With over 20 million customers accessing their financial information online, I was tasked along with a cross-functional tiger team to design and develop Wells Fargo's first mobile channel in Q4 2006. At that time the screen real estate was diminutive and the design patterns were desktop oriented only. At that time our mantra and guiding principle was "mobilize, not miniaturize". In 5 short months, we announced the arrival of a channel that has grown and evolved exponentially in the last 9 years and been mission critical to business .
It's quite often the case that offerings from businesses, especially larger historically significant ones such as Wells Fargo, begin to reflect org charts and team silos instead of the organic and intuitive way that a customer comes to interact with a service.
As the Customer Experience Architect responsible for building out a user-centered design methodology at Wells Fargo, I led the program parsing qualitative and quantitative research, building conceptual and task models, as well as creating enterprise wide personas and design process that is still at the heart of the Customer Experience practice at Wells Fargo.
I've been thinking a great deal about how we perceive value. With the advent of the cryptocurrencies like bitcoin disrupting age old paradigms of accepting a government's authority to verify what is legal tender, it calls into question the nature of trust and confidence in vehicles that serve as as a storage medium for purchasing power.
In this era of distributed systems, can we rely on technology to bring us out of our nationalistic vaults and into a global society?