Through the looking glass
Digital Art Director
Casus Belli / France
Design Subject Matter Expert
Amazon / UK
Head of Design Nordics
Deloitte Digital / Sweden
Head of Experience APAC
Mullen Lowe / Japan
Chief Experience Officer
Virtusize / Japan
Reversing the business development
process, starting from the consumers
The organisation issues
It generates ideas
consumers like it
We generate ideas
Adapting the resulting ideas
iteratively (Kaizen), so that they ﬁt the
market and increase customer
Discover Deﬁne Design Data
It can be a
A tool to identify what we are assuming
from the beginning.
We use a canvas to map out everything that is
not being backed up by data during the
We then work on validating our most pressing
hunches through small, bite-sized
experiments. What gets proven gets
design: Lean canvas
Or a major ﬁnancial
their top execs to
their call-centers to
generate new ideas
based on customer
A tool to help an organization understand
who their customers are.
Usually presented as a character sheet, it
summarizes what the target customers wants
and needs from the brand.
they are most useful when based on real data
and actual behaviors rather than just
Or a major car
walking a mile in
shoes to design their
A tool to help an organization visualize
where they fail to serve customer’s needs
and how they can create new services.
There are usually many customer journeys for
one client and while we make them look linear,
they are usually way more complex.
They are a conversation starter, not and end-
With ultra-personalization as a trend,
clients are trying to deﬁne what they can
offer for each customer segment.
It sometimes comes from a branding angle,
sometimes from a business one. What they
are asking is really: what should we do for our
customers, that still makes sense for us as a
A better customer experience is
a business driver in itself
1“The Business Impact of Customer Experience ,” Forrester, 2014
2“Customer Experience is the Future of Marketing,” Forbes, 2015
3,4,5“The Value of Customer Experience, Quantified,” Harvard Business Review, 2014
6“Gartner Predicts a Customer Experience Battlefield.” Gartner, 2015
Customers who have positive
customer experiences will
likely remain customers for 5
years longer than customers
with negative customer
T E N U R E
Customers tend to mention
a good brand experience to
an average of nine people,
but will talk about a bad
one to 16 people2
P R O M OT I O N
Customers who have the
best past experiences spend
140% more compared to
those who have the poorest
S P E N D
experiences reduces the
cost to serve customers
by as much as 33%5
C O S T TO S E R V E
Design-led companies reported:
41% higher market share
46% competitive advantage overall
50% more loyal customers
70% digital experiences beat competitors
Outperform the S&P by
219% over 10 years
One single change in user
spent in advertising for
But Swedish or not
Swedish, not all those
ventures are successful.
We capitalise on people as
a long term investment.
We promote diversity of backgrounds, to
create teams that can see problems from
We nurture individual talents, to grow our
company as a whole.
We understand that a flat organisation
doesn’t equate to an organisation without
leadership or vision.
We understand tools are
crutches to help you walk,
until you can run by
We adopt tools in an agnostic fashion, to
serve our needs and our customers best.
We never say “this is how we have always
done it” but rather, this is how we can do it
better or smarter.
We start small and iterate: we are stubborn
on our vision but nimble in executions.
We promote a holistic vision
of success, beyond work.
We understand that top-performers can
only excel when they bring their whole
selves to work.
We cater for life outside of work, as we
want our team mates to find time and
energy for inspiration and hard work.
We embrace modern working practises and
flexibility as a key recruitment incentive.
3 key things to remember
Profitable ideas that solve
consumer problems and that are
iterated over time by observing
success look like
Delightful products and services
that launch, and stay relevant
over time, built by sustainable
We promote a culture centred
around humans and agility, not
as a manifesto, but as a way of
navigating business and life
What could you do tomorrow
to foster customer-centric innovative processes?
Talk to your end-customers
Data is no substitute for empathy.
Send your whole team where your end-customers are with
the mission to find one insight they did not know about
Improve the existing
Existing business ideas should be iterated
Select one of your existing offering and look at what the
customers say to find one key improvement you could
potentially launch in less than a month
Find your bollplank
Ideas require diversity
Find the one person who is the most different from you to
validate and discuss your ideas. This person needs to have a
different education, gender and background than you do.