ux cambridge 2017- three steps workshop

Colville

Hi.

[email protected]

THREE STEPS TO CONSISTENT, CONNECTED, CROSS CHANNEL

CUSTOMER EXPERIENCE

“High impact companies bridge the digital divide.”

Leah Buley – Principle Analyst, Forrester

BEYOND DIGITAL Digital Divide

HIGH IMPACT UX

LOW IMPACT UX

94% 94% 94% 87%

49%

39% 40% 42%

Web Mobile Desktop Employee Tools

In store Retail

Services Customer Support

Print / Packaging

Hardware

42%

16%

34%

13% 17%

6%

17%

6% 3% 3%

BEYOND UX TO CX Not this Or this Or even this But this

UX & CX UX CX UX CX UX CX

CUSTOMER EXPERIENCE

. . . is the sum of all experiences a consumer has with your goods or

services, over the duration of their relationship with you

Business world sees new

value in UX.

‘ONLY 25% OF CUSTOMER EXPERIENCE PROGRAMMES ACTUALLY IMPROVE THE CUSTOMER EXPERIENCE’

Econsultancy 2017

’50% OF COMPANIES SAY THAT PARTIAL IMPLEMENTATION OR

LACK OF UNDERTSTANDING OF UX IN THEIR ORGANISATION AS

REASONS FOR FAILURE’ Forrester Research 2015

THREE QUESTIONS 1.  What’s the make-up of your organisation?

2.  What’s your approach to research?

3.  What type of UX work is done?

Organisation Generalists individual contributors only

Full teams with research, UX and visual design

CX at board level

Research Adhoc Iterative testing and ethno research

Qual & quant drive hypothesis driven experiments

Work Digital only Go beyond digital to end-to-end journey

CX informs company strategy

Simply tick one box for each question

5 minutes

5 minutes

1. MAKEUP OF ORGANISATION

75% OF COMPANIES SAY THAT ‘ORGANISATIONAL STRUCTURE IS THE BIGGEST BARRIERS TO

CUSTOMER EXPERIENCE’

Econsultancy 2016

Transformation is upon us.

Change is obligatory.

Digital centre of

excellence

Digital business building

Buy & scale

Agile trans-

formation

Process/use-case

Digital Transformation

Transform by building a new ‘digital hub’ as nucleus for future organisation inside existing organisation.

Build a new digital business outside the existing organisation, leveraging core skills wherever required.

Invest and buy successful digital businesses and leverage

their talent and capabilities.

Establish organisational wide way of working with multidisciplinary, product focused teams

Radically rethink selected journeys / processes / functions to create light-house for larger transformations

Digital McKinsey

“TRANSFORMATION IS NOTJUST MOVING AN ORGANISATION FROM A TO B, BECAUSE ONCE YOU HIT B,

YOU NEED TO MOVE TO C”

ING’s COO Bart Schlatmann - McKinsey Quarterly 2017

"IT’S ABOUT A MORE AGILE WAY OF WORKING TO RESPOND TO NEW DIGITAL DISTRIBUTION CHANNELS, CHANGING CUSTOMER BEHAVIOUR

AND EXPECTATIONS.” ING’s COO Bart Schlatmann - McKinsey Quarterly 2017

Digitization will severely effect those that stay idle

Disruptive digital strategy

Net effect

16.3 4.3 . . . while offering a big upside to the leaders of the digital disruption

-12.0

Full digitization of industry

-12.0%

Revenue effect at full state of

digitization

Mckinsey Digital Global Survey 2017

C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l

TAKE UX UP

a notch

TEST YOUR AGILITY “Start-up” Start-up Chaotic Creative Frenetic “Free for all” Ad hoc Reinventing the wheel No boundaries Constantly shifting focus Unpredictable

Agile Quick to mobilise Nimble Collaborative Easy to get things done Responsive Free flow of information Quick decision-making Empowered to act Resilient Learning from failure

Trapped Uncoordinated Stuck Empire-building Fighting fires Local tribes Finger-pointing Under attack Rigid Politics Protecting ‘turf’

Bureaucracy Risk-averse Efficient Slow Bureaucratic Standard way of working Siloed Decision escalation Reliable Centralised Established

Total

Total Total

Total D

ynam

ic c

apab

ility

Stable backbone Weak Strong

Stro

ng

Columbia Business School

5 minutes

3 minutes

COMPANIES WITH BOTH SPEED AND STABILITY HAVE A 70% CHANCE OF BEING RANKED IN

THE TOP QUARTILE BY ORGANIZATIONAL HEALTH

McKindsey’s – Organisational Health Index 2016

Backbone Structure: ‘Primary home’ for coaching and training

Governance: transparency of ‘who’ and ‘how’ of decision making, resource allocation, and performance insight

Process: Standard language and shared performance across teams

Dynamic Team changer: Set up, dissolve and re-form teams

Resource allocator: Assign people and money to projects teams

Process builder: Quickly preview standard setup and processes, and stack in modular way

Peer review: Offer quick feedback to a colleague

Team targets: Set and reset metrics and targets at regular intervals

Decision convener: Convene cross-functional leaders to debate decisions

Decision delegator: Delegate decisions in real time to those close to the day-to-day action

WHAT TRANSFORMATION ASK OF US 1.  agile in the way we work 2.  Comfortable with uncertainty and transformation 3.  Stop thinking traditionally. Start understanding customer journey 4.  Multidiscipline teams with research, UX and design 5.  Dynamic in team, resource and process building 6.  Help clients deliver cross channel strategy 7.  Understand the customer journey 8.  Mentor more and work with in-house teams 9.  Have common language 10.  Stop dabbling in CX and get organisationally committed

2. APPROACH TO RESEARCH

If your research is ad-hoc usability testing,

it’s time to change.

If your research is single channel, it’s

time to change.

If you’re not doing ethnographic research,

it’s time to change.

APPROACH TO RESEARCH •  Periodic rather than a big hit or ad-hoc •  Part of your process – little and often

•  Digital and non-digital

•  From end-to-end – beyond digital

•  Journey driven

•  Channel, device and platform preferences

•  Qualitative with quantitative data

•  Collated centrally and shared widely

•  Brought to life with a story – not just wordy report

BRING RESEARCH TO LIFE

Digital centre of

excellence


Buy & scale

Agile trans-

formation

Process/use-case








PERSONAS •  A persona is a pen portrait of a typical user of

your product or service. Personas build empathy for users by recording their goals,

needs, motivations and behaviours.

Empathy Map CanvasDesigned for: Designed by: Date: Version:

WHO are we empathizing with? What do they need to DO?What do they need to do differently?What job(s) do they want or need to get done?What decision(s) do they need to make?How will we know they were successful?

Who is the person we want to understand?What is the situation they are in?What is their role in the situation?

GOAL

What do they SEE?

What do they SAY?

What do they DO?

What do they HEAR?

What do they THINK and FEEL?

What do they see in the marketplace?What do they see in their immediate environment?What do they see others saying and doing?What are they watching and reading?

What have we heard them say?What can we imagine them saying?

What do they do today?What behavior have we observed?What can we imagine them doing?

What are they hearing others say?What are they hearing from friends?What are they hearing from colleagues?What are they hearing second-hand?

© 2017 Dave Gray, xplane.comLast updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/

1 2

3

4

5

6

7PAINS GAINSWhat are their fears, frustrations, and anxieties?

What are their wants, needs, hopes and dreams?

What other thoughts and feelings might motivate their behavior?

EMPATHY MAPPING

Persona template

“ ”

Name

Age Location

colville.cx

ANATOMY OF A PERSONA 1.  Goal - like buying a sofa 2.  Scenario – considered purchase with decision more than 30 days

Typical info types you would have on an e-commerce persona?

+ + 5 minutes

5 minutes


TAKE IT UP

a notch

MULTI DEVICE PATH TO PURCHASE

20% MORE TOUCH POINTS ANNUALLY

McKinsey 2016

+

What additional info types would you add to your persona?

JOURNEY DRIVEN PERSONAS 1.  Goal - like buying a sofa 2.  Scenario – considered purchase with decision more than 30 days

+ 5 minutes

DISCUSSION

2 minutes

JOURNEY DRIVEN PERSONAS 1.  From end-to-end: this means from when the user starts trying

to achieve a goal to when they finish

2.  In every channel: digital, phone, post, face to face and physical elements

3.  But not all at once: focused on key moments

4.  With channel preferences: when, where and why

5.  Digital and non-digital: showing where both matter most

6.  Others involved: who they are talking to, when and why

•  Trigger: why and how journey starts

•  Moments: digital, phone, post, face to face and physical elements

•  Crucial content: irrespective of channel

•  Preferences: device, channel, platform

•  Business need: linking UX to business strategy

JOURNEY

Trigger Research Select Purchase Receive Use Recommend

Key moment

Pain point

Brand moment

STICK-FIGURE EXERCISE Think about: •  Them and their role

•  Their goal

•  The type of business

•  Role in decision making (decision maker, gate keeper, influencer, pressure group or told)

•  What they think, feel, do

•  Motivations and anxieties

Story should cover: •  Only six boxes

•  Sketch, write of both

•  Start with the trigger

•  Include steps, touch points, devices

•  End with desired outcome

3. TYPE OF WORK YOU DO

Seamless, low effort, engaging, cross-channel

journeys are new minimum for increasingly

sophisticated customers.

“TRULY CUSTOMER-CENTRED DESIGN STARTS WITH JOURNEYS

USERS TAKE AND THE FLOW THEY FOLLOW TO COMPLETE

THEIR OBJECTIVES” Smashing Magazine – Marli Mesibov & Jason Levin - 2017

Meet Journey- Driven Design.

Digital centre of

excellence


Buy & scale

Agile trans-

formation

Process/use-case








CUSTOMER JOURNEY MAP •  …visually illustrates what customers do, •  their needs, & perceptions throughout

•  their interaction and relationship with

•  an organisation.

CUSTOMER JOURNEY MAP Trigger Research Select Purchase Receive Use Recommend

DO

ING

TH

INKI

NG

FE

ELIN

G +

-

1

2

3 4

5

6

7

TYPICAL JOURNEY MAP


TAKE IT UP

a notch

ANATOMY OF A JOURNEY MAP 1.  Goal - like buying a sofa 2.  Scenario – considered purchase with decision more than 30 days

Thinking about what you have learned today, what new info types would you add?

+ + 5 minutes

DISCUSSION

2 minutes

•  Pain points – as well as moments that matter

•  Movement between channels – store locator, product reservation …

•  Human & digital – where human interactions are desired

•  Approach to content – same product info, content across channel

•  From end-to-end: when the user starts trying to when they finish

•  In every channel: digital, phone, face to face & physical elements

•  Preferences - channel, device and platform

•  Digital and non-digital: showing where both matter most

•  Others involved: who they are talking to, how and why

CROSS CHANNEL CONSISTENCY

1. Join the dots

CX vision

Journey

Personas

Statement describing the core of the experience customers to support the brand promise

Research

ELEMENTS OF CUSTOMER EXPERIENCE

Periodic Ethnographic Competitor CSAT Analytics Other

Primary

Secondary

Tertiary

Brand promise Promise made to customers that connects your purpose, strategy, people and experience

2. Gather your thoughts

GATHER YOUR THOUGHTS 1.  Rationale – for decisions you made 2.  Stories – that come from your decisions

3.  Principles – to unite people

4.  Vision – to guide the business

3. Bring it to life

DETAILED VERSION

1.  Google present throughout 2.  Visual inspiration is key 3.  Subconsciously multichannel

LITE VERSION

4. Share widely

‘A SHARED VISION IS A STAKE IN THE SAND ON THE HORIZON. YOU CAN’T GET THERE TODAY,

BUT YOU CAN CLEARLY SEE IT IN THE DISTANCE. YOU CAN SEE THE STEPS YOU TAKE IN EITHER

BRINGING YOU TOWARDS THE VISION OR TAKING YOU AWAY’.

Jared Spool


TAKE UX UP

a notch

UX is not just a design tool. It’s a

business tool.

You change businesses.

1.  Embrace new ways – of thinking and working 2.  Go beyond digital – to design end-to-end experiences 3.  Be journey driven – in research, personas, maps & strategy 4.  Galvanise people – around the journey 5.  Join the dots – team’s knowledge, data, research & channels 6.  Tell a story – to connect your work to business strategy 7.  Share widely – and openly 8.  Mentor and empower – teams, clients, your organisation 9.  Take your rightful place – in the boardroom 10. Measure effectiveness – show what’s been improved

WHAT’S REQUIRED OF US

BE A CX REVOLUTIONARY! C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l

Colville

THREE STEPS eBOOK

Free download

http://www.colville.cx/newsletter/

WORKSHOPS THREE STEPS WORKSHOP •  Bristol, UK – 20 October 2017 – One place available

IN-HOUSE WORKSHOP •  I’ll also come and work with your team at your offices and show you

how to create impactful, successful and sustainable customer experience improvements.

Colville

Bye.

[email protected]