In 2010, a large Asia-based bank launched an effort to improve the banking experience for its customers, with two parallel goals: consistently provide excellent service and streamline operations. The bank scrutinized processes like replacing lost ATM cards, examined operations such as its call center, interviewed customers about banking experiences, and used Lean methodology. The bank made important progress, but the improvements were scattered and didn’t reflect a cohesive strategy. Senior executives realized the bank needed a comprehensive approach that its 22,000 employees could use to create a consistent, customer-centric banking experience across all 18 markets.

In early 2013, bank executives attended a design conference where LUMA presented its system of 36 human-centered design methods, which are grouped into three key design skills – Looking, Understanding and Making. The bankers felt the system offered a simple, flexible and intuitive way to create the customer-centric approach they envisioned. The bank trained top leadership, mid-level product managers and channel managers, then senior managers. The next year, the bank trained dozens more and the CEO gave top managers a challenge: undertake 100 projects, each starting with Looking, Understanding and Making, to improve specific aspects of customer experience as customer journeys with the bank.

So far, the bank has trained 1,800 employees and has 250-300 customer and employee experience projects in progress, all starting with Looking, Understanding and Making. Take a mortgage as an example. Before, the bank would have focused on the process — application, review, approval or denial. As a customer experience journey, a mortgage becomes much more: “If you focus just on the home loan, that limits our value proposition. If we said ‘Our customer wants to get a home and how can we help our customer get a home?’ then it also allows the bank to create new value propositions and collaborate with partners about the logistics, insurance, whatever it is. That’s where the new opportunities for banks are.” The improved customer experiences have created a more efficient way to work, resulting in cost savings for the bank.