Transforming
the Card Replacement Experience

Service Design, Journey Management
Project Overview
The slower-than-desired increase in the NPS score and experience gaps faced by customers highlighted the need to pilot an alternate approach to identifying and addressing challenges in the customer experience. We piloted an initiative to understand and assess what it would take to improve 3 of the 16 top customer journeys - journeys with the least satisfaction and highest friction as measured by NPS, call volumes for complaints etc.
Key Facts
Company: JPMorganChase, New York
Industry: Banking & Financial Services
Timeline: July 2023 - January 2024
Skills: Service Design, UX Research & Design, Design Strategy, Journey Management & Orchestration, Facilitation, Storytelling
When replacing a credit card...
866,000
Customers attempt
to self-service per month
41%
Digital drop-off rate customers
attempting to self-service per month
$12.6M
Annual cost related to customer
service calls for replacement
$8B
Annual loss in card spend due
to delays in replacing lost cards
What was the customer's experience like in the current state?

James realizes the card is lost and looks for possible actions through a search on google. "Lost Credit Card + Chase" but the instructions are incorrect

James calls in because he's unable to understand the options available between lock card and reporting a lost card. The Specialist is not able to lock the card or guide James through self-service because their information is not updated

James continues to look for the card He keeps logging back in to ensure no unverified or fraudulent transactions have occurred.

He decides to call in to replace his card but is unable to receive a card with the same number. Due to emphasis on Average Handling Time, the specialist cannot disclaim any information on recurring transactions or security features.

James waits without any information on when he will receive his new card. He finally receives his card in the mail and starts to use it.

A few weeks, later, his recurring payments are declined. He now has to track down where he has stored his card and manually update the vendors with the new card details.

Current State Service Map (For Illustrative Purposes)
Why this journey?‍

A comprehensive review of James’ card replacement journey revealed33 customer experience (CX) gaps across 10 different products, with key pain points including:‍

Unclear Guidance
Customers struggled 
to understand the difference 
between locking a card 
and reporting it as lost, 
leading to unnecessary calls
Search Inefficiencies
Inaccurate public search results drove an additional 12,000
calls per month
Large Call Volume
To replace a lost/stolen card, 132K customers called and 8K customers visited a branch over self-service in Jan '23
Multiple Logins
Customers logged in an average of 8.5 times while waiting for a 
replacement, demonstrating 
uncertainty in the process
Long Timeframe
On average, there was 
a 17-day gap between reporting 
a lost/stolen card and the 
first transaction with the new card.
Recurring Payments
Customers experience declined
 recurring payments for up
 to 6 months, with 3,193 calls
about declines within 30 days 
of card replacement.
What did we learn about the business?

We reviewed roadmaps and OKRs for these teams only to realize they did not have a singular journey view. Initiatives across teams did not line up efficiently and would continue to cause breaks in the customer experience. We created a journey roadmap by aligning all teams' roadmaps to ensure effective delivery

We also streamlined their 174 distinct OKRs into 5 cross product OKRs:
Increase NPS
Increase Digital Self Servicing Ratio
Improve Channel Containment
Improve First Call Resolution/ Reduce Call Volume
Reduce Average Handle Time
‍

How could we make the customer experience better?

Collaborative Design Workshop: Bridging Customer and Specialist Perspectives :
We conducted a Participatory Design Workshop in Orlando, Florida, bringing together 9 customers, 8 card replacement specialists, and 5 additional customers to collaborate on improving the card replacement experience.

"I was told that the expiration date and the security code would remain the same for my replacement card. They did not, and I was unable to use the card until I received it and saw that both had been changed."

— Customer, Universal Survey
‍
"When a client is in front of us, I wish I could flag the transactions for the fraud specialist. Instead, I have to call (in branch) the fraud person and wait."

— Branch Specialist, Branch Visit
‍
"I was thinking how am I going to pay my mortgage while I'm waiting for a resolution. Not knowing is nerve racking."
‍
—Customer, Co-Creation
Session on Card suspected
fraud resolution

Transforming Card Replacement to Boost Self-Service (Front-Stage)

Simplify Support (Back-Stage)

Impact

30% Reduction in Call Volume
Shifted customer behavior toward self-service by improving digital card replacement flows.

25% Increase in Digital Adoption
Enhanced visibility and ease of use led to higher engagement on mobile and web platforms.

40% Faster Resolution Time
Simplified steps and system automation reduced time to issue replacement cards.

Reduced Manual Errors by 35%
Improved data accuracy and backend alignment minimized servicing mistakes.

Boosted Specialist Efficiency
Co-browsing tools and updated guides enabled quicker, higher-quality support.

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© 2025 Ayush Biyani
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