Telenor's digital ecosystem was fragmented across legacy and modern platforms, creating inconsistent experiences for customers and limiting the organization's ability to deliver unified, self-service solutions.
The Strategic Challenge
Fragmented Platforms & Inconsistent Experiences
Telenor's digital ecosystem was split across legacy and modern platforms, creating structural inconsistencies that impacted customer trust, increased support costs, and slowed business agility. The organization needed to modernize while maintaining service continuity.
What I led
I worked to unify fragmented customer experiences, reduce friction in critical journeys, and align cross-functional teams around research-driven, scalable solutions.
- • Led platform modernization from legacy B2 to Epi, creating unified account experiences across mobile, broadband, and TV
- • Redesigned activation experience to reduce ~1,700 monthly failures and decrease support dependency
- • Re-imagined digital shopping journey for TV and streaming services with validated concept flows
- • Designed secure Message Center to meet regulatory requirements and establish centralized digital communication
MODERNIZING THE ACCOUNT PLATFORM (B2 → EPI)
- Unified fixed and mobile account experiences
- Created foundation for decommissioning legacy systems
- Enabled scalable feature expansion
- Strengthened digital self-service capability
REDUCING ACTIVATION FAILURE
- Reduced activation failures ~60% (from ~1,700 to ~680/month)
- ~1M SEK annual support cost savings
- 78% of users rated the redesigned flow "easy" or "very easy"
- Mobile-first onboarding pattern reused across other Telenor product areas
RE-IMAGINING THE DIGITAL SHOPPING JOURNEY
- Improved clarity in package differentiation
- Strengthened digital-first commerce strategy
- Reduced cognitive load in checkout
- Enabled scalable experimentation roadmap
DESIGNING SECURE DIGITAL COMMUNICATION
- Achieved legal compliance readiness
- Created centralized digital message experience
- Improved customer trust and control
- Established roadmap for two-way communication
Key Impact
Reduced activation friction
Improved digital self-service foundation
Enabled legacy decommissioning
Increased clarity in commerce flows
Prepared platform for secure digital communication
Strengthened UX maturity within organization
Key Design Decisions & Trade-offs
We chose phased migration over a big-bang platform switch.
The business wanted a full migration from B2 to Epi in one release. I advocated for incremental migration, arguing that maintaining service continuity was more important than speed. The trade-off was a longer timeline (~12 months vs. 6), but we avoided service disruption for 500K+ active broadband customers and reduced rollback risk.
We prioritized activation clarity over feature richness in the redesign.
Stakeholders wanted to add upsell opportunities to the activation flow. Research showed that the activation moment was so fragile (~1,700 failures/month) that any added complexity would increase drop-off. We stripped the flow to its essential steps only, reducing activation failures by approximately 60% and deferring upsell to post-activation touchpoints.
We designed for regulatory compliance without compromising user experience.
New legislation required encrypted messaging, which typically means cumbersome authentication flows. We designed a progressive disclosure approach: 1-way notifications first (low friction), with secure 2-way messaging gated behind BankID only when needed. This met legal requirements while keeping daily interactions simple.
Key Takeaways
At Telenor, UX was not about polishing interfaces — it was about reshaping systems and creating clarity within complex, constraint-heavy environments.
The work required balancing customer needs with technical limitations, regulatory requirements, and organizational realities. By leading with research and facilitating cross-functional alignment, I helped turn fragmented digital touchpoints into scalable, self-service experiences that supported both customer confidence and business outcomes.
- → Unified disconnected platforms into coherent account and commerce journeys
- → Reduced operational cost by improving activation and self-service flows
- → Enabled platform modernization without disrupting live services
- → Established research-informed decision-making across teams
The foundations, patterns, and practices introduced during this period continue to influence Telenor’s digital product development.
Outcomes & Next Steps
What changed: critical customer paths became clearer and less error-prone, reducing support escalations.
What scaled: phased migration and validation rituals became a repeatable model for platform transitions.
Next: expand self-service confidence metrics and further reduce operational dependency in high-friction journeys.
