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product-design

229 posts

toss

It Almost Ended Up Ugly - The Making of Toss Front 2 (opens in new tab)

안녕하세요. 토스플레이스에서 오프라인 결제 단말기를 만들고 있는 류관준이에요. 결제 단말기는 매일 마주치지만, 브랜드나 형태가 또렷하게 기억나는 제품은 많지 않죠. 토스에서 만드는 결제 단말기, ‘프론트’는 단순히 결제 기능을 수행하는 기기를 넘어, 높은 사용성과 심미성으로 기억되는 제품이 되길 바랐어요. 1세대를 출시한 이후 2년 반 동안 현장을 방문하며 관찰했어요. 사용 경험에서 놓친 지점이 보여서, 2세대 단말기에서는 그 불편한 지점을 정면으로 고치고 싶었죠. 만약 이 과정에서 완성도에 대…

product-designuxprototypingwireless-communication+4
toss

Why Toss reduced its design roles to two (opens in new tab)

26년 4월 1일, 토스 디자인 챕터에 큰 변화가 있었어요. 기존 6개의 디자인 직무가 2개로 통합된 거예요. 기존 6개 직무 통합 후 2개 직무 직무 구분이 만든 경계 디자인챕터가 성장하면서 직무는 자연스럽게 세분화됐어요. 각 직무는 고유한 전문성을 쌓아왔고, 그 체계 안에서 충분히 잘 작동했죠. 그런데 일을 하다 보니 직무 간 경계가 흐려지는 순간들이 생겼어요. 디자인 시스템에 인터랙션을 적용해야 할 때, Platform Designer가 해야 하는 건지 Interaction Designer…

product-designfigmadesign-systemsgraphic-design+4
toss

From Intern to Solo Designer: Growth (opens in new tab)

안녕하세요. 토스뱅크 Product Designer 전누리예요. 이번 글에서는 인턴으로 토스에 합류해 처음으로 실험을 설계했던 경험을 공유해보려고 해요. 제가 맡은 첫 과제는 토스뱅크 비회원의 가입 전환율을 높이는 것이었어요. 처음 실험을 설계해야 했던 저는 세 가지가 가장 어려웠어요. 1️⃣ 이탈이 큰 구간이 여러 개인데, 어디부터 개선해야 할까? 2️⃣ 이미 많은 실험이 진행되었는데, 나는 뭘 더 할 수 있을까? 3️⃣ 가설을 어떻게 세워야 흔들리지 않을까? 이 세 가지 고민을 어떻게 풀었는…

product-designux-writingexperiment-designa-b-testing+3
kakao

How the POPM Course Became a (opens in new tab)

Kakao developed its internal POPM (Product Owner/Product Manager) training program by treating the curriculum itself as an evolving product rather than a static lecture series. By applying agile methodologies such as data-driven prioritization and iterative versioning, the program successfully moved from a generic pilot to a structured framework that aligns teams through a shared language of problem-solving. This approach demonstrates that internal capability building is most effective when managed with the same rigor and experimentation used in software development. ## Strategic Motivation for POPM Training * Addressed the inherent ambiguity of the PO/PM role, where non-visible tasks often make it difficult for practitioners to define their own growth or impact. * Sought to resolve the disconnect between strategic problem definition (PO) and tactical execution (PM) within Kakao’s teams. * Prioritized the creation of a "common language" to allow cross-functional team members to define problems, analyze metrics, and design experiments under a unified structure. ## Iterative Design and Versioning * The program transitioned through multiple "versions," starting with an 8-session pilot that covered the entire lifecycle from bottleneck exploration to execution review. * Based on participant feedback regarding high fatigue and low efficiency in long presentations, the curriculum was condensed into 5 core modules: Strategy, Metrics, Experiment, Design, and Execution. * The instructional design shifted from "delivering information" to "designing a rhythm," utilizing a "one slide, one question, one example" rule to maintain engagement. ## Data-Driven Program Refinement * Applied a "Product Metaphor" to education by calculating "Opportunity Scores" using a matrix of Importance vs. Satisfaction for each session. * Identified "Data/Metrics" as the highest priority for redesign because it scored high in importance but low in satisfaction, indicating a structural gap in the teaching method. * Refined the "features" of the training by redesigning worksheets to focus on execution routines and converting mandatory practice tasks into selective, flexible modules. ## Structural Insights for Organizational Growth * Focused on accumulating "structure" rather than just training individuals, ensuring that even as participants change, the framework for defining problems remains consistent within the organization. * Designed practice sessions to function as "thinking structures" rather than "answer-seeking" exercises, encouraging teams to bring their training insights directly into actual team meetings. * Prioritized scalability and simplicity in the curriculum to ensure the structure can be adopted across different departments with varying product needs. To build effective internal capabilities, organizations should treat training as a product that requires constant maintenance and versioning. Instead of focusing on one-off lectures, leaders should design structural "rhythms" and feedback loops that allow the curriculum to evolve based on the actual pain points of the practitioners.

product-designproduct-managementdata-analysismetrics+3
discord

During October, Treat a Friend to Nitro and Trick Out Your Profile for Halloween 🎃 (opens in new tab)

Discord is launching a seasonal Halloween event that invites users to participate in a themed conflict between "tricks" and "treats." By interacting with the platform's interface, users can select a side and influence their digital presence throughout the holiday period. This update integrates atmospheric elements directly into the user experience, transforming standard notifications into part of a broader community-driven narrative. **Aesthetic and Interface Enhancements** * The event is framed within the context of the Onyx client theme, providing a dark, high-contrast visual foundation for the seasonal content. * Thematic sensory cues, such as specialized notification sounds and candy-corn-themed imagery, are used to signal event milestones and updates. * Interface shifts are designed to build immersion as the user navigates through the client during the spooky season. **Faction Selection and Social Influence** * Users are presented with a definitive choice between two fates: embracing "treacherous tricks" or opting for "treats." * Once a faction is selected, the platform allows users to display their allegiance publicly to the rest of the world. * The event includes social mechanics that allow users to help pull others toward their chosen side, fostering community competition. This Halloween update emphasizes user agency and social signaling, providing a gamified layer to the Discord client that encourages interaction through seasonal factions.

product-designdiscordui-customizationonyx+1
toss

Creating the worst experience at Toss (opens in new tab)

Toss designer Lee Hyeon-jeong argues that business goals and user experience are not mutually exclusive, even when integrating controversial elements like advertising. By identifying the intersection between monetization and usability, her team transformed intrusive ads into value-driven features that maintain user trust while driving significant revenue. The ultimate conclusion is that transparency and appropriate rewards can mitigate negative feedback and even increase user engagement. ### Reducing Friction through Predictability and Placement * Addressed "surprise" ads by introducing clear labeling, such as "Watch Ad" buttons or specifying ad durations (e.g., "30-second ad"), which reduced negative sentiment without decreasing revenue. * Discovered that when users are given a choice and clear expectations, their anxiety decreases and their willingness to engage with the content increases. * Eliminated "flow-breaking" ads that mimicked functional UI elements, such as banners placed inside transaction histories that users frequently mistook for personal bank records. * Established a design principle to place advertisements only in areas that do not interfere with information discovery or core user navigation tasks. ### Transforming Advertisements into User Benefits * Developed a dedicated B2B ad platform to scale the variety of available advertisements, ensuring that users receive ads relevant to their specific life stages, such as car insurance or new credit cards. * Shifted the internal perception of ads from "noise" to "benefits" by focusing on the right timing and high-quality matching between the advertiser and the user's needs. * Institutionalized regular "creative ideation sessions" to explore interactive formats, including advertisements that respond to phone movement (gyroscope), quizzes, and mini-games. * Leveraged long-term internal experiments to ensure that even if an idea cannot be implemented immediately, it remains in the team's "creative bank" for future product opportunities. ### Optimizing Value Exchange through Rewards * Conducted over a year of A/B testing on reward thresholds, comparing small cash amounts (1 KRW to 200 KRW), non-monetary items (gifticons), and high-stakes lottery-style prizes. * Analyzed the "labor intensity" of ads by adjusting lengths (10 to 30 seconds) to find the psychological tipping point where users felt the reward was worth their time. * Implemented a high-value lottery system within the Toss Pedometer service, which successfully transitioned a loss-making feature into a profitable revenue stream. * Maintained user activity and satisfaction levels despite the increased presence of ads by ensuring the "worst-case experience"—viewing ads for no gain—was entirely avoided. Product teams should stop viewing business requirements and UX as a zero-sum game. By focusing on user psychology—specifically transparency, non-disruption, and fair value exchange—it is possible to achieve aggressive business targets while maintaining a sustainable and trusted user environment.

product-designuxgamificationad-tech+3