Isobar is 6,500 people in 85 locations across 45 markets globally, united as one. Our mission is to transform businesses, brands and people's lives with the creative use of digital.
Hungary's leading telecommunications company providing integrated TV, landline, internet and mobile services with more than 10,000 employees to its 5+ million customers
Digital bill payment adoption at T-Mobile was below expectations, while stores suffered from low-value transactions, like physical bill payments.
” 20% of bill payment resources can now be used to better serve our customers.”
Zoltán Pereszlényi, Director, Magyar Telekom
The solutions improved adoption at key points of customer journeys reducing costs by 1 million dollars annually:
As a Lead Service Designer led a team of five for 3 months, who worked on two competing concepts. The members were T-Mobile's representatives, typically mid-managers from affected departments (eg. digital, billing, treasury, call-centre).
My team was part of a wider initiative, and branched off after the field research and concept generation.
To tackle the complexity of a large organization, like T-Mobile we designed a participative design process. Participants from 20 departments worked together for a year to develop solutions to the challenge. Team members took part in:
Inside-out perspective: How does the provider see the service?
We started by going through data readily available in the organization, and by putting the knowledge brought by the different project team embers into formation: an initial inside-out blueprint.
As a result of this first holistic look at the costs and the end-to-end process, the project team proposed a new scope: a greater emphasis on the method of bill payments, instead the initial focus on bill representation (having people sign up for electronic billing). This new gained power of the participants deepened their engagement with the project.
I was leading a team developing two of the five competing concepts.
It was interesting to see the power of an emergent organizational unit, like a service design project team. As it wasn't part of the static political landscape, it had the chance to rise above agendas and achieve true collaboration.
Many of the client-side team members became advocates for design thinking inside T-Mobile, and this tribe of ours brought many more exciting projects later on.
When we worked together I liked that he was always able to show another angle, a new perspective challenging and improving what we were working on. He was always open for feedback and reflection, and he was really managing his professional progression. He is a multifunctional interaction designer and transformation consultant who is ready to learn incredibly fast and act as a service designer, UX designer, researcher or facilitator.
Francis was an integral part of the Service design and Innovation team at Isobar Budapest, where we have worked together, and he was my favorite neighbor at our desk. He has deep understanding of both service an UX design, with great personal skills for bringing the user-centered perspective to the decision makers' table. He is eager to share his knowledge and keen on learning from others. He has a bright, open and balanced personality that has always put an ease on our work even when we were under pressure. I think every work place needs a colleague like him.
Working with Francis is double the fun. First he is a real professional caring every little detail paying maximum attention. Second as a kind person it is always fun to be around with him.
I had the chance to work together with Francis in a service design project dealing with bill handling. He is a very smart and creative person and a pleasure to work with, because his teamspirit is outstanding and uses servicing design tools very effectively in order to find the best solution.