Continually ranked #1 by students in the region, University of Melbourne had learned their competition was gaining ground in Admissions because students were overtly frustrated with their process.
Our goal was to transform the student experience by following the Digital Experience Strategy (DXS) process we’d repeatedly had success with when in similar situations. The process isn’t that unique. The only difference is we used top-tier consultants, each with depth and breadth in their field, and dedicated them to every project. Every 2-3 days we had WIP or deliverable reviews, one building upon the next, which enabled us to produce results quickly without any distractions. On average, we completed engagements in weeks, not months, with unmatched results.
I was responsible for the “Art of the Possible” which is an opportunity to solution future state concepts and experiences, utilizing current state discovery and pain points as the foundation for what could be. It is looking at new ways of exploring process, brand integration, content and layout, and provides an opportunity to engage as a collective team to iterate and define the approach together. It is not a final direction, representative of all screens, states and functions correlating to a Persona, or covering all Personas and their pain points.
We presented these materials to the University of Melbourne stakeholders, playing out key scenarios, or “Moments that Matter,” that represent what the future student admission and onboarding experience may be like among key Personas.
The Art of the Possible plays out again in the Executive Readout that follows shortly thereafter. It serves as a tangible representation of all the work done up to that point and a real conversation piece for discussion between executive leadership and the DXS team. The readout also includes a roadmap, broken down into phases, with a detailed MVP implementation plan so that the client has an actionable strategy they can expedite right away.