the visitor journey, a service relationship map that buckets every concept by the experience goal it is fulfilling and the part of our experience ecosystem it is addressing, user journeys for three specified visitor types, 10 touchpoint channel briefs, a backlog of enhancements and concepts for scale, and a project proposal for the next phase of work.

A snapshot of our service blueprint, which mapped the touch points for each of our 151 service concepts to the step in the user journey. Each service concept had a number, which also mapped to the service catalogue, where the concepts were detailed out, as well as to the relationship map and channel briefs.
We developed behavioral archetypes to capture every kind of visitor that would experience this mega-event. Any visitor enters the experience in one of these five mindsets. These archetypes were used to create, push and stress test our service concepts.

If you're interested in seeing more, you can reach out to me for the full case study and other work samples.

ROADMAPPING AN EXTRAORDINARY VISITOR EXPERIENCE
San Francisco