The group of teams that most people know as Co-op Digital is now called ‘Co-op Experience’. This week, we brought the following interconnected and complementary expertise together under this new umbrella:
- Design, Content and Customer Experience (CX) – those who create strategic visions for future Co-op experiences and design journeys that deliver positive outcomes for customers and colleagues
- Product – those who align the customer and business strategies to set priorities that drive the outcomes we need to achieve
- Delivery – those who craft a culture and environment for a team to deliver better experiences
- Search Engine Optimisation (SEO) – those who create the very first interaction our customers have with our products and services
- Conversion Rate Optimisation (CRO) – those who carry out experiments within an experience to achieve better outcomes for customers and the business
The reorganisation will give us more opportunities to work more closely. For example, it will be easier to embed experimentation and measurement from our CRO experts deeper into our product teams; and our Content Design community and SEO specialists have many complementary skills we can explore. Ultimately, our goal is to strengthen the team so we can improve customer, colleague and community experiences.
We sit within the Digital Technology area of the Co-op and continue to work alongside our engineers in multi-disciplinary teams.
Restructuring to reflect (and enable more) growth
Co-op Digital was set up back in 2016. Since then, we’ve grown exponentially and it’s been essential to reconsider our structure so that we can continue to grow and maximise the value we deliver in our products and services. As with all organisations, what worked to get us here won’t necessarily take us to where we want to be.
The thinking behind the changes
Our team name should indicate what we do. We’re still ‘digital’ in how we work, but the multiple possible interpretations make the term unhelpful.
Our focus is on outcomes (the overarching aim) rather than outputs (for example, a straight-forward delivery checklist of features). An outcome can be achieved in many ways, and the solution is not always digital.
Here’s a real example from our Membership team.
An output is an instruction, such as: add Apple Pay to the Co-op Membership registration flow.
It doesn’t give us much opportunity to explore how much value it may add. Its success can only be judged whether it was delivered. (It was? Ok, check ✅)
However, we focused on an outcome. We wanted to: increase conversion by 10% in our Membership registration flow for new, in-store customers.
The team wasn’t dictated to and instead, it was free to explore different solutions that may have been quicker, cheaper and more impactful than simply adding Apple Pay.
In this particular case, we delivered the outcome by iterating paper leaflets in-store. The solution did not involve ‘digital’ at all.
Our work is not bound by screens and apps. Crafting valuable services and positive experiences for our customers, colleagues and communities is the highest priority for this group of teams. This is why ‘Experience’ now better reflects what we’re striving for.
Chief Product Officer