Kuro
As a Learning Management System (LMS) platform, Kuro aims to make learning accessible and streamlined for businesses. In 2024, Kuro was introducing a shopfront experience that enabled businesses to own and customise their own training marketplace, unlocking new growth for customers.
Brief
Kuro was not only adding a major feature to their product, but also wanted to rebuild the platform from the ground up to improve technical implementation, which also included a full platform redesign. The design had to accommodate the user experiences of three distinct groups: learners, organisations, and content providers. Each group had unique requirements which meant tailoring the interface and features to their specific needs.
The main goals of the platform redesign were:
- new customer/user group (new view with unique features)
- redesign of the interface with a new design system
- improve the UX of existing features
- increase acquisition and adoption.
Empathise & define
Stakeholder interviews
Interviews with stakeholders provided understanding into the project’s landscape. It helped gather context around the platform, business goals, and customer needs. This process helped to align the team for a shared vision, and create a lightweight roadmap for the platform redesign.
Cognitive maps
When referring to Kuro, we often used the metaphor of a department store like Myer. Traditional LMS platforms were akin to Kmart or Target, selling either their own products or a mix of products within one experience. Where Kuro differed, in ways similar to Myer, each brand (or organisation) got their own customisable section to sell products to consumers (or learners), and these products were created outside of that experience by manufacturers (or providers). Mapping this concept provided a clearer understanding of the relationship between users, and the structure of the platform.
User personas
Internal workshops were conducted with stakeholders to determine lightweight key user personas that would create alignment and direction for the platform.
This process included mapping:
- user motivations
- roles and administration levels
- product needs (platform vs. content).
Competitive usability evaluation
An analysis of both LMS provider competitors and product patterns provided insights into IA, navigation, layout, terminology and interaction design. Specifically Shopify and other eCommerce platforms gave us an understanding of the complex relationship between B2C and B2B products and storefronts.
User flows
User flows clarified user intentions across the three key user groups and subgroups within these.
Examples included:
- individuals purchasing learning
- learners completing training assigned by their organisation/manager
- learning managers assigning a course to an employee
- content providers creating a product for distribution
- super admins (Kuro staff) managing customers.
Information architecture
An IA map was developed to define the relationship between different user views and accounts, and related feature requirements. This provided a clearer understanding of content, functionality, and navigational elements that would make these features accessible and usable.
Ideate & implement
Wireframes
Before the design phase, rapid and lightweight wireframing was conducted to evaluate concepts for function and usability. Ultimately, this remained a shallow exploration as stakeholders requested prioritisation of hi-fi designs to meet the tight deadline.
UI design & prototypes
The platform was designed for three distinct user groups: Learners (the consumers), Organisations (the administrators), and Providers (the creators).
New global features were added to the product.
These included:
- inbox and messaging capabilities between learners and management
- self sign-up for independent adoptions
- account switching between organisations
- refreshed visual design for improved product perception
- course libraries for self-initiated learning
- consistent side navigation.
Learner view
The learner view redesign focused on refreshing the interface while preserving essential features. The primary objective was to make the learning experience accessible and intuitive, particularly for users who were externally motivated by managers to complete training and preferred a "get in, get out" approach. A central dashboard was introduced, prioritising assigned and in-progress learning, enabling users to quickly access and complete their training. Additionally, while not the main focus, the design allowed users to review previous training and self-enrol in open courses, depending on organisational settings.
Org view
The redesign of the organisation view necessitated a thorough rethinking of the information architecture, driven by the shift towards learning storefronts. Organisations were now focused on customising pre-made courses within their packages, rather than managing their own learning assets. Consequently, the focus of this view shifted from course creation and management to learner management and portal customisation. This platform redesign enabled administrators to dedicate more time to their teams, enhancing the learning experience and achieving organisational training goals. A central dashboard was introduced, prioritising learner management and progress visibility. Additionally, course editing was streamlined, offering features like status switching, custom content integration, FAQs, and access settings.
Provider view
The new product view, the provider section, centered around portal management (customers), products, courses and content (assets), and streams (access), effectively addressing the 'who,' 'what,' and 'where.' A standout feature of the platform redesign was the introduction of Streams, which enabled providers to retain ownership and control of their content while granting access to third-party platforms and LMSs for businesses integrating into existing systems. Leveraging the SCORM Cloud Dispatch API, the design of this experience required close collaboration with engineering to meet technical requirements. Despite the underlying complexity, the goal was to design Streams as a simple, intuitive feature and make it accessible to non-technical users.
Outcomes
Design and engineering worked closely to ensure seamless integration of new components and patterns, with regular communication, iterative feedback loops, and joint problem-solving sessions. Interactive prototypes, animations, and proof of concepts were utilised to further illustrate complex features, allowing for clear understanding and smooth implementation. By employing agile methodologies, both teams could quickly address any issues, adapt to changes, and ensure the final product met the high standards set during the planning phase. This close partnership was crucial in creating a cohesive, user-friendly platform that aligned with the project’s goals.
As of mid 2024, this project is still in the soft-launch phase. Although the platform has yet to be tested and evaluated, the final design tailors its offerings to three distinct user groups with unique needs. This platform redesign is set to position Kuro as a dynamic and innovative learning management product, revitalising a stagnant market.
Key learnings
As the product launch approached, the urgency to get to market became a top priority. This pressure left little time for discovery, success measurement, or iteration before the end of the product lifecycle. If the project had allowed for a broader scope within its constraints, I would prioritise the following three areas:
Data-driven research
Although design decisions were guided by stakeholder interviews, incorporating real user and customer insights could have profoundly impacted the final platform design. A mixed-method research project, targeting participants with diverse experiences in online learning, would have provided deeper insights into user motivations, understanding, and perceptions. This approach would have offered greater clarity on the varying needs of different user groups, ultimately leading to a more tailored and effective design.
Navigation & IA testing
The platform architecture was designed through a combination of competitor and pattern analysis; however, testing and validating these structures could have been critical to ensuring usability and feature discoverability. With greater access to participants and a sufficient budget, a card sorting study could have ensured intuitive categorisation of features. Additionally, tree testing would have been valuable for validating navigation usability across key tasks for each user group. These insights would have informed user flows and created a unified vision for the user experience of learners, admins, and creators.
Usability testing
A mixed-method approach, incorporating both moderated, facilitated studies and unmoderated research using online tools like heatmapping, path analysis, and usability metrics, would have been invaluable in testing the usability of prototypes and designs. Engaging a minimum of five participants per segment, this approach would have identified issues, uncovered opportunities, and provided deep insights into user behaviour, guiding decision-making and resolving contention points throughout the project. This research would have been particularly beneficial for complex or niche features like Streams and product management.