Immersion & co-creation

We began by mapping the Primary Health Care systems in Indonesia and the roles of cadres through a co-creation workshop with the Ministry of Health and Center for Data and Information Technology. We then immersed ourselves into the world of cadres, through observations, interviews, and co-creation sessions with cadres, healthcare professionals, as well as local leaders, District Health Offices in rural Keerom (Papua) and urban Surabaya (East Java). The insights shaped our understanding and helped us envision how a digital tool could help empower cadres to do their work easier and more effectively. We created systems maps, personas, concepts, and envisioned future scenarios.

Design & development

We then designed wireframes of the digital tool, and tested the low-fidelity prototypes with cadres and stakeholders in Keerom and Surabaya. Based on the learnings, we iterated the design and created high-fidelity UI design. We also worked closely with the Health Promotion team of the Ministry of Health to translate the latest health survey forms to ensure the content aligns with national standards, and with the local District Health Offices to include local needs from each specific area. Together with our development partner, we developed the mobile app for cadres and monitoring dashboard for local leaders. 

Implementation

The tool was implemented in Keerom and Surabaya. To support this, we created a change management strategy, developed the trainer program, and involved key leaders to endorse and encourage the tool. To help cadres feel confident and supported, we created a support system, including training series, Help Desk via WhatsApp, video tutorials, online guide and FAQ site. 

Impact evaluation

We gathered stories from 88 cadres, supervisors, and community members in Keerom and Surabaya to evaluate the impact of the digital tool, using the Most Significant Change framework. Through this, we identified initial behavioral changes, such as improvements in cadres data input and health monitoring, and higher confidence in providing advice and referrals backed by the app’s decision support features. 

Preliminary Research

We began by mapping stakeholders and understanding the current financial literacy landscape. This included desk research and initial in-depth interviews (IDIs) with young adults, university lecturers, and financial literacy influencers.

We also conducted preliminary workshops with stakeholders, such as the government agencies, universities, and Financial Service Providers (FSPs) to define the problem space and frame key hypotheses.

Qualitative Research

In the main fieldwork phase, we used two qualitative methods to gather rich contextual insights:

• Focus Group Discussions (FGDs) with University Students
  We conducted FGDs with two groups of students: those who organize and manage financial literacy programs on campus, and those who participate in them. This allowed us to compare perspectives from both sides, capturing how programs are designed, delivered, and received.
• In-depth Interviews (IDIs)
  We spoke with a wide range of stakeholders, including financial institutions and service providers to explore program design, execution challenges, and unmet needs; university leadership and academics to understand how financial literacy is (or isn’t) embedded institutionally; and students from diverse genders, socioeconomic backgrounds, product usage, and living arrangements to gain deeper insight into their financial behaviors and challenges.
  

Synthesis & Co-creation

Insights from fieldwork revealed key behavioral patterns, unmet needs, and disconnects between existing financial literacy programs and youth realities.

The key findings are revealing gaps in the current program reach, format, content and outcome measurement.

• From exclusive to inclusive: Expanding access across campus
  Current programs in universities are centered around Faculties of Economics and Business, creating big gaps for students from other academic backgrounds.
• Format & content: From one-off seminars to continuous, learner-centered programs
  Continuous and practical knowledge in a program is rare as programs often push generic information or brand awareness.
• Measuring behavioral outcomes: From participation counts to behavior change
  Often evaluated using the number of participants reached or accounts opened, current programs are missing indicators to capture young adults behavioral change and skills development.

These findings became the foundation for co-creation workshops involving government agencies, financial regulators, FIs/FSPs, university representatives, and industry associations. Together, we developed possible interventions to close the gaps.

Desk Research and Initial Mapping

Unlike most of our projects, this study focused on mapping the landscape of onboarding programs for Micro and Small Enterprises (MSEs) going digital, rather than solving a single problem. We started with desk research, but found that online information was scarce and mostly surface-level, making it hard to identify deeper challenges.

Snowball Recruitment and Network Outreach

Because program makers were not always visible, we could not use standard recruitment channels. We used snowballing through our networks, direct outreach to program implementers, and connections via DFS Lab and the Gates Foundation network. It turns out many programs are not widely advertised online, as their focus is on delivering education rather than public promotion.

Adaptive and explorative Interviews

We prepared a discussion guide but soon found a rigid structure was not effective. Each organization had its own way of running programs, and the people we spoke with held different roles, from high-level planners and visionary leaders to program managers and facilitators, so one guide did not work for everyone. With shifting topics, we took an adaptive approach to the interviews. After each interview, we debriefed to reflect on what we learned and the research direction, and adjusted the next session’s focus. This kept the research highly exploratory and responsive to new insights.

Synthesis and Reporting

Findings were synthesized into frameworks and a research report outlining program types, MSE readiness stages, best practices, and systemic gaps. These will inform ecosystem players and support the creation of a toolkit for more user-centric program design.

Program Audit and Competitive Landscaping

Before exploring new program mechanisms, we conducted a program audit by interviewing multiple internal teams to understand their visions, current perceptions, and evaluations. We also analyzed internal data of past research and did service safari to the branch office, while looking around for the current competitive landscape to develop potential mechanisms to test during the field research.

Focus Group Discussion (FGD) with Performance Test to Customer

Using a performance test method for both our client’s and competitors’ customers, we gave participants a set up to imagine and role-playing their everyday situation, and observe behaviour changes when we start introducing new mechanisms. The performance test became an anchor to discuss participants’ motivations of changing their money allocations after the program was introduced, and it allowed us to evaluate who are our potential customer segments and which program mechanism is more effective in improving CASA performance.

In-depth Interviews (IDI) with Frontliners and Past Program Winners

To identify gaps and opportunities better, we interviewed multiple layers of frontliners and past program winners in urban and rural areas. As frontliners are the one who interact with both customer and marketing programs on a daily basis, it helps us to discover deeper on customers’ behaviour related to CASA. From winners’ first-hand experience of participating in the program, we could evaluate the actual customer experience journey of the existing programs and identify gaps and missed opportunities.

Working Sessions with Internal Team to Develop Program Recommendations

Based on the insights we collected on the field research, we worked closely with the working team to define the future direction of the program. We took the route of developing a new mechanism that could bring us closer to the goal of increasing CASA.

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.

Phase 1 Project Visioning & Landscaping

This phase started with detailing the project plan, teams visioning on outputs, outcomes, and methodology. Then, followed with developing partnership strategy and outreach with financial service providers, sampling strategy and framework, design of research tools, IRB approvals submission, and market recce.

Phase 2 Discovery

The phase is divided into 3 rounds of discoveries (field research). In each round, we did the analysis, synthesis, internal learnings workshop, country-wise socialization, feedback and iteration of the research approach.

Phase 3 Compiling Outputs and Dissemination

In the end phase of the project, we did analysis and sense making across all the three rounds of the discovery by country followed with compiling the global cross-country learnings. In parallel, we did country wise dissemination and is closed by global dissemination with relevant stakeholders.

Visual Direction Exploration

We start exploring two distinct and extreme visual directions, mainly focusing on how editorial design looks to get premium and modern feelings. Visualize Sarinah as a feminine and elegant figure based on its background story or embrace its new and hype culture.  

Stimuli Creation

We connected those explorations to a group of both suitable and opposite keywords in the form of emotional cards. We also prepared the complete wire-flow design of the app features based on scenarios.

User Testing

The aim is to align different preferences and aspirations between 3 generations towards current vs new Sarinah. Within our stimuli, we have managed to get early feedback, validate our assumptions, and clearly understand the gaps between its vision and users desire.

Design Assets

From both customers’ and stakeholders’ insights, we adjusted the two distinct visual directions to represent Sarinah’s branding keywords. We came up with new iconography and “Ambatik” illustrations for modern ethnic representation of Indonesia that also resonates with its culture and story of Sarinah.

Design Handover

Not to forget, while we design the app, we ensure every component follows the atomic design principle. The intention is to have reusable components, to be easily implemented and expanded into other digital channels and their next business phases.