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- Managing thousands of leasing contracts can be challenging by itself. When it comes to car leasing, Brazilian banks have to do so in conjunction with the department of traffic—double the trouble.
- I
- Technical Complexity
- Early in our research, we quickly found that the Department of Traffic’s database structure and regulations would be our North Star. Knowing these were immutable, we understood they would define the boundaries for performance and user flow flexibility.
II
User Research
- With the data structure established as requirements, we turned our attention to understanding the users: back-office staff, managers, their workflows, expectations, and goals. We observed six individuals from three companies using their existing software, conducting interviews (three before and three after observation) to identify potential improvements.
III
Compiling Insights
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We began to merge insights from user interviews with the data structure, transforming complex logic (e.g., Infinite Hierarchy between organizations) into more human-centric concepts. This informed our feature naming conventions and helped us map jobs-to-be-done to one another.
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One example: contract input was followed by contract tracking on the Dept. of Traffic database.These tasks might be performed by the same user or different users, depending on their organizational structure, making epistemology and consistency paramount.
IV
Learnings
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Data and technical constraints show the way. Initially, I felt that technical requirements were a nuisance that blocked my creativity. I started to realise that these logic and data structure quirks actually required me to be more inventive to work around (and with) them.