Rethinking customer design
Design metrics that do it….
Harriet Wakelam
The story so far
London, Melbourne, London…
Curiosity
Frame great questions
Transformation
Collaboration
You have …
INNOVATION
AND JAMS
An active innovation
program, teams that create
a strong pipeline of ideas,
regular jams th...
The challenge
So why …
ARE START UPS
STILL BEATING
BANKS AT
INNOVATION
HAVE WE NOT
ROCKED THE
WORLD
DO INNOVATIONS
OFTEN N...
What if …
IT WAS ABOUT MORE THAN BANKING?
SIMULATION
PLAY
REAL
PEOPLE
1
‘Stage’ or context
2
Resources
3
Creativity
Experiment, collaborate
As innovation should be…
What is a connected store?
RETAIL
EVOLUTION LABS
WITH AOPEN
Beyond bets - knowing what will happen
ITERATE
and stress test
products quickly
based on market
conditions
BUSINESS
SIMULA...
Services
Framing real questions
SIMULATION PROTOTYPING ITERATION
THE LAB IS DESIGNED TO SIMULATE EXPERIENCE IN CONTEXTAND
...
Tangible experience
Understanding behaviour, colliding ideas
POSITIVE
Beyond bias, real customers in context
using your pr...
Ideas collide
Networks create wealth
Our top priorities
Listen, learn and measure from day one
Using real customers, real contexts creates real answers
Be huma...
Harriet Wakelam
Principal CX Strategist
Capco
+61 413 631 662 (mobile)
harriet.wakelam@capco.com
Harriet.wakelam@gmail.com...
Agile Customer Design Research for FInancial Services
Agile Customer Design Research for FInancial Services
Agile Customer Design Research for FInancial Services
Upcoming SlideShare
Loading in …5
×

Agile Customer Design Research for FInancial Services

898 views

Published on

My slides from Next Bank Asia Singapore 2014 - discussing mobile design labs and agile customer research

Published in: Design
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
898
On SlideShare
0
From Embeds
0
Number of Embeds
20
Actions
Shares
0
Downloads
14
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • I’M interested in how things work – the THRESHOLDS –

    I hear what about mobile – what about tablet – but what is really fascinating – is the threshold between experiences

    Iinet

    If you crea
    the integration of experiences – beyond product –
    The other day I was working with a large Aussie corporate – and we came up with some wonderful ways to improe an experience – but the ownership of the ideas is a problem.

    What happens if you tell
  • I would like to make some reasonable assumptions about the environment you work in…
    Great teams, you sponsor innovation competitions, you are on social media, you have ‘excutive buy in – MOSTLY
    But somehow things move a bank like pace – somehow pace change, place change, those pesky start ups are just beating you no matter how much you want to be like them.
    It’s like those friends at parties – you want to be them, you buy the dress, you drink the drink – but there’s that ‘essence’ that’s just not there – you’re still you

    STRUCTURES OF BANKS PREVENT INNOVATION – IT’S MY IDEA… .
  • Things still move slowly – and much of this innovation is bets not facts.
    Things grind to a halt at BAU
    COURAGE – PIPELINES
    What is the customer doing & how can a bank respond with confidence?
    Analytics and research inform the business about ways to respond to unmet customer needs
    ACTION VS VANITY
    Perfect closed loop networsk


    So much investment, so many great teams, so much creativity, but are the ideas actually making it through the walls..
    Do you have a pipeline of innovations that get trapped at testing/BAU, as an innovator do you find that things stop once things get serious – as BAU, do you wonder why people don’t understand your world..

    Your innovation team produces ideas, your CX team does work – they test, they try to bring in customers and justify budgets that cost a lot up front – you try to get $50 k to evaluate a concept that cost $100 k to come up with.

    You try things out – but you are forced to test with family and friends and with internal staff – and you get what Alex Pentland discusses as closed loop networks – the same ideas circulate – you try to build nutmeg – meniga – and the paradigms don’t shift –
  • WE agree that problems are complex, wicked even –
    So to the market that solves real business problems differently?
    HELP WIN OVER THE BUSINESS PREVENTION TEAM – BECAUSE YOU CAN’T ARGUE WITH EXPERIENCE DATA

    get data to validate ideas
    evaluate early concepts at scale
    scale rapidly for speed to market
    What if it was about theatre – what Pentfold cals the random collison of ideas – what about if it’s ending lcosed loop networks.
    Messier than this

    IMAGINING THE IMPOSSIBLE – BUT THAT IS UNCOMFORTABLE



  • In any product and service innovation process there is a need for ongoing insights about customers, behaviour, products and services. Innovation in context can be expensive, requiring recruitment, specialist equipment and staffing but that can be expensive and complex. How do we evaluate whether our assumptions about the expected value and experience of a proposed product or service will be realised in practice?

    The mobile lab supports the customer centric design process with an agile customer research solution that encourages collaboration internally helping to:

    Deliver robust ideas to market faster though early evaluation
    Identify and solve deep problems for customers.
    Gain data early ensuring innovation is driven by knowledge as well as ideation
    Uncover insights and opportunities rapidly and cheaply .
    Generate curiosity amongst stakeholders and customers
    Understand and discard non-viable concepts early.
  • How do we keep agile..

    DOING NOT THINKING DOING THINGS DIFFERENTLY!!!!!

    Often products and services are designed from an organizational perspective. The motivation for decisions that impact how a customer will experience a product are often driven from organizational perspectives including process redesign, technology transformation, revenue targets.

    The mobile lab uses design research to allow customer insights to emerge within a defined service context. It is specifically undertaken to support the strategic design and development of products and services in context.

    NETWORK S – HOW DO YOU CREATE SYSTEMS THAT GENERATE INNOVATION
    HOW DO YOU CONNECT PEOPLE –
    HOW DO YOU CONNECT STRATEGY, QUESTIONS -




  • CONNECTORS
    “How do we gain customer data on a product that hasn’t yet been built to more accurately develop business cases?”

    “What is the economic model for a self-serve advice model?

    How will customers engage with online banking services instore?

    Will customers explore the new self-service options willingly - how can we help it feel more engaging? “
    CONNECTORS – WHERE DO CONNECTORS CONNECT – IN CONTEXTS –
    SOCIAL PHYSICS – IF YOU TALK TO EVERYONE YOU INCREASE PRODUCTIVITY
    SPEED TO MARKET
  • What if you could…What happens in a lab – what happens when you simulate not

    Modeled around the pop-up store concept, the Lab is designed to deliver agility to customer research capability. You cost effectively obtain customer data in real contexts (shopping centres, branches, pop-up shops) as you iterate innovation projects.
    It enables brands to evaluate how they attract, engage, provide service and inform customers, by simulating not just one device but an interaction ecosystem between multiple devices in context.
    The lab enables rapid prototyping and simlation through plug and play touch screens and tablets that collect data from all interactions. All interactions are secured through an html layer, set up in 24 hours in a location of your choice.
    .....flexible in context, designed for iteration, the lab layout and content can be changed based on feedback. For example an ATM gamification zone & self service can represent concierge services the next.

    A flexible and adaptible delivery system, possibility of multiple configurations, state of the art technology and data capability, dress and prop all parts to suit location or client. Track lighting can be hung – can create larger more commercial areas.

    24 hours – fits in a shipping container.
    Data fast

    The random collision of ideas and pratices and behaviours – thinking and doing in new ways.
  • “How do I max- aimise the organi- sational benefits of data, and investment in data strategy? ”
    What is the Retail Evolution Lab 2? Capco is partnering AOPen to build the lab – partnering the best of financial services with the bsest of technology and data

    WHAT IF RETAIL SHOPPING IS ABOUT CONNECTIONS – WHAT IF IT’S NOT ABOUT INFORMATION OR PRODUCTS, BUT ABOUT CURATION OF RELATIONSHIPS


    What If we also used the best of technology.

    The Lab is a major initiative of Aopen, one of the world’s leading providers of digital media technology.

    It looks and feels like a retail store and café. Its main purpose is to demonstrate to clients how digital

    technology can be harnessed in the physical space. Retailers and shopping centre owners can experience

    first hand how the concept of “the connected store” will improve the customer experience.

    Venue operators of restaurants, bars, cafes, clubs and pubs can touch and feel the technologies that are

    being rapidly adopted by the emerging “omni-customer”.

    The Retail Evolution Lab has brought together Aopen’s digital media technology and the retail and

    hospitality design capability of the RED DESIGN GROUP, one of Australia’s foremost design practices.

    The Lab also hosts key strategic partnerships with firms such as Intel, Blocks Global, IE and Ordermate,

    all of which have contributed to the development of the Retail Evolution Lab.
  • It looks and feels like a retail store and café. Its main purpose is to demonstrate to clients how digital

    technology can be harnessed in the physical space. Retailers and shopping centre owners can experience

    first hand how the concept of “the connected store” will improve the customer experience.

    Venue operators of restaurants, bars, cafes, clubs and pubs can touch and feel the technologies that are

    being rapidly adopted by the emerging “omni-customer”.
  • Seamless transitions across from concept to development – align the passwords –
    NQUISITIVENESS & CURIOSITY
    What is the customer doing & how can a bank respond with confidence?
    Analytics and research inform the business about ways to respond to unmet customer needs
    Democratisation of innovation frameworks, data, ideas
    Creating things that are standard, but bespoke in the way they plug into the brand of the organisation.
    Fluffy to meaty – using data driven approaches to design take us from FLUFFY to MEATY
    From what might happen to what will happen


    BENEFITS
    Risk reduction
    Speed to market
    Validation & certainty
    Impact testing at scale
    Collaborative change
    Market responsiveness
    New insights and data.


    new back end data ..data backed innovation ..speed to market enabled by rapid response pipeline
    BENEFITS
    Risk reduction
    Speed to market
    Validation & certainty
    Impact testing at scale
    Collaborative change
    Market responsiveness
    New insights and data.

    Supports....
    CIO CMF
    Agile Infrastructure
    ..new back end data ..data backed innovation ..speed to market enabled by rapid response pipeline
    BENEFITS
    Risk reduction
    Speed to market
    Validation & certainty
    Impact testing at scale
    Collaborative change
    Market responsiveness
    New insights and data.
    Business Simulation and Agile Infrastrcture creates democratisation of data.
    How can we design new data strategies that empower and add value to the business knowl-
    “How do I max- aimise the organi- sational benefits of data, and investment in data strategy? ”
    S

  • The mobile lab uses design research to allow customer insights to emerge within a defined service context. It is specifically undertaken to support the strategic design and development of products and services in context.

    Real data in the form of heat-maps, dashboards, customer pathways and work-flows.
    Alignment with your existing data sets through API feeds.
    Challenge questions derived from uncovering unmet customer needs that will inspire further innovation in the organisation.
    Rapid iteration of project concepts into tangible prototypes regardless of start point.
    Moving beyond product into capability, process and technology diagnostics adding value to internal expertise

    ...getting better value from • our data •
    ...creating new value exchanges ..rapidly creating new services • and products
    Iterate rapidly Refine customer propo- sitions rapidly, with real customers & at scale Simulation of market & customer conditions
    .

    new back end data ..data backed innovation ..speed to market enabled by rapid response pipeline
    BENEFITS
    Risk reduction
    Speed to market
    Validation & certainty
    Impact testing at scale
    Collaborative change
    Market responsiveness
    New insights and data.

    Lets imagine we have a question – why does it take so long to get a passport
    What if we could find out quickly what actually happens – and within a week have prototypes up and running
    What would that conversation look like – empowerment, curiosity – staff and people


  • Maximise your data strategists - encourage questions that can be answered
    Credit cards and Internet banking – why aren’tpeople signing up –
    Who is shopping online
    The pathways across your networks are often not immediately evident
  • What might you do
    Remove 16 steps form an onboarding experience
    Change wealth to curation
    Identify that banks are currejntly irrelevant to the mortgage process
    That we have created a situation where everybody lies
    Where a call back is as important as a
  • Agile Customer Design Research for FInancial Services

    1. 1. Rethinking customer design Design metrics that do it…. Harriet Wakelam
    2. 2. The story so far London, Melbourne, London… Curiosity Frame great questions Transformation Collaboration
    3. 3. You have … INNOVATION AND JAMS An active innovation program, teams that create a strong pipeline of ideas, regular jams that result in prototypes that excite…. CUSTOMER LABS A customer centric aim, a customer design lab – expensive, sexy, a place where the cool people hang… A place starting to develop ideas, and where occasionally despite process you actually bring customers… DIGITAL STRATEGY You use the word omni- channel a lot – and aim for cross device functionality – you are starting to create experiences that work well across some channels… MARKETING Your marketing team is evolving, they produce and query data, they manage your social networking, they provide data about customers…
    4. 4. The challenge So why … ARE START UPS STILL BEATING BANKS AT INNOVATION HAVE WE NOT ROCKED THE WORLD DO INNOVATIONS OFTEN NOT MAKE IT TO BAU HAVE WE FAILED TO REDEFINE ADVICE ARE THE IDEAS WE COME UP WITH BORING
    5. 5. What if … IT WAS ABOUT MORE THAN BANKING?
    6. 6. SIMULATION PLAY REAL PEOPLE 1 ‘Stage’ or context 2 Resources 3 Creativity
    7. 7. Experiment, collaborate As innovation should be…
    8. 8. What is a connected store? RETAIL EVOLUTION LABS WITH AOPEN
    9. 9. Beyond bets - knowing what will happen ITERATE and stress test products quickly based on market conditions BUSINESS SIMULATION AGILE INFRASTRUCTURE DATA DEMOCRACY TEST EARLY at scale without affecting BAU NEW DATA STRATEGIES that empower and add value to the business
    10. 10. Services Framing real questions SIMULATION PROTOTYPING ITERATION THE LAB IS DESIGNED TO SIMULATE EXPERIENCE IN CONTEXTAND MOVE BEYOND PRODUCT DESIGN INTO THE DESIGN AND DELIVERY OF COMMERCIALLY SUCCESSFUL CUSTOMER EXPERIENCES
    11. 11. Tangible experience Understanding behaviour, colliding ideas POSITIVE Beyond bias, real customers in context using your products securely. An understanding not just of devices but of the interplay between devices. DIFFERENT Allow a feed of curiosity from the business. It is cheap enough to test ideas regularly. It fits on the back of a truck and acts like a social trigger..
    12. 12. Ideas collide Networks create wealth
    13. 13. Our top priorities Listen, learn and measure from day one Using real customers, real contexts creates real answers Be human, empathetic and brave Create a challenge pile of questions Build value exchanges Questions democratise data and generate ideas
    14. 14. Harriet Wakelam Principal CX Strategist Capco +61 413 631 662 (mobile) harriet.wakelam@capco.com Harriet.wakelam@gmail.com @hwakelam @capco_finserv http://www.linkedin.com/in/hwakelam

    ×