The Brazilian bureaucracy to open a digital bank turns out to be very complicated, that's why the product offers ease in skipping bureaucratic steps, and the customer ends up having only the effort to have their identity applied in the application. In addition, our differential is to create a feature for each customer's desire. Therefore, apart from the essential elements a bank has, they can differ depending on their market.
The product helps companies by making it easier to pay salaries and other benefits in one place.
Problem: How to make a white label product and serve multiple customers from a product born from a specific customer?
One of the biggest challenges of this product is that the White Label Banking was created from a client and their requirements, so our flow was based on it. Based on his requests, we shaped the experience and adjusted it to the way he demanded. The result is that when making a delivery that should have been White Label, in the end, it wasn't so much because of some obstacles:
- Some experiences of our product Core flow were thought only for users of that specific customer, making it not the best for others analyzing the results of customer feedback and reviews from APP Stores.
- Time was too short for so many features, which ended up impacting the End-to-end: many steps were skipped, such as user surveys, Discovery and Design Sprints.
- Within a short time, everyone was impacted, which included the developers, and the result was that some components were hard coded, making it impossible to be openly customizable.
- Lack of documentation and organization: With the product being launched in a hurry, there was no documentation, which ended up impacting the creation of new features and components.
Design process
When we launched the product, we saw that our customers and users were dissatisfied with the result, so we sat back and saw our mistakes. We understood we would have to take steps back if we wanted our product to improve.
One of the things we tried to do before the product was born was to make Design Sprints, those one week that everyone knows. It turns out that it was almost impossible because there were so many people. Therefore, Vizir was a perfect fit for Lean Inception, the collaborative workshop to align people on the minimum viable product to be built. Instead of 5 days, we use two for a considerable six-part discussion:
