Gonzo

Meetings about technology vendors ended without a fix. I interviewed the people with the problem, found them in eight organizations, and connected their data.

Finance

Industry

Enterprise

Company type

2017 to 2018

When

Role

Team

Outcome

What everyone assumed

Vendor management was one team’s problem, so that team’s tools could fix it.

What changed

The people who had the problem sat in about eight organizations across the bank, so the fix needed their data in one place.

A vendor product card with a five-step approval pipeline: Preliminary, CIO, CTO, PM, Final

Who I talked to

Ethnographic interviews with the employees who manage technology vendors, in about eight organizations across the bank.

Beginnings

Whiteboard sketch of an activity stream home page with metrics, upcoming events and a feed of cards

First whiteboard of the activity stream home: headline numbers, upcoming events, a feed of product and release updates, and the team.

Whiteboard sketch of a products page with a carousel and a tabbed grid of product tiles

The products page: products you follow in a carousel above a category-tabbed grid with sorting.

Whiteboard sketch of a product profile with tabs for reviews, similar products and evaluation

The product profile: process badge, reviews, similar products, evaluation, key issues and a recommendation.

Whiteboard sketch of a simplified home page with a three-number summary and three columns

The simplified home, drawn later the same day: three numbers, then upcoming, my team and recently added.

How it unfolded

Bank of America’s teams chose, evaluated and approved technology vendors, and for a few years the meetings about it kept ending without a permanent fix. It looked like one team’s problem.

After the interviews I designed a shared place for that work, where anyone could find a vendor’s products, follow them and see where each one stood.

  • An activity stream home with headline numbers, upcoming events, recent changes and your team.

  • A products directory you can follow, filter by category and sort.

  • A product profile with reviews, similar products, evaluation status and a recommendation.

  • An approval pipeline that shows each product moving from preliminary review through the CIO, CTO and PM to a final decision.

I worked with engineers and product owners to pipe in data from across the firm, in sprints where each story went through design critique before it became a prototype.

More work

Let’s talk

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