Creating design teams focused on user can be hard, but building that team in a mature and established business - even harder. In this talk, Daphne will talk through the journey of success that her and her team at Banco Pichincha as they build and establish a human centered design culture in Ecuador's oldest bank. She will talk through: - The experimental process that incorporates cross functional teams; - How they continue to ensure that the culture is deeply engrained through the onboarding model; and -What changes she foresees to improve the efficiency of the teams

1. Establishing Human Centered Design Culture for a 115 Year
Old Bank
November 2021
Daphné Repain
Banco Pichincha
Context & Culture Matter

2. Once upon a time…a 112 years old Bank wanted to
transform itself

3. A process of change within the
organization, which involves the way the
employees work, and the business
approach, to compete with digital native
companies that put the customer as
their priority.
Cultural and
strategic change
Involves the entire
organization and its
stakeholders.
In 2018 Banco Pichincha
Ecuador decided to
transform itself digitally
Fundamental principles

4. 01
Our vision
We want to impact the bank's culture to build
inclusive products and services, through the
systematization, democratization and
socialization of people-centered design practices,
in order to generate a social positive impa.
Banco Pichincha Design Chapter Vision
“

5. 5
We implemented human-centered mindset in the Bank's new
teams.
Each squad started with 2 weeks of onboarding and then continued with the ongoing framework.
Transparent progress in order to make decisions together allowed us to sensitize our stakeholders.

6. 6
At the beginning we had the 100% assignment model
For 2 years we have been using & iterating the 100% assignment model, but that model was not
scalable…
100% assignment model
Roadmap foreseen in 2 years realized in 1 year, we
grew too fast
From 3 to 15 squads - 30 designers
Research silos from one squad to another
Complexity of design system adoption
Design debt from one squad to another
We ve been growing so fast that we failed our people
onboarding
1h weekly community of practice with the chapter

7. What we have learned?

8. In 2020... we had multi-disciplinary
teams co-creating and delivering value
every week.

9. We learned that we had to
support the local and
regional ecosystem to
develop talent.
of our talent come
from abroad
20%

11. How do we scale the design mindset
throughout the organization?

12. 01
In 2021, we have build the Experience Center Of Excellence
To be a simple, close and human Bank that
provides sustainable relationships and memorable
memories, generating positive impact on people
and society.
Banco Pichincha Experience Vision
“

13. 13
COE Structure:
A- CoE Lead
UX
UI
C- Pool - Flow to work
D-CX Squad
Miembros
Chapter
Lead
Chapter
10
48
XX Miembros
B- CoE Leads 3
ILUSTRATIVO
CX Lead
UX Lead
Tribes & Areas
CX
Chapter Lead
UI Lead
Tribu 2
Chapter Leads are part of a cell
but dedicate part of their time to
the chapter or may be transversal
to a tribe.
Quarterly or semi-annual rotation
Priority is given to initiatives in
which designers can be involved
Indicadores
Cultura
Data
Engineer
Pasantes
Tribu 3
Pool 4
Pool 5
Tribu 1
Tribu 2
Tribu 3
Pool 4
Pool 5
Tribu 1
UX Trans
UI Trans
B- CoE Trans 2 Chapter Lead

14. Proceso de asignación de talento y priorización del Backlog
Fin Q
Necesidades de las
tribu *
En el memo pre-QBR se
reciben las necesidades de las
tribus para el próximo Q
Se reciben las necesidades de
funciones de soporte y resto de
la organización incluyendo las
propias del CoE
Iniciativas y
necesidades
del Coe
Priorización del
backlog total
Priorización del
backlog según
criterios
establecidos
por el CoE
Staffing
flow-to-work a
tribus
Según las necesidades relevadas
y priorizadas; se define el staffing
a las tribus utilizando una matriz
de asignación
Backlog interno
del CoE
Backlog definido y priorizado
para trabajar en los equipos
internos del CoE
Refinamiento mensual
de flow-to-work y
requerimientos:
• Recibimiento de
necesidades de otras
áreas del negocio y de las
tribus en una ventana al
inicio del mes
• Revisión del staffing flow
to work y alimentación de
backlog interno
1
2
Requerimientos del Q
1. Priorización y asignación
2.
Necesidades del resto
de la organización
Refinamiento mensual
*Las necesidades deberían ser data driven

15. 15
All members of the design pool have a dual role: (1) cell support and (2) tactical support.
*Chapter work
Support to COE strategic initiatives
Activities vary according to COE quarterly OKRs
• Playbook,
• Toolkit,
• Beta testers,
• Capacitación,
• Comunidad practica
• Design Clinics
• Design Critics
• Customer Analytics
• Design System,
• Maturity
• Etc
*
21
Pool Flow to Work
80% Time Squads / Tribes
20% Time Chapter work*
Profiles UX / UI / CX
Flow to work design team

16. Knowledge Management
We work transversally with different areas of the
organization to understand the pains and
generate value and differentiation in services.
We are the business partner for the organization to empathize with customer insights
and help it to become more autonomous to improve the customer experience.
Rapid improvement and execution, backlog generation and accountability, prioritization of experience initiatives to generate service
changes.
Customer
Success
Customer
Analitics
Customer
Improvement
CX
CX
interventions
COMISIÓN DE SERVICIO
Figura responsable del
impulso y alineamiento
CX improvement
initiatives
CX Management
We orchestrate and prioritize initiatives that
enhance the customer experience
Team responsible for execution in some area of
the organization to generate impact.

17. Challenges we have to manage

18. Challenges
Include cultural differences in our designs. being Inclusive
(Tech, culture, gender, ….)
Prioritization and decision framework of the bank before
focusing on business or viability We must standardize the
decision framework including the customer to be
consistent with our strategy.
Knowledge Management Weakness. Chapters must
consolidate their knowledge and make it accessible to the
right people in the institution. For the organization to be
more autonomous in experience redesign.
Drill Down of the Experience metrics across the entire
organization 2022 -2024
EX & CX
Difficulty Recruiting Designers involves identifying mentors
& creating Trainee Design Program
Created Experience Academy to enhance knowledge
transfer within the organization
Collaboration with Universities & Boot Camp
Continue knowledge transfer & experiments with experts
from the International community (Rabobank, Direct TV,
Paypal, Ikea, Scotiabank, BBVA, ...)

19. Muchas gracias ☺
Daphné Repain - Lead COE Experiencia - Banco Pichincha