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Business analysis and customer experience design - a crossroads presented at BA World

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Presented at BA World.
This talk discusses and reconciles disciplines in Business Analysis - enabling BAs to think about how they might turn thier skills to Customer Experience Design

Published in: Business

Business analysis and customer experience design - a crossroads presented at BA World

  1. 1. At the crossroads- LENDING BOOTCAMP Bridging the gap between Business Analysis and Customer Experience Design Greg Stewart, SMS Management & Technology
  2. 2. 2
  3. 3. But enough about me, Let’s talk about you. what do you think of me? 3
  4. 4. “ Customer experience is the next competitive battle ground Jerry Gregoire, CIO DELL ” 4
  5. 5. Businesses THINK they do this but they DON’T 95% say they are customer focused 80% say they deliver a “superior experience” How many of these firms’ customers agree that they deliver a superior experience? Data: Bain &Co 2006 Layout B.Schauer 8% 5
  6. 6. Customers bring special challenges 6
  7. 7. TRADE OFF? Designing Optimising superior customer efficiency and experience profits 7
  8. 8. Maybe not… 80% of design-led companies launched a new product or service in the last 3 overall years vs 83% of companies in which design is integral have seen market share increase compared to the national average of 66% of companies who ignore design have to compete on price. In companies where design is integral, only do. 40% 46% 33% 80% of design-led businesses have opened up new markets in the last 3 overall years compared with 42% 8
  9. 9. service 9
  10. 10. At the end of this, you will 1 2 3 Understand why customers as a stakeholder group present special challenges to a BA Understand how your skills can complement a CX design project if you’re working with a designer Understand how you can change some of your thinking patterns to do the job if you’re on your own have something to concentrate on to become completely indispensable 10
  11. 11. Customers bring special challenges to the BA lifecycle understanding Context defining the Problem Requirements and establishing defining the Solution 11
  12. 12. unique challenging just a bit different 12
  13. 13. As a BA, what’s different for you? 13
  14. 14. the challenges of Context in customer experience 14
  15. 15. Their context is open, fuzzy, multi-faceted and complex 15
  16. 16. Business context can be modelled Store 1 eg: Business domain modelling 1 Sale Register Captured on 1 1 1 Paid by Initiated by 1 Payment Customer 1 16
  17. 17. Open, fuzzy, multi-faceted, complex dog Love sporting team partner secret dreams pet hate Control chores on my list my job money irrational love of gadgets hobby elderly parent health insecurity that cool ad I saw 17
  18. 18. As a BA, what’s different for you? 18
  19. 19. Sensemaking 19
  20. 20. Solution defining starts with divergent thinking. …most of which will be wrong – and that’s ok. But where do the insights come from? It will enable learning. early research with customers and inside the business’ Systems will yield loads of data. Visualised. Problems will be identified. Look for insights, patterns, groupings, etc… Waiting for Malcom Gladwell BLINK-style flashes of inspiration. This can be uncomfortable for Bas. this is the process that led to insights about CONTROL for Virgin. This is the process that led to insights about ‘lifestyle choices’ for Pfizer re: the nicotine patch. 20
  21. 21. Hypothesis: People expect more control… 21
  22. 22. But without Understanding Context, you can get it horribly wrong… 22
  23. 23. They are in a decision lifecycle 23
  24. 24. The customer decision journey 24
  25. 25. How do I… Elicit Represent Trace respond 25
  26. 26. Start from the customer journey 26
  27. 27. Swimlanes on a process map don’t show the customer experience journey 27
  28. 28. Put in a process flow spot the touchpoints you can’t 28
  29. 29. experience 29
  30. 30. As experience is made up of 30
  31. 31. Customer touch points.. Find out about a special travel offer Touchpoint: a single point of contact or interaction between a customer and a supplier of products or services Receive a boarding pass Get details of the special offer Check in to the flight Get flight departure information Enter the plane Comment to friends on travel experience Make a travel booking to take advantage of the offer Check in luggage Receive the receipt & itinerary Receive in flight service Retrieve luggage 31
  32. 32. ..which become experience touch lines Receive the receipt & itinerary Make a travel booking to take advantage of the offer Get flight departure information Receive a boarding pass Check in to the flight Check in luggage Receive in flight service Enter the plane Comment to friends on travel experience Retrieve luggage Finish Start Find out about a special travel offer Get details of the special offer 32
  33. 33. DIGITAL PHYSICAL Comment to friends on travel experience Retrieve luggage Receive in flight service Enter the plane Get flight departure information Check in luggage Receive a boarding pass Check in to the flight Receive the receipt & itinerary Make a travel booking Get the details of the special offer Find out about a special offer Experiences are multi-channel Call centre Airport counter Airport signage Airport gate Airport luggage In flight Email Web site Mobile Social media 33
  34. 34. Experiences are emotional- Journey 1 1. My wireless broadband modem has intermittent problems. I try to get help from the telco which supplied it “A sub-optimal experience” 34
  35. 35. Experiences are emotional- Journey 2 2. I want to buy some new music online. I have an idea of what I want, but haven’t completely decided “A near-optimal experience” 35
  36. 36. Tracing touchlines
  37. 37. Get out of your comfort zonePre and Postconsumption count too 37
  38. 38. Experiences have a life cycle The organisational experience lifecycle Brand identity building Issues resolution Demand stimulation Feedback management Expectation setting Satisfaction monitoring Calls to action Sentiment monitoring Before Acquire and consume After Improvement loop 38
  39. 39. Experiences have a life cycle The Customer Decision Journey Brand identity building Issues resolution Demand stimulation Feedback management Expectation setting Satisfaction monitoring Calls to action Sentiment monitoring Before Want Consider Acquire and consume Evaluate Buy Experience After Advocate Bond 39
  40. 40. the challenges of Problem Definition and Requirements establishment in customer experience 40
  41. 41. BABOK LISTED ELICITATION METHODS • Data Dictionary and Glossary • Brainstorming • Document Analysis • Focus Groups • Interface Analysis • Interviews • Observation • Prototyping • Requirements Workshops • Survey/Questionnaire 41
  42. 42. Customers… don’t always do what you think they do don’t always do what you tell them to do don’t always do what they think they do don’t always do what they say they do adapted from IDEO 42
  43. 43. They might not know their own requirements 43
  44. 44. 44
  45. 45. Emphasise different elicitation WATCH real-live customers: Observation beats interview 45
  46. 46. “ fine” No no, the packaging’s 46
  47. 47. How is this possibly new? David Tunnicliffe, Arnold & Bolingbroke 2008 47
  48. 48. Here’s his famous quote: “You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new." 48
  49. 49. Here’s his other quote: “I am not saying that there is lack of opinion, everyone has one of those, but what I am saying is that humans do not understand their own needs and motivations deeply enough to communicate them effectively.” 49
  50. 50. They don’t want what they say 50
  51. 51. “ I gave them everything they asked for, and they’re still not happy ” 51
  52. 52. Henry Ford image: researcharts.com 52
  53. 53. Not knowing what they want asking what lets you play with certain parameters: More chocolatey? Less chocolatey? Thicker? Thinner? Sweeter? Colder? Bigger? Healthier? 53
  54. 54. Ask different questions: What is the JOB the feature is performing? 54
  55. 55. Changing context asking why can provide different understanding… What JOB is it doing? Does that context change? and can open up new possibilities for unlocking value: 55
  56. 56. The customer is situational – Requirements can change with context 56
  57. 57. When defining ‘personas’, be aware that context might yield more than one persona per individual 57
  58. 58. Sometimes customers can not be specific 58
  59. 59. BABOK CHARACTERISTICS OF GOOD REQUIREMENTS • Cohesive • Complete • consistent • correct • modifiable • unambiguous • feasible • testable 59
  60. 60. “ Please plan me a good Scenic Route” 60
  61. 61. Embrace fuzziness 61
  62. 62. the challenges of Solution Definition in customer experience 62
  63. 63. The bigger picture Business Requirements Current state to Target State Problem Stakeholder Requirements Solution Non Functional Requirements Functional Requirements Transition Requirements 63 63
  64. 64. what happens now Use Case Model Hire someone Hire someone Use Case Document Details Prototype Screens Supports Fire someone Boss Boss Fire someone Process Flow Diagrams Supports 64
  65. 65. The currency for success of a staged experience is emotion 65
  66. 66. Net Promoter Score
  67. 67. Experiences have Feature ‘HARMONICS’ 67
  68. 68. THE ENGINE WHISPERER 68
  69. 69. Harmony – the overall effect 69
  70. 70. Apply more ‘System thinking’ 70
  71. 71. How eat do you ? an elephant 71
  72. 72. Customers are complex, adaptive systems 72
  73. 73. COMPLEX problems need the right techniques 73 73
  74. 74. Simple 74
  75. 75. Complicated 75
  76. 76. Complex 76
  77. 77. Manipulating the system 77
  78. 78. There aren’t ‘right’ answers, only ‘better’ answers 78
  79. 79. so what do you do? 79
  80. 80. Change your ‘mental map’ 80
  81. 81. MAP - BAD METAPHOR 81 81
  82. 82. Sense of direction Observe Adjust 82 82
  83. 83. Prototyping and Agile 83
  84. 84. www.marshmallowchallenge.com 84
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  100. 100. www.marshallowchallenge.com 100
  101. 101. www.marshallowchallenge.com 101
  102. 102. It’s not about Defining It’s about Exploring 102
  103. 103. ANOTHER EXAMPLE 103
  104. 104. CASE STUDY Geoscience Australia Discovery tool Challenge 170 different discovery tools Vision Improve client service Reduce maintenance costs Approach Focus on the customer 104
  105. 105. CASE STUDY Personas Geoscience Australia Discovery tool 10 customer segments • Behaviour • Motivators • Background • Needs • Goals 105
  106. 106. CASE STUDY Geoscience Australia Discovery tool Persona example Teresa - Geologist A Large Mining Corporation (ALMC) “…“I want all of the data ASAP and “Reliable system performance is I want timely updates of when it what we need…” changes.” Visa Processing Officer (VPO) 106
  107. 107. CASE STUDY Geoscience Australia Discovery tool Persona example Wal - Retired Geologist Member of the General Public “Reliable system performance is “…I need to find out everything I what we need…” can about the areas I want to visit.” Visa Processing Officer (VPO) 107
  108. 108. CASE STUDY Geoscience Australia Discovery tool Tell the user’s story 108
  109. 109. CASE STUDY Geoscience Australia Discovery tool Wireframes: 1st iteration 109
  110. 110. CASE STUDY Geoscience Australia Discovery tool Wireframes: 2nd iteration 110
  111. 111. CASE STUDY Geoscience Australia Discovery tool Visual design 112
  112. 112. CASE STUDY Geoscience Australia Discovery tool 113
  113. 113. Use a ‘middle man’ 114
  114. 114. “Classic but a bit Funky” 115
  115. 115. “Surprising Yummy” and 116
  116. 116. “Intuitive” image: film260.com 117
  117. 117. The thinking is different 118
  118. 118. BA’s job is to NOT think like normal people 119
  119. 119. CX – job is to think like normal people – MORE like normal people than normal people do 120
  120. 120. Thought experiment 121
  121. 121. c= r 122
  122. 122. “Hmmmm. what if?” “Does it feel right?” INTUITIVE RATIONAL “WHY THIS, and is it doable?” 1st take what FEELS right (INTUITIVE) Then INTERROGATE it against constraints, impact, feasibility. ITERATE between analysis, synthesis, intuition, metrics…. 123
  123. 123. Your job – 3 lenses 124
  124. 124. YOUR 3 SOLUTION LENSES x3 What they want – The hard, unfamiliar one Great value Constraints Traceability – impact, coverage Afterwards – good Up-front – great You can save a project here 125
  125. 125. NOTION – TREND – more channels more Customer Experience Let’s do an complication Yeah! More channels – more ways to go wrong. Think about your email filing. Creating taxonomically satisfying filing system isn’t the same as making your email easy to find. All your nested folders etc… just creates more places that mail might NOT BE! iPad Similarly, just because you CAN make an iphone ap, a phone contact capability, live-chat customer service, interactive web site, facebook profile, Google Plus presence, Twitter contact and iPad and android microsites doesn’t mean you should…. app UNLESS YOU’RE PREPARED FOR THE RESULTING LOGARITHMIC INCREASE IN INTERNAL COMPLICATION Gmail – one folder, great search pretty (A BA can help model this and make it real to the over zealous “if you build it they will come” sponsor) 126
  126. 126. Want to be worth your weight in GOLD? 127
  127. 127. Learn to turn abstractions into dollar$ 128
  128. 128. 129
  129. 129. is a principal consultant of Business Performance Improvement at SMS Management & Technology An Australian professional services firm Empowering business +61 406 165 584 @clarityrules www.smsmt.com 130

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