Problem Space — OMNI-Channel Experience
The design challenge I undertook as a leader was turning "omni-channel" from an industry aspiration into a functional, enterprise-scale platform — unifying six independent channel operations into a single coherent experience.
"Multi-channel" and "OMNI-channel" are often used interchangeably, as if both simply meant a responsive web product accessible across devices. OMNI-channel is far wider than that. OMNI-Channel strategy aims to provide a 360-degree seamless customer experience across all service channels — typically call centers, retail stores, self-serve websites, and social media support. In the company I served, things were even more challenging due to the large corporate scale. Altogether we had telesales/customer care/retail/credit ops/tech support/warehouse/field technician, etc. channels. By interacting with customers continuously, companies can consolidate customer response, uncover business opportunities and uplift service experience.
On top of that, the platform was also expected to reduce operation costs and improve service efficiency — consolidating 70+ legacy frontline tools into one, powered by modern technology.
Product Vision
Based on years of vision interlocking with senior management and product teams, we created a North Star product vision across three perspectives: Business, Employee, and Customer.
User Groups
Reps — our primary users — work in different roles across various channels, follow different service flows, and contribute to business KPIs separately. In certain channels, Reps also have different permission setups: Team Managers, Retention Agents, and Regular Agents.
To build deep understanding of users' behaviors, expectations, and motivations, my team conducted extensive onsite and offsite research in partnership with the UX Research team.
Product Outcome
Before
Reps had to switch between 70+ tools. Their proficiency varied depending on training, which resulted in long service times, inconsistent information delivered to customers, and limited effectiveness in hitting sales targets.
After
Through my design leadership, the OMNI digital platform grew into a product with a well-defined experience strategy, cohesive design patterns, and dozens of function modules, expanded into multiple channels, and dual-branded.
Within the first month of launch alone, it delivered impactful business impact:
13.1-second reduction in call handling time.
74.5% customer satisfaction.
Growth in new orders, revenue per user, and new sales.
Experience Design Process
Like any organization that values user experience, I kept our design process evolving to fit the organizational setup. I segmented the overall process into three parallel tracks: Strategy, Production, and Foundation.
Production Track
Focuses on the User-Centered Design process — spanning requirement analysis, research and discovery, user study, ideation, wireframing, prototyping, and usability testing.
Strategy Track
Aims to place experience value on the table in earlier planning stages — new business models, products, and service procedures. As Design Manager, I joined board discussions on product roadmap, channel strategy, and journey envisioning to shape product direction and plan for resources. Initiatives aligned with leadership then entered the Production Track.
Foundation Track
Running in parallel with Production, this track focuses on building the organic foundation for the OMNI-Channel system at scale — most visibly through the Design System initiative.
Product System View
OMNI-CHANNEL SALES & SERVICE WEB PLATFORM is one product in two branded variants, distributed through multiple channel versions via configuration options in response to channel requirements. It consists of dozens of function modules, including CRM, billing and payment, sales tools, offers, order inquiry, service changes, permission control, business intelligence, etc.
Together with the other major OMNI-Channel products — the AI Chatbot and the Knowledge Management platform — they form the enterprise OMNI-channel system. I positioned the Design System as their backbone, so each product could evolve at its own pace and still deliver one holistic experience.
The diagram below shows the system view I held the team to, on how the end-user experience is shaped by each product in the OMNI system:
I directed the Design team to identify the needs of both generic functionalities and channel-specific requirements, in order to solution accordingly.
I also required us to see the organic connections between the products in the system and design for the holistic product experience.
Information Architecture
IA Map
With 70+ tools to consolidate, the information architecture challenge was significant. I directed the IA design to reflect the logical grouping, but also to account for future growth, navigation efficiency, and usability optimization. The IA map became the blueprint the whole platform was built against — it settled where every function lived before any of the dozens of modules were designed, so each new module inherited a structure instead of renegotiating one.
Think Holistically, Build at Scale
One of my major roles was overseeing the platform experience design end-to-end. Keeping a holistic view while every piece of the system is moving is genuinely hard — advanced business logic, industry domain knowledge, and diverse stakeholder interests all add to the complexity.
Regular roadmap discussions with Product Owners were essential for ensuring my team understood the future state and feature iteration plans, so design decisions were always made with the bigger picture in mind.
Foundation Design — Design System
We are a future-envisioning team, and I wanted a foundation that lets the system and the team grow continuously and fix imperfections with little effort — which led me to drive the Design System initiative.
I established a DSM construct on the atomic approach alongside the pages and functionalities we were building, together with a process for intaking new components, evolving existing ones, and publishing them. My focus was on placing the DSM in a central position, interacting with numerous concurrent projects.
The Design System became the layer that made scale possible. It was adopted across desktop, tablet, and mobile, and across both branded variants — so a component defined once carried its behavior into every device size and both brands, and a channel-specific release no longer meant a separate design track. It guaranteed consistency without me policing it review by review, and gave the team the productivity to spend their time on business logic rather than rebuilding what already existed.
As the Design System matured, we worked toward governance of interaction patterns and the embedded functions within each component.
Experience Design Showcase
With the above overarching view of the entire OMNI-Channel Sales & Service platform, my team and I delivered dozens of experience design projects over three years.
Below are three of them, showing the actual project journey and its outcomes:
