Improved tool usage from 40% to 48%

CSR Assistant

Enterprise app redesign, rebuilt employee trust and improved usage by nearly 10% over six months.

My Role

Senior Product Designer
Sr. Product Designer

Contribution

  • Led daily mini workshop with stakeholders, and former CSRs to define UX stories

  • Owned the design roadmap, and handed it off to the development team

  • Created design system, component library and designed screens and interactions for more than 50 stories from discovery to final release.

  • Came up with the concept "Finding Diamonds" for the user adoption campaign to launch the app; earned boost in usage

Client

As Avanade employee

Profile

Project Profile

Leading Chemical Manufacturer

Global Chemical Manufacturer

Business Workflow Application

Business Workflow Application

Enterprise Software

Enterprise Software

Background

Why did it matter?

A global leader in chemical manufacturing urgently needed to enhance their digital catalog experience to stay competitive.

Frustrated high-value corporate accounts highlighted inconsistent customer service as a major issue. Employee inefficiencies and rising technology costs jeopardized their digital buying strategy.

Dow Customer Service Representatives (CSRs) struggled with outdated tools, causing operational chaos. Previous attempts at improvement fell short. Our expert team introduced a groundbreaking solution that transformed the workplace experience and ensured flawless customer interactions.

Problem Statement

A complex and poorly integrated applications eroded employee trust in enterprise tools.

As a Customer Service Representative(CSR), I need to quickly identify which orders require action, so I can resolve issues without scanning through overwhelming amounts of irrelevant data.

user experience

High

Cognitive Load

CSRs managed more than 7 apps, files, and windows at once

Low

Consistency & Standards

Data was outdated and unreliable. User typlically used homegrown workarounds

Low

Work tool usage

Didn't fit on mobile screens or laptops.

business drivers

Costs

Train & Mentor

Onboarding so complex it required 90 day employee mentor program & training.

Risk

Brand deterioration

Silos, tribal knowledge, work tools not fit -> unmet customer expectations.

< 40%

Usage Rate

Number of users below average for enterprise software

Problem Statement

A complex and poorly integrated applications eroded employee trust in enterprise tools.

As a Customer Service Representative(CSR), I need to quickly identify which orders require action, so I can resolve issues without scanning through overwhelming amounts of irrelevant data.

user experience

High

Cognitive Load

CSRs managed more than 7 apps, files, and windows at once

Low

Consistency & Standards

Data was outdated and unreliable. User typlically used homegrown workarounds

Low

Work tool usage

Didn't fit on mobile screens or laptops.

business drivers

Costs

Train & Mentor

Onboarding so complex it required 90 day employee mentor program in addition to 30 day training.

Risk

Brand deterioration

Silos, tribal knowledge, work tools not fit created inconsistent customer expectations that caused complaints

Wasted $$

app usage < 40%

Number of daily license uses below average for enterprise software

Real world cocstraints

Behind the Scenes

These are some of project and work challenges that I had to adapt to.

Onboarding Challenge
Onboarding Challenge
Onboarding
Challenge

Very quick ramp up; multiple team reorgs

Legal
Constraints
Legal
Constraints
Legal
Constraints

Client blocked access to users for research or testing

Complex System
Super Complex
System
Super Complex System

10's of thousands of data points, more than 21 APis

My approach:

My approach

Collaboration

I was the bridge for cross-functional teamwork

Meetings with the data team inspired information architecture, meanwhile meetings with analytics team helped me build the acceptance criteria.

Design Thinking

I found patterns in unconventional signals

First-hand experience learning process -> understanding & empathy for users; Practical conversations with managers -> gather data on worker mind set

Creative Research

I challenged contrants with curiosity

Applied resillence when challenged; Resourcefulness to measure impact; Inspired confidence & showed leadership

Resulting Insights:

CSRs lost trust in internal tools. Tool usage rate was low and the tool experience made work more complex. Users then created workarounds.
Repeated fails of past tool redesigns reduced user trust in company tools.

Users created workarounds instead of using company tools causing the user base to be spread thin over many solutions. As a result, software license usage was low and there was lots of wasted expense.

Wasted time + money

68%

Ramp Up
Delay

Only 42% CSRs could meet performance quota after 30 day training, so I came up with a metric to describe that pain point. "Ramp up delay"

68% needed ~90 day mentoring program to reach proficiency.
Cost: +$400K - $600K annually to extend mentoring plus delayed worker readiness.

68%

Wasted time + money

Ramp UpDelay

Wasted time + money

68%

Ramp Up
Delay

Only 42% CSRs could meet performance quota after 30 day training, so I came up with a metric to describe that pain point. "Ramp up delay"

68% needed ~90 day mentoring program to reach proficiency.
Cost: +$400K - $600K annually to extend mentoring plus delayed worker readiness.

68%

Wasted time + money

Ramp UpDelay

Wasted time + money

68%

Ramp Up
Delay

Only 42% CSRs could meet performance quota after 30 day training, so I came up with a metric to describe that pain point. "Ramp up delay"

68% needed ~90 day mentoring program to reach proficiency.
Cost: +$400K - $600K annually to extend mentoring plus delayed worker readiness.

68%

Wasted time + money

Ramp UpDelay

Customer facing

High

Response
Variance

Unclear system feedback forced CSRs to improvise rather than follow consistent patterns.

Multi million dollar commercial customers complain about inconsistent answers across support interactions. (i.e. Johnson & Johnson, General Mills, Exxon Mobile)

Customer facing

High

Response Variance

Customer facing

High

Response Variance

Unclear system feedback forced CSRs to improvise rather than follow consistent patterns.

Multi million dollar commercial customers complain about inconsistent answers across support interactions. (i.e. Johnson & Johnson, General Mills, Exxon Mobile)

Customer facing

High

Response Variance

Customer facing

High

Response
Variance

Unclear system feedback forced CSRs to improvise rather than follow consistent patterns.

Multi million dollar commercial customers complain about inconsistent answers across support interactions. (i.e. Johnson & Johnson, General Mills, Exxon Mobile)

Customer facing

High

Response Variance

Tool Sprawl

3 Tools

Decision
friction

Fragmented solutions increase cognitive load and consistency.


Workarounds, duplicated effort, swivel chair and inconsistent UX, I found many user licenses not being used. Usage rate lowered to below 40% (Which is the industry standard for enterprise tools - Source).

Tool Sprawl

3 Tools

Decision friction

Tool Sprawl

3 Tools

Decision Friction

Fragmented solutions increase cognitive load and consistency.


Workarounds, duplicated effort, swivel chair and inconsistent UX, I found many user licenses not being used. Usage rate lowered to below 40% (Which is the industry standard for enterprise tools - Source).

Tool Sprawl

3 Tools

Decision friction

Collaborative bridge

Design Thinking

Creative Research

My approach

Designed to reduce cognitive load & restore confidence

Design esign to reduced cognitive load & restore confidence

I designed a system to reduce cognitive load & restore confidence

Challenge

Tools were redesigned. Workflows were not.

Problem Signal

Redesigns failed because they added tools without fixing how users actually worked. Ignoring real user needs led to more tools, more workarounds and less trust.
Redesigns failed because they added tools without fixing how users actually worked. Ignoring real user needs led to more tools, more workarounds and less trust.
Redesigns failed because they added tools without fixing how users actually worked.

Ignoring real user needs led to more tools, more workarounds and less trust.

Key Design Decisions

I built a design system based on Dow's brand themes: collaboration and "Human Element"

I identified design patterns to simplify decision making and restore consistency.

I created design patterns to simplify decision making and restore consistency.


I expressed a design Intent:
Add flexibility for more use cases & enable user customization

I directed design Intent to focus strategy:
1) Add flexibility for more use cases
2) Enable user customization

Settings panel screen

I structured interactions to support
multi-step flows on various screen sizes

interface support for 3 device types

Results

a majority of employees gave satisfied responses on post launch survey

a majority of employees gave satisfied responses on post launch survey

Amajority of employees gave satisfied responses on post launch survey

86% of CSRs said
86%
CSRs said

"information in the new application creates more agency."

82% of CSRs called it
82%
CSRs called it

"a simple user interface to manage desk activities.

  • 86% CSRs said

    "information in the new application creates more agency."

  • 82% CSRs called it

    "a simple user interface to manage desk activities.

Challenge

Too Many Tools. Not Enough Clarity

Problem Signal

Problem Signals

  • Small niche of global users spread across 4 similar tools.
  • Each tool used < 40% daily usage.
  • Cluttered desktop with many apps open, inconsistent screen controls, low trust in data.
  • Small niche of users spread across 4 similar tools.
  • Tool license used < 40% daily.
  • User feedback

"Too many apps, its confusing"
"Similar tool inconsistent controls"
"I don't really trust in…"

Key Design Decision


I designed fit into a all of these screens and it integrated with various modern use case scenarios.

I designed fit into a all of these screens and it integrated with various modern use case scenarios.


I designed fit into a all of these screens and it integrated with various modern use case scenarios.

Key Design Decision

My design was a screen companion it connected the other applications and fit multiple screen sizes.

  • Hybrid
    Worker

    Second screen mobile

    Hybrid worker uses her phone as a part of the system. Often she starts tasks on 1 device and continues them on another.

    "I need persistent experiencer and controls so that I can work faster and consistently."

  • Remote
    Worker

    Laptop screen

Single tool fits many user needs

Mulitple devices

As a CSR working across mobile and desktop, "I need synced guidance so I can learn faster and work confidently."

Hands-free companion

Dual monitor work station

Remote Worker

A hybrid CSR, user her phone as a part of the system. If she is by her computer it is like second screen, but often she starts tasks on 1 device and continues them on another.

Her workspace customization are persistent between her phone and her laptop. The consistency has changed the way she uses the other tools now.

View this screen

Single tool fits many user needs

Mulitple devices

As a CSR working across mobile and desktop, "I need synced guidance so I can learn faster and work confidently."

Hands-free companion

Dual monitor work station

Remote Worker

A hybrid CSR, user her phone as a part of the system. If she is by her computer it is like second screen, but often she starts tasks on 1 device and continues them on another.

Her workspace customization are persistent between her phone and her laptop. The consistency has changed the way she uses the other tools now.

View this screen

Results

Before

Usage below 40% monthly active users.

After

Daily usage ↑ 8% 6 week after launch

Daily usage ↑ 8%
6 weeks after launch

Daily usage ↑ 8%
6 week after launch

Challenge

Problem Signals

Difficult systems → inconsistent action

Problem Signal

Problem Signals

Unblocking orders was a frequent high friction workflow.
  • identify blockers = high cognitive load (40+ codes to recall)
  • the analysis process involved identifying the code across tons of data that locally saved on to spreadsheets
  • the resolving action was inconsistent and it was human triggered

  • identify blockers = high cognitive load (40+ codes to recall)

  • the analysis process involved identifying the code across tons of data that locally saved on to spreadsheets

  • the resolving action was inconsistent and it was human triggered

"I had to learn these codes in order to design screens, and it was hard to learn and hard to manage."

  • Rodney Echols, UX/UI Designer

"I had to learn these codes in order to design screens, and it was hard to learn and hard to manage."

  • Rodney Echols, UX/UI Designer

"I had to learn these codes in order to design screens, and it was hard to learn and hard to manage."

  • Rodney Echols, UX/UI Designer

I created a model to remembering the blocker codes.
I created a model to help myself learn the blocker codes.
I integrated own my model as one of the key features in the screen design
Here is why this screen worked
Exception Alert Types

Alert types help CSRs prioritize how urgent, how complex and how costly a blocker can be for their customer;

Instantly focus decision making

Level of Impact Order/Item

The scope of the problem could be used as a filter, (i.e. Single item impacted or Order level impacts multiple items);

Reduce noise on screen with a click

Blocker codes visualized

Symbols reduce the amount of information on the screen;

Single screen = multiple sources of data, applications, etc.

Tooltip Identifiers

Short summary of the exception alert:

Reduces the reliance on human recall

Order Status

Stage the order provided context for the CSR;

Understanding of context of the situation

1
2
2
3
4
5

Order screen with orders

Results

75% reduction in visible data

  • 5-6x faster to scan

  • 3-4x fewer visual elements to process

  • Decision-ready on a single screen

  • 1 data model = Consistent analysis

  • 5-6x faster to scan

  • 3-4x fewer visual elements to process

  • Decision-ready on a single screen

  • 1 data model = Consistent analysis

Daily usage ↑ 8%
6 week after launch

Outcomes

Results

Simplifying complex work = Reduced training needs cuts $600K in costs/ 8% unused user license = $4 million in expenses
Solved previous fails

Neglected user input → tool sprawl
→ dispersed users

= tool usage < 40%

Restored Employee trust

Employee survey showed new design fulfilled 86% user expectations

75% less data

Focused screen views, confident decisions, measured impact

Usage ↑8%
in 6 months.

Designed an integrated system, focused usage and reduced waste

Led 50+ stories 14 months
for Research,UX and Design over as Senior Product design

Led 50+ stories over 14 months for Research,UX and Design as Senior Product designer

Led 50+ stories 14 months
for Research,UX and Design over as Senior Product design

User Adoption Campaign

Created the Finding Diamonds concept and built incentivized interaction

Forward Thinking

Design prototype for an automated supply chain dashboard.


Agile Dev Handoff
Agile Dev Handoff

Key decisions such as assets, defining support and design feasibility

Owned key decisions such as choosing the Font library, defining browser support and

Rodney Echols | Staff Designer
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Rodney Echols | Staff Designer
About
Designer Profile
Staff Designer | Human Touch High Impact
Case Study
Design decisions protect NPS
National Airline | Customer Experience Engine
Rodney Echols | Staff Designer
🔥 Browse all projects >>