I redesigned and delivered a complete front-end transformation of a global learning system for four separate business units in four months.
At the video game company, Activision Blizzard, combining compliance, self development and beloved franchise based content was overwhelmingly disconnected. I started by identifying the two major goals in this project:
Create a unified experience with dynamic brand variation
Implement a product lifecycle of continuous updates
Several research questions emerged: Why was it so difficult to access the product in the first place? What was the history of the product? Who was using it the most effectively?
I conducted feedback sessions to inform the project and eventual product roadmap, while empathizing with the pain points. By the end of the first month, I collected my research to present findings and to our executive stakeholder kickoff meeting.
I presented to stakeholders with a choice of unified branding concepts. L.E.A.P (Learn. Ask. Explore. Practice) was inspired by taking the "leap" into learning, while "Trek" was conceptualized around the journey of learning. I learned that the word "Trek" did not translate into a positive brand across the globe and L.E.A.P. was chosen.
I held a UX and UI workshop focused on product language and content, taking the stakeholders throughout the new product experience.
I intentionally created a low-level fidelity prototype to equalize our discussion and provided a set of user questions to exemplify our use cases. Both technical and non-technical stakeholders appreciated the empathetic approach I took to gather their feedback and indirectly, provided an opportunity for cross-unit relationship building.
Each unit participated in an Alpha and Beta test. The microsites were created directly in the product to best imitate the experience of our employees. The design of the Alpha and the Beta remained relatively similar, and I sent a follow-up survey to capture any asynchronous feedback.
I released a two-phased communication plan. On launch day, an email blast, coupled by a 2 day delayed intranet article and follow up sessions with our business partners. Our global launch included 4 separate sites, 16 additional pages, onboarding resources and over 500+ catalog editions. Each quarter was followed up with newly refreshed content and pages, with a steady user activity over the first 6 months.
