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Creating financial wellbeing for Aviva customers

01

Background

Role

Product Design Lead

Client

Aviva

Platform

Mobile App

Aviva, one of the largest insurance institutions in the country, supplies among others, pension services. These services are primarily acquired by Aviva through a tendering process and providing pensions through a B2B2C conversion funnel. The requirements of the pension platform itself are defined by the businesses in need of a supplier, who in turn define their requirements through the needs of their employees. With the escalation of financial instability through certain circumstances, such as Covid, a greater emphasis had been placed on helping people with their financial wellbeing. 

Aviva had begun profiling their users and needs with a view of developing a wellbeing offering, however this information had the risk of a shift in perspective based on the impact of Covid, with no tactical application of the research seeing the light of day. 

We were tasked with validating the existing research and proposition, the converting this into production-ready designs for their internal engineering teams to develop into the overarching pensions platform, Aviva MyWorkplace. 

Business opportunity

Provide Aviva with the means to enter tendering processes with organisations to provide pension services.

Build customer loyalty by supporting B2B consumers with financial guidance and support. 

02

Discovery

We kicked off with Aviva by running an in-person workshop to help us establish the overarching business objectives, understand their positioning in the market and who they deem to be the core competition. With this, we dived deeper into understanding the earlier underlying issue that Aviva wanted to solve and put together a plan to establish a product roadmap and north star metric so we had a vision with which the team was aligned. 

Our first step was to review the existing research which had led Aviva to the initiative in the first place. The need was driven through business opportunity, how and what we targeted as a subset of features was what we needed to figure out. This meant identifying what would bring the most value to the user – in this case, the employees so the company who would be using the pension services. 

To (in)validate the research, we in collaboration with Aviva put together a cohort of users fitting a spectrum of different demographics identified as their core user archetypes. From this we ran through several qualitative-based interviews to understand the individual, their current financial situation, and whether such a tool, should it exist, be useful to them.

Our theory was that there wouldn’t be much deviation from the existing insights, except that financial wellbeing would be more of a prominent focus for many after Covid, which was validated through our results. 3 key segmentations were identified through the research. 

– Those who were already in financial instability

– Those who were teetering between stable and unstable

– Those who were in control of their finances. 

These insights allowed us to determine that individuals who were already in a position of financial instability wouldn’t be our target, as the help they require is very different from the proposition of financial wellbeing. Equally, those who were on-top of their finances didn’t see much benefit of such a tool, as they typically had their approaches and methods though would like to see new ways of improving their approaches. Eliminating these two cohorts allowed us to focus on those who were stable, but floating between stable and unstable situations. 

Financial wellbeing not being a particularly new concept, next, we had to identify where we could find an opportunity to set Aviva’s offering apart from that of the competition. We undertook a competitor analysis across several different suppliers – from established well-known brands such as Royal London, to innovative disrupters such as Emma. One consistent pattern emerged from the research, which was there was little empathy or understanding of how a user might feel about their financial situation. We saw this to be an opportunity to tie wellbeing into a larger definition of not just financial security, but to provide improvements to a user’s mental health as well. 

We formed 3 focal areas which we believed the user would most likely benefit from in terms of being able to improve their financial wellbeing. These were:

Content discovery, insights & planning and sentiment. 

03

DELIVERY

We moved on from discovery into a traditional 2-week sprint cycle, where I would define the objectives and goals for each sprint, create the product backlog, and hold sprint review and planning sessions whilst working with designers and researchers to produce the sitemaps, information architecture and user flows. We ran moderated concept testing with the same cohort of users from our earlier research phase through low-fidelity prototyping with Figma and Maze, which were brand agnostic to ensure we could reduce any bias towards brand recognition. The sentiment concept had proven to be a good direction with our users, with a step-by-step process to capture and identify their needs within the platform as the preferred method. 

Additional deliverables, to which I had lesser involvement due to medical reasons were the creation of the high-fidelity visuals and design system. The visuals were created with the support of an engineering consultant from Aviva, who knew the limitations of the system to ensure that what we created sat in line with the technical constraints of their stack. The whole project was handed off to the client for the in-house development team to continue. 

04

conclusion

The biggest challenge was the scope of delivery. Due to the unique way in which the commercials were handled, project scope was determined without the involvement of SME which led to an extremely truncated project timeline and less than optimal team structure. However, as a project team, we were able to pull together through collaboration and communication a 14-week sprint deliverable. Our concepts and execution were validated through user testing and we handed over a comprehensive set of production-ready visuals and a scalable design system for Aviva to continue developing.

More importantly, we were able to design a product which would have a meaningful impact on people’s financial wellbeing whilst solving a core business need. Coupled with very positive feedback from the client, including an NPS of 9, this project was a resounding success. 

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