Complex and Aging Legacy Applications

Spelling Doom for Telcos Worldwide

A McKinsey study conducted on 80 telecom companies worldwide discovered that leading companies had done away with redundant platforms, stepped up the automation of core processes, and merged overlapping capabilities.

The telecom industry as it stands
today is at crossroads.

On one side, it has customers’ expectations – slick interfaces, value offers, high-speed connectivity, and 24/7 support systems.

On the other side, it has to deal with rigid legacy systems with their sluggish form and function that simply don’t belong in the 21st century.


To become a successful multiservice provider,
telecom companies should seek to –

Develop specialized, customized

Minimize production and
delivery expenses

Elevate sales tactics to posit
demonstrable advantages

  • Offer a well-structured
    value proposition
  • Base it on standard services
  • Choose automated processes over extensive personnel
  • Extract more value from current assets and competitive edge
  • Speed up processes through multi skilling and dedicated sales support
  • Develop a unique portfolio of bundled services to gain traction

Our Client

Our client is a Cloud-based Communications Provider serving thousands of businesses in North America, providing custom-built Managed Connectivity and Cloud Communications solutions by partnering with over 20 major network providers. Looking to penetrate into the South American markets, the company wanted to scale up and refine their sales portal to sustain the proposed expansion.



  • Part of the sales team
  • Responsible for connecting with businesses
  • Understanding varied business requirements

The work they did

  • Document those business requirements
  • Manage and build quotes as per requirements
  • Have them reviewed internally
  • Share the final quotation with the prospect

Their incentives would be aligned along with the health of
their pipelines and stages in which different quotes were in.

The Client Company in
collaboration with Koru
conducted a UX Audit
that highlighted:

  1. Misalignment of the existing portal’s product workflows with that of the business.
  2. Usability issues and challenges which made the portal difficult to use.

As the business was looking to scale it was important that they acknowledge the challenges that were beginning to impact the inflow of new customers and deals by fixing these challenges.


For the Agents

  • Difficult to use
  • Misaligned workflows
  • Lack of process monitoring
  • Poor usability demotivated their Agents

For the Business

  • Reduced accountability for lead tracking
  • No tracking available for active deals
  • Trends and market needs would
    show up with a delay
  • Poor usability led to poor service


We were called upon to revamp the quote creation and
management workflows within the Sales Portal.

Our key focus areas based on the UX Audit were

For the Business
& Users

  1. Align the solution to integrate with the actual journey of the process.
  2. Increase visibility and tracking for stakeholders
  3. Help involve stakeholders’ view and gauge what’s coming their way
  4. Enable the business to easily gauge customer trends and enable planning and packaging of services
  5. Easier integration with other tools within the ecosystem, such as the CRM

For the Product and its Usability

  1. Make the workflows intuitive for the users.
  2. Ensure retained as well as new workflows reflect a consistent experience
  3. Ease in documentation of requirements, accuracy especially in areas where the data was manually documented
  4. Engage a standardized design system that made it easy to scale the product
  5. Institutionalize the product usage experience to set guidelines

Telecom companies are often guilty of assuming that the client experience is a compilation of independent touchpoints.

That customer service, sales progress and promotional materials are
somehow unrelated to each other.

On the contrary, the client is the focal point of all activities. The
product journey and the customer experience are essentially two
sides of the same coin.

Individual touchpoints may perform well even if the overall experience is poor.

User-centric design allows telecom companies to map the entire client journey and gain an in-depth understanding of what their users actually want and deliver a refined user experience.

To do this well,

Identify the user journeys that matter most to key segments

Map these journeys to understand their flow across functions, channels, and devices

Identify and resolve the biggest pain points


Koru was to play a critical role in ensuring that the approach recognized and addressed factors that led to previous failed attempts made by individual stakeholders along with the business’s internal product and design teams. These factors revolved around.


The design process at Koru is focused on improving the usability, accessibility, and delight provided in the product interaction.

Keeping the user in the center of the creative process leads us to create designs that are clutter-free, easy, intuitive, scalable, engaging and provide a fabulous experience to the users.


  • One-on-one interviews were conducted with stakeholders across departments to understand the process and see how they leverage the tool in their day-to-day process. This identified specific areas where they struggled with the process or the system.
  • Planned and conducted cross-functional workshops to help stakeholders define the process from their perspective. This also allowed for them to build empathy and share the vision of the business.
  • Focused on areas where the processes were offline and had excessive reliance on an individual and team driven process.


We began by assessing the data to understand the users and the nature of their needs from the system. We broke them down further by different milestones in the sales process where they would engage digitaly.

The research helped us establish:
  • The process and the areas where they were aided by the existing ecosystem
  • User expectations, potential, and capabilities
  • Overlaps, areas which lacked accountability and confusing ownerships
  • Product and workflow specific challenges encountered by the users in their day-to-day

Usability issues in the portal led to confusion and
conflicts between collaborators in the process


We chose specific areas for enhancements considering the workflow-specific challenges and proposed features that make for a standardized product experience.


Transforming the wireframes and prototypes to actual images with themes, components, and styles applied to them.


Ease of finding location
The user can type to find an existing location or enter a new one.

Suggestion prompts for

Suggestion prompts assist
the user in choosing the right location and help avoid
incorrect inputs.

Seamless navigation between multiple locations
Users can pick multiple locations at one go with ease.

Ease of access to service offerings
The split-screen ensures that the user gets to view the service offerings while creating the right bundles.

Compare prices across providers at a glance
Choosing a provider becomes easier with the cost comparison visible in a row.

Chat function to discuss the
quote with the client

Chat function helps both, the client and the provider to
indulge in a quick discussion
over the quote and resolve
queries with ease.


To round up, the redesign resulted in the effective management of the work processes, increased data accuracy, process integration, increased accountability, and sharper decision-making. Reporting was made easy and trends easily accessible.

For Agents


Increase in individual user’s
productivity by

(Measured through time comparison of key
workflows between old and new solution)