Enterprise Ecosystem Revamp
Architecting a unified, user-centric information architecture for a complex B2B government portal while navigating strict technical constraints and multi-departmental alignment.
* Disclaimer *
Due to the confidentiality of this project, the extent of work presented on this page has been limited in accordance with a non-disclosure agreement with Singapore Tourism Board. All information in this case study is my own and does not necessarily reflect the views of Singapore Tourism Board.
Due to the confidentiality of this project, the extent of work presented on this page has been limited in accordance with a non-disclosure agreement with Singapore Tourism Board. All information in this case study is my own and does not necessarily reflect the views of Singapore Tourism Board.
M Y R O L E
User Experience DesignerT E A M
Visitor Experience UXCoE, Strategic Communications, GovTechT O O L S
Figma, Jira, Confluence, Zoom, TeamsT I M E
2023-2024O V E R V I E W
The Singapore Tourism Board Corporate website (stb.gov.sg) serves as the primary B2B touchpoint for industry partners, vendors, and internal stakeholders. The site had not been revamped in over 10 years. Its structure and content no longer reflected current organizational goals or brand objectives.
As the sole UX designer leading this workstream, I was tasked with driving the end-to-end site revamp. This required acting as the central bridge between technical teams, strategic communications, and diverse internal departments to transform a sprawling, outdated site into a streamlined portal that effectively connects the tourism board with its industry stakeholders.
O B J E C T I V E
To systematically audit, restructure, and validate a new Information Architecture (IA) for the corporate site. This new structure needed to ensure a seamless migration to the standardized government CMS platform (Isomer) while clearly defining the strategic scope for a future vendor Request for Proposal (RFP) to maintain the site long-term.
C H A L L E N G E
The existing site suffered from significant content sprawl and usability friction, which created three distinct problems:1. The User Toll
Information was scattered, and page layouts were highly inconsistent. This high mental load meant users simply could not find what they needed.2. The Internal Drain
Because stakeholders couldn't self-serve on the website, they resorted to calling or emailing internal staff for answers. This constant interruption drained massive amounts of time from our team's normal BAU operations.3. The Fragmented Backend
The old Content Management System (CMS) was complicated and lacked strict governance. Departments had the freedom to publish whatever pages they wanted without adhering to a central site map, content vetting process, or brand voice.T H E A P P R O A C H
To manage this complexity independently within a tight timeframe, I needed to align highly siloed departments on a unified content strategy, while meticulously designing the new IA to fit within the rigid technical limitations of the government's new Isomer CMS. I established a rigorous, data-driven work model to guide all stakeholders toward a collective goal.
1. Uncovering the ‘What’ through Comprehensive Auditing
Before designing solutions, I needed an objective view of the site's current state. Within my first three weeks, I executed a massive, end-to-end evaluation.Front-End Experience Audit
I systematically examined over 200 corporate pages, pinpointing 156 distinct usability issues. I documented these with detailed annotations and severity assessments. I backed my recommendations using user data from WOGAA (Whole of Government Application Analytics) and a competitor scan of other National Tourism Organizations to see how they successfully displayed critical B2B information.Back-End Operational Audit
I audited the backend workflow and identified massive process bottlenecks, such as the lack of site map maintenance and content vetting. I proposed an ideal future-state workflow. This directly informed the technical scope of the upcoming vendor RFP, clearly stating the level of involvement required for future content and CMS management.Content Migration Strategy
I supported the Strategic Communications team in developing a structured content audit framework. This helped us precisely identify which pages to migrate, redesign, update or safely retire.2. Architecting the ‘How’ via Cross-Functional Alignment
Acting as the main liaison between Strategic Communications, IT, and internal departments, I ensured our technical realities matched our business needs.Focus Group Discussion
I designed and independently facilitated discussions with representatives from all internal departments. This allowed me to investigate my initial audit findings, gather qualitative feedback, and resolve conflicting departmental priorities.Technical Feasibility Planning
I provided strategic guidance on vendor selection for both content and technology. I reviewed our revamp approach directly with the IT department to ensure the new direction was fully optimized for the Isomer CMS capabilities before seeking official approval.3. Proving the ‘Why’ with Data-Driven Architecture
With business requirements gathered, I translated our strategy into a tangible, user-tested structure.Iterative Information Architecture
I proposed a completely revamped IA built around department requirements and user feedback. I carefully engineered this structure to align with Isomer’s strict system functionality, actively preventing information overload.