UX/ui CAse study konica minolta

Konica Minolta

B2B E-commerce and Platform Modernisation across Europe

Confidentiality note

Due to GDPR and enterprise confidentiality, real production user interfaces and detailed visuals from this project cannot be publicly shared. This case study focuses on UX strategy, system design decisions, workflows, and outcomes.

Product and organisational context

Konica Minolta is a global enterprise operating a complex B2B digital ecosystem across the European market. The ecosystem consisted of a modern B2B e-commerce platform and a legacy dealer platform used for indirect sales, both critical for daily business operations. These platforms were used by dealers, partners, and internal teams across multiple countries, each with different market needs, priorities, and levels of digital maturity.

I worked as an embedded UX consultant directly within the IT department, collaborating closely with European headquarters in Germany, local business teams, and development teams. The environment required balancing enterprise governance, technical limitations, and strong pressure for continuous feature delivery.

Role and scope

I worked as a B2B UX Consultant embedded within IT, with responsibility across multiple European markets. My role combined UX strategy, hands-on design, and consultancy. I acted as a bridge between business stakeholders, developers, and central European leadership, supporting both short-term delivery and long-term platform modernisation.

A key part of my responsibility was balancing immediate business demands, such as e-commerce improvements and new feature rollouts, with a realistic and sustainable UX and platform strategy.

Core challenge

The main challenge was to modernise a fragmented B2B platform ecosystem without disrupting ongoing business. The digital experience was inconsistent across platforms, heavily influenced by legacy systems, and difficult to evolve at speed. At the same time, the organisation expected fast delivery of new features, including AI-driven tools, while maintaining stability across multiple European markets.

UX needed to operate not only as a design function, but as a strategic partner that could align business goals, technical constraints, and user needs across a highly complex enterprise environment.

Key problems, solutions, and outcomes

Problem: The B2B platform ecosystem was fragmented, with inconsistent UX patterns and visual language across modern and legacy systems, creating confusion for users and inefficiencies for teams.
Solution: I defined a shared UX direction and introduced a scalable design system that could be applied both to the modern e-commerce platform and the legacy dealer system. This allowed gradual alignment without requiring a full system rewrite.
Outcome: The platforms began to feel more consistent across markets, usability improved for dealers, and the organisation gained a realistic path toward long-term modernisation.

Problem: The legacy dealer platform was business-critical but outdated, with complex workflows and high cognitive load for users. Replacing it entirely was not feasible.
Solution: I led UX modernisation of key dealer workflows, improved information architecture, and reduced unnecessary complexity while respecting existing technical constraints.
Outcome: Dealers were able to complete tasks more efficiently, usability improved across European markets, and the platform became easier to extend incrementally.

Problem: Multiple European stakeholders introduced competing priorities, which caused late changes, unclear ownership, and slow decision making.
Solution: I led regular stakeholder review sessions, presented UX concepts and interactive prototypes, and facilitated workshops to understand real dealer workflows and B2B purchasing behaviour. Feedback was aligned with agreed KPIs.
Outcome: Priorities became clearer, late-stage changes were reduced, and UX was positioned as a strategic partner rather than a purely executional role.

Problem: Complex B2B purchasing workflows created friction and increased support load, especially in cart and checkout flows.
Solution: I optimised key purchasing journeys based on user testing insights, removed unnecessary steps, and simplified decision points in the checkout process.
Outcome: The purchasing experience became smoother for partners, and friction points that previously caused drop-offs or support requests were reduced.

Problem: New features such as AI tools and dynamic support content needed to be introduced quickly without destabilising the platform.
Solution: I led UX integration of new features, including an AI chatbot and dynamic FAQ components, ensuring they fit naturally into existing workflows and user expectations.
Outcome: New features were validated faster in production, users adopted them more easily, and customer support load was reduced.

Problem: Traditional design to development handoff caused rework, misunderstandings, and slower delivery.
Solution: I embedded directly within the IT department, managed UX work in DevOps, delivered detailed UX documentation and acceptance criteria, and stayed involved during development through visual QA against Figma designs.
Outcome: Implementation issues decreased, development cycles became faster, and collaboration between UX and engineering strengthened significantly.

Overall impact

This work established a structured and repeatable design to development workflow within IT. A critical legacy platform was modernised without disrupting business operations. High-impact features were delivered faster, and usability and consistency improved across the European dealer ecosystem. UX became a trusted strategic function within both IT and business teams, supporting long-term platform evolution rather than isolated design changes.

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