Multi-dimensional: Building 21st Century Experiences for Financial Outcomes


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This presentation was given as a keynote at UX Finance, Istanbul Turkey 2013. It looks at the frameworks and key challenges of designing multi-channel customer experiences that deliver to financial outcomes, not just business outcomes.

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  • Nicholas ramallo, alejandro vajmos the noun project, Andrew forrester, Evan Wondolowski, Alexandrei Warnia de zarzeckiTwo Worlds – a customer world and a bank world. Which is more complex, and how do we somehow make things more complexify Shareholders, kpis, channel, revenue, product, stakeholders What’
  • PEOPLE - what about context – what’s his mission…. behvaiourCONTEXTWhere am I right now?What do I have with me? How do you know? How does it help me
  • What are the incredients? Roman sokolov, michael rowe, shreya shakrava, simon child, damian dab, daniel hickey, luis henrique bella sera, Alejandro Garcia Maya,Customers 9empathy, frameworks, migration and shift, strength and guerilla tactics, measures, listening and chatting, partnerships with EVERYONE… SYNTHESIS with compassion = trust
  • CAN you build these – yes, through yammer, through exercises to encourage people to think differently – post yammer thread on POS – and photosAlan Cooper
  • And most importantly, visibility and language for the business – peole know who we are, people understad processes, and frameworks, framworks allow us to align to process – talk about journy mapping frameowkr.
  • Sometimes it’s hard to explain how the messy approaches of design apply to themore rigid project management structures of a large organisation. A set of tools inculding an interaction
  • Comms design, store design, ATM testing, bodystaorming, prototypes, walk throughs, being available, presentations, community , migration, synthesis
  • And not know what the results will be
  • Next gEn, BLENDED teams – Cap Gem and niche design agencies, independent contractors
  • Curiosity
  • A design team provides lenses – can look outside in, Haeckel 2003 – an say what if we started again, how might we.
  • How do you design for both?
  • Spaces: The problem with the pictures before is that they were designed by banks for people. What are people doingListening helps the blend of synthesis and analysis – Jane Darke 1968. Newkirk 1981, constant generation and regeneration o goals, solutions.
  • DOES A GOOD cx team help an organisation combine radial and cartesianWe need metrics that measure both
  • CX team as silo bustersInternal and external, teams, engineers, designers, restaurateursPhd students, Design agencies, libraries – went to Red bubble – the traditional part of my team thought it was a pitch, the internal team saw it as an opportunity to build brudges, the design agency is helping us build protoypes, Yammer
  • Journey mapping and reflection – having the courage to play.
  • Most design work still proceeds on an industrial-age model of ‘edition’ and project, in which design is ‘finished’—rather than on an information-age model of continuous improvement, multi-year beta, and organic growth, in which design is never finished. In the future, successful software and service organizations will recognize that software and service design are ongoing processes.
  • Multi-dimensional: Building 21st Century Experiences for Financial Outcomes

    1. 1. Multi-dimensional stBuilding 21 Century experiences forfinancial outcomesHarriet WakelamMelbourne, AustraliaTwitter: @hwakelameMail:
    2. 2. Multi-slice [muhl- So s l a h y s Verb: To multi-task on a Lo smartphone during small slices of productive time Mo crop up during the daySitecore: managing the mobile rush
    3. 3. From outputs to Outcomes
    4. 4. A customer experience team that… Makes complex things simple Creates outcomes not outputs Asks and shapes questions rather than provide answers Is Enterprise-wide – hub not a spoke Has a design thinking approach to problem solving
    5. 5. Ingredients of a customer centric culture
    6. 6. A space… 1 Customer Experience Design Design & Review Centre  Collaborative design  Playback & review  UX observation3 2 UX Testing Development  „Bodystorming‟  Storyboarding User experience testing  Prototyping  Test analysis
    7. 7. a brand
    8. 8. A Playful team Open Empathetic Observational Curious Analytical Visual Interpersonal Imaginative
    9. 9. Figure it out by trying it out 14
    10. 10. FrameworksTranslate and synthesize other frameworks Journey mapping Customer Experience design guidelines Personas Customer impact assessments Methodology
    11. 11. Design Methodology
    12. 12. Customer experience design guidelines Removed for publication
    13. 13. What are customers doing? Customer Tuesdays Through research Contextual enquiry Prototyping and testing Observe, watch and listen
    14. 14. Work with projects thatdemonstrate the power ofdesign thinking “In real life only diverse surroundings have the practical power of inducing a natural, continuing flow of life and use.” Jane Jacobs – the death and life of great American cities
    15. 15. Shift is on purposeTell storiesMake space for playCreate blended teams of staff anddesignersDrop in centresHelping stakeholders look goodCX community
    16. 16. Courage to do things differentlyOrganisations need to beenabled to carry out newprocesses and be providedwith leadership and guidancewhile executing themKarel Vredenburg
    17. 17. “Most design practice—isad hoc, performed on an „as-needed‟ basis and adapted to whatever context the designers encounter.
    18. 18. Listen, watch, Learn with everybodyWhat is needed to think big.. beyond interaction, product or channel? Watch everything, hear everything, question everything
    19. 19. What do customers see as financial outcomes?
    20. 20. Whatbanks see as financial outcomes
    21. 21. “Cities have thecapability of providingsomething foreverybody, only becauseand only when, they arecreated by everybody”.Jane Jacobs, The Death and Life ofGreat American Cities
    22. 22. Radial people assume that any technologicalchange starts from where we arenow…..Radial people want to know, of anychange, how big a change is it from currentpractice, in what direction, and at what cost.Cartesian people assume that anytechnological change lands you somewhereCartesian people want to know, for anychange, where you end up, and what thecharacteristics of the new landscape are. Theyare less interested in the cost of getting there. Clay Shirky
    23. 23. MeasureWhat if financialWe measure what we know, we research what weexpect.outcomes were the What are the problems we‟re trying to solveHow do you measure something that nobody hasmetricmeasured yet? How does that make stakeholders feelfor success?
    24. 24. Partnerships“Collaborative skills that organisations are not geared towards” Creating “systems to identify, capture,and build on …knowledge in an ongoing process, …to develop a design practice appropriate for an information and services economy” Hugh Dubberly
    25. 25. Guerilla tacticsCustomers “create workarounds‟that become so familiar we mayforget we are being forced tobehave in a less than optimalfashion”Dorothy Leonard and Jeffrey F Rayport, HBR, Nov – Dec 1997
    26. 26. • Outcomes not outputs• Trust• Questions not answers
    27. 27. Each design iteration andimplementation leads to newknowledge.Hugh Dubberly
    28. 28. Thanks to…..NAB Jess Ukotic Cong Cao LouiseLong Nicholas Ramallo AlejandroVajmos The Noun Project AndrewForrester Evan WondolowskiAlexandrei Warnia de zarzecki RomanSokolov, Michael Rowe, Shreya Shakrava,Simon Child, Damian Dab, Daniel Hickey,Luis Henrique Bella Sera, AlejandroGarcia Maya, Bethany LeAnne MarcusWong
    29. 29. Thank youHarriet WakelamTwitter: @hwakelameMail: 61 413 631 662