Overview
As a medical device manufacturer, our organization supports customers long after a scanner is sold. From order placement and installation to preventive maintenance, upgrades, and end-of-life servicing, multiple internal teams collaborate to deliver a seamless customer experience.
While customers experienced a single service journey, the internal teams supporting that journey relied on multiple disconnected applications built independently over many years.
The objective of this initiative was to explore how we could create a harmonized experience for the people responsible for servicing these devices—particularly our field service engineers.
The Problem
Field service engineers regularly switched between multiple tools to complete a single service activity.
Although each application solved a specific business need, together they created a fragmented experience.
Key challenges included:
- Different interaction patterns across products
- Duplicate information entered into multiple systems
- Limited visibility across the customer lifecycle
- High cognitive load when switching between applications
- Inconsistent user experiences for teams performing connected tasks
The challenge wasn't redesigning a single product—it was understanding how the entire ecosystem worked together.
Discovery
Rather than starting with interfaces, I focused on understanding the broader service ecosystem.
Journey Mapping
I mapped the complete customer lifecycle, beginning with sales and continuing through installation, service, upgrades, and end-of-life support.
This helped identify where internal teams interacted with customers and where they relied on different software tools throughout the process.
Stakeholder Research
I collaborated with product teams, service stakeholders, and field engineers to understand:
- How work moved between teams
- Which systems were used at each stage
- Where users experienced friction
- How fragmented experiences impacted efficiency in the field
Instead of evaluating individual products, the research focused on the connections between them.
Placeholder — swap in the actual journey map artifact.
Key Insights
The research shifted the conversation from improving individual tools to improving the overall experience.
Three insights stood out:
- Users don't think in products—they think in tasks.
- Most friction occurred during transitions between applications rather than within them.
- A consistent interaction model could reduce learning effort and improve efficiency across the entire service ecosystem.
These insights became the foundation for a harmonized UX strategy.
Design Evolution
Based on the research findings, I developed a strategic experience vision centered around consistency rather than feature redesign.
The proposed direction included:
- A unified navigation model across service applications
- Shared interaction patterns and terminology
- Consistent information architecture
- A common visual language to reduce context switching
- Opportunities for reusable design patterns across products
Rather than redesigning every interface, the focus was on creating principles that future products could adopt incrementally.
Placeholder — swap in the strategic experience vision boards.
Outcome
Although the initiative was paused before implementation due to shifting business priorities and budget constraints, the research established a shared understanding of the service ecosystem and highlighted opportunities for future platform harmonization.
The journey maps and experience vision became valuable artifacts for conversations around product strategy and experience consistency across the organization.
What I Learned
This project reinforced that enterprise UX is often less about designing individual screens and more about designing the connections between products.
By understanding the complete service ecosystem before proposing solutions, we were able to shift stakeholder conversations from isolated product improvements toward a longer-term experience strategy.