one of the main challenges faced by the world's largest companies now is ensuring that they have a robust ESG strategy. It encompasses a wide range of issues that impact a company's long-term success, including climate change, social justice, and ethical business practices.
Meeting ESG standards is a challenge for companies as it involves navigating a complex landscape of regulations, stakeholder expectations, and emerging trends. Failing to prioritize ESG can result in reputational damage, financial losses, and regulatory penalties. Therefore, companies must address ESG concerns as an integral part of their business strategy to achieve sustainable growth, attract investors, and maintain a positive impact on society and the environment. That's where ESG C2P comes in.
The issue is in all company goals together and buid a report on this. Currently these teams do this iin Excel, but but nothing is automated or calculted. Everything is done manually.
I was the design lead on the ESG project, alongside some great people, including my design colleague, Celia and product owner, Anbu. I was involved in initial reserch into ESG, customer insights, where I was on calls with customers, planning and structuring the project and executing the design vision.
Jobs to be done focus on what the needs and motivations of the user are. Instead of focusing on the solution, we create job stories to guide us to a solution.
These jobs let us concentrate on the goal, which gives us a better insight into the personas that use the C2P platform. We began by interviewing users about their experiences and what challenges they faced daily.
When we gathered as much data as we could, we created job stories in this simple format below.
Storymapping is a powerful way to map and visualise the user’s journey through your product or service, in a visual and dynamic manner. Taking the job stories as a base, I diagrammed many possibilities becasue of what we learned about users’ motivations. I outlined the steps the user might go though, plus issues that arise and then add behavioural techniques that will keep users on track.
Once I had created storymaps and I discussed with the wider team, and we move on to conceptual work. This stage is where I explore design patterns and best practice. I like to research academic databases to see if there is anything of interest that I can use, like new scientific and psychological findings.
Nielsen Norman Group, ACM Library and Baymard Institute are all great resources to start with. Some design questions I asked myself were; what is the best way to select from an extensive list of items, how to show an infinite list of products without images, and what behavioural strategies could I employ to help the user?
I revisited the eight design principles I had created sometime ago and refreshed them based on the fact that we were more experienced and had grown as a product team. Our user's experiences also fed into these principles. The principles were front and centre in our new process to guide me and the team.
The question was ‘how to list many items in a readable manner, that is easily scannable and searchable?’
I tried many lists based approaches. From early feedback, users wanted to see as much data as possible in each row. I prototyped different variations in InVision and showed them to a select group of users. The feedback was that using cards felt more efficient than rows. Also, the fact that keyword search was the first thing user said they would do made the choice easier to make.
I created abstract wireframes based on what the main content would be. The darker, heavier elements, the higher in the hierarchy and importance the content is.
I settled on an expanded card list approach for the MVP. Search was easy to find and always expanded and was live filtering to make the experience feel responsive. I split the sub navigation into sections, allowing the user to filter by less accessed sections more easily.
By far the most challenging design was how the user selects a large range of items easily and efficiently. I did some deep research on academic sites, looking into the most effective ways of selecting from large lists. Going back to first principles, I wanted to keep things focused, hiding the inherent complexity.
I decided out of the many display options to go for tree like menu, and without using the conventional pattern of checkboxes to keep the visual as light as possible. There was enough affordance to let the user know that these rows were clickable. Since there was not a lot of information in these rows, I kept it to a list based view.
As there are different types of content to add, I used a step through the interface. It might reduce the speed of completion, but going back to first principles again, it focused on the job at hand. We tested early prototypes on users and found that they welcomed the step through approach.
Finally, I found from user testing that the step through worked well for adding disparate and complex types of data and that the slight reduce in speed from a scrollable one-page list worked by allowing the user to make better decisions about what items to include. We completed the final step through version and added product imagery to boost recognition.
I worked off our existing palette and used the same typography with a few tweaks. I am now using a heavier weight of typeface, especially on white on coloured background, to give more weight.
After more testing with hand-picked and engaged users and the internal team, we felt we had a strong user flow and end product.
We trialed Compliance Specs six months ago, and the uptake was immediate. Being a new concept for many companies, and knowing their needs, we were still amazed by the enthusiasm. The feedback is that our Compliance Specs platform is the way forward for all Product Compliance teams, and it will be the future to their success.
UI and styleguide for Compliance & Risks, containing design principles, microcopy guidelines, components, and other resources.