There’s a stark difference between a system that works for the business and one that works for the user. In the rush to meet operational goals, many organisations create labyrinthine processes that, while functional on paper, frustrate and confuse the people they’re meant to serve. This is especially true in industries where systems manage many users, high-stakes scenarios, or highly technical interactions.
That being said, complexity doesn’t have to mean complication. I've experienced first-hand that thoughtful, user-centred design can transform unwieldy systems into intuitive, effective tools.
Self-service solutions are a good lens through which to view this. These systems often start with the best intentions. They aim to reduce operational overhead, empower users, and provide faster resolutions. Yet, without a deep understanding of the user journey or needs, they quickly become a source of frustration rather than relief.
Understanding the problem
When I tackled self-service design in a past project, the initial user interviews painted a bleak picture. Customers described feeling “lost,” “frustrated,” and even “abandoned” when trying to navigate processes meant to help them. Pages of FAQs weren’t the solution. They were just another layer of confusion.
To address this, the first place to start was always mapping the as-is journey. Where did users stumble? What language caused misinterpretation? What scenarios were they encountering that weren’t accounted for? This wasn’t about assuming we knew the answers. It was about listening.
In one instance, while working at a major utility provider, users needed to triage supply service issues in one case. However, the system’s design didn’t distinguish between what was the user’s responsibility and what was the company’s. People spent hours navigating these ambiguities, leading to high contact centre volumes and low satisfaction scores. The insights gained through interviews and usability tests gave a clear directive: remove the ambiguity.
Prototyping for clarity
The solution involved stepping back and designing for the user’s real-world context. Part of the solution was to develop an interactive prototype that simplified decision-making, and could be tested with users for rapid feedback and iteration:
- Scenario-based design: Instead of assuming users knew technical terms, options were framed in plain language based on scenarios they’d recognise, like “No supply at all”.
- Guided navigation: Each step was built to lead logically to the next, with clear, actionable instructions. If the issue wasn’t the company’s responsibility, users were given contact details for the appropriate authority.
- Real-time feedback: Error messages weren’t generic. They were specific, actionable, and empathetic.
The results were tangible: fewer abandoned journeys, reduced call centre volumes, and customers who felt in control of their situation.
Mapping for empathy
In a separate project, a client’s internal teams struggled to understand how users experienced their services. Without a clear view of pain points, fixes were scattershot and ineffective.
The journey maps created served two purposes:
- Document the current experience: By bringing cross-functional teams and user data into workshops, a comprehensive view of what users went through at every touchpoint could be gleaned, from initial contact to problem resolution. It was a visualisation of user emotions, expectations, and frustrations.
- Define the ideal state: The to-be maps created next showed how the process could work if designed with the user at its centre, and provided actionable insights for redesigning systems, aligning them with user needs and business goals.
Systems that respect the user
Simplifying systems is about respecting the user’s time and intent, and ultimately gets us to a place where we have systems that anticipate needs, provide clarity, and reduce friction to build trust.
The impact of this streamlines operations, reduces costs, and builds long-term loyalty.
For me, it reinforces that complexity should never be an excuse for making users do the heavy lifting.
If this has struck a chord with you, and you'd like to talk content strategy, user experience, and digital strategy, then please get in touch.