Company: Publicis Sapient | Client: Walmart | Role: Experience Design
Background
My role on the Walmart project was UX designer and given my tenure on the work I was able to expand my Experience Strategy capabilities. As a long-term account for PS the design team worked on and had visibility into all aspect of Walmart Canada digital products, from Cart and Checkout, to App to Browse/Shop and Grocery and beyond.
Nearing the end of my time at Walmart I was placed in a role where I was able to estimate team-wide design deliverables and strategy and lead several design squads in an agile environment. Our work was planted in Walmart business objectives and we were able to create a seat at the table for experience within the organization and help form objectives with experience in mind.
Walmart was a long term project for me, staying with the account for over a year. Our objectives were initially to reimagine the Cart and Checkout experience, but our team was tasked with working on all digital work for Walmart Canada and so our scope was determined by business objectives and goals for the fiscal year. Among many other pieces of work a few I focused on were the Cart and Checkout experience, Walmart Grocery, Payments integration, Account and Fulfillment features.
Process
This case study will focus on one of the projects I was a part of within the Walmart digital space; the Cart and Checkout Redesign. After a series of initial stakeholder interviews to establish the core problem space, we started planning what was needed further from a research and strategy perspective before we could get into detailed design. To kick this off we hosted and facilitated a week-long google style Design Sprint workshop with Walmart with the goal of bringing the entire creative team together with product and development to map out a new end-to-end Cart and Checkout experience.
In the Design Sprint, the creative team was split into groups to go through sketching and ideation sessions, followed by a walk-the-wall with the product team where feedback and discussion about the designs took place. After the flow was mapped out, the teams split up to create a fully clickable prototype using the new ideas and designs the groups came up with.
The prototype was to be tested in the last few days of the Sprint with rapid synthesis to iterate and improve the new redesigned CXO experience. We had two rounds of user testing conducted by our team in January giving us new opportunities with an end-to-end iterated prototype.
Closing thoughts
The workshop was such a great way to get the team excited about new work and all on the same page, and ideating together. I was so thrilled to get to stretch my experience strategy skills in a way that was collaborative and needs based. These processes, findings and outputs were going to then be used start a holistic design system with a governance model that promoted reusability, consistency and flexibility with the intention of hosting another set of workshops with the design and development teams to create a shared language and organizational model between these two groups.
