—01

GSK

BI dashboard

Support drug selling campaigns by improving access and data analysis from different sources, transforming it into insights and understanding the South America market behaviour after lauching product campaigns.

— MY ROLE

Design workshop facilitation, user reseach, prototyping, UI design, planned and ran usability tests and improved the prototype according to the users’ feedbacks. 

— OUTCOME

A hi-fi prototype o a BI dashboard which, in addition to facilitating the insight-generation process of the commercial team, also help them organizing and automating daily duties.

— END USERS

GSK has a BI team, the heart of its marketing strategy. They used to analyze drug selling data from different sources using an outdated system, making hard the data consolidation, the quick decision making and delivering an unprecise result.

— COMPETITIVE MARKET

Even though GSK had been working with an obsolute tool, they have gauged the top revenue among its competitors. However, this scenario can change as its competitors have been investing on powerful tools to conquer the market. 

Even though GSK had been working with an obsolute tool, they have gauged the top revenue among its competitors. However, this scenario can change as its competitors have been investing on powerful tools to conquer the market. 

Pfizer, for instance, uses Tableau to have the power of data whereas Novartis has been working on their own analytics platform since 2015. 

— WHY BUILDING AN

    ANALYTICS PLATFORM?

Data is the new oil. The pace and how you get it, could be the game changer. Moreover, it gives an understanding of the market to gain competitive advantage.

 

Among other areas, sales and marketing can be highly benefited from an accurate data analysis to understand customer behavior, the impact of its campaigns and customer retention.

Over the past few years, digital healthcare has grown exponentially. The amount of data collected by the industry has increased by almost 50% every year. It is set to continue its substantial rise as computing services become more powerful and cost-effective.

THE WORKSHOP

The starting point was a pre-game meeting to understand the scope of the project. The conversation provided inputs to plan a five days workshop with the most appropriate techniques.

DAY 1

— Experts Interview

Senior GSK professionals from different areas and countries were interviewed to uncover their needs and assumptions about the product. By reformulating problems using a HMW questions, we were able to envision potential solutions ahead.

— Alignment Matrix

In order to get better understanding of the problem, we followed up with the alignment matrix, a powerful tool to discuss certainties, assumpions and doubts about the project.

DAY 2

— Stakeholders map

Having an overview about certainties, assumptions and doubts we were ready to define who were the stakeholders, build a strategy blueprint, personas, list of features and user journey map.

— Strategy blueprint

The goal was to understand what was the main challenge, aspirations, outcomes (KPI's), guiding principles, focus areas and activities.

— Personas

Based on the group knowledge about users, it was requested to each participant to create two pro-personas to present individually for the whole group. After the presentations, each particpant voted using dot votes on the persona that better represented the potential user of the product.

— Features

In order to define the features to solve Roberlif's needs, by using user stories, we turned questions into features, making sure that all features were aligned with the end-user perspective. Several features were generated to be used later on the business and technical review canvas.

— User Journey map

Knowing the persona and his needs, we built the journey map, synchronizing touch-points with the product to create a seamless user experience. 

DAY 3

— Business & technical review

The dev helped us to envision the feasibility of each feature by measuring the value for the user x value for the business.

Having a combination of minimum features priotized, the first MVP was defined to validate the business hypotheses. Features placed on the squares 3 and 4 were added to the product backlog.

— Ideation in 4 steps

The ideation in 4 steps was the starting point to make ideas tangible. Each particpant presented their sketches in a 2min. pitch session. The most voted were used to build the final storyboard.

DAY 4

— Moodboard & styleguide

— Hi-fi prototype

Having defined the storyboard, a hi-fi prototype was built to be used in the usability tests.

DAY 5

— Usability tests

In order to observe real users interacting with the prototype to assess its effectiveness, four users from different areas in GSK (marketeers, sales and BI) were recruited.

Using the interactive prototype and Loom to record the test,  the tasks were tested in a contextual scenario.

OUTCOME
Although most of the users found the dashboard easy to understand, details such as font size, labels and color code to identify channel mix could be improved. These issues raised were fixed right after the test.

— SHOWCASE & DELIVERY 

The results were presented remotely to senior managers and GSK deciders. As delivarables, a detailed report containing images, content produced during the workshop sessions, the link to the interactive prototype and usability test as well as its results was built and shared via google slides. It made a great impression, giving permission to follow up with the development phase.

NAME / JOB / TITLE

— CONTACT

Stef Carvalho

Brasília - Brazil

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If you want to learn more about a specific project, feel free to say hello.

Stef Carvalho

Brasília - Brazil

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