DIGITALISATION Q2 2021 1
DIGITALISATION@HANDELSBANKEN ”Don't start with th
e solution.” Linn Blomgren, UX designer, on development work at Handelsbanken. A fter a year at the Bank, Linn Blomgren has seen her team of designers in app development double in size. The UX role is becoming more and more in demand, which she interprets as a clear shift towards working the Handelsbanken way, focusing on what is important for customers. As well as with a clear path towards achieving goals and with decentralised responsibility. “I think it’s very important to understand why we do things from a strategic perspective,” says Linn Blomgren. “It is human nature to want to get going and form a solution as soon as possible, but it is important to take a step back and really look at the need or the problem, in order to ensure that the solution we develop creates genuine value for both the customer and the Bank. For me, it’s a matter of shifting focus from output (delivery) to outcome (benefit),” she continues. “In other words, the value of what we do is measured in terms of the benefit we create, and not the number of things we develop.” An example of this could be a specific function wanted on the mobile app. Focusing too much on the service itself – i.e., the solution – may mean that one misses a way of solving the actual, underlying need in another, more suitable way. In order to develop the best possible solution for the need or the problem, teamwork is also needed, bringing in many other areas of expertise. Linn Blomgren names the teams distinct competencies as critical, such as back-end developer, front-end developer, UI designer, UX designer, tester, but also highlights the importance of contact with other experts on specific matters. “Our team has an outstandingly high level of expertise,” she says. “Some very talented, innovative and motivated people, experts in fields such as app development, who know how to create a user-friendly solution, the technical requirements needed, and not least how we involve the customer in development in the most optimal way. Therefore, it’s also important to ensure they have the mandate to perform to the best of their abilities. Both so that the solution really turns out well for customers and the Bank, and to generate a greater level of motivation in the team. We have talked about this a lot – about how we can succeed in this area to an even higher degree. How can we best harness the experience, knowledge and expertise of our competent, creative colleagues?” Of course, the aim of decentralised responsibility is nothing new for Handelsbanken. It is also a critical part of our way of working according to a lean-agile philosophy, and in accordance with the SAFe 22 HANDELSBANKEN 2