Pipo is a health insurance broker that serves HR departments.
One of Pipo's main objectives is HR retention. While there are various opportunities to generate retention, only one is relevant for this project. we believe that:
"It's important for HR that Pipo helps employees take better care of their health."
Assisting in healthcare is a broad concept, but after several work sessions, we defined our service to meet this HR need.
Pipo provides a health navigation service associated with corporate benefits.
The leaders involved in the co-creation exercises understood the concept, but when we shared the definition with the squads, we realized that it wasn't so clear.
With the recognized and defined problem, I compiled some questions that I received from members of the product teams.
The primary question was:
To begin, I extracted the definition we created for "navigation service":
From this definition, we can understand that we have a starting point, a point A (Health Demand) and an outcome, point B (care or resolution), with navigation being the process of directing a person.
Once the definition was broken down, the mapping work was simply listing the health demands and their potential outcomes.
The most challenging aspect was determining the best way to document the connection between points A and B. I experimented with information architecture drawings and mind maps, but considering that the same outcomes(Point B) can be associated with different demands(Point A), the most intuitive format I found was a simple diagram that connected the points.
With the format tested with some coworkers, it was just a matter of applying it to the rest of the list and seeing if the design could scale for a larger amount of information.
Finally, the Map was created, which exemplifies what a health navigation service is, picking someone up from point A and taking them to point B with convenience and agility. Now teams know that what they need to create is the way to navigate, it is the middle part between the points.
I cannot share the complete map here as it contains confidential decisions from Pipo, but I hope this blurred version can show approximately how the mapping turned out.
After sharing this map with the teams, I noticed several impacts on the squads and chapters.
Prioritization Format
We realized that we were prioritizing deliveries that had an impact on multiple journeys simultaneously. While this is not necessarily a bad thing, it would result in several incomplete journeys. Considering our objective, it is more aligned with HR's needs to have complete journeys that generate care.
Understanding Overlaps
I noticed that some product managers or designers consult this map almost weekly. They mentioned using it to build opportunity trees, break down priorities, and even determine which product teams to involve in a delivery. This is particularly important now that it's clear that more than one team can work on the same journey.
Engineering
Unexpectedly, the engineering team started using this same map to understand how systems need to communicate with each other. As a result, they are now reviewing our code creation process, which was previously isolated, and considering an API-first approach.
Design Experience
In addition to these impacts, the map has sparked numerous discussions on how to connect and scale design within the employee platform. Visual consistency, tone of voice, and design principles have gained newfound importance, extending beyond the design team's internal discussions.
Overall, the Pipo service map has proven to be a valuable tool, promoting clarity, driving meaningful discussions and improvements across teams.
I learned a lot about how I can generate more impact for the company by helping to translate decisions into visual examples, and that there often won't be a ready-made framework for it.
Feel free to contact me, ask project questions, and chat.
