GenAI Qnowledge
GenAI Qnowledge
GenAI Qnowledge
Improved GenAI knowledge tool adoption from low satisfaction to 30,000+ employee rollout, delivering 1-4 hours saved per employee/week and 74% increased effectiveness. Partnered with Product, Design, and Engineering to prioritize auto-sync features ahead of MVP.
Improved GenAI knowledge tool adoption from low satisfaction to 30,000+ employee rollout, delivering 1-4 hours saved per employee/week and 74% increased effectiveness. Partnered with Product, Design, and Engineering to prioritize auto-sync features ahead of MVP.
The Problem
A rush to transform internal processes with bespoke GenAI products lead to low adoption due to a mismatched feature set and a cumbersome onboarding process.
The Problem
A rush to transform internal processes with bespoke GenAI products lead to low adoption due to a mismatched feature set and a cumbersome onboarding process.
The Solution
A GenAI knowledge management tool that synthesizes project documents to help teams gather insights and create deliverables faster.
The Solution
A GenAI knowledge management tool that synthesizes project documents to help teams gather insights and create deliverables faster.
The Impact
Saved teams 1 – 4 hours per week, resulting in 72% employees feeling more joy at work, and 74% feeling they were more effective and efficient.
The Impact
Saved teams 1 – 4 hours per week, resulting in 72% employees feeling more joy at work, and 74% feeling they were more effective and efficient.
MY ROLE(S)
Design Director
TEAM STRUCTURE
Head of Product
Head of Technology
Design Director
3x Product Designers
3x UX Researchers
3x Consultants
SKILLS DEMONSTRATED
Product Strategy
UX Research
Product Design
UX Leadership
Change & Comms
Product satisfaction was low but before I could truly understand why, I had to get more teams using the tool.
Product satisfaction was low but before I could truly understand why, I had to get more teams using the tool.
Product satisfaction was low but before I could truly understand why, I had to get more teams using the tool.
To onboard new teams FAST I ran demo sessions, created user guides and drafted automated comms that guided users through set-up.
If all of that failed, I set-up support sessions to troubleshoot issues with teams who hadn’t used the tool within a week.
This all contributed towards launching ~50 pilot teams in 2 months.
To onboard new teams FAST I ran demo sessions, created user guides and drafted automated comms that guided users through set-up.
If all of that failed, I set-up support sessions to troubleshoot issues with teams who hadn’t used the tool within a week.
This all contributed towards launching ~50 pilot teams in 2 months.
I found that the cumbersome document upload process was a huge barrier to adoption, so I ensured the auto-syncing capability was re-prioritized.
I found that the cumbersome document upload process was a huge barrier to adoption, so I ensured the auto-syncing capability was re-prioritized.
I found that the cumbersome document upload process was a huge barrier to adoption, so I ensured the auto-syncing capability was re-prioritized.
Week after week my testing revealed that adoption was low because the answers provided referenced outdated information.
After diving into their builds, I discovered that files were uploaded in the first week but never after that. This confirmed for me, that launching without auto-sync capabilities would be disastrous for adoption.
Through evidence backed discussions with Product, Engineering, and Senior Stakeholders, I managed to get auto-sync and auto-format tagging reprioritized and launched ahead of the MVP.
Week after week my testing revealed that adoption was low because the answers provided referenced outdated information.
After diving into their builds, I discovered that files were uploaded in the first week but never after that. This confirmed for me, that launching without auto-sync capabilities would be disastrous for adoption.
Through evidence backed discussions with Product, Engineering, and Senior Stakeholders, I managed to get auto-sync and auto-format tagging reprioritized and launched ahead of the MVP.
I redesigned the onboarding flow to increase understanding of the tool, removing the need for intensive demo sessions, enabling testing to scale without impacting users.
I redesigned the onboarding flow to increase understanding of the tool, removing the need for intensive demo sessions, enabling testing to scale without impacting users.
I redesigned the onboarding flow to increase understanding of the tool, removing the need for intensive demo sessions, enabling testing to scale without impacting users.
My findings indicated that users weren’t understanding Q’s unique capabilities, and were largely assuming it was the same as Chat-GPT.
I pitched for a more conversational onboarding experience to be built but time constraints lead me and our Product designer to update the graphics and UserFlow steps to instill the uniqueness of Q without requiring dev hours.
My findings indicated that users weren’t understanding Q’s unique capabilities, and were largely assuming it was the same as Chat-GPT.
I pitched for a more conversational onboarding experience to be built but time constraints lead me and our Product designer to update the graphics and UserFlow steps to instill the uniqueness of Q without requiring dev hours.
I knew differentiation from Chat-GPT was important, incorporating multi-agent responses gave us the answer.
I knew differentiation from Chat-GPT was important, incorporating multi-agent responses gave us the answer.
I knew differentiation from Chat-GPT was important, incorporating multi-agent responses gave us the answer.
My testing uncovered that users had already built new workflows based on uploading and querying files uploaded into Chat-GPT.
I took a framework diagram from our Head of Product, turned it into a quick wireframe, then led the team in designing a way to drive engagement through this multi-agent approach.
The new side-panel enabled users to uncover useful insights from multiple sources with each query. Providing a unique feature that extended the capabilities of our teams.
My testing uncovered that users had already built new workflows based on uploading and querying files uploaded into Chat-GPT.
I took a framework diagram from our Head of Product, turned it into a quick wireframe, then led the team in designing a way to drive engagement through this multi-agent approach.
The new side-panel enabled users to uncover useful insights from multiple sources with each query. Providing a unique feature that extended the capabilities of our teams.
Adoption across the Org required targeting new user profiles, and building new features. I led an ideation workshop to create 3 new concepts to meet these new user needs.
Adoption across the Org required targeting new user profiles, and building new features. I led an ideation workshop to create 3 new concepts to meet these new user needs.
Adoption across the Org required targeting new user profiles, and building new features. I led an ideation workshop to create 3 new concepts to meet these new user needs.
I planned and facilitated a co-creation workshop with our Execs, Head of Product, Design, Engineering, and Comms teams to ideate on future capabilities for Q.
I led the team through our research findings, a service blueprint of the current project lifecycle, an idea generation activity, and a mock pitch.
This led us to prioritize 3 concepts that enabled teams to constantly validate hypothesis in real-time, quickly build proposals based on past work, and enhancing client relationships by tailoring outreach based on the latest industry trends.
I planned and facilitated a co-creation workshop with our Execs, Head of Product, Design, Engineering, and Comms teams to ideate on future capabilities for Q.
I led the team through our research findings, a service blueprint of the current project lifecycle, an idea generation activity, and a mock pitch.
This led us to prioritize 3 concepts that enabled teams to constantly validate hypothesis in real-time, quickly build proposals based on past work, and enhancing client relationships by tailoring outreach based on the latest industry trends.
My work resulted in saving teams 1 – 4 hours per week, resulting in 72% of employees feeling more joy at work, and 74% feeling they were more effective and efficient when using the MVP.
My work resulted in saving teams 1 – 4 hours per week, resulting in 72% of employees feeling more joy at work, and 74% feeling they were more effective and efficient when using the MVP.
My work resulted in saving teams 1 – 4 hours per week, resulting in 72% of employees feeling more joy at work, and 74% feeling they were more effective and efficient when using the MVP.
LEARNINGS & REFLECTIONS
LEARNINGS & REFLECTIONS
LEARNINGS & REFLECTIONS
In large legacy organizations, [aka far too many stakeholders] feature inertia can settle in, making it critical for Designers to relay user sentiment to drive prioritization.
In large legacy organizations, [aka far too many stakeholders] feature inertia can settle in. Making it critical for Designers to relay user sentiment to drive prioritization.
In large legacy organizations, [aka far too many stakeholders] feature inertia can settle in. Making it critical for Designers to relay user sentiment to drive prioritization.
Trying to appease everyone can lead to a product spending 'too long in the oven' resulting in bloat and low satisfaction. Then Chat-GPT will connect to your Org's files making your tool obsolete.
Trying to appease everyone can lead to a product spending 'too long in the oven' resulting in bloat and low satisfaction. Then Chat-GPT will connect to your Org's files making your tool obsolete.
Trying to appease everyone can lead to a product spending 'too long in the oven' resulting in bloat and low satisfaction. Then Chat-GPT will connect to your Org's files making your tool obsolete.
If UXR insights aren't easily digestible or shared with Engineering and Product teams, they will have no impact on the end product whatsoever.
If UXR insights aren't easily digestible or shared with Engineering and Product teams, they will have no impact on the end product whatsoever.
If UXR insights aren't easily digestible or shared with Engineering and Product teams, they will have no impact on the end product whatsoever.
