Customer Feedback Optimization

Customer feedback helps in the identification of customer pain points and their expectations from the company, improving both technical performance and user experience. It is an important aspect of the agile methodology, but it is often neglected or not given sufficient attention in the development process. This project focused on customer feedback within ETAS - a B2B automotive company. The aim of this project was to optimize the process of customer feedback collection and utilization in Software-defined Vehicle development.

*Please note that certain data and final solutions have not been disclosed here due to a non-disclosure agreement with the company.

Before diving into the project, I conducted an extensive pre-study by interacting with employees from various departments, including sales, marketing, and development teams. The aim of this phase was to get an overall understanding of the organisational structure, working style of the team and identify the problem areas and potential improvement areas.

This phase was integrated into the broader framework of the Double Diamond model, emphasizing a thorough understanding before advancing to subsequent stages. This groundwork was instrumental in shaping the project's direction and facilitating effective problem-solving.

During the Discover Phase, I followed a mixed-method approach to gain deeper insights into the problem statement. Initially, a quantitative survey was conducted to assess the general perspectives of colleagues concerning customer feedback within the development process and to validate the hypotheses formulated in the pre-study phase. The survey was distributed to employees across customer-facing and internal teams, yielding 20 responses.

Subsequently, I conducted qualitative semi-structured interviews to gain in-depth understanding of pain points, requirements, and constraints associated with customer feedback. A total of 7 interviews were carried out, involving participants from diverse backgrounds, including marketing, sales, and development teams, ensuring a well-rounded understanding from various angles.

Following the information gathering in the Discover phase, the Define phase involved an analysis of the collected insights. I used thematic analysis to detect common patterns within the data. This process allowed me to pinpoint specific areas where improvements could be made in the existing process. To guide this phase, I formulated "How Might We" questions, which helped clarify what aspects needed optimization. This phase essentially set the direction for the project.

Thematic analysis & HMW Questions

In the Develop phase, I organized an ideation workshop to focus on and prioritize the "How might we" questions, which represented the identified opportunity areas. To stimulate creative thinking and collaboration, I used a range of design thinking methods, including Design Studio, Six Thinking Hats, and Crazy 5s. The workshop involved participants from diverse teams, each of whom brought valuable insights and practical perspectives on how the proposed solutions could be implemented effectively within our internal structure.

In the final phase, the solutions were refined and presented as recommendations. These recommendations highlighted three pivotal changes in the development process. Firstly, a stronger emphasis on in-depth exploration of the problem domain and understanding the 'Why' behind customer requirements. Secondly, the integration of continuous feedback loops during ongoing development. Lastly, after deployment, a retrospective assessment of development quality and the identification of potential areas for improvement in future projects.

This project served as a valuable platform for enhancing my research, problem-solving, and project management skills. By collaborating with colleagues from various teams and backgrounds, I learned to appreciate diverse perspectives and leverage collective expertise to tackle complex problems and drive organisational change.

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