Tim Loo's presentation at WebVisions Barcelona 2014. As experience designers, we’ve all been there. The business brief to improve the customer experience is clear. The insight from the customer and the business points to obvious opportunities. As a team we’ve designed innovative solutions creating a win/win for the organisation and their customers. And then, like a patient rejecting the life saving transplant from an organ donor, the solution doesn’t take. Or worse they do nothing. In most cases, it’s not the design but the culture of the organisation that is the barrier to step change improvement. So how do you redesign and “heal” the culture of an organization to better deliver customer experience design?

1. TimLoo
StrategyDirector,Foolproof
When Business Culture
kills Experience Design

2. @timothyloo @webvisions #wvbcn
* YOUR DESIGN PROJECT
ORGANISATIONAL
CULTURE

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OK, so what do I
mean by culture?

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Wikipedia definition screenshot

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Culture tells us how to behave when
we can’t turn to formal directives,
agreements or set of rules for guidance

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It’s part co-ordination, part conscience

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Why should we be interested
in organisational culture?

9. BUSINESS UX ADVISORTHE
PROJECT
Client doesn't
measure
or understand
the value of UX
Ineffective
communication
& persuasion
Low
stakeholder
engagement
in UX
Lack of
commitment
to UX
Lack of
budget
Driven by
technology
and constraints
Consultant
& agency
attitudes
Lack of
senior-level
client sponsor
for UX
Client doesn't
understand
UX processes
Inertia and
resistance to
change
Lack of time
Lack of
resources
Client lack of
vision, strategy
and
business case
Lack of
consultant
skills &
experience
Source: Making UX Happen survey of top 3 barriers (100 respondents)
Culture,
politics &
organisational
silos

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Culture is a primary enabler/barrier to
creating & delivering great experience

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Service excellence =
design x culture
Source: Uncommon Service, Frei & Morriss

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Culture eats
strategy for lunch

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Thinking about
big company culture

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Siloes, bloody siloes

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Short term minded

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Insular &
inward looking

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IT/engineering led

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Inflexible process driven

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Our purpose is
to make money

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For me to win,
you have to lose

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Culture change is hard

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So how can we affect
business culture?

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Thinking Behaviours

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4 behaviours

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Organisational Behaviour 1
We can all visualise what it’s like to be a
customer dealing with us today

27. Experience videos

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Use tools which quickly & memorably
communicate the functional and
emotional customer experience

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Organisational Behaviour 2
We know & regularly communicate
what good experience looks like

30. INCREASED SALES EASY TO CODE LOOKING GOOD TO MY BOSS LUNCH

31. 4
Design Principle: Our expertise on tap
§ “When I need advice or technical help I know where to go”
§ “I can always access the right information when I need it”
Experience design principles

32. “I’ve got options for how I want to place my order. It’s the
same whether I do this online or on the phone.”1
Future customer stories

33. “I like that I can quickly place an order for the products I frequently buy.
Everything I need to know about the products is at my fingertips.”
2
“It’s really clear to me what products are available and
when I’m realistically going to get them.”
3
Future customer stories

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Experience design principles and
customer stories help colleagues
understand & describe
what good looks like

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Organisational Behaviour 3
We physically get together to make hard
decisions & trade-offs to deliver the
right experience

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Face to face collaboration is key to
building empathy with customers and
with colleagues

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Organisational Behaviour 4
We measure & report on things which
are meaningful for us and the customer

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We need to help make stakeholders
care about the numbers linking
customer outcomes to value

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Change
thinking
Change
behaviours
Make stakeholders collaborate
and share customer perspective
Create empathy with
colleagues and customers

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Some of us will need to
take a central role in
affecting cultural change

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Thank you

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Start a conversation
Tim Loo
tim.loo@foolproof.co.uk
+44 7714415677
@timothyloo