Defining Barclaycard's Digital Roadmap
At the Enterprise Mobility Exchange, I spoke to Steven Hardy, Director of Digital Transformation, Barclaycard. In the interview we discussed Barclaycard’s digital roadmap and the challenges the company is facing as it attempts to embrace the concept.
Firstly, can you tell me a little about your role and the scope of your responsibilities at Barclaycard?
As the Director of Digital of Transformation, my role over the last couple of years has been, firstly, to form a digital roadmap, and an investment roadmap, to get us to the digital capability which really underpins our business strategy.
We set out really early on as part of my role to figure out what our goals should be. We then set about putting together a team that could firstly figure out that digital strategy and start to engage with various stakeholders. Secondly, it moved towards a delivery and execution team, and that team has been part of my responsibility.
More recently, my role has begun to transition to work out how we drive customer adoption, how we engage with customers and get them to adopt the new digital capabilities. Of course, my responsibility is to make sure that the investments we have made deliver the outcomes we expected, particularly with the business case. I’m not just accountable for a sizeable investment pot, but also quite a sizeable benefit of return for the next four to five years. And then as time passes by, we are starting to think about what digital in business-as-usual looks like for Barclaycard as a global commercial payments business, and really starting to define what a digital director of the future will look like in that particular business.
What are the must-have elements of a successful mobility roadmap?
I think the first thing that’s absolutely paramount for a roadmap is an endpoint, or at least a visionary endpoint. So I think without a vision, a roadmap’s deliverables aren’t given any context. We really set about very early on figuring out exactly what our vision was, and we wanted to be market leading in our capabilities for our customers. It’s then a great backdrop for decision making – it’s a great way to get colleagues and customers engaged, it’s also a great way to get all the resources on a program of work absolutely focused and aligned to that vision.
I think the second piece is that it needs very careful prioritisation. You simply can’t do everything – you have to pick your battles carefully. We try to choose through three lenses – and those lenses were very tied to our commercial goals and the reasons we made the investment in the first place.
Additionally, the customer has to be at the heart of that roadmap, and it’s important that they are engaged very early on. We did that through things like clickable prototypes to get their feedback. But making sure that customers are influential in the way we are prioritising and developing end-state experiences is also important.
I would also urge anybody, especially those who are infantile in digital, to build and develop a deep understanding of the processes which are available today before you start. I would think very carefully about defining, in detail, current processes and what the go-to process would look like and the role that technology will play. And we went as far as applying lean discipline to do a very detailed process mapping of that current state very early on in the program. It gave us a lot of confidence that we had a good understanding as to how things were, and then we went into work to look at what we want to look like in the future.
As the digital environment evolves at an increasing pace, are the elements of the roadmap likely to change in the next 18 months?
The one element of the roadmap that I do see changing is a linkage towards the broader marketing of the business. Given that we’re infantile in digital, and working with our customers digitally, I would say we’re also fairly infantile in the way we digitally market to our customers – I think that has to change. At some point the lines will converge and I am sure we will end up with a digital marketing team. That’s something which will potentially start to create new strands of work that we find on our roadmap.
As customers start using the digital technology, I am hoping they start giving us some feedback. And I would like to see that feedback find its way back through to prioritised items on the backlog that we can then use to enhance the applications. We can take that feedback on board and do something about it. Similarly, I then get feedback from our own colleagues, particularly those in operations. If we desire feedback, we must show that we’re willing to listen to it and do something about it.
If you want to read more in-depth interviews from this Exchange, check out this link.