Case Study

Co-op Bank

Modernising a bank built on outdated systems.

Legacy infrastructure, hesitant customers, and increasing pressure to catch up.

Client

Co-op Bank

Sector

Banking

Role

UX Lead

Services

UX, User Research, Accessibility, Prototyping, Digital Transformation

Project overview

Modernising a bank built on outdated systems.

Co-op Bank was falling behind.

While competitors moved towards digital-first experiences, Co-op was still operating on ageing that limited what could be built and how quickly it could evolve.

At the same time, its customer base was different. Many relied on in-branch and were less comfortable with digital banking.

I was brought in to the , improving the experience while working within the of legacy technology and supporting customers through the shift to digital.

This wasn’t a clean rebuild. It was an overhaul, done in place.

What was happening

The experience was outdated, and the system couldn’t keep up.

The digital experience didn’t meet modern expectations.

were complex, difficult to navigate, and often failed to meet standards. For many users, particularly older customers, this made everyday banking harder than it needed to be.

Behind the scenes, the technology was a limiting factor. restricted what could be changed, how quickly it could be delivered, and how far the experience could be pushed.

Internally, this created tension. The need to modernise was clear, but the couldn’t support a full in one move.

At the same time, customers needed to be brought with the change, not left behind by it.

Approach

Overhaul what exists. Improve it step by step.

The approach focused on making meaningful improvements within real .

Rather than waiting for a full rebuild, key were prioritised and redesigned incrementally, delivering immediate value while working alongside ongoing updates.

Heavy prototyping was used to explore solutions, test feasibility, and align before development. This helped bridge the gap between ambition and what the technology could support.

ensured decisions were grounded in real , particularly for customers less familiar with digital .

was treated as a core requirement, not an afterthought. Audits and testing ensured the experience became more usable for a wider range of customers.

At the same time, work extended beyond the product itself. Collaboration with branch staff helped support customers through the transition, building in digital banking.

Key decisions

Work within constraints, but don’t be limited by them.

A key decision was to accept that the couldn’t be replaced overnight.

Instead of forcing change, the focus was on improving what existed, step by step. Delivering progress early, while laying the groundwork for longer-term .

Another critical decision was designing for the actual customer base, not an ideal one.

This meant creating experiences that were simple, clear and approachable, particularly for users who were less confident online.

Bridging the gap between digital and in-branch banking was essential. The experience had to feel supportive, not forced.

Finally, proving value became a priority. Demonstrating that digital could work for both the business and its customers was key to unlocking further investment.

Solution

A modernised experience built on top of legacy systems.

The result was a significantly improved digital experience, delivered incrementally within the of the existing .

Key were simplified, making it easier for users to navigate and complete tasks.

improvements ensured the became more inclusive, meeting required standards and improving for all customers.

One of the most impactful outcomes was the introduction of Co-op’s first fully online loan application.

Customers could apply, receive approval, and access funds within minutes. A major shift for a bank that had previously relied heavily on in-branch .

The experience balanced modern expectations with the realities of the behind it.

Experience map

A closer look at the work in context.

Co-op Bank case study gallery image 1

Gallery image from the Co-op Bank case study.

01/03

Outcomes

Progress without disruption, and proof that change was possible.

The digital experience improved significantly without requiring a full rebuild.

issues were addressed, reducing barriers for a wider range of users.

Customers were better supported in moving to digital, with a clearer and more approachable experience.

The success of the online loan application demonstrated the value of digital investment, helping secure further backing for continued .

Co-op moved from being behind the curve to having a clear path forward.

Reflection

Transformation doesn’t start with technology. It starts with reality.

This project reinforced that isn’t always about rebuilding from scratch.

In many cases, the you inherit defines the path you take.

The role of UX is to find a way forward within those . To improve what exists, while gradually shaping what comes next.

At the same time, isn’t just technical. It’s human.

If customers don’t feel comfortable, confident and supported, the best digital solution won’t be used.

Real progress happens when both the and the people move forward together.

LET'S WORK TOGETHER

Ready to improve your product?

UX, research and product leadership for teams tackling complex digital services. The work usually starts where things have become harder than they need to be: unclear journeys, inconsistent products, competing priorities, or teams trying to move forward without a clear direction. I help simplify the problem, shape the right next step, and turn complexity into something people can actually use.

Previous feedback

Will Parkhouse

Senior Content Designer

01/20