From the Outside-In

1. From the Outside‐In Embedding an Experience Mindset Peter Merholz Adap/ve Path t: @peterme e: peterme@adap/vepath.com
2.  © 2010 adaptive path 2
8. experiences interac/ons touchpoints procedures systems  © 2010 adaptive path 5
17. IT systems POS system CRM supply chain  © 2010 adaptive path 7
18. ClearRX marke/ng IT systems POS system CRM supply chain  © 2010 adaptive path 7
19. ClearRX marke/ng IT systems POS system training CRM supply chain  © 2010 adaptive path 7
20. pharmacists ClearRX marke/ng IT systems POS system training CRM supply chain  © 2010 adaptive path 7
21. customer facing pill boIle pharmacists ClearRX marke/ng IT systems POS system training CRM supply chain  © 2010 adaptive path 7
22. customer facing pill boIle pharmacists ClearRX marke/ng IT systems POS system training CRM supply chain  © 2010 adaptive path 7
24. In order to address the complexity of our challenges, we must widely  draw from cross‐func;onal teams.    © 2010 adaptive path 8
25. soK war e en gine e  er dwar har eer egist engi n des ign strat naming  consultant industrial  designer In order to address the complexity of our challenges, we must widely  draw from cross‐func;onal teams.    © 2010 adaptive path 8
27. Design can be an  ac;vity that an  organiza;on embraces,  that everyone can be  involved in.  © 2010 adaptive path 9
28. An experience mindset requires honest empathy  © 2010 adaptive path 10
31. 4 old ways of thinking  © 2010 adaptive path
32. #1 $ At worst: Ruthlessly stolen from The Cluetrain Manifesto  © 2010 adaptive path
33. #1 $ At worst: “a gullet whose only purpose in life is to gulp products and crap cash.” Ruthlessly stolen from The Cluetrain Manifesto  © 2010 adaptive path
34. #2 Docile and gullible Stories and messaging Preferences!  © 2010 adaptive path 14
35. #2 Sheep Docile and gullible Stories and messaging Preferences!  © 2010 adaptive path 14
36. #3 Homo Economicus Highly rational Maximizes utility Quantity!  © 2010 adaptive path 15
37. #3 Homo Economicus Highly rational Maximizes utility Quantity!  © 2010 adaptive path 15
38. #4 Task oriented Goal driven Efficiency!  © 2010 adaptive path 16
39. #4 Robot Task oriented Goal driven Efficiency!  © 2010 adaptive path 16
40. Emo;onal + Intellectual + Func;onal  © 2010 adaptive path 17
41. Emo;onal + Intellectual + Func;onal Empathy  © 2010 adaptive path 17
42. An experience mindset means nothing stands alone  © 2010 adaptive path 18
43. The Long Wow Plan and stage the wow  experience wow Manage your plaMorm  Evolve your repeatable  for delivery process Draw from a wide  area of unmet needs  © 2010 adaptive path 19
45. pack in features up  front  © 2010 adaptive path 20
46. pack in features up  unfold new  front experiences over  /me  © 2010 adaptive path 20
50. wow Synched tracking  © 2010 adaptive path 21
53. { }  © 2010 adaptive path 22
55. wow Powersong!  © 2010 adaptive path 23
56. { …it’s the eye of the 5ger it the thrill of the ﬁght…  } wow Powersong!  © 2010 adaptive path 23
57. wow Collabora/ve running  © 2010 adaptive path 24
60. wow Networked running events  © 2010 adaptive path 25
61. wow Networked running events  © 2010 adaptive path 25
63. Running  shoes iPod nano Tracking  tools Pedometer Nike+  website Music  © 2010 adaptive path 26
64. Running  shoes iPod nano Tracking  tools Pedometer Voiceover feedback Nike+  website Music  © 2010 adaptive path 26
65. Running  shoes Synched tracking iPod nano Tracking  tools Pedometer Voiceover feedback Nike+  website Music  © 2010 adaptive path 26
66. Running  shoes Synched tracking iPod nano Tracking  tools Pedometer Voiceover feedback Nike+  website Music Powersongs  © 2010 adaptive path 26
67. Running  shoes Synched tracking iPod nano Tracking  tools Pedometer Voiceover feedback Nike+  website Music Collabora/ve running Powersongs  © 2010 adaptive path 26
68. Running  shoes Synched tracking iPod nano Networked running events Tracking  tools Pedometer Voiceover feedback Nike+  website Music Collabora/ve running Powersongs  © 2010 adaptive path 26
69. Running  shoes Synched tracking iPod nano Networked running events Tracking  tools Pedometer Voiceover feedback Nike+  website Music Sport iMixes Collabora/ve running Powersongs  © 2010 adaptive path 26
70. Running  shoes Synched tracking iPod nano Networked running events Tracking  tools Pedometer Voiceover feedback Nike+  website Music Sport iMixes Desktop  Collabora/ve running widgets Powersongs  © 2010 adaptive path 26
71. Nike+  Running  sportsband shoes Synched tracking iPod nano Networked running events Tracking  tools Pedometer Voiceover feedback Nike+  website Music Sport iMixes Desktop  Collabora/ve running widgets Powersongs  © 2010 adaptive path 26
72. The Long Wow Plan and stage the wow  experience wow Manage your plaMorm  Evolve your repeatable  for delivery process Draw from a wide  area of unmet needs  © 2010 adaptive path 27
73. The Long Wow Plan and stage the wow  experience wow wow wow wow wow wow wow wow Manage your plaMorm  Evolve your repeatable  for delivery process Draw from a wide  area of unmet needs  © 2010 adaptive path 27
74. © 2010 adaptive path 28
77. 79. Delta 85. United 27. Southwest 35. JetBlue Image Frame 113. Northwest 55. Con;nental 121. US Airways Forrester’s 2010 Customer Experience Index © 2010 adaptive path
78. “Colleen [BarreI] is primarily responsible for the humanis;c culture  that we have at Southwest today...One of the really signiﬁcant things  she did was give our people on the front line a lot of ﬂexibility.  Basically, she ascertained that we could not an;cipate every  situa;on that would evolve in a given sta/on at a passenger  terminal. Therefore, she told our employees‐‐and meant it‐‐that  as long as you are leaning toward the customer, you are OK... They  did not need to ask permission from anybody to do so.” Herb Kelleher, founder of Southwest Airlines © 2010 adaptive path
79. Customer experience is not something an organiza/on buys,  it’s a mindset it adopts.
80. Peter Merholz Adap/ve Path t: @peterme e: peterme@adap/vepath.com  © 2010 adaptive path 33
81. Thank You Peter Merholz Adap/ve Path t: @peterme e: peterme@adap/vepath.com  © 2010 adaptive path 33

Editor's Notes

Many households have medicine cabinets filled with pill bottles. The pill bottles all look roughly the same, and are hard to read, which leads to the startling statistic that 60% of people taking medication have taken it incorrectly at some point.
For designer Deborah Adler (click), she had a personal take on this. (click to start audio)
[After Deborah speaks]
Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
By the fact that you are here at this workshop, I&#x2019;m pretty sure that your organization doesn&#x2019;t use this model but I&#x2019;m sure you know organizations that do.
By the fact that you are here at this workshop, I&#x2019;m pretty sure that your organization doesn&#x2019;t use this model but I&#x2019;m sure you know organizations that do.
A focus on preferences, positioning, and stories. This view of people has spawned millions of focus groups and market surveys. It also tends to focus teams on tracking or trying to influence preference through positioning, packaging, and marketing instead of creating useful, engaging, and delightful designs.

This view can also encourage organizations to throw more money and effort toward marketing than design. It also tends to encourage a disconnect between marketing and design within companies such that craft the story of a product after or in isolation from the creation of that product.

Of the three models, this is the most disrespectful of the people we are ostensibly trying to serve.
A focus on preferences, positioning, and stories. This view of people has spawned millions of focus groups and market surveys. It also tends to focus teams on tracking or trying to influence preference through positioning, packaging, and marketing instead of creating useful, engaging, and delightful designs.

This view can also encourage organizations to throw more money and effort toward marketing than design. It also tends to encourage a disconnect between marketing and design within companies such that craft the story of a product after or in isolation from the creation of that product.

Of the three models, this is the most disrespectful of the people we are ostensibly trying to serve.
Homo Economicus: The classic model of people used by companies for quite some time. This model tends to make companies focus on quantity. More features, for less.

Taking this view makes the world of users and consumers looking a lot like the planet Vulcan.
Homo Economicus: The classic model of people used by companies for quite some time. This model tends to make companies focus on quantity. More features, for less.

Taking this view makes the world of users and consumers looking a lot like the planet Vulcan.
Usability and traditional HCI helped to bring about a revolution in the way we think about people. Rather than quantity, it focused us on process: tasks and goals. But the picture this paints of humanity is a world of Type A personalities obsessively focused on predefined goals and the steps that lead to those goals. Our customers are like robots executing their programs. In this view, time on task and number of steps become the ultimate measuring sticks.
Usability and traditional HCI helped to bring about a revolution in the way we think about people. Rather than quantity, it focused us on process: tasks and goals. But the picture this paints of humanity is a world of Type A personalities obsessively focused on predefined goals and the steps that lead to those goals. Our customers are like robots executing their programs. In this view, time on task and number of steps become the ultimate measuring sticks.

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