Identifying digital opportunities for improving the visitor experience.

Imperial War Museums

Digital Transformation

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Culture

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3 Months

Challenge

Imperial War Museums have five world-leading cultural sites across the UK. But they didn’t have a holistic view of how visitors felt about the overall museum experience. They wanted to create more seamless and engaging experiences in order to encourage more return visits and create long-lasting relationships with visitors. Central funding pressure also meant the museum had to find ways of becoming more commercially self-sufficient.

Outcome

Engaging all areas of the institution, we mapped the visitor experience across the entire physical and digital journey. We defined a clear experience blueprint that identified common and unique needs for each of the museum’s sites and roadshowed in order to gain feedback and consensus. Our work helped to embed a customer-centric design philosophy across all departments.

  • Kickstarted a long term strategic programme of transformation
  • Aligned the institution on a site wide digital strategy
  • Embedded a customer-centric design philosophy

“Pattrn were able to bring together all areas of our institution and deeply empathise with our business and unique visitor needs. Their work provides a renewed and exciting platform on which we can enhance our visitor experience as well as our internal capabilities.”

Profile image of Charles Bodsworth who is a professional middle aged man with glasses and smart short and tie.
Charles Bodsworth, Assistant Director Digital Transformation, IWM
A close up of the visitor journey map for the Imperial War Museum.
Experience Blueprint was an important tool to document and share opportunities for the visitor journey.

Approach

Audited and benchmarked the sector and wider landscape.

In order to align to user expectations and build on established UX patterns we audited platforms in and out of the healthcare sector. This gave us a clear benchmark in how we could immediately improve the user experience.

Introduced a method for feature prioritisation for senior stakeholders.

We introduced a goals framework, an agile methodology and scrum sprint ceremonies. Using research and data analytics we identified opportunities and started designing and developing the features with the most reach, impact and with relatively low effort.

Delivered features quickly to test and demonstrate value early.

We wanted to make incremental improvements in order to evolve the platform, learn quickly from user behaviour and impact our KPIs. We prioritised a roadmap with the senior stakeholders and the development team and established an agile approach to update the platform each sprint with new enhancements.

A workshop of men and women collaborating on a pin up of a customer journey map.
Roadshowing the experience blueprint validated ideas and gained buy-in with stakeholders.
A way finding sign post in the middle of an open space at the  IWM Duxford site with a bright blue sky.
Wayfinding was an area for improvement.
A young woman with a handbag in front of an information desk at the Imperial War Museum.
Donations could be improve by implementing digital touch points.
A man wearing a backpack reading an information post and admiring an exhibit of old war planes.
Information points were a pain point on some sites.
A neatly designed sheet of paper for an opportunity defined in the strategic work.
We defined opportunity areas based on insight we had gathered from research.

Summary

Activities

  • Product management consulting & strategy
  • Programme management & stakeholder alignment
  • Landscape audit and benchmarking
  • Persona development
  • Customer journey mapping
  • Vision definition
  • Objectives & KPI frameworks
  • Roadmap definition, prioritisation & feasibility
  • Experience definition & rapid prototyping
  • Board, management & stakeholder presentations
  • Developing in-house CX capabilities
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