Note: Updated for EuroIA, September 28, 2012 Brands large and small are placing increased importance on delivering a seamless, cross-channel customer experience. But most corporations struggle to define and communicate internally one vision for the experience and to coordinate design and implementation activities across the organization to realize that vision. The result: a customer experience that is the sum of its disjointed parts rather than a meaningful whole. In this talk, I explore this phenomenon and share the following: An overview of common organizational and cultural dynamics that make holistic customer experience design challenging The importance of building relationships inside of the enterprise to create seamless, cross-channel customer experiences Methods from or inspired by service design, film production, gamestorming, and consulting that I have experimented with (successfully and unsuccessfully) to orchestrate cross-functional teams A challenge to architects and designers to facilitate cross-functional collaboration and integrated planning.

1. Orchestrate Against Atomism
EuroIA 2012 Rome
Patrick Quattlebaum
@ptquattlebaum
source: http://mysuccesscircleonline.com/wp-content/uploads/2011/06/orchestra-conductor.jpg
Hi, I’m Patrick Quattlebaum, a design director with Adaptive Path working out of our San Francisco studio. I’m excited to share with you my thoughts on ways you can better engage your
organization to design for more effecive cross-channel experiences.

2. cross channel
is not new
#AgainstAtomism
Cross-channel experience design is certainly not a new topic. It was the theme of this year’s IA Summit, and many speakers in New Orleans touched on the growing importance of cross-
channel design in their work and what this means for information architects and their organizations.

3. the hype around
cross-, multi-, omni-
channel is growing
#AgainstAtomism
In my own consulting, I’m seeing more projects getting budgeted and approved when their explicit goal is to look at serving users across multiple channels and touch points. At a minimum,
digital cross-channel design is the focus, but I’m seeing industries from retail, to financial, to healthcare looking more holistically at digital and physical touch points together, rather apart.

4. #AgainstAtomism source: http://www.latimes.com/media/photo/2012-07/71162741.jpg
And the business cases for these initiatives are being built by guys dressed like this who work for business strategy consultancies. Along with Forrester and Gartner, they have proclaimed
this is the age of omni-channel with a stated goal of making all touch points seamlessly connect to one another.

5. Omni-Channel
Seamlessly integrating the customer
experience across all channels of interaction
—including stores, websites, direct mail and
catalogs, mobile platforms, social networks,
home shopping and gaming.
#AgainstAtomism source: http://www.latimes.com/media/photo/2012-07/71162741.jpg
And the business cases for these initiatives are being built by guys dressed like this who work for business strategy consultancies. Along with Forrester and Gartner, they have proclaimed
this is the age of omni-channel with a stated goal of making all touch points seamlessly connect to one another.

6. Seamlessly integrating
interaction
#AgainstAtomism
For designers of all stripes, these words are opening up new opportunities to add value and lead. For example, interaction designers are benefiting greatly in this environment as
organizations react to the explosion of digital touch points driven by new mobile and tablet behaviors.

7. Seamlessly integrating interactions
#AgainstAtomism
For designers of all stripes, these words are opening up new opportunities to add value and lead. For example, interaction designers are benefiting greatly in this environment as
organizations react to the explosion of digital touch points driven by new mobile and tablet behaviors.

8. #AgainstAtomism
But as organizations race to design and deploy new touch points, they are struggling with the goal of “seamless integration,” with connecting the dots across their ecosystem of touch points.
User expectations are that they should be able to move among these touch points at will and that knowledge of what they did in one channel will be leveraged in the next. Falling short of
these expectations leads to at best frustration and dismay; at worst public admonishment.

9. #AgainstAtomism
But as organizations race to design and deploy new touch points, they are struggling with the goal of “seamless integration,” with connecting the dots across their ecosystem of touch points.
User expectations are that they should be able to move among these touch points at will and that knowledge of what they did in one channel will be leveraged in the next. Falling short of
these expectations leads to at best frustration and dismay; at worst public admonishment.

10. #AgainstAtomism
There are some good examples out there of companies doing this well and continually working to get better at cross-channel experience design. But, i’m ready to see these well-deserved
poster-children of cross-channel experience design get some company.

11. most
cross-channel
experiences
suck
#AgainstAtomism
Because... let’s face it... most cross-channel experiences leave a lot to be desired. The growing investment in user experience and customer experience - to paint a broad stroke - rarely
have the additive effect of delivering the promise of seamless, holistic cross-channel customer experiences.

12. déjà vu
#AgainstAtomism
if you are like me you have had déjà vu the last couple of years. Cross channel feels like user experience did a decade ago when corporations started to wake up to investing more in user
experience and changing their business strategies as they did so. The information architecture community, with our mindset, experience, and skills that have been so critical in establishing
the new medium of the web are even more valuable and necessary as cross-channel experience design evolves from “you should do it” to “if you don’t do it, don’t expect to prosper.”

13. "Information architecture is a
design connector between
channels and contexts."
#AgainstAtomism
We know it's the space in between touch points - the bridges, the connectors, life - that can make or break a cross-channel experience. We understand the elements of language, visuals,
and behavior are critical to keep the experience consistent and coherent within and among channels and touch points. We believe people are as important to complex system design - to
ecosystems - as zeroes and ones, brand style guides, and so on.

14. can i get original
from peter?
#AgainstAtomism source: http://prezi.com/aafmvya6bk7t/understanding-information-architecture/
The IA discipline has always served as the badly needed "glue" in designing user experiences and building bridges between almost anything involving information, people, technology, and
the institutions we have worked for and consulted with.

15. #AgainstAtomism
As cross-channel customer experiences have become more central to our companies’ and clients’ strategy, it is no surprise that some great thinking is coming out of our community to offer
concepts, frameworks, and heuristics to tie all channels and touch points together.

16. #AgainstAtomism source: http://adaptivepath.com/ideas/the-anatomy-of-an-experience-map
Our community is developing and evolving tools to understand the complexities of cross-channel design and communicate holistic solutions to our clients and stakeholders.

17. #AgainstAtomism source: http://www.slideshare.net/morville/the-future-of-information-architecture

18. #AgainstAtomism source: Pervasive Information Architecture
We are evangelizing how to provide the right experiences on single touch points while balancing consistency across all touch points.

19. #AgainstAtomism source: http://tylertate.com/blog/2012/02/21/cross-channel-ia-blueprint.html

20. most
cross-channel
experiences
suck
#AgainstAtomism
Yet... most cross-channel experiences still suck. So, what i wanted to spend my time with you today talking about is one of the reasons why this is true, and how we can all add value in our
organizations at our clients to make things better.

21. holistic
#AgainstAtomism source: http://www.illustration4hire.com/apollobeyond/Files/9.Project%20Gantt%20Chart/GanttChart.8.png
The word holistic gets thrown around a lot both in business and experience design. I know i’ve done my fair share of using the word in strategy work when I’m helping my clients see the
importance of cross-channel design and how to change their processes to approach their customer experience... uh, holistically.

22. #AgainstAtomism
This type of vision work its easy to point out inconsistencies across channels, frame the business value of doing something about it, and to show conceptually the
types of experiences that should unfold for customers cross-channel.

23. #AgainstAtomism source: http-//28.media.tumblr.com/tumblr_ld4tzwIlqV1qcf25xo1_400
Pulling off a holistic cross channel experience, however, is much easier said than done.

24. #AgainstAtomism
Outside-in thinking can paint a nice pretty picture of how all the pieces not just fit together but are of one.

25. #AgainstAtomism
But as each functional area - marketing, mobile, web, call center, etc - starts to work on their piece of the puzzle, things start to get a little messy.

26. #AgainstAtomism
The holistic vision begins to give way to myopic channel or touch point design and execution. The whole - the seamless cross-channel experience - is no longer
top of mind.

27. #AgainstAtomism
What does typically become top of mind is how creative and wonderful one touch point will be by the team who designs it.

28. #AgainstAtomism source: http://www.illustration4hire.com/apollobeyond/Files/9.Project%20Gantt%20Chart/GanttChart.8.png
Because, let’s face it, this is where human desire for control and to show one’s individual value kicks in. Each stakeholder and craftsperson - whether it be digital, physical, people - can begin
to lose sight of the big picture - the cross-channel experience - and passionately make their touch point the object of their sole focus.

29. atomism
#AgainstAtomism
This tendency to focus on the pieces and hope they magically arrange and connect themselves as one customer experience is the opposing philosophy to holism. It is atomism. Designers
and architects create holistic visions but then organizations try to realize them using reductionist management techniques. We work in silos on our pieces and our companies and clients
expect it to come together as whole.

30. orchestrate
against
atomism
#AgainstAtomism
And that needs to change. Our companies, clients, and their users need us to step up to the challenge of not just conceptually framing cross-channel customer experience, but to orchestrate
across silos and disciplines within organizations to make more of the vision of coherent, continuous, and valuable cross-channel experiences to exist in the world.

31. #AgainstAtomism source: http://www.picturesofknights.net/King_Arthur-and-the-Knights-of-the-Round-Table.jpg
And while a better seat at the table is in order as our colleagues move higher up in organizations, we can’t wait. Over the last few years, I’ve been fortunate to consult with several
companies that have presented me with the opportunity to both observe difficulties they are having with cross-channel experience design and to experiment with how to do better design
planning, to advocate for change, and to create new value.

32. #AgainstAtomism source: http://www.savagechickens.com/images/chickenroad7.jpg
But most importantly, I’ve been thinking about the context of our work and how to help lead the way to realize the great cross-channel experiences that conceptually are possible.

33. understand the context
frame the problem
build bridges
expand the toolkit
#AgainstAtomism
1. Understand the context
2. Frame the problem
3. Build bridges
4. Expand the toolkit

34. understand the
context
#AgainstAtomism
Here’s what we are up against: more companies are acknowledging the importance of cross-channel experiences but are struggling to create them. Why? Because most organizations were
not architected to design and deliver cross-channel experiences that they and their customers desire.

35. cogs in the machine
#AgainstAtomism source: http://www.doctormacro.com/Images/Chaplin,%20Charlie/Annex/Annex%20-%20Chaplin,%20Charlie%20(Modern%20Times)_01.jpg
While there are exceptions, most organizations are designed as large bureaucracies that are intended to run as efficient machines and produce predictable, measurable results.

36. #AgainstAtomism source: http://2.bp.blogspot.com/_DmtdGP6kzMQ/TIlKaHSi14I/AAAAAAAAPec/0FW9Fbnc7ZU/s1600/ExtinctDinosaurs.bmp
I’ve worked with many companies that are attempting to move away from command and control, dehumanistic work environments in hopes of being more agile and innovative in the global
economy. But when you look at the org chart of most of large companies, you see the legacy of Taylorism - the mechanization of work into silos with cavernous divides between functions.

37. #AgainstAtomism source: http://2.bp.blogspot.com/-RYkFdryP-Co/Tj7-0q3DyPI/AAAAAAAABJU/6tETrv8zyb4/s1600/OpsSilo.jpg
Corporations struggle with silos’ myopic plans, competing objectives, duplicative work, and difficulties in communication and partnership - all of of which is
antithetical to what we need to produce great cross-channel experiences.

38. #AgainstAtomism source: http://blogs.attask.com/wp-content/uploads/2011/09/fa40a79667504eacecdf3537aa149f29.jpg
This issue has not been lost on upper management. They hear the buzzwords of cross-channel, omninchannel, synergy, etc... but they also want to squeeze out any actual or perceived
waste. A decade ago, organizations started creating Program Management Offices (PMOs) to improve cross-silo communication. If you have worked with one, you know PMOs focus on
delivery - on time, on budget, and as efficient as possible.

39. pmo = efficiency
#AgainstAtomism source: http://www.illustration4hire.com/apollobeyond/Files/9.Project%20Gantt%20Chart/GanttChart.8.png
PMOs add value, but in some ways they reinforce the Taylorist mindset. By defining workstreams, tracking status, and reporting issues, PMOs have become the glue across parts of the
organization on whether the work that is being produced is “green”... but “green” is defined as hitting dates or staying within budget. PMOs facilitate project management collaboration, but
not the project collaboration needed for cross-channel design.

40. frame the
problem
#AgainstAtomism
So, here’s the problem we need to frame for the organizations we work for and with:
Acknowledging customers expect all the channels and touch points to work in harmony requires getting the organization to design holistically and work more collaboratively.

41. #AgainstAtomism source: http://www.conairgroup.com/silverstripe/index.php/products/material-storage/
But our organizations are built and operate antithetically to how they should be to produce good cross-channel experiences for customers.

42. #AgainstAtomism source: http://blog.washingtonpost.com/story-lab/assemblyline.jpg
They are built for breaking things down. To functions. To work streams. To tasks. To requirements. To user stories. To deliverables. Pieces and parts everywhere.

43. #AgainstAtomism source: http://projectmanagementcommunications.files.wordpress.com/2011/02/cartoon_report-all-green.png
And project charters, program management, and status reports may create efficiencies, keep budgets in check, and allow different functions to check the “we’re green” box, but it doesn’t
come close to ensuring realization of seamless, delightful cross-channel experiences.

44. #AgainstAtomism source: http://3.bp.blogspot.com/-mcsvm5qZees/T9QzJZwQkvI/AAAAAAAAEAk/KpTVst4AMGU/s1600/Business%2BAs%2BUsual%2Bay%2BSuntec%2BCity%2BSingapore.jpg
The problem is that business as usual - siloed, unorchestrated work - isn’t and won’t cut it.

45. #AgainstAtomism source: http://www.brainsonfire.com/blog/wp-content/uploads/2011/06/mumford.jpg
And regardless of how things work above us, we need to reach out to our peers or urge our clients to work together from vision to realization.

46. build bridges
#AgainstAtomism
And as information architects, we are the natural community to spur this on.

47. #AgainstAtomism
We are the bridge builders.

48. #AgainstAtomism
And we need to build bridges internally to build bridges externally.
We need to constantly break down walls between silos and build bridges person by person, team by team, function by function. We have to help our colleagues better understand the context
of their work and the issues it causes.

49. pop the ux bubble
#AgainstAtomism source: http://good-wallpapers.com/pictures/3722/soap_bubble.jpg
Which means we need to pop the UX bubble and work even harder to learn all we can about other parts of the organization. It’s a giant design problem we need
to attack.

50. empathy
#AgainstAtomism source: http://www.pccfun.us/blog2/wp-content/uploads/2011/08/empathie-69-96.gif
And to start attacking that problem and building bridges, we start where we often do - with building empathy for what our partners and clients are facing internally. What affects their behavior
to tend towards atomism? We need to be able to see the organization, their role, and their goals from their perspective and acknowledge through action their importance.

51. motivations
#AgainstAtomism source: http://samplewords.files.wordpress.com/2011/10/motivation.jpg
Always keep in mind that the management philosophy of hierarchical relationships, functional performance plans, and siloed thinking is predominant. You need to approach your intended
collaborators as likely being motivated by a competing objectives to harmonizing the cross-channel experience.

52. #AgainstAtomism
This is how we end up with fragmented customer experiences where channels and touch points fail to connect seamlessly. The teams and partners you are depending on are often being
pushed towards that end for the good of their department’s objectives.

53. #AgainstAtomism source: http://www.global-integration.com/blog/breaking-down-silos.html
Incentives and performance plans only amplify and encourage this behavior.

54. taking risks
#AgainstAtomism source: http://1.bp.blogspot.com/-QcfQ-yo5gQA/TlRaJzAjfyI/AAAAAAAAAQY/4p9cDrP-kkI/s1600/tightrope.jpg
Building consensus on cross-channel initiatives is really asking your collaborators to take a risk, to go against the grain.

55. #AgainstAtomism source: http://lsilverwoodwaltona2media.blogspot.com/2011/05/maslows-hierarchy-of-needs.html
A key driver for someone in a large organization is safety of employment. As you work to get buy in and collaboration on building a cross-channel vision, they may think that this is beyond
scope of their role (“this is not on my PDP. i can’t spend time on this.”) or they may see this as giving up control (“i need to own mobile and show that i own it.”) Cross-channel work challenges
organizational boundaries and how companies are set up to reward performance.

56. #AgainstAtomism source: http://farmlandgrab.org/wp-content/uploads/2010/04/spooner_1504_main-420x01.jpg
And in some cultures, a defensive posture to collaborate can be based more of fear of ulterior motives, especially land grabbing.

57. Trust
#AgainstAtomism source: http://2.bp.blogspot.com/_aoXidpr7qR4/TCWgYrYw_nI/AAAAAAAAEtk/VmtceZ_-f3U/s1600/ShorelinePark1000620-014.JPG
So, you need to take your understanding of what motivations, fears, and desires your collaborators have and begin to build trust among your internal collaborators.

58. Inattention to
Results
Avoidance of
Accountability
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
#AgainstAtomism
Trust is a foundational element to any team, and I’ve seen large cross-channel initiatives struggle as partners assert ownership of their channel at the expense of creating a seamless
experience. At best this is driven by not yet seeing the cross-channel problem and how to solve it; at worst, politics and empire building are the actions that push the words “customer-centric”
to the sidelines.

59. earning respect
#AgainstAtomism source: Gap, Inc.
To build trust, you need to earn the respect of your collaborators. In addition to signaling you understand them and the context of their work, you need to lead the way in building new
knowledge, learning a new language, and an understanding of each functions value and ownership.

60. learn the ropes
#AgainstAtomism source: http://3.bp.blogspot.com/-TnDZ9_K7Qw0/TlhQ2lzgf2I/AAAAAAAAG18/KTODLYOeYA8/s1600/Mx21.JPG
This starts with being an apprentice to other parts of the business so you can act as an effective connector internally.
How does the call center approach the customer experience? What’s their process for defining, designing, and implementing new initiatives? How does store operations roll out changes?
What lead time does marketing face across broadcast, direct mail, print, etc?
Get knowledgeable enough to be dangerous... it will help remove some blind spots and open up new avenues for empathy and collaboration.

61. learn the language
#AgainstAtomism
Learning the lingo of internal partners is critical. It will help you build rapport. Don’t be hesitant to ask what a term means when you hear it. This simple action communicates your interest in
understanding better the domains of your partners.
And then help build a common language among channel and touch point partners.

62. #AgainstAtomism source: http://1.bp.blogspot.com/-ZdQdamT0uv4/T0nl8H_76OI/AAAAAAAAAm4/OT1YV3q18ng/s1600/step+on+foot.JPG
Nothing can undercut trust and respect more than making dumb mistakes. I know I’ve often been hired by one group to craft cross-channel experience visions, only to step on the toes of
other groups who own the touch points being re-imagined or impacted.

63. roadmap detective
#AgainstAtomism
My advice on this is to keep your ear to the ground for what initiatives are going on around you. Find overlaps, duplicative efforts, etc.
I like to think of this step as a being a roadmap detective... searching through sharepoint sites, asking teams to share their plans, sitting in on cross-functional meetings... piecing together all
the visions for each channel and looking for synergies, gaps, conflicts....

64. #AgainstAtomism
I also make it point to help all stakeholders see sooner than later the impact their ideas will have on the cross-channel experience, both for the business and customers.
Simple visuals like this back of the napkin touch point impact diagram communicate to other parts of the business that you are thinking through the problem space holistically - an important
signal to send if you are asking for their collaboration in creating a new or improving an existing experience.

65. Rail Europe Touchpoints by Channel
Research Pre-Travel
Stage & Planning Shopping Booking (Documents) Travel Post-Travel
Channels
Website Maps Schedule look-up Web booking funnel Select document option (from Contact page for email or phone
Test intineraries Price look-up - Pass available options)
Timetables Multi-city look-up - Trips - station e-ticket
Destination Pages Pass comparison - Multiple Trips - home print e-ticket
FAQ - mail ticket
General product
& site exploration
Call Center Order brochure Site navigation help Automated booking payment Call re: ticket options Call with questions regarding
Planning (Products) Cust. Rep booking Request ticket mailed tickets
Schedules Site navigation help Reslove problems (info, pay- General calls re: schedules,
ment, etc.) strikes, documents
General questions
Mobile Trip ideas Schedules Mobile trip booking Access itinerary
Look up schedules
Buy additional tickets
Communication Chat for web nav help FB Comparator Chat for booking support Email confirmations Ask questions or resolve prob- Complaints or compliments
lems re: schedules and tickets
Channels (social Email questions Email for general help Survey
media, email, chat) Chat for website nav help Hold ticket
Customer Relations Request for refund, escelation
from call center.
Non-REI Channels Trip Advisor Airline comparison Expedia Travel Blogs Trip Advisor
Travel blogs Kayak Direct rail sites Review sites
Social Media Direct rail sites Google searches Facebook
General Google
searching
Non-linear, no time Non-linear, but
Linear process
restrictions time based
#AgainstAtomism
Cataloging touch points and showing them in a model that focuses on the user and their journey can help stakeholders see the bigger picture and options for better connecting touch points.

66. #AgainstAtomism source: http://www.fuad-luke.com/images/home/co-design_loop.png
And the spirit of everything that I am talking about - of building bridges - is to encourage collaborators to trust one another to work towards common solutions that are good for the
corporation and good for its employees and customers.

67. #AgainstAtomism source: http://moonlings.com/wp-content/uploads/m000033.jpg
... not to fall into the muscle memory of old patterns that get the same results.

68. expand the
toolkit
#AgainstAtomism
Orchestration requires refining existing methods, stealing from other disciplines, and inventing new ones. Over the last couple of years I’ve been inspired by gamestorming, service design,
and cinema. Here’s a few I wanted to share...

69. invite to play
#AgainstAtomism source: http://2.bp.blogspot.com/_aoXidpr7qR4/TCWgYrYw_nI/AAAAAAAAEtk/VmtceZ_-f3U/s1600/ShorelinePark1000620-014.JPG
An underlying philosophy I have - and many others do - is that we need invite our colleagues to play more at work. And I’ve found that the more I take the lead in meetings with clients and
their organizational peers in making turning meetings in working sessions and working sessions in workshops, the better results we see.

70. #AgainstAtomism source: http://designinitiative.posterous.com/gamestorming-workshop-january-16th
Most of us in this room have likely been leveraging gamestorming techniques recently or for much of our careers.

71. #AgainstAtomism source: http://designinitiative.posterous.com/gamestorming-workshop-january-16th
And I‘ve sat through too cross-functional meetings in which attendees sit around a conference table talking about a project or a concept... I built this little box to have on hand for meetings
and offer to facilitate. This good will gesture makes meetings more fun, communicates the importance of active collaboration, and also exhibits my willingness to serve the team for the greater
good of the program.

72. acting
#AgainstAtomism
Even better, getting stakeholders and designers from different functions out of the office and into new environments helps break muscle memory and create a sense of team.

73. service design
#AgainstAtomism source: http://ingridsnotes.files.wordpress.com/2011/03/stage-play.jpg
The service design community is developing a lot of great tools that can be leveraged for holistic design and orchestrating the pieces to realization.

74. journey mapping
#AgainstAtomism source: http://www.servicedesigntools.org/sites/default/files/res_images/CJM.png
The first method is customer journey mapping, which has become a very popular method in the industry.

75. #AgainstAtomism source: http://bellthompson.files.wordpress.com/2010/02/sdc13082.jpg
Customer journey maps are created collaboratively with a cross-functional group. Ideally they are backed by research and observations of customers actual experiences with a product,
service, or brand, or with a specific context in which a new product or service can help them accomplish a goal. This technique can also be used to create maps of target experiences for
products and services under consideration.

76. blueprinting
#AgainstAtomism source: http://dietrovetro.com/wp-content/day-stickies.jpg
Another technique I use is blueprinting, which begins to get deeper into complexities of pulling off these experiences and moving them through the planning process towards execution by
multiple teams across multiple channels.

77. #AgainstAtomism source: http://www.flickr.com/photos/rachelshadoan/4171746951
Here’s an example of a blueprint for a grocery delivery service. There are rows that describe the customers actions, the physical/digital artifacts they interact with, the actions of front line
staff, the actions of support staff behind the scenes, and support systems and processes integral to the delivery of the service. Each column is a step in the customer service experience.

78. Experience3Blue3Print:3mySmileage3Card3Customer3Help333 DRAFT
fictionalized example
Scenario3Description:
Bacon/ipsum/dolor/sit/amet/bresaola/tongue/chuck/tri;tip/turducken./Swine/bacon/jerky/turkey/frankfurter/
strip/steak,/t;bone/drumstick/meatloaf/spare/ribs/beef/flank./Ribeye/ham/hock/short/loin/biltong,/ground/round/
pork/belly/bresaola/meatball/chicken/cow/turducken./Spare/ribs/turducken/beef/tongue/capicola/meatball./
Pastrami/boudin/tenderloin/tri;tip/pork/loin/beef.
1 2 3 4 5 6 7 8 9 10 11 12
Passport package Registration Form Registration Page
Physical3Evidence Signage at POS Passport package mySmileage Card
Menchies.com
mySmileage Callout
mySmileage Card mySmileage Card
mySmileage Card Confirmation email
Commit and sign Look for registration Receive email
Approach register Place yogurt cup Consider program Navigate to Enter required Look for assistance Call customer
Customer3Actions to make purchase on scale and agree to join
up for MyLowe’s Depart
Menchies.com
and navigate to
information and find 1-800 # service
and click on link
Card registration site to view balance
Scan card and
Ask customer if Explain benefits Greet customer Complete registration
On3Stage3(Visible3Human3Actions3or3Digital3Interactions) they have a card of the program
remind customer
and discuss issue for customer
to register
Passports
Back3Stage3(Invisible3Human3Actions)
in/stock
Support3Processes Replenishment system Card activation system Registration system Card activation system
New3/3Impacted3Business3Processes Checkout Process Call center script Call center workflow
#AgainstAtomism
But here’s another example, which is a simple template I use to create and iterate on experience blueprints. Typically, I run one or multiple customer journey sessions to gather all the best
ideas on a specific customer experience and then I synthesize them into this template. There are then multiple iterations to improve it and flesh out with all the channel partners.

79. 1 2 3 4 5 6 7
fictionalized example
Passport package
Physical3Evidence Signage at POS Passport package mySmileage Card
Menchies.com
mySmileage C
Commit and sign Look for regist
Approach register Place yogurt cup Consider program Navigate to
Customer3Actions to make purchase on scale and agree to join
up for MyLowe’s Depart
Menchies.com
and navigat
Card registration
Scan card and
Ask customer if Explain benefits
On3Stage3(Visible3Human3Actions3or3Digital3Interactions) they have a card of the program
remind customer
to register
Passports
Back3Stage3(Invisible3Human3Actions)
in/stock
Support3Processes Replenishment system Card activation system
New3/3Impacted3Business3Processes Checkout Process
#AgainstAtomism
This template proved to be quite popular with my last client. I noticed people bringing it to meetings and writing notes on it. It served as a key touch stone for them, and I learned that
marketing took it and adapted it to think through cross-channel promotions.

80. cinema
#AgainstAtomism source: http://www.cinemaisdope.com/news/films/troublewithharry/twh-1.jpg
Lately I have been drawing a lot of inspiration from cinema in looking for new ways to think about engendering collaboration, not losing the plot, and keeping consistency throughout the
experience. Here’s a couple of methods I’ve been playing with.

81. continuity
#AgainstAtomism
Another concept from film that I have been playing with is the role of continuity director, who is responsible for ensuring consistency of key cinematic elements, such as plots, places, and
events, over time.

82. #AgainstAtomism
Mistakes like this one can be humorous if you notice them, but some continuity errors are jarring enough to take the viewer out of the movie. Cross-channel experiences are like this. Moving
from one touch point to another is like moving between shots or scenes in the film. Small inconsistencies can break flow.

83. #AgainstAtomism source:TBD
So, continuity directors have developed tools to track the small details that are so important to internal consistency in a film that is produced by multiple craftspeople, working in multiple
units, across distance and time. This continuity report is one example.

84. fictionalized example
Element Description Bridge1From1(Originating1Channel(s)) Bridge1To1(Channel(s))
1 mySmileage Brochure (in store) This brochure is provided to the consumer Store > POS Menchies.com (direct)
both as awareness/consideration collateral Store > POS (indirect)
and provides instructions to complete
registration online.
#AgainstAtomism
Here’s a integrated plan template I created. This is used to list out each touch point, its purpose, and how it fits with other touch points. As you can see here, it described as a bridge to the
web site (and as a good place to let the customer know about its purpose and value each time they come back in the store.)
The design guidelines column provides requirements for how the brochure needs to hand off to the web site and how the web site needs tie in with the brochure. This is to provide context
but also be used to go into creative briefs and to use in status meetings.

85. fictionalized example
ng1Channel(s)) Bridge1To1(Channel(s)) Scenario(s) Cross1Channel1Design1Guidelines
Menchies.com (direct) • Acquiring a mySmileage Card in Store Menchies.com
Store > POS (indirect) • URL to form to complete process
• Consistent imagery and copy
• Educate customer on mySmileage Card benefits
Store > POS:
• Remind customer on in-store process ("scan every
time you check out")
• Ideally, imagery/copy related to how to use would
be consistent with POS signage
#AgainstAtomism
Here’s a integrated plan template I created. This is used to list out each touch point, its purpose, and how it fits with other touch points. As you can see here, it described as a bridge to the
web site (and as a good place to let the customer know about its purpose and value each time they come back in the store.)
The design guidelines column provides requirements for how the brochure needs to hand off to the web site and how the web site needs tie in with the brochure. This is to provide context
but also be used to go into creative briefs and to use in status meetings.

86. storyboarding
#AgainstAtomism source: http://www.animationjam.nl/wp-content/uploads/2010/06/StoryboardWall.jpg
Another technique from film that has already been adopted by the user experience is storyboarding.

87. #AgainstAtomism source: The Art of the Storyboard
Storyboarding is a pre-visualization tool to think through and share how a user will move through a system of touch points. It can help craftsmen from different functions to collaborate and
communicate about connections and bridges.

88. #AgainstAtomism source: The Art of the Storyboard
Storyboarding can work at different level of granularity. The level of zoom depends on what you are wanting to explore and design.

89. “Storyboards have to explain to
every department exactly what is
demanded of them.” - Jan de Bont
#AgainstAtomism
But, most importantly, it can help large complex teams get on the same page about what each is doing and how it all fits together as an experience. (Note - this doesn’t assure for quality!)

90. rough cutting
#AgainstAtomism source: http://www.cinemaisdope.com/news/films/troublewithharry/twh-1.jpg
A new method I’ve been playing with lately is roughcutting, inspired by the film production technique.

91. #AgainstAtomism source: http://vimeo.com/9339739
Some frames may be words describing what the animation may be, others may be animatics, and others may be complete production quality.

92. #AgainstAtomism
On a recent initiative I worked with, my team and I ran post-mortem of the cross-channel experience with all the functions that work on different elements. We filled a conference room up
with 40-50 people, and walked through the experience, sharing issues we were seeing and feedback that had been collected from customers. This is was eye opening for the attendees
because they could see their work in the context of the entire experience, and they were invited to suggest improvements via sticky notes on any element they wished.

93. fictionalized example
navigation
HERO HERE
Your Smileage card # XXXX XXXX XXXX
Register Here!
Prosciutto chuck meatloaf ball tip rump. Tongue capicola strip steak ball tip brisket spare
ribs t-bone salami, pastrami kielbasa filet mignon tenderloin andouille ham frankfurter.
Drumstick tongue tenderloin ground round shoulder sirloin swine, hamburger jerky salami
kielbasa. Bresaola kielbasa ball tip shank rump. Cow t-bone ball tip pig, bresaola short loin
turducken fatback tenderloin ribeye.
LOGO copyright Your Smileage card # XXXX XXXX XXXX
Prosciutto chuck meatloaf ball tip rump. Tongue capicola strip steak ball tip brisket spare
Submit
ribs t-bone salami, pastrami kielbasa filet mignon tenderloin andouille ham frankfurter.
Drumstick tongue tenderloin ground round shoulder sirloin swine, hamburger jerky salami
kielbasa. Bresaola kielbasa ball tip shank rump. Cow t-bone ball tip pig, bresaola short loin
turducken fatback tenderloin ribeye.
LOGO copyright
XXXXXX
XXXXXX
db ack
Fee
k
ed bac
Fe
#AgainstAtomism
I’m now having success in having initiatives work rough cutting into the process where a war room. Here’s a mocked up example of loyalty card design placed next to the online sign-up form
the customer would navigate to following the URL on the card.

94. #AgainstAtomism source: http://oliveyuba.blogspot.com/2011/04/its-not-about-olives.html
In concert, these methods and others are what I’m finding I am leaning on more to help the broader team see the forest for the trees and balance seeing the big cross-channel picture with
their piece of the puzzle.

95. #AgainstAtomism source: http://hrb-family-business-consulting.com/files/2012/08/Sisyphus_lr.jpg
Important to point out that this is an iterative process within projects and programs, across initiatives and over time. This is about change in business is done in the long run. But it starts one
project at a time, and one relationship at a time.

96. #AgainstAtomism
And to do this, we need to keep learning about the people we work with in the organization, what they own, what their vision is for the customer experience, what
their plans are, and what is motivating them.

97. #AgainstAtomism
We need to help them see their touch point, their channel, their initiatives, and their work not only within the context of the other parts of the customer experience
and the organization...

98. #AgainstAtomism
... but as part of a holistic vision for that experience that requires greater collaboration and new ways of working to achieve.

99. understand the context
frame the problem
build bridges
expand the toolkit
#AgainstAtomism
1. Understand the context
2. Frame the problem
3. Build bridges
4. Expand the toolkit

100. http://prezi.com/aafmvya6bk7t/ www.slideshare.net/samanthastarmer
understanding-information-architecture/
http://www.slideshare.net/jdkahn/effective- www.slideshare.net/nickf/the-
interaction-designers-change-organisations cross-channel-experience
#AgainstAtomism
A few resources...

101. http://prezi.com/aafmvya6bk7t/ www.slideshare.net/samanthastarmer
understanding-information-architecture/
INFORMATION
ARCHITECTS
http://www.slideshare.net/jdkahn/effective- www.slideshare.net/nickf/the-
interaction-designers-change-organisations cross-channel-experience
#AgainstAtomism
A few resources...

102. pervasiveia.com thisisservicedesignthinking.com
#AgainstAtomism
A few resources...

103. Orchestrate Against Atomism
EuroIA 2012 Rome
Patrick Quattlebaum
@ptquattlebaum
source: http://mysuccesscircleonline.com/wp-content/uploads/2011/06/orchestra-conductor.jpg