Shared understanding through processes
Don’t underestimate amount of
information that people have
Build on top of understanding that’s
Small groups of essential, dedicated
The real work happens at the
Integrate viewpoints, encourage
work in the right direction
Collaboratively building upon existing
Influencing the work towards the
intersections of silos
“Outside In: the power of putting
your customers at the center of your
business” - Manning, Bodine
Boon Yew Chew
Lately, more companies are using the words “ customer experience ” . What does it really mean?
There ’ s books, articles, blogs... all talking about customer experience
Designer: what does customer experience really mean to an organisation? What does it mean for us? What really matters is the organisation ’ s perspective of what customer experience means AND the actual experience perceived by the user Everything else just has to align behind that
Two camps: People who understand the user perspective And the people who really understand the business To create great experiences, these two sides need to work together really well. But a lot of times we don ’ t, and it ’ s because we tend to work in silos. The question is, how do we break out of that?
Companies who typically talk about CX are LARGE Many silos Hard to avoid, sometimes But we need to find a way
The only way it was going to work >> shared understanding “ Departments are the enemy of silos ” - Eric Reis - not just for startups, and sometimes we can ’ t kill departments 1. artifacts - integrate multiple viewpoints together 2. processes - activities that promote or build shared understanding 3. leadership - people who “ get it ” and can influence others towards a common goal
Rigid flow diagram for a user journey? “ Why? ” “ We haven ’ t even done the IA and interaction design yet. ” Business validation - don ’ t break existing business rules. Familiar format.
Integrate experience with business flow Customer quotes from Voice of the Customer This helped us to integrate the viewpoints together
Fairly straightforward stuff. But that ’ s not enough.
Client: “ 500 business requirements, and an experience map please ” Pete Trainor: “ let ’ s have 6 weeks of workshops instead ” Protagonists (user types) - many scenarios, only left about 200+ requirements were used. Only involve people who contribute real value
You can ’ t depend to the organisation ’ s status quo and operational systems to execute the vision Individuals who can influence work at the intersection of silos Learn from each other - Share a view of the customer As designers, can we dig deep into organisation - are there leaders we can call upon who can influence the work?
Kim Goodwin from Cooper said it best To find those people is a bit like doing detective work and being a talent scout at the same time. And I feel that THAT is really what real design is - going beyond documents and design collaboration, and enabling real organisations to make that experience a reality.
Tying it back This isn ’ t about something new. It ’ s really about a journey and helping organisations get there over time. 1. integrate / realise 2. build / enable 3. influence / empower I ’ m still learning and gathering stories, so please share with me your stories and thoughts. Thanks!