Cross-functional Workshop and Immersive Observation

Before speaking with the customers, we conducted innovation workshops with multiple internal teams to understand the overall process from both the customer journey and internal processes, including the challenges encountered and potential leverage points for intervention. Then, we did immersive observations to get a better context of the daily activities of key actors along the process. Starting from observing the counter, the sorting process, until the delivery process by the courier.

In-depth interviews (IDI) and Focus Group Discussions (FGD)

At this stage, we had interviews with the target customers to dig deeper into their motivations, challenges, and behaviors toward courier services (e.g. expectations, preferences, evaluation criteria, pain points, perceptions). We also did focus group discussions with courier service agents to understand their perspectives, motivations, expectations, and challenges that hinder them from delivering great customer experience.

Ideation workshop with internal stakeholders

After getting all the insights and a better understanding of the customers and the internal dynamics, we conducted an ideation workshop to brainstorm and prioritize ideas to further prototype as quick-win solutions.

Service Prototyping

In collaboration with the client’s internal team, we redesigned the “Pickup delivery service” experience, covering an alternative service flow, customer touchpoints, physical touchpoints, roles and service delivery team structure, enhancement in digital tools, payment solutions, and script for front-stage interactions. Together with the frontstage (customer-facing) and backstage team, we tested out a service prototype with real customers, where we obtained direct feedback for quick iterations and improvements.

Looking In

Before engaging with visitors, we first delved into the broader museum landscape, benchmarking against historical museums in Indonesia and abroad. We initiated meaningful conversations with stakeholders and internal staff members, many of whom have direct or indirect ties to our visitors. Through these interactions, we uncovered their pain points and aspirations, paving the way for a more comprehensive understanding of Museum Nasional’s ecosystem.

Looking Out

We engaged in observations and then did intercept interviews with the museum’s current visitors. We also did in-depth interviews with the non-visitors, particularly those inclined towards other museums but not Museum Nasional, to gain fresh perspectives and draw inspiration from their narratives. These invaluable insights are transformed into a comprehensive framework that covers what visitors seek, their underlying motivations, and distinctive characteristics.

Co-ideation with Stakeholders

One of the most impactful processes is to rejoin stakeholders and internal staff, inviting them to explore the visitor’s framework. Collaboratively, we identify specific aspects for prototyping and engage in dynamic discussions to refine the emerging ideas. The conversation with the stakeholders shaped our initial guidelines and the focus area to prototype in the next phase.

Prototyping and Testing

The selected concept was transformed into tangible prototypes and showcased within the exhibition spaces for a limited duration. These prototypes served an informative purpose and actively involved visitors, encouraging their active participation in the museum experience. We have gained a lot of feedback from visitors who directly interact with the prototypes.

Visitor Experience Guideline

Drawing upon the valuable feedback from visitors and the wealth of insights accumulated throughout the project’s various phases, we revisited and refined our crafted visitor experience framework. This framework then transformed into actionable guidelines that foster collaboration across diverse divisions, including curators, educators, branding, front liners, and business management.

First Phase: Remote Interviews

Before we did any of the interviews we carried out a desk research to get an initial understanding of the podcasting industry in Indonesia. It helps us to sharpen the research questions and prevents us from asking surface-level questions to the content creators. We then did the interviews with a variety of content creators: different types of content, formats, lengths of content, and number of audiences. This was to make sure we captured the plausible needs and challenges across the creators. We extracted key needs and challenges that the platform could focus on to be discussed in the global workshop.

Global Workshop

In the global workshop, team from each country shared key insights to show what’s happening in their market. After rounds of clarification, the workshop then moved to see what is the similarities and differences across different markets. From the shared insights, the client then gave their view on which ones they were interested in more and could have a bigger impact on their product. These were used to determine the focus for the second phase, making sure the ethnographic approach was to dig details of the relevant topics.

Second Phase: Ethnographic Approach

We visited the content creators in their environment making the content. We would like to capture in detail the way they plan, create, edit, and promote their content based on the topic we had from the global workshop, using a design documentary approach. We were using two cameras that planned to shot different objects (e.g content creators’ face, environment, tools being used, etc) so later we could superimpose when we created the insight clips. In order for us to plan the shot better, we were giving our content creators a pre-task: they needed to create videos they explaining their podcast their environment where they record and edit the content.

Global Analysis

All the detailed evidence from different countries is then aligned together using predefined frameworks. Together with the client, we then generated opportunity areas for them to develop in the future.

Internal Context Gathering

We conducted this activity through an internal workshop with the 9 main departments of Kemdikbudristek. In addition, we gathered context by inventorying the information presented on the website to determine the type of content and the responsible department.

External Context Gathering

We spoke with our users through two FGD (focus group discussion) sessions. The first session used an exploratory approach to gather user preferences while seeking information and determine what information is essential to them. The second session used a generative approach to gather more ideas for our interaction patterns and information architecture concept.

Information Architecture Design

During the FGD sessions, we identified the design directions we will follow throughout the project. We will design our information architecture with the mindset of a lobby since each main department has established its information channel. We will provide essential information on our website and easily guide users to the correct places.

Wireframing Process

As our users can access the Kemdikbudristek website from various sources, consistency and familiarity were important considerations when designing website interactions. To achieve this, we deliberately limited the number of interaction patterns and created a specific grid system so that users could easily understand where certain functions would be located. Additionally, we avoided using pop-up based interactions as they can harm the analytics performance.

Design Handover

We understand that no matter how well we design the website, it still needs to be supported by good-quality content. From the choice of images to the content tagging, these will affect our users’ experience while looking for information. To address this, we provided our clients with documentation in the form of a project brief, which serves as a guide for them while managing their content.