I set out to further understand how our users interacted with Qantas’ products in their busy lives, so that I could respond to their needs with an informed design solution.

I gathered all of my findings to make sense of the issues which included: the difficulties and barriers that users came up against; the patterns that I’d observed; the biggest user problems that needed to be solved weighed against resourcing and ROI. I set out to investigate this by inviting stakeholders including: marketing, commercial, PO, BA and Engineers to a workshop where we would brainstorm and vote for the best ideas.

In the ideation phase, I explored and came up with as many ideas as possible. Some of these ideas went on to become potential solutions to my design challenge; some ended up on the reject pile. I focused on the quantity of ideas rather than the quality. After approvals at Design Check-in, I focused on fleshing out each idea into hi-fidelity designs. My main aim during this ideation phase was to uncover, and to explore, new angles and avenues - to think outside the box and design it.

I built out different types of prototypes to determine how users reacted to the solutions. I wanted to see which new solutions to problems would appeal to users, and to find out whether or not the implemented solutions were successful and/or useful to the user.

The results generated from these tests were then used to redefine one or more of the problems established in the earlier phases of the project. They also helped to build a more robust understanding of the problems users might face when interacting with the product in the intended environment.