1.
FROM VISUALIZING VALUE
TO TAKING ACTION

2.
@JimKalbach

3.
You’ve got to start with
the customer experience
and work back toward
the technology –
not the other
way around.
1997

4.
An industry begins with the
customer and his needs, not with a
patent, a raw material, or a selling
skill…The industry develops
backwards, first concerning itself
with the physical delivery of
customer satisfaction.
THEODORE LEVITT, 1960

5.
$

6.
MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
MICHAEL E. PORTER
MARK R. KRAMER
2011
CREATING SHARED VALUE

7.
Survival requires a reversal in
business thinking: start with the
experience and figure out how to
create value from there.

8.
BFD, Kalbach

9.
“Companies … remain trapped in an
outdated approach to value creation.
They continue to view value creation
narrowly, optimizing short-term financial
performance in a bubble while missing
the most important customer needs.”
MICHAEL PORTER
CREATING SHARED VALUE

10.
“Figure out what your product is and
what your value chain is. Understand
where those things touch important
social needs and problems. If you’re in
financial services, let’s think about
‘saving’ or ‘buying a home’ – but in a
way that actually works for the
consumer.”
MICHAEL PORTER
CREATING SHARED VALUE

11.
VISUALIZE VALUE

12.
Individuals
Organization
Value

13.
Customer Journey Maps
Experience Maps
Service Blueprints
Mental Model Diagrams
Ecosystem models
…
ALIGNMENT DIAGRAMS

14.
CUSTOMER JOURNEY MAP

15.
Individual
CUSTOMER JOURNEY MAP

16.
Individual
Organization
CUSTOMER JOURNEY MAP

17.
Individual
Organization
Interactions
CUSTOMER JOURNEY MAP

18.
EXPERIENCE MAP

19.
Individual
Organization
Interactions
EXPERIENCE MAP

20.
Individual
Organization
Interactions

21.
MENTAL MODELS

22.
Individual
Organization
Interactions
MENTAL MODELS

23.
Paul Kahn, “Information Architecture for the Web: Applied IA“ http://www.slideshare.net/pauldavidkahn/04-appled-ia
SPATIAL MAP

24.
The aspiration of Design should
be more than ‘delight’: We help
re-align the business perspective
by visualizing (actual) value.

25.
GENERAL PROCESS

26.
FACILITATION

27.
COLLABORATE

28.
COLLABORATE

29.
Mapping experiences leverages
our design skills to become
facilitators and grass roots
leaders in the organization.

30.
IDEAS ARE OVERRATED
Ideas should not be the measure of progress.

31.
Experiments are different than prototype testing.

32.
HYPOTHESES
We believe providing [individual, customer, user]
with this [feature, solution, service]
will result in this [desired outcome].
We will know this when we see [measurable result]

33.
TEST MARKET FIT
• Concierge Service
• Wizard of Oz
• Fake Storefront
• Out of Stock
• High Hurdles
Go beyond opinion and self reporting research.

34.
MVP
Instead, think of MVP as the shortest
path to validated learning.
“MVP, despite the name, is not
about creating minimal products.”
http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html
Eric Reis, The Lean Startup

35.
EXAMPLE: SNAP SUPPORT

36.
EXAMPLE: SNAP SUPPORT

37.
SENSE AND RESPOND

38.
SENSE AND RESPOND

39.
Shift your measure of progress
from generating and testing
ideas to validated learning about
your riskiest assumptions.

40.
Help reverse business thinking
by visualizing actual value
to arrive at human-centered
concepts that are market validated.
1
2
3
4

41.
Mock court photo

42.
Mock court photo

43.
Danke schön!
@JimKalbach
Jim.Kalbach@Gmail.com
www.experiencinginformation.com