And the secret to
They have 2 things in common:
1. They were not considered to be leaders
2. They are the most prolific business leaders
of all time, outstripping the shareholder
value delivery of any of their Fortune 500
Google = $369 billion, est 1998
Amazon = $164 billion, est 1994
Apple = $700 billion, est 1976
Facebook =$170 billion, est 2004
Walmart = $245 billion, est 1962
Twitter = $30 billion, est 2006
Leadership is not wisdom, personal charisma, or will-to-
power. It is a condition that arises when clarity of
purpose (which permits unambiguous action) exists
within the organization.
They are not society’s version
of a typical leader.
1. They clearly define and communicate
the higher level purpose of the
‘We wanted to create joy for our people and our customers’!
- Chip Conley, ex-CEO of Joie de Vivre Hotels!
Chip Conley, Founder of Joie De Vivre Hotels & fest300.com
2. They identify, challenge and
constantly revisit the PURCHASE
DRIVERS in their industry/product
e.g. freshness in bakeries, wait times in banking, !
Selection, price and shipping period in e-commerce!
3. They clearly define, articulate, physically
draw, digitise, share and constantly revisit a
map of the ideal customer experience.
4. They have a leadership team that
understands the vision for the experience and
are willing to put the the customer’s
experience ahead of other need sets*
*generally these red herrings are short term commercial pressures or organisational efficiency issues!
5. They build systems that support the
defined experience and it’s composite
6. They have team members who are clear about
which part of the experience they own, and
who consciously put this above politics,
personalities and power struggles.
7. They keep iterating the slices towards a
When people that work in any position of
leadership in a company :
Are aware of their roles as experience
Are able to weave a specific, relevant ethos
into these experiences…
THE RESULT IS DEEP COMPETITIVE
THIS WAS DESIGNED
There were people that made decisions, an
experience was deployed and customers
lived the experience.
The beginning of any UX Led business is a
mapped experience for key stakeholders.
“Thin slicing” allows you to
focus on improving an aspect
of the experience without
necessarily changing the
MAKE, BREAK, REPEAT
An iterative culture creates room for
experimentation and encourages rapid
The process of mapping the user
experience with a diverse team
increases your organisational
intelligence, provides insight into
how team members understand
their customer, combats politics
and improves processes.
When a touch point or
feature clearly leads
the user to an intuitive
“SPEAKS IT’S POWER”
Is there a part of the experience
that results in word of mouth and
real ‘pick up’ in usage of the
THINK OUTSIDE IN
Experience innovators do not view the
experience through the lens of systems
constraints. They look at the world through
the ideal experience of the user and how the
system can support that experience.
Microinteractions They are the features within the features that
build trust. Small details that make up the
difference between a product you tolerate and a
product you love.
We often look for the wow factor in an
experience whilst missing the fact that
most users would really appreciate
attention to basic details.