Numerous technology systems, creating experience fragmentation
For many insurance carriers, a lack of standardized and centralized UX and UI technologies translates into less efficient design and development. When these tech components are inconsistent, teams cannot benefit from lessons learned or achieve speed through reuse; this leads to an overabundance of components with minor variations and high delivery and maintenance costs.
As a result, technology execution fails to reflect the intended design vision for everything from minor visual aesthetics to significant product interaction features. Ultimately, the overall brand suffers because of the fragmented, inconsistent user experiences.
A design system as a product for products
In tandem with re-evaluating the operating model, organizational mindset and processes, insurers must have a centralized design system and treat it as a product.
Companies can centralize and standardize the design system, and make sure that the design and technical components stay relevant, by treating it like a product. The design system should be assigned a corresponding product team, governance structure and processes. This means adherence to a defined tool set, process and taxonomy for system updates and maintenance, as well as onboarding new Agile teams. Leaders should consider the following categories of tools when setting up their processes: documentation, design, file management and prototyping.
The governance team will need to plan for any major updates or proposed changes to the system from the Agile teams, as the Agile teams will likely vary in maturity from team to team.
A design capacity model for innovation at scale
Scaling the design team to address organizational demands for features in a cost-effective way is paramount to ongoing program delivery. Leveraging integrated onshore/offshore design talent allows teams to work more effectively and cost-efficiently for carriers, allowing the teams to accelerate the process and make the most effective use of design resources.
Ideally, distributed onshore and offshore design teams will work in similar ways to programs operating under a Scaled Agile Framework. Specifically, more senior, centralized resources onshore and offshore oversee the work conducted by design team members sitting in Agile teams and help enable communication across the program. A centralized design system helps teams monitor that established patterns and repeatable methods are employed in the design of new features, while daily cross-location stand-ups and weekly program-design critique sessions help teams achieve overall design cohesion (see Figure 7).
Figure 7: Illustrative collaboration window