At the

crossroads- LENDING BOOTCAMP
Bridging the gap
between

Business
Analysis
and

Customer
Experience
Design
Greg Stew...
2
But enough about me,

Let’s talk
about you.
what do

you

think of

me?
3
“

Customer experience is the
next competitive battle ground
Jerry Gregoire, CIO DELL

”
4
Businesses THINK they do this
but they DON’T

95% say they are
customer focused
80% say they deliver
a “superior
experienc...
Customers bring special challenges

6
TRADE OFF?

Designing

Optimising

superior customer

efficiency and

experience

profits

7
Maybe not…

80%

of design-led companies launched a
new product or service in the last 3
overall
years vs

83%

of compani...
service
9
At the end of this,
you will

1
2
3

Understand why customers as a
stakeholder group present special
challenges to a BA

U...
Customers bring special challenges to the BA
lifecycle
understanding

Context
defining the

Problem
Requirements
and estab...
unique
challenging
just a bit different

12
As a BA,
what’s different for you?

13
the challenges of

Context

in customer experience

14
Their context is open,
fuzzy, multi-faceted
and complex

15
Business context can be modelled
Store
1

eg: Business domain modelling

1

Sale

Register
Captured on
1
1

1
Paid by

Ini...
Open, fuzzy, multi-faceted, complex

dog

Love

sporting team

partner

secret dreams
pet hate

Control

chores on my list...
As a BA,
what’s different for you?

18
Sensemaking

19
Solution defining starts with divergent thinking.
…most of which will be wrong – and that’s ok.

But where do the insights...
Hypothesis:
People expect more control…

21
But without Understanding
Context, you can get it
horribly wrong…
22
They are in a
decision lifecycle

23
The customer decision journey

24
How do I…
Elicit
Represent
Trace
respond

25
Start from the
customer journey

26
Swimlanes on a
process map don’t
show the customer
experience journey

27
Put in a process flow
spot the touchpoints

you can’t

28
experience

29
As experience is made up of

30
Customer touch points..
Find out
about a
special
travel offer

Touchpoint: a single point of
contact or interaction
betwee...
..which become experience touch lines

Receive the
receipt &
itinerary

Make a travel
booking to take
advantage of the
off...
DIGITAL

PHYSICAL

Comment to friends
on travel experience

Retrieve luggage

Receive in flight
service

Enter the plane

...
Experiences are emotional- Journey 1
1. My wireless broadband modem has intermittent problems. I try to get help from the ...
Experiences are emotional- Journey 2
2. I want to buy some new music online. I have an idea of what I want, but haven’t co...
Tracing touchlines
Get out of your
comfort zonePre and Postconsumption count
too

37
Experiences have a life cycle
The organisational experience lifecycle
Brand identity building

Issues resolution

Demand s...
Experiences have a life cycle
The Customer Decision Journey
Brand identity building

Issues resolution

Demand stimulation...
the challenges of

Problem

Definition
and

Requirements
establishment

in customer experience

40
BABOK LISTED ELICITATION METHODS
• Data Dictionary and Glossary
• Brainstorming
• Document Analysis
• Focus Groups
• Inter...
Customers…
don’t always do what you think they do
don’t always do what you tell them to do
don’t always do what they think...
They might not know
their own
requirements

43
44
Emphasise different
elicitation

WATCH real-live
customers:
Observation beats
interview

45
“
fine”

No no,
the packaging’s

46
How is this possibly new?

David Tunnicliffe, Arnold & Bolingbroke 2008
47
Here’s his famous quote:

“You can't just ask customers what they
want and then try to give that to them. By
the time you ...
Here’s his other quote:
“I am not saying that there is lack of
opinion, everyone has one of those,
but what I am saying is...
They don’t want what
they say

50
“

I gave them everything they
asked for, and they’re still

not happy

”

51
Henry Ford

image: researcharts.com
52
Not knowing what they want
asking

what

lets you play with certain parameters:

More chocolatey?
Less chocolatey?
Thicker...
Ask different
questions:
What is the JOB the
feature is
performing?

54
Changing context
asking

why

can provide different understanding…

What JOB is it doing?
Does that context change?

and c...
The customer is
situational –
Requirements can
change with context

56
When defining
‘personas’, be aware
that context might
yield more than one
persona per
individual

57
Sometimes
customers can not be
specific

58
BABOK CHARACTERISTICS OF GOOD
REQUIREMENTS
• Cohesive
• Complete
• consistent

• correct
• modifiable
• unambiguous
• feas...
“

Please plan me a
good

Scenic Route”

60
Embrace fuzziness

61
the challenges of

Solution

Definition
in customer experience

62
The bigger picture
Business
Requirements

Current state
to Target State

Problem
Stakeholder
Requirements

Solution

Non F...
what happens now

Use Case Model
Hire
someone
Hire
someone

Use Case Document
Details

Prototype Screens
Supports

Fire
so...
The currency for
success of a staged
experience is emotion

65
Net Promoter Score
Experiences have
Feature ‘HARMONICS’

67
THE ENGINE WHISPERER

68
Harmony – the overall effect

69
Apply more ‘System
thinking’

70
How
eat
do you

?

an elephant

71
Customers are
complex, adaptive
systems

72
COMPLEX problems need the right
techniques

73
73
Simple

74
Complicated

75
Complex

76
Manipulating the system

77
There aren’t ‘right’
answers, only ‘better’
answers

78
so what do you

do?

79
Change your ‘mental
map’

80
MAP - BAD METAPHOR

81
81
Sense of direction
Observe
Adjust

82
82
Prototyping and Agile

83
www.marshmallowchallenge.com

84
www.marshallowchallenge.com
85
www.marshallowchallenge.com
86
www.marshallowchallenge.com
87
www.marshallowchallenge.com
88
www.marshallowchallenge.com
89
www.marshallowchallenge.com
90
www.marshallowchallenge.com
91
www.marshallowchallenge.com
92
www.marshallowchallenge.com
93
www.marshallowchallenge.com
94
www.marshallowchallenge.com
95
www.marshallowchallenge.com
96
www.marshallowchallenge.com
97
www.marshallowchallenge.com
98
www.marshallowchallenge.com
99
www.marshallowchallenge.com
100
www.marshallowchallenge.com
101
It’s not about

Defining
It’s about

Exploring
102
ANOTHER EXAMPLE

103
CASE STUDY

Geoscience Australia
Discovery tool

Challenge

170 different discovery tools

Vision

Improve client service
...
CASE STUDY

Personas

Geoscience Australia
Discovery tool

10 customer segments
• Behaviour
• Motivators
• Background

• N...
CASE STUDY

Geoscience Australia
Discovery tool

Persona example
Teresa - Geologist
A Large Mining Corporation (ALMC)

“…“...
CASE STUDY

Geoscience Australia
Discovery tool

Persona example
Wal - Retired Geologist
Member of the General Public

“Re...
CASE STUDY

Geoscience Australia
Discovery tool

Tell the user’s story

108
CASE STUDY

Geoscience Australia
Discovery tool

Wireframes: 1st iteration

109
CASE STUDY

Geoscience Australia
Discovery tool

Wireframes: 2nd iteration

110
CASE STUDY

Geoscience Australia
Discovery tool

Visual design

112
CASE STUDY

Geoscience Australia
Discovery tool

113
Use a ‘middle man’

114
“Classic

but
a
bit

Funky”
115
“Surprising
Yummy”
and

116
“Intuitive”

image: film260.com

117
The thinking is
different

118
BA’s job is to NOT
think like normal
people

119
CX – job is to think
like normal people
– MORE like
normal people
than normal
people do

120
Thought experiment

121
c=

r
122
“Hmmmm. what if?”

“Does it feel right?”

INTUITIVE
RATIONAL

“WHY THIS, and
is it doable?”

1st take what FEELS right (IN...
Your job –
3 lenses

124
YOUR 3
SOLUTION LENSES

x3

What they want –
The hard, unfamiliar
one
Great value
Constraints
Traceability –
impact,
cover...
NOTION – TREND – more channels more
Customer Experience Let’s do an
complication

Yeah!

More channels – more ways to go
w...
Want to be worth your weight in

GOLD?

127
Learn to turn
abstractions into
dollar$

128
129
is a principal consultant of
Business Performance Improvement
at SMS Management & Technology
An Australian professional se...
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Business analysis and customer experience design - a crossroads presented at BA World

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Presented at BA World.
This talk discusses and reconciles disciplines in Business Analysis - enabling BAs to think about how they might turn thier skills to Customer Experience Design

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Business analysis and customer experience design - a crossroads presented at BA World

  1. 1. At the crossroads- LENDING BOOTCAMP Bridging the gap between Business Analysis and Customer Experience Design Greg Stewart, SMS Management & Technology
  2. 2. 2
  3. 3. But enough about me, Let’s talk about you. what do you think of me? 3
  4. 4. “ Customer experience is the next competitive battle ground Jerry Gregoire, CIO DELL ” 4
  5. 5. Businesses THINK they do this but they DON’T 95% say they are customer focused 80% say they deliver a “superior experience” How many of these firms’ customers agree that they deliver a superior experience? Data: Bain &Co 2006 Layout B.Schauer 8% 5
  6. 6. Customers bring special challenges 6
  7. 7. TRADE OFF? Designing Optimising superior customer efficiency and experience profits 7
  8. 8. Maybe not… 80% of design-led companies launched a new product or service in the last 3 overall years vs 83% of companies in which design is integral have seen market share increase compared to the national average of 66% of companies who ignore design have to compete on price. In companies where design is integral, only do. 40% 46% 33% 80% of design-led businesses have opened up new markets in the last 3 overall years compared with 42% 8
  9. 9. service 9
  10. 10. At the end of this, you will 1 2 3 Understand why customers as a stakeholder group present special challenges to a BA Understand how your skills can complement a CX design project if you’re working with a designer Understand how you can change some of your thinking patterns to do the job if you’re on your own have something to concentrate on to become completely indispensable 10
  11. 11. Customers bring special challenges to the BA lifecycle understanding Context defining the Problem Requirements and establishing defining the Solution 11
  12. 12. unique challenging just a bit different 12
  13. 13. As a BA, what’s different for you? 13
  14. 14. the challenges of Context in customer experience 14
  15. 15. Their context is open, fuzzy, multi-faceted and complex 15
  16. 16. Business context can be modelled Store 1 eg: Business domain modelling 1 Sale Register Captured on 1 1 1 Paid by Initiated by 1 Payment Customer 1 16
  17. 17. Open, fuzzy, multi-faceted, complex dog Love sporting team partner secret dreams pet hate Control chores on my list my job money irrational love of gadgets hobby elderly parent health insecurity that cool ad I saw 17
  18. 18. As a BA, what’s different for you? 18
  19. 19. Sensemaking 19
  20. 20. Solution defining starts with divergent thinking. …most of which will be wrong – and that’s ok. But where do the insights come from? It will enable learning. early research with customers and inside the business’ Systems will yield loads of data. Visualised. Problems will be identified. Look for insights, patterns, groupings, etc… Waiting for Malcom Gladwell BLINK-style flashes of inspiration. This can be uncomfortable for Bas. this is the process that led to insights about CONTROL for Virgin. This is the process that led to insights about ‘lifestyle choices’ for Pfizer re: the nicotine patch. 20
  21. 21. Hypothesis: People expect more control… 21
  22. 22. But without Understanding Context, you can get it horribly wrong… 22
  23. 23. They are in a decision lifecycle 23
  24. 24. The customer decision journey 24
  25. 25. How do I… Elicit Represent Trace respond 25
  26. 26. Start from the customer journey 26
  27. 27. Swimlanes on a process map don’t show the customer experience journey 27
  28. 28. Put in a process flow spot the touchpoints you can’t 28
  29. 29. experience 29
  30. 30. As experience is made up of 30
  31. 31. Customer touch points.. Find out about a special travel offer Touchpoint: a single point of contact or interaction between a customer and a supplier of products or services Receive a boarding pass Get details of the special offer Check in to the flight Get flight departure information Enter the plane Comment to friends on travel experience Make a travel booking to take advantage of the offer Check in luggage Receive the receipt & itinerary Receive in flight service Retrieve luggage 31
  32. 32. ..which become experience touch lines Receive the receipt & itinerary Make a travel booking to take advantage of the offer Get flight departure information Receive a boarding pass Check in to the flight Check in luggage Receive in flight service Enter the plane Comment to friends on travel experience Retrieve luggage Finish Start Find out about a special travel offer Get details of the special offer 32
  33. 33. DIGITAL PHYSICAL Comment to friends on travel experience Retrieve luggage Receive in flight service Enter the plane Get flight departure information Check in luggage Receive a boarding pass Check in to the flight Receive the receipt & itinerary Make a travel booking Get the details of the special offer Find out about a special offer Experiences are multi-channel Call centre Airport counter Airport signage Airport gate Airport luggage In flight Email Web site Mobile Social media 33
  34. 34. Experiences are emotional- Journey 1 1. My wireless broadband modem has intermittent problems. I try to get help from the telco which supplied it “A sub-optimal experience” 34
  35. 35. Experiences are emotional- Journey 2 2. I want to buy some new music online. I have an idea of what I want, but haven’t completely decided “A near-optimal experience” 35
  36. 36. Tracing touchlines
  37. 37. Get out of your comfort zonePre and Postconsumption count too 37
  38. 38. Experiences have a life cycle The organisational experience lifecycle Brand identity building Issues resolution Demand stimulation Feedback management Expectation setting Satisfaction monitoring Calls to action Sentiment monitoring Before Acquire and consume After Improvement loop 38
  39. 39. Experiences have a life cycle The Customer Decision Journey Brand identity building Issues resolution Demand stimulation Feedback management Expectation setting Satisfaction monitoring Calls to action Sentiment monitoring Before Want Consider Acquire and consume Evaluate Buy Experience After Advocate Bond 39
  40. 40. the challenges of Problem Definition and Requirements establishment in customer experience 40
  41. 41. BABOK LISTED ELICITATION METHODS • Data Dictionary and Glossary • Brainstorming • Document Analysis • Focus Groups • Interface Analysis • Interviews • Observation • Prototyping • Requirements Workshops • Survey/Questionnaire 41
  42. 42. Customers… don’t always do what you think they do don’t always do what you tell them to do don’t always do what they think they do don’t always do what they say they do adapted from IDEO 42
  43. 43. They might not know their own requirements 43
  44. 44. 44
  45. 45. Emphasise different elicitation WATCH real-live customers: Observation beats interview 45
  46. 46. “ fine” No no, the packaging’s 46
  47. 47. How is this possibly new? David Tunnicliffe, Arnold & Bolingbroke 2008 47
  48. 48. Here’s his famous quote: “You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new." 48
  49. 49. Here’s his other quote: “I am not saying that there is lack of opinion, everyone has one of those, but what I am saying is that humans do not understand their own needs and motivations deeply enough to communicate them effectively.” 49
  50. 50. They don’t want what they say 50
  51. 51. “ I gave them everything they asked for, and they’re still not happy ” 51
  52. 52. Henry Ford image: researcharts.com 52
  53. 53. Not knowing what they want asking what lets you play with certain parameters: More chocolatey? Less chocolatey? Thicker? Thinner? Sweeter? Colder? Bigger? Healthier? 53
  54. 54. Ask different questions: What is the JOB the feature is performing? 54
  55. 55. Changing context asking why can provide different understanding… What JOB is it doing? Does that context change? and can open up new possibilities for unlocking value: 55
  56. 56. The customer is situational – Requirements can change with context 56
  57. 57. When defining ‘personas’, be aware that context might yield more than one persona per individual 57
  58. 58. Sometimes customers can not be specific 58
  59. 59. BABOK CHARACTERISTICS OF GOOD REQUIREMENTS • Cohesive • Complete • consistent • correct • modifiable • unambiguous • feasible • testable 59
  60. 60. “ Please plan me a good Scenic Route” 60
  61. 61. Embrace fuzziness 61
  62. 62. the challenges of Solution Definition in customer experience 62
  63. 63. The bigger picture Business Requirements Current state to Target State Problem Stakeholder Requirements Solution Non Functional Requirements Functional Requirements Transition Requirements 63 63
  64. 64. what happens now Use Case Model Hire someone Hire someone Use Case Document Details Prototype Screens Supports Fire someone Boss Boss Fire someone Process Flow Diagrams Supports 64
  65. 65. The currency for success of a staged experience is emotion 65
  66. 66. Net Promoter Score
  67. 67. Experiences have Feature ‘HARMONICS’ 67
  68. 68. THE ENGINE WHISPERER 68
  69. 69. Harmony – the overall effect 69
  70. 70. Apply more ‘System thinking’ 70
  71. 71. How eat do you ? an elephant 71
  72. 72. Customers are complex, adaptive systems 72
  73. 73. COMPLEX problems need the right techniques 73 73
  74. 74. Simple 74
  75. 75. Complicated 75
  76. 76. Complex 76
  77. 77. Manipulating the system 77
  78. 78. There aren’t ‘right’ answers, only ‘better’ answers 78
  79. 79. so what do you do? 79
  80. 80. Change your ‘mental map’ 80
  81. 81. MAP - BAD METAPHOR 81 81
  82. 82. Sense of direction Observe Adjust 82 82
  83. 83. Prototyping and Agile 83
  84. 84. www.marshmallowchallenge.com 84
  85. 85. www.marshallowchallenge.com 85
  86. 86. www.marshallowchallenge.com 86
  87. 87. www.marshallowchallenge.com 87
  88. 88. www.marshallowchallenge.com 88
  89. 89. www.marshallowchallenge.com 89
  90. 90. www.marshallowchallenge.com 90
  91. 91. www.marshallowchallenge.com 91
  92. 92. www.marshallowchallenge.com 92
  93. 93. www.marshallowchallenge.com 93
  94. 94. www.marshallowchallenge.com 94
  95. 95. www.marshallowchallenge.com 95
  96. 96. www.marshallowchallenge.com 96
  97. 97. www.marshallowchallenge.com 97
  98. 98. www.marshallowchallenge.com 98
  99. 99. www.marshallowchallenge.com 99
  100. 100. www.marshallowchallenge.com 100
  101. 101. www.marshallowchallenge.com 101
  102. 102. It’s not about Defining It’s about Exploring 102
  103. 103. ANOTHER EXAMPLE 103
  104. 104. CASE STUDY Geoscience Australia Discovery tool Challenge 170 different discovery tools Vision Improve client service Reduce maintenance costs Approach Focus on the customer 104
  105. 105. CASE STUDY Personas Geoscience Australia Discovery tool 10 customer segments • Behaviour • Motivators • Background • Needs • Goals 105
  106. 106. CASE STUDY Geoscience Australia Discovery tool Persona example Teresa - Geologist A Large Mining Corporation (ALMC) “…“I want all of the data ASAP and “Reliable system performance is I want timely updates of when it what we need…” changes.” Visa Processing Officer (VPO) 106
  107. 107. CASE STUDY Geoscience Australia Discovery tool Persona example Wal - Retired Geologist Member of the General Public “Reliable system performance is “…I need to find out everything I what we need…” can about the areas I want to visit.” Visa Processing Officer (VPO) 107
  108. 108. CASE STUDY Geoscience Australia Discovery tool Tell the user’s story 108
  109. 109. CASE STUDY Geoscience Australia Discovery tool Wireframes: 1st iteration 109
  110. 110. CASE STUDY Geoscience Australia Discovery tool Wireframes: 2nd iteration 110
  111. 111. CASE STUDY Geoscience Australia Discovery tool Visual design 112
  112. 112. CASE STUDY Geoscience Australia Discovery tool 113
  113. 113. Use a ‘middle man’ 114
  114. 114. “Classic but a bit Funky” 115
  115. 115. “Surprising Yummy” and 116
  116. 116. “Intuitive” image: film260.com 117
  117. 117. The thinking is different 118
  118. 118. BA’s job is to NOT think like normal people 119
  119. 119. CX – job is to think like normal people – MORE like normal people than normal people do 120
  120. 120. Thought experiment 121
  121. 121. c= r 122
  122. 122. “Hmmmm. what if?” “Does it feel right?” INTUITIVE RATIONAL “WHY THIS, and is it doable?” 1st take what FEELS right (INTUITIVE) Then INTERROGATE it against constraints, impact, feasibility. ITERATE between analysis, synthesis, intuition, metrics…. 123
  123. 123. Your job – 3 lenses 124
  124. 124. YOUR 3 SOLUTION LENSES x3 What they want – The hard, unfamiliar one Great value Constraints Traceability – impact, coverage Afterwards – good Up-front – great You can save a project here 125
  125. 125. NOTION – TREND – more channels more Customer Experience Let’s do an complication Yeah! More channels – more ways to go wrong. Think about your email filing. Creating taxonomically satisfying filing system isn’t the same as making your email easy to find. All your nested folders etc… just creates more places that mail might NOT BE! iPad Similarly, just because you CAN make an iphone ap, a phone contact capability, live-chat customer service, interactive web site, facebook profile, Google Plus presence, Twitter contact and iPad and android microsites doesn’t mean you should…. app UNLESS YOU’RE PREPARED FOR THE RESULTING LOGARITHMIC INCREASE IN INTERNAL COMPLICATION Gmail – one folder, great search pretty (A BA can help model this and make it real to the over zealous “if you build it they will come” sponsor) 126
  126. 126. Want to be worth your weight in GOLD? 127
  127. 127. Learn to turn abstractions into dollar$ 128
  128. 128. 129
  129. 129. is a principal consultant of Business Performance Improvement at SMS Management & Technology An Australian professional services firm Empowering business +61 406 165 584 @clarityrules www.smsmt.com 130

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