Digital Transformation and the Customer Experience

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Exploring the barriers to Digital Transformation, and providing a framework to bring about evolution while understanding the changing nature of Customer Experience.

Published in: Marketing

Digital Transformation and the Customer Experience

  1. 1. DIGITAL TRANSFORMATION AND THE CUSTOMER EXPERIENCE OVERCOMING BARRIERS & A FRAMEWORK FOR SUCCESS
  2. 2. INTRODUCTION WE LIVE IN AN INCREASINGLY COMPLEX WORLD. INFORMATION FLOW IS GROWING AT EXPONENTIAL RATES AND TECHNOLOGY IS BRINGING ABOUT FUNDAMENTAL AND RAPID CHANGES TO OUR SOCIETY. WITHIN THIS ENVIRONMENT, SMART ORGANIZATIONS ARE REALIZING THAT ADAPTABILITY IS PARAMOUNT AND THAT THERE IS A NEED TO RETHINK THE ENTIRE CORPORATE STRUCTURE. THIS, MORE OFTEN THAN NOT, IS BEING LED BY DIGITAL TRANSFORMATION. A LOT OF ORGANIZATIONS ARE MAKING SOLID HEADWAY IN ADAPTING TO THE INFLUENCE OF DIGITAL. HOWEVER A HUGE NUMBER OF ORGANIZATIONS CONTINUE TO STRUGGLE TO BRING ABOUT CHANGE. THIS PRESENTATION IS DESIGNED TO HELP PROVIDE A FRAMEWORK FOR THESE BUSINESSES, AND FOSTER DEBATE BETWEEN EXECUTIVES, BUSINESS STRATEGISTS AND AGENCIES.
  3. 3. A REVOLUTION IS HAPPENING
  4. 4. TECHNOLOGY, SOCIETY & BUSINESS MODELS ARE EVOLVING AT AN UNPRECEDENTED PACE IMAGE BY FOLKERT GORTER
  5. 5. HOWEVER, ORGANIZATIONS CONTINUE TO USE YESTERDAY’S THINKING TO APPROACH THE PROBLEMS OF TOMORROW IMAGE BY FOLKERT GORTER
  6. 6. “We cannot solve our problems with the same thinking we used when we created them.” - Albert Einstein
  7. 7. THE EMERGENCE OF DISRUPTIVE TECHNOLOGY
  8. 8. THE ERA OF BORN DIGITAL
  9. 9. THESE FORCES ARE DRIVING A FUNDAMENTAL EVOLUTION IN CONSUMER BEHAVIOR IMAGE BY FOLKERT GORTER
  10. 10. NEW CONSUMERISM: SHIFTING VALUES. COMPLEX DECISION MAKING. NEW ENGAGEMENT EXPECTATIONS. CUSTOMERS ARE IN CONTROL IMAGE BY FOLKERT GORTER
  11. 11. DIGITAL DARWINISM IMAGE BY FOLKERT GORTER
  12. 12. “Digital Darwinism is the evolution of consumer behavior when society and technology evolve faster than your ability to adapt.” - Brian Solis
  13. 13. IN THIS NEW ENVIRONMENT, UNDERSTANDING THE DIGITAL CUSTOMER EXPERIENCE IS CRITICAL TO SUCCESS
  14. 14. WHAT IS REQUIRED TO MEET THESE CHALLENGES? DIGITAL TRANSFORMATION IMAGE BY FOLKERT GORTER
  15. 15. DIGITAL TRANSFORMATION IS MORE THAN JUST AN INVESTMENT IN TECHNOLOGY. ORGANIZATIONS MUST TRULY CHANGE, FROM THE INSIDE OUT, TO BECOME MORE RESPONSIVE. IMAGE BY FOLKERT GORTER
  16. 16. OUR GOAL IS TO IMPROVE THE WAYS THE ORGANIZATION SEES THEIR CUSTOMERS, CREATING NEW VALUE THROUGHOUT THE CUSTOMER LIFECYCLE. IMAGE BY FOLKERT GORTER
  17. 17. HOW DO WE EMBRACE CHANGE? IMAGE BY FOLKERT GORTER
  18. 18. A QUICK RECAP: THE HISTORY OF THE WORLD (OF ORGANIZATIONS)
  19. 19. JOSIAH WEDGEWOOD FATHERS MODERN MARKETING. THINK DIRECT MAIL, MONEY-BACK GUARANTEES, TRAVELING SALESMEN, SELF-SERVICE, FREE DELIVERY, BUY ONE GET ONE FREE, ILLUSTRATED CATALOGUES, PRICE DIFFUSION. (NOT A LOT CHANGED FOR A VERY LONG TIME). 1730 - 1795
  20. 20. THE INDUSTRIAL REVOLUTION: SMALL STORES TO MASS PRODUCTION IN FACTORIES 1760 - 1840
  21. 21. NEXT REVOLUTIONS: EMPLOYEES | STANDARDIZED QUALITY CONTROL | INNOVATIVE DESIGN FOR UTILITARIAN PRODUCTS | INVESTMENT | INSURANCE | PRODUCT DEVELOPMENT | BRANDING | ADVERTISING...
  22. 22. MASS PRODUCTION THEORY: EFFICIENT FACTORIES COULD MAKE AVERAGE THINGS FOR AVERAGE PEOPLE AND TRIUMPH
  23. 23. MASS MARKETING THEORY: 1. MASS PRODUCE WHAT YOU WANT 2. BUY HEAPS OF AD SPACE 3. RETAILERS GIVE YOU SOME OF THEIR SCARCE SHELF SPACE. 4. THIS GENERATES SALES 5. THIS LETS YOU BUY MORE ADS (& REPEAT)
  24. 24. ADVERTISING WAS ABOUT CONVINCING THE CLIENT TO SPEND MORE MONEY INTERRUPTION. GROSS RATING POINTS. SPREADSHEETS. MASS REACH.
  25. 25. ADVERTISING PUSHED THE IDEALIZED VERSION OF THE PRODUCT, IRRESPECTIVE OF REALITY IMAGE BY FOLKERT GORTER
  26. 26. COMMUNICATIONS PLATFORMS WERE LIMITED
  27. 27. CUSTOMER EXPERIENCE WAS FAIRLY LINEAR AND PREDICTABLE IMAGE BY FOLKERT GORTER
  28. 28. DISRUPTIONTHEN:
  29. 29. THE INTERNET. SEARCH ENGINES. UBIQUITOUS TECHNOLOGY. SOCIAL MEDIA.
  30. 30. TECHNOLOGY CREATES A MORE COMPLEX FUNNEL http://www.thinkwithgoogle.com/tools/customer-journey-to-online-purchase.html
  31. 31. CONNECTEDNESS, AND THE CREATION OF NETWORKS
  32. 32. COMPLEX ADAPTIVE SYSTEMS
  33. 33. CONNECTEDNESS BEGETS COMPLEXITY. COMPLEXITY BEGETS UNCERTAINTY. UNCERTAINTY BEGETS CHAOS. IMAGE BY FOLKERT GORTER
  34. 34. UNLIMITED CHOICE LEADS TO PARALYSIS. IMAGE BY FOLKERT GORTER
  35. 35. UNCERTAINTY, THEREFORE, IS NOW THE ROOT CAUSE OF ORGANIZATIONAL PROBLEMS. IMAGE BY FOLKERT GORTER
  36. 36. DIGITAL DISRUPTION IMAGE BY FOLKERT GORTER
  37. 37. DISRUPTION IS EVERYWHERE IF YOU THINK YOUR BUSINESS OR INDUSTRY IS IMMUNE, THINK AGAIN IMAGE BY FOLKERT GORTER
  38. 38. CLASSIC EXAMPLES: HORSE & CARRIAGE TO CAR. FIXED LINE PHONE TO MOBILE. PERSONAL COMPUTER TO SMARTPHONE.
  39. 39. NEW EXAMPLES: $369B $181B $104B $38B $20B $18B $10B $8B $4B $3.5B $0.5B $0.5B
  40. 40. “We believe that many of the prominent new Internet companies are building real, high-growth, high-margin, highly defensible businesses.”
  41. 41. “Companies in every industry need to assume that a software revolution is coming.” - Marc Andreesen
  42. 42. WHY IS THIS HAPPENING? IMAGE BY FOLKERT GORTER
  43. 43. ALL THE TECHNOLOGY REQUIRED TO TRANSFORM INDUSTRIES THROUGH SOFTWARE IS NOW A REALITY AND CAN BE WIDELY DELIVERED AT GLOBAL SCALE IMAGE BY FOLKERT GORTER
  44. 44. SOFTWARE IS EATING THE WORLD
  45. 45. TECHNOLOGY IS NOW A PERMANENT FIXTURE IN EVERYONES LIVES
  46. 46. EVERYONE HAS A HIGH SPEED COMPUTER RIGHT IN THEIR POCKET, ACCESSIBLE AT ALL TIMES
  47. 47. SOON: THE INTERNET OF THINGS
  48. 48. “Hardware is just software wrapped in plastic.” - Brad Feld
  49. 49. SOCIAL. LOCATION. REAL-TIME. NETWORKS. CUSTOMER BEHAVIOR SHIFTS.
  50. 50. SOCIAL, MOBILE AND REAL-TIME REMAIN OUR CATALYSTS. AS THEY INTERSECT, THEY ARE FUNDAMENTALLY ALTERING THE WAYS PEOPLE CONNECT, COMMUNICATE AND DISCOVER INFORMATION.
  51. 51. MANY, MANY ORGANIZATIONS ARE STILL STRUGGLING WITH THE WEIGHT OF LEGACY TECHNOLOGY AND PROCESSES IMAGE BY FOLKERT GORTER
  52. 52. THE SOLUTION? IMAGE BY FOLKERT GORTER
  53. 53. COMPLEX ADAPTIVE SYSTEMS REQUIRE SYSTEMS THINKING IMAGE BY FOLKERT GORTER
  54. 54. CORPORATE LONGEVITY. THE AVERAGE CORPORATIONS LIFESPAN IS 12 YEARS. THE AVERAGE MULTINATIONAL IS 40 YEARS. ONLY A TINY FRACTION THRIVE FOR CENTURIES. IMAGE BY FOLKERT GORTER
  55. 55. WHY? IMAGE BY FOLKERT GORTER
  56. 56. ARIE de GEUS, DIRECTOR OF STRATEGY AT ROYAL DUTCH SHELL, PUT 27 OF THESE ‘THRIVE’ CORPORATIONS UNDER THE MICROSCOPE. A NUMBER OF FACTORS CONTRIBUTED, BUT THE ONE THAT STOOD OUT MOST... IMAGE BY FOLKERT GORTER
  57. 57. “The ability to learn faster than your competitors is the only sustainable competitive advantage.” - Arie de Geus
  58. 58. AGAIN, DIGITAL DARWINISM IMAGE BY FOLKERT GORTER
  59. 59. HOW LONG BEFORE A JOBS, ZUCKERBERG, BEZOS OR MUSK DISRUPTS YOUR INDUSTRY? IMAGE BY FOLKERT GORTER
  60. 60. DIGITAL TRANSFORMATION “THE ALIGNMENT OF, OR NEW INVESTMENT IN, TECHNOLOGY AND BUSINESS MODELS TO MORE EFFECTIVELY ENGAGE DIGITAL CONSUMERS AT EVERY TOUCH POINT IN THE CUSTOMER EXPERIENCE LIFECYCLE.” - THE ALTIMER GROUP
  61. 61. GOAL: BE DIGITALLY RELEVANT THROUGH RAPID BUSINESS CHANGE
  62. 62. RELEVANCE!
  63. 63. BARRIERS TO CHANGE IMAGE BY FOLKERT GORTER
  64. 64. STRATEGY IN SILO 1 DIFFERENT DEPARTMENTS MANAGE DIFFERENT STEPS IN THE CUSTOMER JOURNEY. THEY OFTEN DON’T COMMUNICATE, LET ALONE COLLABORATE. THEY OFTEN ACT AS THEIR OWN FIEFDOM. THEY USE DIFFERENT STANDARDS AND METRICS. THE EXPERIENCE FEELS DISJOINTED. IMAGE BY FOLKERT GORTER
  65. 65. INTERNAL POLITICS 2 TRANSFORMATION THREATENS THE STATUS QUO. THIS CAUSES SELF DEFENSE MECHANISMS TO KICK IN. EXECUTIVES PUSH BACK. THEY CONCENTRATE ON THEIR OWN PRIORITIES. PERSONAL AGENDAS WIN IN FAVOR OF WHAT’S RIGHT FOR THE ORGANIZATION. IMAGE BY FOLKERT GORTER
  66. 66. BUDGET ALLOCATION 3 DIGITAL IS NEW AND UNPROVEN. IT REQUIRES EXPERIMENTATION. OFTEN THIS OCCURS IN SILO, AND IS RARELY COMMUNICATED BEYOND INDIVIDUAL TEAMS. ROI IS DIFFICULT TO IDENTIFY. THIS CREATES ‘CHICKEN AND EGG’ SITUATIONS; “SHOW ME PROOF” BEFORE BUDGET CAN BE UNLOCKED. IMAGE BY FOLKERT GORTER
  67. 67. MOBILE FRAGMENTATION 4 A LACK OF MOBILE FIRST OR SECOND SCREEN THINKING EXISTS IN THE ORGANIZATION. MOBILE AND PLATFORM EFFORTS ARE STREWN ACROSS MULTIPLE DEPARTMENTS WITH NO DEDICATED TEAM. OFTEN THE NEED TO RETHINK WEBSITES, APPS OR E-COMMERCE IS A LOWER PRIORITY THAN OTHER DIGITAL INITIATIVES. IMAGE BY FOLKERT GORTER
  68. 68. EDUCATION 5 VASTLY DIFFERENT LEVELS OF KNOWLEDGE OR COMFORT EXIST IN THE ENTERPRISE. KNOWLEDGE IS SCATTERED ACROSS THE ORGANIZATION. A MILLENNIAL (DIGITAL NATIVES) VS BABY BOOMER (DIGITAL NOVICE) DIVIDE EXISTS CAUSING FRICTION. IMAGE BY FOLKERT GORTER
  69. 69. LEADERSHIP 6 WITHOUT A VISION AND SOMEONE TO LEAD, EMPLOYEES FOLLOW A COURSE OF BUSINESS AS USUAL. DIGITAL IS KEPT AT ARMS LENGTH OR IN FRINGE CONVERSATION. A LACK OF DIGITAL GENERALISTS MEAN STRATEGY IS VIEWED IN SILO OR ISOLATION. IMAGE BY FOLKERT GORTER
  70. 70. DISPARATE DATA 7 EXISTING INFRASTRUCTURE AND PROCESSES LACK A MODEL TO GATHER AND DISTRIBUTE DATA. DATA REMAINS IN SILO, SPREAD ACROSS DEPARTMENTS OR DISPARATE SYSTEMS. THERE EXISTS A LACK OF UNDERSTANDING OF WHO OWNS THE DATA. NO INVESTMENT IN STAFF AND PROCESS TO DELIVER DATA WITH ACTIONABLE INSIGHT. IMAGE BY FOLKERT GORTER
  71. 71. BREAKING DOWN THE BARRIERS IMAGE BY FOLKERT GORTER
  72. 72. IMPROVING THE DIGITAL CUSTOMER EXPERIENCE TAKES COLLABORATION, RESOURCES, LEADERSHIP AND AN UNDERSTANDING OF ITS BUSINESS VALUE
  73. 73. A FRAMEWORK
  74. 74. TRANSFORMATION EFFORTS REQUIRE AN OVERALL VISION [PURPOSE], THE FORMATION OF A TEAM TO CARRY IT OUT [PEOPLE], AND AN UNDERSTANDING OF THE CUSTOMER EXPERIENCE [PROCESS]. WITH THIS IN PLACE, WE CAN CREATE AN ONGOING STRATEGY ROADMAP TO OPTIMIZE THE CUSTOMER EXPERIENCE.
  75. 75. PURPOSE PEOPLE PROCESS TRANSFORMATION “BUILDING A VISION” “BUILDING A TEAM” “EXPLORING THE EXPERIENCE”
  76. 76. PURPOSE “BUILDING A VISION” 1 AGENTS OF CHANGE: UPDATED COMPANY VISION 2 CHANGE AGENT & EXECUTIVE SUPPORT IMAGE BY FOLKERT GORTER
  77. 77. PURPOSE “BUILDING A VISION” BEGINNING DIGITAL TRANSFORMATION OFTEN REQUIRES A BUSINESS CASE. THIS NEEDS MORE THAN JUST EVIDENCE. WE REQUIRE A STORY AND VISION OF WHAT THIS WILL LOOK LIKE. IMAGE BY FOLKERT GORTER
  78. 78. PURPOSE “BUILDING A VISION” NEW TECH COMPANIES ARE BUILT FROM THE GROUND UP WITH A PURPOSE THAT EMBRACES THEIR DIGITAL FOCUS AND APPROACH. THESE “NON-TRADITIONAL” VISION STATEMENTS ARE CUSTOMER CENTRIC VERSUS COMMERCIAL. IMAGE BY FOLKERT GORTER
  79. 79. “Our purpose is to make the world more open and connected.”
  80. 80. “Our purpose is to organize the world’s information and make it universally accessible.”
  81. 81. “Our purpose is be the earth’s most customer-centric company.”
  82. 82. “IF YOU WANT TO BUILD A SHIP, DON’T DRUM UP PEOPLE TO COLLECT WOOD AND DON’T ASSIGN THEM TASKS AND WORK, BUT RATHER TEACH THEM TO LONG FOR THE ENDLESS IMMENSITY OF THE SEA” - ANTOINE de SAINT-EXUPERY IMAGE BY FOLKERT GORTER
  83. 83. PURPOSE “BUILDING A VISION” VISION MUST COME FROM THE TOP. BUT THE REALITY IS TRANSFORMATION RARELY BEGINS FROM THE TOP DOWN. EXECUTIVES MUST SUPPORT AND CONTINUOUSLY SELL THE VISION FOR DIGITAL TRANSFORMATION FOR IT TO SUCCEED. THIS IS THE CHALLENGE. IMAGE BY FOLKERT GORTER
  84. 84. PURPOSE “BUILDING A VISION” VISION THEREFORE REQUIRES A “CHANGE AGENT”. A LEADER OR INFLUENCER WHO CAN STIR THE POT, DRIVE INITIATIVES AND RALLY STAKEHOLDERS TO ACTION. IMAGE BY FOLKERT GORTER
  85. 85. PURPOSE “BUILDING A VISION” 1 VISION STEPS TAKE DATA FROM ANALYTICS AND SOCIAL SPACES AND TURN IT INTO INSIGHTS.
  86. 86. PURPOSE “BUILDING A VISION” 2 VISION STEPS DOCUMENT THE FACTORS THAT ARE DISRUPTING YOUR MARKET. ASSEMBLE DATA OR PROOF POINTS THAT HELP TO MAKE A CASE TO C-SUITE OR DECISION MAKERS.
  87. 87. PURPOSE “BUILDING A VISION” 3 VISION STEPS ARTICULATE WHY THIS IS CRITICAL TO YOUR BUSINESS. CONSIDER CONDUCTING A SWOT ANALYSIS TO ASSESS ACTUAL POSITION FOR TRANSFORMATION.
  88. 88. PURPOSE “BUILDING A VISION” 4 VISION STEPS DRAFT A SIMPLE VISION STATEMENT AND SUPPORTING NARRATIVE FOR THE END RESULT OF DIGITAL TRANSFORMATION. OUTLINE ADVANTAGES AND HOW IT IMPROVES CUSTOMER EXPERIENCE.
  89. 89. PURPOSE “BUILDING A VISION” 5 VISION STEPS SEEK OUT AN EXECUTIVE SPONSOR OR “CHAMPION” TO HELP RALLY SUPPORT. FIND COMMON GROUND WITH EXECUTIVES AND ENSURE THEY COMMUNICATE THE VISION TO RALLY EMPLOYEES ACROSS THE ENTIRE ENTERPRISE.
  90. 90. WARNING IMAGE BY GUIDO MOCAFICO
  91. 91. WITHOUT SUPPORT, THE CHANGE AGENT ROLE CAN QUICKLY LEAD TO BURNOUT AND DEFEATISM. IT MUST BE SUPPORTED TO SUCCEED. IMAGE BY FOLKERT GORTER
  92. 92. PEOPLE “BUILDING A TEAM” 1 AGENTS OF CHANGE: ORGANIZATIONAL RESTRUCTURE 2 ALIGNMENT & EDUCATION IMAGE BY FOLKERT GORTER
  93. 93. PEOPLE “BUILDING A TEAM” WHO OWNS THE CUSTOMER EXPERIENCE? THE REALITY IS EVERYONE IN THE ORGANIZATION DOES. WHILE MOST COMPANIES HAVE LEGACY DEPARTMENTS AND SILOS, YOUR CUSTOMERS ONLY SEE ONE COMPANY. IMAGE BY FOLKERT GORTER
  94. 94. PEOPLE “BUILDING A TEAM” AN EXAMPLE IS SOCIAL MEDIA. THIS OFTEN SPANS A LARGE NUMBER OF BUSINESS UNITS (MARKETING, PRODUCT MANAGEMENT, CUSTOMER SUPPORT, HR, IT, DIGITAL) HOWEVER THEY OFTEN DON’T SPEAK TO EACH OTHER CONSISTENTLY OR ALIGN. SOCIAL LACKS A COHESIVE COMPANY WIDE VISION AND FAILS TO DRIVE BUSINESS VALUE. IMAGE BY FOLKERT GORTER
  95. 95. PEOPLE “BUILDING A TEAM” THE END RESULT IS “DIGITAL FRICTION” AND A CUSTOMER EXPERIENCE THAT LACKS COHESION. THIS POOR EXPERIENCE CAUSES DROP OFF AND A LOSS OF CONVERSION. IMAGE BY FOLKERT GORTER
  96. 96. PEOPLE “BUILDING A TEAM” TO CREATE TRANSFORMATION, THE ENTIRE ORGANIZATION NEEDS TO PUT EGOS ASIDE, BREAK THE SILOS AND EMBRACE CHANGE. THIS STARTS WITH THE CREATION OF A CROSS FUNCTIONAL DIGITAL TRANSFORMATION TEAM. IMAGE BY FOLKERT GORTER
  97. 97. PEOPLE “BUILDING A TEAM” 1 PEOPLE STEPS IDENTIFY CANDIDATES FOR A CROSS- FUNCTIONAL TEAM. THIS OFTEN WORKS BEST AS A SMALL TEAM OF “INTRAPRENEURS” TO DRIVE QUICK WINS TO PROVE RESULTS.
  98. 98. NOTE, TEAMS NEED A RANGE OF STRATEGISTS AND STAKEHOLDERS. AT THIS POINT, THERE IS GREAT VALUE IN LEVERAGING ‘DIGITAL GENERALISTS’, WHO CAN UNDERSTAND THE END TO END VIEW OF THE EXPERIENCE. IMAGE BY FOLKERT GORTER
  99. 99. PEOPLE “BUILDING A TEAM” 2 PEOPLE STEPS ASSIGN ROLES AND TASKS. CONSIDER DEVELOPING A RASCI MODEL OR SIMILAR FOR THE GROUP AND ESTABLISH A COLLABORATION SCHEDULE AND REPORTING PROCESS.
  100. 100. PEOPLE “BUILDING A TEAM” 3 PEOPLE STEPS FORM A DATA COLLECTION AND INSIGHTS TEAM. THEY NEED TO COLLECT AND ANALYZE DATA, BUT MORE IMPORTANTLY CREATE A SIMPLE STORY TO PRESENT THIS TO EXECUTIVES.
  101. 101. WARNING
  102. 102. IN 2012, GARTNER PREDICTED THAT BY 2017, CMO’S WOULD SPEND MORE ON I.T THAN THEIR CIO COUNTERPARTS. CIO’S ARE FIGHTING FOR THEIR ROLES, OVERSEEING LEGACY INFRASTRUCTURE, AND OFTEN DON’T UNDERSTAND THE LONG TERM VISION. THIS CAN BE A HUGE SOURCE OF FRICTION.
  103. 103. PEOPLE “BUILDING A TEAM” 5 PEOPLE STEPS BUILD A STRATEGIC ALLIANCE WITH I.T (THEY MUST BE PART OF THE TEAM). FORGE A GREATER DIALOGUE BETWEEN MARKETING AND THEIR DEPARTMENT.
  104. 104. PEOPLE “BUILDING A TEAM” 6 PEOPLE STEPS DEVELOP A TRAINING REGIMEN TO BRIDGE THE GAP BETWEEN EXISTING AND REQUIRED EXPERTISE IN THE ORGANIZATION. CONSIDER AN EXECUTIVE EDUCATION PROGRAM. CONSIDER TACTICS LIKE REVERSE MENTORING.
  105. 105. PEOPLE “BUILDING A TEAM” 7 PEOPLE STEPS EMBRACE HACK CULTURE. LOOK AT RAPID INNOVATION CYCLES AND FAST PROBLEM SOLVING. OUR GOAL IS TO NOT BE FAIL SAFE, BUT TO SAFE FAIL.
  106. 106. PROCESS “EXPLORING THE EXPERIENCE” 1 AGENTS OF CHANGE: UNDERSTAND THE CHANGING CUSTOMER EXPERIENCE 2 DATA & INSIGHT IMAGE BY FOLKERT GORTER
  107. 107. PROCESS “EXPLORING THE EXPERIENCE” CUSTOMERS ARE USING TECHNOLOGY THEIR WAY, REGARDLESS OF WHETHER YOUR STRATEGY ALIGNS WITH THEIR JOURNEY. “BORN DIGITAL”, “MOBILE” AND “SECOND SCREEN” ARE NO LONGER PREDICTIONS, BUT FORCES RADICALLY INFLUENCING EXPERIENCES.
  108. 108. PROCESS “EXPLORING THE EXPERIENCE” TO BRING ABOUT DIGITAL TRANSFORMATION, WE NEED TO UNDERSTAND HOW DIGITAL IS AFFECTING THE CUSTOMER EXPERIENCE. THIS REQUIRES RESEARCH, NOT GUESSWORK. WE NEED TO UNDERSTAND BEHAVIORS, PERSONAS AND EXPECTATIONS THROUGHOUT EVERY STAGE OF THE LIFECYCLE. IMAGE BY FOLKERT GORTER
  109. 109. THIS MEANS HAVING A HOLISTIC FOCUS. WE NEED TO MOVE BEYOND JUST MOBILE OR WHATEVER TECHNOLOGY IS ‘SO HOT RIGHT NOW’ http://picturesofpeoplescanningqrcodes.tumblr.com/
  110. 110. PROCESS “EXPLORING THE EXPERIENCE” THIS ALSO EXTENDS TO OUR INSIGHT GATHERING. FORGET “BIG DATA”. LET’S JUST LEVERAGE THE EASILY ACCESSIBLE DATA WE HAVE TO MAKE BETTER DECISIONS. IMAGE BY FOLKERT GORTER
  111. 111. PROCESS “EXPLORING THE EXPERIENCE” ULTIMATELY OUR GOAL HERE IS TO FOSTER A “DIGITAL FIRST” MINDSET. WE NEED TO STOP TREATING IT AS A BOLT ON TO EXISTING ACTIVITY. START WITH DIGITAL AT THE CENTRE, AND RADIATE OUT. IMAGE BY FOLKERT GORTER
  112. 112. THOUGHT STARTER: SOME KEY QUESTIONS IMAGE BY FOLKERT GORTER
  113. 113. PROCESS “EXPLORING THE EXPERIENCE” “WHAT UNIQUELY DEFINES THE PERSONA OF OUR CUSTOMERS?” IMAGE BY FOLKERT GORTER
  114. 114. PROCESS “EXPLORING THE EXPERIENCE” “WHAT IS DIFFERENT ABOUT THEIR CUSTOMER JOURNEYS?” IMAGE BY FOLKERT GORTER
  115. 115. PROCESS “EXPLORING THE EXPERIENCE” “WHAT ARE THE TOUCH POINTS THEY FREQUENT, HOW DO THEY USE THEM, AND ON WHAT DEVICES?” IMAGE BY FOLKERT GORTER
  116. 116. PROCESS “EXPLORING THE EXPERIENCE” “WHAT ARE THEIR EXPECTATIONS, WHAT DO THEY VALUE, AND HOW DO THEY DEFINE SUCCESS?” IMAGE BY FOLKERT GORTER
  117. 117. PROCESS “EXPLORING THE EXPERIENCE” “HOW ARE THEY INFLUENCED AND BY WHOM? IN TURN, WHO DO THEY INFLUENCE?” IMAGE BY FOLKERT GORTER
  118. 118. PROCESS “EXPLORING THE EXPERIENCE” “WHAT IS THE CUSTOMER’S (NEW) PATH TO PURCHASE?” MOST IMPORTANT: IMAGE BY FOLKERT GORTER
  119. 119. PROCESS “EXPLORING THE EXPERIENCE” 1 PROCESS STEPS CONNECT THE DOTS BETWEEN DISPARATE DATA STUCK IN SILOS. CONNECT DATA FROM MARKETING, I.T AND CRM.
  120. 120. PROCESS “EXPLORING THE EXPERIENCE” 2 PROCESS STEPS INTERVIEW STAKEHOLDERS ABOUT THE CUSTOMER JOURNEY AS IT EXISTS TODAY. EXPLORE DIGITAL CUSTOMER BEHAVIOR AND HIGHLIGHT CHALLENGES AND OPPORTUNITIES.
  121. 121. PROCESS “EXPLORING THE EXPERIENCE” 3 PROCESS STEPS FORGET DEMOGRAPHICS. OBSERVE THE PSYCHOGRAPHICS, PERSONAL TRAITS AND CHARACTERISTICS THAT ARE UNIQUE OR DOMINANT IN YOUR DIGITAL CUSTOMER. CREATE CUSTOMER PERSONAS. (THE PHRASE ‘18-25 YEARS OLD’. WHAT DOES THAT EVEN MEAN?)
  122. 122. PROCESS “EXPLORING THE EXPERIENCE” 4 PROCESS STEPS CREATE A CUSTOMER JOURNEY MAP INCLUDING ALL TOUCH POINTS. OUTLINE WHAT THE RIGHT EXPERIENCE COULD BE, BASED ON BEHAVIOR. ORGANIZE BY CHANNEL AND SCREEN. RECOGNIZE CUSTOMERS MAY NOT FOLLOW ANY ONE ROUTE.
  123. 123. EXAMPLE: STARBUCKS
  124. 124. PROCESS “EXPLORING THE EXPERIENCE” 5 PROCESS STEPS OBSERVE THE GAPS IN TOUCH POINTS AND WHERE THERE IS AND ISN’T INVESTMENT. ASSESS THE PROCESSES, POLICIES AND SYSTEMS THAT PREVENT SUCCESS IN ENGAGING THE DIGITAL CUSTOMER. PINPOINT WHAT CAN OVERCOME HURDLES.
  125. 125. PROCESS “EXPLORING THE EXPERIENCE” 6 PROCESS STEPS PAY CAREFUL ATTENTION TO NETWORK EFFECTS IN PLAY. LOOK FOR DIRECT CUSTOMER JOURNEYS VERSUS THE JOURNEYS OF THOSE WHO INFLUENCE CUSTOMERS OR AMPLIFY.
  126. 126. PROCESS “EXPLORING THE EXPERIENCE” 7 PROCESS STEPS BE ON THE LOOKOUT FOR SERENDIPITOUS IDEAS FOR PRODUCT OR SERVICE INNOVATION. WHAT IS THE BIGGEST CUSTOMER PAIN POINT? CAN WE PROVIDE ANYTHING NEW TO SOLVE IT?
  127. 127. MONTSERRAT REGULARTAKE A DEEP BREATH
  128. 128. AT THIS STAGE, YOU WILL HOPEFULLY HAVE MADE HEADWAY ON STARTING THE JOURNEY TO DIGITAL TRANSFORMATION.
  129. 129. MAPPING THE CUSTOMER EXPERIENCE, HAVING A VISION AND BUILDING A TEAM WILL GO A LONG WAY IN AIDING INVESTMENT CHOICES AND OPTIMIZATION AND DRIVING REAL BUSINESS BENEFIT
  130. 130. UPDATED VISION BENEFITS OF DIGITAL TRANSFORMATION 1 CULTURE OF INNOVATION 2 IMPROVED CUSTOMER JOURNEY3 GREATER COMPETITIVE ADV.4 IMPROVED EFFICIENCY7 INCREASED COLLABORATION5 DEEPER DATA ANALYSIS8 EMPOWERED WORKFORCE6 INCREASED CONV. & LOYALTY 9 MODERNIZED AND, MORE IMPORTANTLY, HUMANIZED. SERENDIPITOUS PRODUCTS & SERVICES. LESS FRICTION & IMPROVED OUTCOMES. AN EDGE OR BRACE AGAINST THE COMPETITION. LESS FRICTION BETWEEN INTERNAL TEAMS. EMPLOYEES AND EXECUTIVES FEEL EDUCATED & EMPOWERED. PROCESSES AND DECISION MAKING ARE MORE RAPID. DEEPER UNDERSTANDING OF THE CUSTOMER AND THEIR BEHAVIOR. SEAMLESS, 360 EXPERIENCE IMPROVES LONG TERM RESULTS.
  131. 131. FINAL THOUGHT: I HAVE USED THE WORD TRANSFORMATION A LOT HERE, BUT REMEMBER THE DANGER OF THIS WORD IS IT SUGGESTS AN END POINT IMAGE BY FOLKERT GORTER
  132. 132. TRANSFORMATION DOES NOT END. IT MUST BECOME A MINDSET, TO CONSTANTLY EVOLVE AND RESPOND TO CHANGING FORCES. IMAGE BY FOLKERT GORTER
  133. 133. “The ability to learn faster than your competitors is the only sustainable competitive advantage.”
  134. 134. HI, I’M MAT FORD. LOVE THIS PRESENTATION, WANT TO ARGUE A POINT, OR JUST WANT TO CHAT? I’D LOVE TO HEAR FROM YOU. CONNECT WITH ME VIA TWITTER, LINKED IN, OR G+, OR FIND MORE ARTICLES AND INSIGHTS ON MY BLOG. AND DON’T FORGET TO SHARE THIS PRESENTATION!
  135. 135. MATTYFORD.COM

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