Digital transformation of the end-to-end kitchen renovation journey for customers, colleagues and trade


My role: business designer

Team structure: service designer, product owner, 2 X business analysts, visual designer, interaction designer, UX & interaction designer

To be customer journey blueprint

To be customer journey blueprint

the brief

The client is one of Europe’s leading home improvement retailers and aimed to grow its Kitchen renovation market share across Europe.

We were tasked with understanding how to use digital to improve the customer experience, save colleagues time, and improve operational efficiency through streamlining back end processes.


A forecasted 22% uplift in sales is directly attributed to this improved end-to-end digital experience in-store and online for colleagues and customers.

The process we undertook was so successful that the client asked us to apply it to every product ranges, seven in total.


  1. The business had identified that to grow market share, they needed to improve the customer experience. To do this, we mapped the as-is customer journey using ethnographic studies, quantitative data, and insights from interviews that we conducted with customers and colleagues.

  2. We synthesised this information and identified that they were losing 90,000 project sales per year due to friction at the point of designing a kitchen. I ran a workshop with relevant stakeholders to playback our insights and prioritise problems to tackle.

  3. Based on this priority, I was part of a cross-functional team of service, interaction and visual designers who ideated around the opportunities. My role was to ensure that the business was always represented in the discussions.

  4. We workshopped and refined solutions to create a blueprint to map the ideal customer journey. I audited relevant business processes and technical capabilities to add operational and technical considerations to the blueprint.

  5. We validated whether the concepts resonated with customers and colleagues through five rounds of user testing and iteration. We moved from paper to clickable prototypes. Each round of lab testing tightened the overall proposition and reduced risk.  We conducted the tests in conjunction with the delivery team to help them understand the proposition and give them ownership of the end solutions.

  6. I created a business rationale to support the final proposition, leading two analysts to size the opportunity. I designed a colleague training and launch plan based on learnings from previous technology rollouts in the business.

  7. We worked with a Product Owner to outline an MVP and Full proposal, so that he could develop an incremental roadmap for delivery. I continue to play consultative role as they develop the service.


The proposition was interesting because, although we were asked to create a digital solution, we knew that digital is part of wider experience so cannot be created in silo. We had to step back and look at the whole experience, including stores and colleagues. This exposed an interesting perspective; the store colleagues perceived the service as a competitor to their expertise. We ultimately brought the colleagues in to the design process; running workshops and usability tests with them to ensure they were empowered rather than threatened. For me, it’s important that we were connected to the very human impact of the digital tools we create on people’s everyday working lives.