Morgan Stanley had to provide all its customers access to their important documents. Since they had developed an experience to access them, how would they manage over 2 million documents daily?

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To be completely transparent, this project was more of a "reskin" than a complete rebuild. The internal documents team already had a system in place to manage everything for clients, but it was outdated in terms of user experience (UX) and the user interface (UI). The team was managing well with the current design, but believed it could be more streamlined; if I recall correctly, there were approximately three dozen search fields.

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The other designer and I met with the team leadership to gain a clearer understanding of their goals. We engaged in extensive discussions about removing certain search fields, as some were conflicting and resulting in overly narrow results. Additionally, we talked about adding some editing functionality and clarifying specific aspects of the workflow.

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Ultimately, the four screens presented here represent the team's efforts to illustrate the updated user interface (UI) and its functionality. However, the team was requesting the capability for both internal members and the extended customer team to collaboratively edit documents with tracking features. Unfortunately, this was beyond the technical department's capabilities at that time.

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At that time, machine learning was still in its early stages, and artificial intelligence hadn't gained much attention yet. The other designer and I were unable to challenge the team leadership on this matter. As a result, we made some basic adjustments to the experience, including a simple reskin and some trimming. The documents team then received an updated experience.

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Thanks for reading.

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