The document discusses three techniques used by Prudential to drive digital transformation: 1) Get Strategic using the Three Boxes/Three Horizons framework to balance short, mid, and long-term goals; 2) Design Sprint to collaboratively test bold ideas through prototyping over 5 days; and 3) Lean UX to embrace agility through hypotheses, minimum viable products, and experimentation. Real-world examples are provided for each technique. The overall goal is to adopt a strategic and collaborative approach to innovation through testing ideas quickly and responding to results.
CX goes mainstream: Five trends driving the future of CX UserTesting
Our fifth annual Customer Experience (CX) Industry Survey asked 3,900 professionals across a wide variety of industries how their organizations are managing customer experience and conducting CX research. The responses show that we're in the midst of a sea of change. Optimizing and integrating every customer touchpoint has transitioned from being a cutting-edge advantage to a necessary part of doing business.
In this webinar, Michael Mace, UserTesting's VP of Product Insights, presents the key results from the 2018 Survey Report. Find out how companies around the world are approaching managing CX.
You'll learn:
The hottest trends in CX
The importance of CX to your company's success
Which departments typically drive customer experience
How spending on CX and design is changing
Are companies putting too much weight on analytics and A/B tests?
UX STRAT 2014: Matthew Holloway, "Design Your Strategy"UX STRAT
Some say that design is to strategy, what the Knight is to Chess, but its well understood to win the game you need to design a successful strategy. With organizations taking design more seriously, and viewing their design < both the people and artifacts, as a critical market differentiator, it is easy to image a seat at the table with your name on it. Design can play a dual role; both in the realization as well as the definition of strategy. Ideally this should make it even easier to promote the value of design‹unfortunately the difference is often lost on most people, most often on designers themselves. When you image sitting there with your CEO, what will you say? What will be your POV?
UX STRAT 2013: Andrea Moed, The Empathy Cycle: Customer Insight Gets RhythmUX STRAT
1) The document discusses how user experience (UX) research needs to be iterative to support agile development processes.
2) It provides examples of how a UX researcher can participate in different meetings throughout a company's sprint cycles to continually learn about customers and feed insights back into the product development process.
3) The iterative UX research approach aims to fill gaps in understanding customers, build a shared vision of customers among the team, and allow the company to strategize based on customer empathy.
UX STRAT Europe 2017: Barbara Koop: “Metrics for Evaluating the Impact of UX ...UX STRAT
The document discusses using data and analytics to drive business outcomes. It presents the W-model for data-driven learning which involves listening, interpreting, predicting, responding and monitoring data in cycles. It provides examples of different types of qualitative and quantitative data and metrics that can be gathered, such as conversion rates, social media metrics, search engine metrics and customer satisfaction scores. It advocates defining behaviors that drive soft key performance indicators, bundling predictors into impact factors, and using these to track company success over time. An overall "customer happiness impact factor" or CHIF is proposed as a way to measure how choices and projects impact customer satisfaction.
UX STRAT USA, David Wertheimer, "A Customer Experience Framework for Product ...UX STRAT
The document outlines establishing a customer experience framework for product teams. It discusses creating a customer experience team that is integrated with product teams from ideation through execution. The customer experience team provides research, data analysis, design solutions and tests outcomes to optimize the user experience. Partnering closely with product teams from the beginning allows the customer experience team to help craft strong hypotheses and ensure solutions are designed for optimal user outcomes. Defining responsibilities, benchmarks for success, and sharing successes are keys to a successful customer experience team.
UX STRAT Europe 2019: Eduardo Costa, BinckBankUX STRAT
The document summarizes a presentation on quantifying the impact of user experience design through data-informed experience design. It discusses using data to support UX design interventions and define their return on investment. It provides an example of a user experience dashboard that could be created for an air carrier, including elements like the user journey, UX goals, signals to observe from user behavior, metrics to collect, key performance indicators of success, and return on investment. The dashboard would help address business challenges like increasing conversion and customer satisfaction while decreasing customer service costs.
This document discusses the principles of Lean UX. It begins with an introduction to where Lean UX comes from and its relationship to agile development. The core Lean UX process is then described as a cycle of stating desired outcomes, declaring assumptions, hypothesizing tests, designing experiments, making MVPs, getting feedback, and repeating. Key characteristics of Lean UX like small cross-functional teams and a bias towards making things to learn are also outlined. The document then dives deeper into how to approach continuous learning, writing assumptions and hypotheses, enabling making through MVPs, managing outcomes rather than outputs, and creating an organizational structure to support Lean UX.
CX goes mainstream: Five trends driving the future of CX UserTesting
Our fifth annual Customer Experience (CX) Industry Survey asked 3,900 professionals across a wide variety of industries how their organizations are managing customer experience and conducting CX research. The responses show that we're in the midst of a sea of change. Optimizing and integrating every customer touchpoint has transitioned from being a cutting-edge advantage to a necessary part of doing business.
In this webinar, Michael Mace, UserTesting's VP of Product Insights, presents the key results from the 2018 Survey Report. Find out how companies around the world are approaching managing CX.
You'll learn:
The hottest trends in CX
The importance of CX to your company's success
Which departments typically drive customer experience
How spending on CX and design is changing
Are companies putting too much weight on analytics and A/B tests?
UX STRAT 2014: Matthew Holloway, "Design Your Strategy"UX STRAT
Some say that design is to strategy, what the Knight is to Chess, but its well understood to win the game you need to design a successful strategy. With organizations taking design more seriously, and viewing their design < both the people and artifacts, as a critical market differentiator, it is easy to image a seat at the table with your name on it. Design can play a dual role; both in the realization as well as the definition of strategy. Ideally this should make it even easier to promote the value of design‹unfortunately the difference is often lost on most people, most often on designers themselves. When you image sitting there with your CEO, what will you say? What will be your POV?
UX STRAT 2013: Andrea Moed, The Empathy Cycle: Customer Insight Gets RhythmUX STRAT
1) The document discusses how user experience (UX) research needs to be iterative to support agile development processes.
2) It provides examples of how a UX researcher can participate in different meetings throughout a company's sprint cycles to continually learn about customers and feed insights back into the product development process.
3) The iterative UX research approach aims to fill gaps in understanding customers, build a shared vision of customers among the team, and allow the company to strategize based on customer empathy.
UX STRAT Europe 2017: Barbara Koop: “Metrics for Evaluating the Impact of UX ...UX STRAT
The document discusses using data and analytics to drive business outcomes. It presents the W-model for data-driven learning which involves listening, interpreting, predicting, responding and monitoring data in cycles. It provides examples of different types of qualitative and quantitative data and metrics that can be gathered, such as conversion rates, social media metrics, search engine metrics and customer satisfaction scores. It advocates defining behaviors that drive soft key performance indicators, bundling predictors into impact factors, and using these to track company success over time. An overall "customer happiness impact factor" or CHIF is proposed as a way to measure how choices and projects impact customer satisfaction.
UX STRAT USA, David Wertheimer, "A Customer Experience Framework for Product ...UX STRAT
The document outlines establishing a customer experience framework for product teams. It discusses creating a customer experience team that is integrated with product teams from ideation through execution. The customer experience team provides research, data analysis, design solutions and tests outcomes to optimize the user experience. Partnering closely with product teams from the beginning allows the customer experience team to help craft strong hypotheses and ensure solutions are designed for optimal user outcomes. Defining responsibilities, benchmarks for success, and sharing successes are keys to a successful customer experience team.
UX STRAT Europe 2019: Eduardo Costa, BinckBankUX STRAT
The document summarizes a presentation on quantifying the impact of user experience design through data-informed experience design. It discusses using data to support UX design interventions and define their return on investment. It provides an example of a user experience dashboard that could be created for an air carrier, including elements like the user journey, UX goals, signals to observe from user behavior, metrics to collect, key performance indicators of success, and return on investment. The dashboard would help address business challenges like increasing conversion and customer satisfaction while decreasing customer service costs.
This document discusses the principles of Lean UX. It begins with an introduction to where Lean UX comes from and its relationship to agile development. The core Lean UX process is then described as a cycle of stating desired outcomes, declaring assumptions, hypothesizing tests, designing experiments, making MVPs, getting feedback, and repeating. Key characteristics of Lean UX like small cross-functional teams and a bias towards making things to learn are also outlined. The document then dives deeper into how to approach continuous learning, writing assumptions and hypotheses, enabling making through MVPs, managing outcomes rather than outputs, and creating an organizational structure to support Lean UX.
UX STRAT Europe 2019: Zachary Jean Paradis, Publicis SapientUX STRAT
This document discusses innovation approaches and the relationship between product management and service design. It provides an overview of each approach, noting their similarities in being agile, customer-centered, interdisciplinary, and iterative. Product management is framed as optimizing individual products or value pools, while service design takes a broader view of optimizing the customer experience across products. The document suggests that product management and service design are complementary rather than competitive, with product management best for optimizing business as usual and service design for addressing significant customer experience gaps across an organization.
UX STRAT Europe 2019: Angel Brown, Digitas Health (Presentation)UX STRAT
This document discusses developing key performance indicators (KPIs) for an omnichannel experience strategy. It outlines different types of operational and strategic KPI measurements, including how well assets were executed, audience reach and engagement, and impact on strategic goals like shifting priorities and building predictive models. Case studies and examples from companies like Burberry are provided. The document also discusses applying a systems thinking lens, measuring success across customer journeys, and developing an overarching customer experience index.
The document provides an overview of the user experience industry and services. It discusses why user experience is important, what constitutes user experience, and user centered design. It then summarizes the global and Indian user experience design industry and major companies. Finally, it outlines typical user experience services and deliverables across the product development lifecycle and common terminology used for different offerings.
The document discusses data-informed experience design and provides examples from a client, BinckBank. It introduces Rob van der Haar and his company Informaat, which designs excellent customer experiences using data. It then discusses how BinckBank has developed analytics frameworks to integrate data from across the organization, created touchpoint dashboards to measure specific interactions, and developed journey dashboards to analyze end-to-end customer journeys. The document provides examples of BinckBank's touchpoint and journey dashboard pilots, which helped optimize the complaint handling and trading platform experiences.
UX STRAT Europe 2019: Angel Brown, Digitas Health (Workshop)UX STRAT
The document outlines a workshop on developing an omnichannel experience strategy for a pharmaceutical company, Imedeen. It discusses Imedeen's product and challenges with stagnating sales. The workshop plan involves deconstructing the challenge, mining insights from research, developing a positioning statement, and planning customer journeys and tactics. Key insights include that dermatologists need convincing on data to recommend supplements and only have 10 minutes per patient. The strategy aims to prioritize growth by attracting new or competitor users through dermatologist recommendations.
The document provides UX principles to consider when designing user experiences for AI:
1. Trust - To build trust, AI systems must be transparent about their algorithms and data sources, and focus on maintaining trust through consistent user experiences.
2. Clarify - Clear explanations help users understand how and why AI systems make decisions, which enhances performance and trust. Explanations should address user goals.
3. Simplify - Effective AI prioritizes simplicity by using clear language and focusing explanations to avoid overwhelming users. Simplicity enhances the user experience.
4. Control - Giving users control over AI systems through options like editing recommendations or turning intelligent features on/off helps users feel more comfortable. "
100 page no-nonsense guide on scaling CX. Straightforward content to help you cultivate your customer-centric advantage and continue to win.
To scale CX you have to keep customers at the heart of everything you do. It's time to step on the gas and scale the CX systems you have in place.
Check out our latest whitepaper below, which includes:
✅ How to scale customer research & insight analysis
✅ How to democratise CX insights and Research
✅ How to build a lasting customer-centric culture
Read here: https://hubs.ly/H0sZDVl0
The Components Behind a Successful Design System Ken Skistimas
Socialization, partnerships, and prioritization are key components of a successful design system. To build an effective design system, one must socialize the goals of the system, build partnerships across different teams, and prioritize work based on strategic goals and metrics. This will help inform what needs to be built and ensure the system delivers value to both internal partners and customers.
How do you know you're ready for a Design Sprint?Highland
For leaders who want their teams to embrace human-centered approaches and collaborate in new ways, Sprints are a fantastic way to start.
Join Highland’s CX Practice Director David Whited and Lead Experience Designer Amrita Kulkarni as they share how Research Sprints and Design Sprints make Design Thinking—a reliable methodology to address complex, ambiguous problems—accessible in a way they have never been before. David and Amrita will introduce the purpose and philosophy of Sprints, talk through the differences between Research and Design Sprints, and what kind of issues, problems, or opportunities are the right fit for each.
We’ll be joined by Jennifer Severns, CXO, and Jennifer O’Brien, Innovation and Insights Manager, from the American Marketing Association, who will share how their organization has used Sprints to catalyze a culture of Design Thinking at the AMA. They will reflect on the realities of introducing Sprints and Design Thinking into an established organization, sharing advice for helping others think and work in new ways.
Attendees will learn:
- How are Research Sprints different from Design Sprints
- When is the right time or moment to conduct a Sprint
- What it takes for Sprints to be successful
- How to amplify Sprint outcomes for change in your organization
Voice of Customer Program Design - Capturing Customer Feedback across All Interactions is a Keynote presentation delivered by Mohamad El-Hinnawi at the International Customer Experience Management Summit held in Istanbul on September 2014.
Experience Matters: Understanding the New ROI of UX/CX Mediacurrent
In today’s digital landscape, Global User Experience factors heavily into the ROI equation: every dollar spent on UX design yields up to $100 in return. Join experts from Mediacurrent and Lingotek to learn about UX and CX strategies to boost your global revenue and conversions.
You'll Learn:
-What companies like Amazon, Google and Airbnb can teach us about building a better user experience
-Tips to build the investment case for maximizing your UX How to uncover the value of translation — and why localization should be the core of your global
-Customer Experience (CX) strategy
-How integrating UX and CX can improve your brand’s value
-A practical approach to improve the UX and CX that your organization is delivering to customers, employees and other stakeholders
-Presenting in your customer's primary language is the first step in providing a global CX
-Why managing global customer expectations are critical to Customer Experience (CX) and to the perception of your company brand
Key insights from the Forrester report by Kerry Bodine and Moira Dorsey. Forrester defines customer experience as how customers perceive their interactions
with your company. Executives don’t get to decide how customer-centric their
companies are — customers do.
Whether business-to-consumer (B2C) or business-to-business (B2B) — or productor
service-focused — every company in every industry can leverage great customer
experiences for business gain. Customer experience has always been important.
UX STRAT USA 2019: Rina Tambo Jensen, Mozilla UX STRAT
Mozilla has seen declining contributions from non-employees over time. A mixed-methods study found that contribution is growing for some projects like Rust but mailing lists are less used as platforms divide. Contributors feel things change without input. Diversity also impacts contribution. To address this, Mozilla formulated a strategy of "Open By Design" to bring staff and contributors together, focus on diversity and inclusion, advocate for projects, and improve contributor experiences. This led to over 30 new projects and initiatives to revitalize open contribution to Mozilla.
Customer experience management (CxM) platforms are technology enablers within wider digital transformation programs. They help brands to deliver those right-time experiences at key decision points in the customer journey to drive engagement. With over a decade of lessons learned delivering CxM platforms for major brands, this session provides practical and pragmatic advice using concrete platform examples spanning the financial, media, news and entertainment, healthcare, and insurance sectors. How do you take a platform-first approach to CxM? What does good look like? How do you incentivize adoption? What works well? What should be avoided? This session shares war stories on the good, the bad and the ugly documented as a collection of useful and useable design principles for delivering sustainable CxM platforms.
8 User Experiences to Build an Effective Experimentation Program_VWO_WorkshopVWO
The document discusses using a framework of 8 user experiences to build an effective experimentation program: the arrival experience, search experience, navigation experience, information experience, decision experience, checkout experience, payment experience, and support experience. It provides examples of good and bad implementations for each experience and describes how optimizing each experience can impact key metrics like conversions. The framework is intended to help structure optimization work by analyzing the user experience through each of the 8 lenses to systematically identify improvement opportunities.
Social really is here when it comes to the enterprise. Many see the role of social in consumer-focused businesses but have not absorbed what it means for the enterprise. Social is having a direct impact in 5 areas:
1. DIY prospecting: Customers conduct research on products and services well ahead of the official start to the sales cycle
2. Peer influence: Customers “pulse” their peers at every step of the journey
3. Trial before purchase: User testing requires grassroot support. It’s no longer a single decision instance rather smaller purchase bundles
4. Buyer & user are the same: The phenomenon changes decision and influence points in enterprise purchasing
5. Click to compare: Pricing transparency is foundational; consumer expectations are shaping enterprise behavior
UX STRAT USA, Dr. Jen Romano-Bergstrom, "Strategy and Privacy at Facebook"UX STRAT
This document discusses strategies for building privacy into products and services. It recommends putting people first, improving privacy experiences through clear communication and controls, cultivating a privacy-focused culture, and nailing privacy fundamentals like using intuitive defaults and permissions. The document provides guidance on testing privacy features, developing privacy policies, and balancing user needs with regulatory concerns.
Digital Personalization 101: The building blocks for a powerful strategyOptimizely
We’ve heard a lot about personalization over the last few years. Personalized digital experiences help you to keep your customers interested, keep them loyal and, ultimately, keep them profitable. Yet too many organizations are only scratching the surface of the limitless potential on offer or those that have gotten started are losing their momentum. What about you?
Join our webinar to discover the building blocks of a powerful personalization strategy. The importance of segmenting your audiences. And why experimentation kicks in to transform a good experience into a great experience – for everyone.
What you’ll learn:
- What personalization involves, what it means for you, and how to get started.
- How to put in place building blocks of personalization - and why more experimentation equals higher engagement.
- Why validating your experiences unleashes the full power of a personalized digital journey.
Learn more about creating impactful digital experiences in the Power of Personalization: https://www.optimizely.com/optimindset-personalization
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
The document discusses how design thinking can help build the business case for new ventures. It outlines a 5-step process for developing the business case that incorporates design thinking principles. The steps include formulating the value proposition and assumptions, defining future success with an income statement, spelling out key assumptions, testing assumptions through thought experiments and in-market experiments, and refining based on the test results. It provides examples of how companies like Brivo have used this approach to test assumptions and either validate or pivot their ideas.
UX STRAT Europe 2019: Zachary Jean Paradis, Publicis SapientUX STRAT
This document discusses innovation approaches and the relationship between product management and service design. It provides an overview of each approach, noting their similarities in being agile, customer-centered, interdisciplinary, and iterative. Product management is framed as optimizing individual products or value pools, while service design takes a broader view of optimizing the customer experience across products. The document suggests that product management and service design are complementary rather than competitive, with product management best for optimizing business as usual and service design for addressing significant customer experience gaps across an organization.
UX STRAT Europe 2019: Angel Brown, Digitas Health (Presentation)UX STRAT
This document discusses developing key performance indicators (KPIs) for an omnichannel experience strategy. It outlines different types of operational and strategic KPI measurements, including how well assets were executed, audience reach and engagement, and impact on strategic goals like shifting priorities and building predictive models. Case studies and examples from companies like Burberry are provided. The document also discusses applying a systems thinking lens, measuring success across customer journeys, and developing an overarching customer experience index.
The document provides an overview of the user experience industry and services. It discusses why user experience is important, what constitutes user experience, and user centered design. It then summarizes the global and Indian user experience design industry and major companies. Finally, it outlines typical user experience services and deliverables across the product development lifecycle and common terminology used for different offerings.
The document discusses data-informed experience design and provides examples from a client, BinckBank. It introduces Rob van der Haar and his company Informaat, which designs excellent customer experiences using data. It then discusses how BinckBank has developed analytics frameworks to integrate data from across the organization, created touchpoint dashboards to measure specific interactions, and developed journey dashboards to analyze end-to-end customer journeys. The document provides examples of BinckBank's touchpoint and journey dashboard pilots, which helped optimize the complaint handling and trading platform experiences.
UX STRAT Europe 2019: Angel Brown, Digitas Health (Workshop)UX STRAT
The document outlines a workshop on developing an omnichannel experience strategy for a pharmaceutical company, Imedeen. It discusses Imedeen's product and challenges with stagnating sales. The workshop plan involves deconstructing the challenge, mining insights from research, developing a positioning statement, and planning customer journeys and tactics. Key insights include that dermatologists need convincing on data to recommend supplements and only have 10 minutes per patient. The strategy aims to prioritize growth by attracting new or competitor users through dermatologist recommendations.
The document provides UX principles to consider when designing user experiences for AI:
1. Trust - To build trust, AI systems must be transparent about their algorithms and data sources, and focus on maintaining trust through consistent user experiences.
2. Clarify - Clear explanations help users understand how and why AI systems make decisions, which enhances performance and trust. Explanations should address user goals.
3. Simplify - Effective AI prioritizes simplicity by using clear language and focusing explanations to avoid overwhelming users. Simplicity enhances the user experience.
4. Control - Giving users control over AI systems through options like editing recommendations or turning intelligent features on/off helps users feel more comfortable. "
100 page no-nonsense guide on scaling CX. Straightforward content to help you cultivate your customer-centric advantage and continue to win.
To scale CX you have to keep customers at the heart of everything you do. It's time to step on the gas and scale the CX systems you have in place.
Check out our latest whitepaper below, which includes:
✅ How to scale customer research & insight analysis
✅ How to democratise CX insights and Research
✅ How to build a lasting customer-centric culture
Read here: https://hubs.ly/H0sZDVl0
The Components Behind a Successful Design System Ken Skistimas
Socialization, partnerships, and prioritization are key components of a successful design system. To build an effective design system, one must socialize the goals of the system, build partnerships across different teams, and prioritize work based on strategic goals and metrics. This will help inform what needs to be built and ensure the system delivers value to both internal partners and customers.
How do you know you're ready for a Design Sprint?Highland
For leaders who want their teams to embrace human-centered approaches and collaborate in new ways, Sprints are a fantastic way to start.
Join Highland’s CX Practice Director David Whited and Lead Experience Designer Amrita Kulkarni as they share how Research Sprints and Design Sprints make Design Thinking—a reliable methodology to address complex, ambiguous problems—accessible in a way they have never been before. David and Amrita will introduce the purpose and philosophy of Sprints, talk through the differences between Research and Design Sprints, and what kind of issues, problems, or opportunities are the right fit for each.
We’ll be joined by Jennifer Severns, CXO, and Jennifer O’Brien, Innovation and Insights Manager, from the American Marketing Association, who will share how their organization has used Sprints to catalyze a culture of Design Thinking at the AMA. They will reflect on the realities of introducing Sprints and Design Thinking into an established organization, sharing advice for helping others think and work in new ways.
Attendees will learn:
- How are Research Sprints different from Design Sprints
- When is the right time or moment to conduct a Sprint
- What it takes for Sprints to be successful
- How to amplify Sprint outcomes for change in your organization
Voice of Customer Program Design - Capturing Customer Feedback across All Interactions is a Keynote presentation delivered by Mohamad El-Hinnawi at the International Customer Experience Management Summit held in Istanbul on September 2014.
Experience Matters: Understanding the New ROI of UX/CX Mediacurrent
In today’s digital landscape, Global User Experience factors heavily into the ROI equation: every dollar spent on UX design yields up to $100 in return. Join experts from Mediacurrent and Lingotek to learn about UX and CX strategies to boost your global revenue and conversions.
You'll Learn:
-What companies like Amazon, Google and Airbnb can teach us about building a better user experience
-Tips to build the investment case for maximizing your UX How to uncover the value of translation — and why localization should be the core of your global
-Customer Experience (CX) strategy
-How integrating UX and CX can improve your brand’s value
-A practical approach to improve the UX and CX that your organization is delivering to customers, employees and other stakeholders
-Presenting in your customer's primary language is the first step in providing a global CX
-Why managing global customer expectations are critical to Customer Experience (CX) and to the perception of your company brand
Key insights from the Forrester report by Kerry Bodine and Moira Dorsey. Forrester defines customer experience as how customers perceive their interactions
with your company. Executives don’t get to decide how customer-centric their
companies are — customers do.
Whether business-to-consumer (B2C) or business-to-business (B2B) — or productor
service-focused — every company in every industry can leverage great customer
experiences for business gain. Customer experience has always been important.
UX STRAT USA 2019: Rina Tambo Jensen, Mozilla UX STRAT
Mozilla has seen declining contributions from non-employees over time. A mixed-methods study found that contribution is growing for some projects like Rust but mailing lists are less used as platforms divide. Contributors feel things change without input. Diversity also impacts contribution. To address this, Mozilla formulated a strategy of "Open By Design" to bring staff and contributors together, focus on diversity and inclusion, advocate for projects, and improve contributor experiences. This led to over 30 new projects and initiatives to revitalize open contribution to Mozilla.
Customer experience management (CxM) platforms are technology enablers within wider digital transformation programs. They help brands to deliver those right-time experiences at key decision points in the customer journey to drive engagement. With over a decade of lessons learned delivering CxM platforms for major brands, this session provides practical and pragmatic advice using concrete platform examples spanning the financial, media, news and entertainment, healthcare, and insurance sectors. How do you take a platform-first approach to CxM? What does good look like? How do you incentivize adoption? What works well? What should be avoided? This session shares war stories on the good, the bad and the ugly documented as a collection of useful and useable design principles for delivering sustainable CxM platforms.
8 User Experiences to Build an Effective Experimentation Program_VWO_WorkshopVWO
The document discusses using a framework of 8 user experiences to build an effective experimentation program: the arrival experience, search experience, navigation experience, information experience, decision experience, checkout experience, payment experience, and support experience. It provides examples of good and bad implementations for each experience and describes how optimizing each experience can impact key metrics like conversions. The framework is intended to help structure optimization work by analyzing the user experience through each of the 8 lenses to systematically identify improvement opportunities.
Social really is here when it comes to the enterprise. Many see the role of social in consumer-focused businesses but have not absorbed what it means for the enterprise. Social is having a direct impact in 5 areas:
1. DIY prospecting: Customers conduct research on products and services well ahead of the official start to the sales cycle
2. Peer influence: Customers “pulse” their peers at every step of the journey
3. Trial before purchase: User testing requires grassroot support. It’s no longer a single decision instance rather smaller purchase bundles
4. Buyer & user are the same: The phenomenon changes decision and influence points in enterprise purchasing
5. Click to compare: Pricing transparency is foundational; consumer expectations are shaping enterprise behavior
UX STRAT USA, Dr. Jen Romano-Bergstrom, "Strategy and Privacy at Facebook"UX STRAT
This document discusses strategies for building privacy into products and services. It recommends putting people first, improving privacy experiences through clear communication and controls, cultivating a privacy-focused culture, and nailing privacy fundamentals like using intuitive defaults and permissions. The document provides guidance on testing privacy features, developing privacy policies, and balancing user needs with regulatory concerns.
Digital Personalization 101: The building blocks for a powerful strategyOptimizely
We’ve heard a lot about personalization over the last few years. Personalized digital experiences help you to keep your customers interested, keep them loyal and, ultimately, keep them profitable. Yet too many organizations are only scratching the surface of the limitless potential on offer or those that have gotten started are losing their momentum. What about you?
Join our webinar to discover the building blocks of a powerful personalization strategy. The importance of segmenting your audiences. And why experimentation kicks in to transform a good experience into a great experience – for everyone.
What you’ll learn:
- What personalization involves, what it means for you, and how to get started.
- How to put in place building blocks of personalization - and why more experimentation equals higher engagement.
- Why validating your experiences unleashes the full power of a personalized digital journey.
Learn more about creating impactful digital experiences in the Power of Personalization: https://www.optimizely.com/optimindset-personalization
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
The document discusses how design thinking can help build the business case for new ventures. It outlines a 5-step process for developing the business case that incorporates design thinking principles. The steps include formulating the value proposition and assumptions, defining future success with an income statement, spelling out key assumptions, testing assumptions through thought experiments and in-market experiments, and refining based on the test results. It provides examples of how companies like Brivo have used this approach to test assumptions and either validate or pivot their ideas.
Presentation given at UX Australia 2014 in Sydney by Iain Barker, Meld Studios.
AUDIO of the talk is available here: http://uxaustralia.com.au/uxaustralia-2014/beyond-digital-presentation
Description:
Organisations are turning to people with design sensibilities to inform and lead significant changes within their businesses. UX practitioners have the necessary design sensibilities, but few are applying themselves to these new challenges.
Iain Barker is co-founder and principal at Meld Studios. He spent 13 years working in the design of digital things before spending the last 7 years applying his skills to non-digital design challenges.
In this presentation he shares his experiences, describes the challenges and opportunities, and provides guidance to help you get started on a similar journey.
More details available over at the UX Australia site.
Every customer interaction with a company is an opportunity for a lasting impression. When companies invest in Customer Experience improvements, they see revenue grow as high as 5x. As your customers' expectations increase, advances in CX management must keep pace.
Is a great customer experience an impossible ask? No. The challenge is where to start.
George Pace, Global Consulting Partner at Ogilvy Consulting, leads this webinar exploring the real ways Customer Experience drives revenue.
Product Management and CX Approaches: Friends or Foes?James Prentis
The document discusses digital business transformation and the need for companies to innovate how they innovate to keep up with rapidly changing customer expectations and technology. It outlines different approaches to innovation like product management, service design, and lean startups. It argues that while product management focuses on optimizing individual products and service design optimizes customer journeys across an organization, they are complementary and work best together, along with experience transformation strategy, to drive digital business transformation. Case studies are provided of how combining these approaches has driven results for companies.
B2B Customer Experience Management Best Practice Study PREVIEW SAMPLEClearAction
The Annual ClearAction Business-to-Business Customer Experience Management Benchmarking Study monitors the implementation of best practices in customer-focused management for sustainable high profitability.
This is a study of the journey to world-class performance in how business-to-business firms:
(1) listen to customers,
(2) view customers,
(3) center employees on customers, and
(4) center business on customers.
It explores the motivations behind customer experience management (CEM) and its linkages to corporate goals, strategy, culture, processes, and business results.
THIS IS A SAMPLE OF SELECTED PAGES FROM THE REPORT
See http://ClearActionCX.com
Growing momentum for Disruption in FinTech:
Looking back and looking forward.
Recording of the Backbase webinar of December 18th, 2014.
In our 2014 closing webinar we will look back at the disruptive highlights of this year and we start looking forward to 2015.
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2. A predictive churn model was created that segmented customers into tiers based on their likelihood of cancelling. Actions like coverage consultations could then be targeted at high-risk customers to improve retention. Acquisition spending could also be focused on low-risk customer segments.
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Strategic Management Accounting for Business and Career SuccessKen Witt
Identifies the skills and competencies that accountants need in order to contribute to the strategic success of their employer in a complex, global business environment.
CCG is a student-run consulting firm at Claremont McKenna College. It has 25 consultants who have experience in fields like investment banking, consulting, and technology. CCG recruits top students and provides them real-world consulting experience. They offer services like market research, data analysis, content creation, and CRM implementation to help clients with problems like improving websites and growing their business. CCG aims to add value through autonomous project work, adapting to client needs, and providing diverse perspectives to solve challenges.
- Intuit aims to be a premier innovative growth company and accelerate results through delivering awesome product experiences, enabling network effects, using data to create delight, and expanding globally.
- Operational priorities include amazing first use experiences, reimagining mobile-first design, solving multi-sided problems, and enabling customer data.
- The goal is to grow the customer base from 5 million to 10 million in 5 years through offerings like QuickBooks Online globally.
- Intuit is well positioned in tax preparation and aims to accelerate the shift to cloud and mobile experiences.
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How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
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3 Digital Transformation Strategies Driving CX
1. John Consigli & Lija Hogan
CX at Prudential: 3 techniques that
drive digital transformation
Prudential Workplace Solutions Group; Digital Products
April 25, 2018
2. CX at Prudential. 3 techniques. 2
John Consigli
john.consigli@prudential.com
Lija Hogan
Ihogan@usertesting.com
4. 4
B 2 B 2 C
Bad Attitudes
CX at Prudential. 3 techniques.
5. 5
1. It’s a zero sum game.
2. Clients matter. Customers don’t.
3. We’re not a digital company.
4. Disruption is far off. It’s beyond
control.
5. Margins are too slim to innovate.
6. I’m powerless to change.
CX at Prudential. 3 techniques.
7. 7
1. Opportunities abound.
2. Customers will lead the way.
3. Of course, we’re a digital company.
4. The future is here. We can disrupt.
5. Margins will vanish without
innovation.
6. Teams will create the future.
CX at Prudential. 3 techniques.
8. 8
Focus on the Customer
Reasons for CX are understood, but how do we
start transforming our digital experiences into
ones our customers want and our businesses
need to grow?
CX at Prudential. 3 techniques.
9. 9
What we’ve learned
Get Strategic
Adopt a strategic mindset at all levels
Design Sprint
Collaborate and test your boldest ideas
Become Agile
Embrace agility and experimentation
CX at Prudential. 3 techniques.
10. 10
Technique 1: 3 Boxes / 3
Horizons
• Get Strategic. Take a bird’s eye view.
CX at Prudential. 3 techniques
11. The Three Box Solution*
11
Create the
future
Invent a new
business model
Forget the
Past
Let go of what
fails the new
business
Manage the
Present
Optimize the
current
business
CX at Prudential. 3 techniques.
12. The Three Horizons of Growth*
12
Near-term
Extend and
defend core
business
Mid-term
Invest in
emerging
opportunities
Long-term
Identify
opportunities for
future growth
CX at Prudential. 3 techniques.
13. 13
• You must destroy in order to create.
• A balance must be struck between the
three boxes / horizons.
• Measure opportunities by different
financial yardsticks.
3 Box/Horizon takeaways
CX at Prudential. 3 techniques.
14. 14
Real world examples
Future
What changes do
we need to make to
grow our business?
How do we build
the future with cues
from our
customers?
Past
What digital
products belong in
the dustbin of
history?
How do we change
culture and
processes that
aren’t serving our
future business?
Present
What are the best
ways to create the
most value for our
customers in the
here and now?
How are we proving
it?
CX at Prudential. 3 techniques.
15. 15
Technique 2: Design Sprint
• Collaborate and test your boldest ideas.
CX at Prudential. 3 techniques.
17. 17
Understand – Sketch – Decide – Prototype – Test
The 5 Steps
CX at Prudential. 3 techniques.
18. 18
A 3-day Design Sprint
with
Understand Sketch Decide Prototype Test
Day 1 Day 2 Day 3
CX at Prudential. 3 techniques.
• Map
• Experts
• How might we (HMW)
• Vote
• Demos
• Sketch
• Critique
• Vote
• Storyboard
• Prototype
• Draft usability questions
• Submit test
Post-Sprint: Remote usability testing, review results, update prototype and test again (optional)
19. 19
Real world examples
What kind of
insurance estimator
will encourage
customers to
purchase what they
truly need and feel
confident in their
decision?
What are our
customers looking
to do online
regarding their
workplace benefits,
and how can we
exceed their
expectations?
How can we
increase the
completion rate of
our health
questions on
benefits sites to
increase sales of
our voluntary
products?
CX at Prudential. 3 techniques.
20. 20
Technique 3: Lean UX
• Embrace agility and experimentation.
CX at Prudential. 3 techniques.
21. 21
Agile + User Experience Design = Lean
UX CX at Prudential. 3 techniques.
22. The Lean UX process
22
• Examine assumptions
• Create Hypotheses
• Explore with Canvas
• Develop OKRs
• Make Personas
• Create MVPs
• Respond appropriately
CX at Prudential. 3 techniques.
24. 24
Real world examples
We’re achieving
positive results on
complex pilot
projects where
experimentation is
critical.
We’ve only begun
our journey.
Structures and
attitudes still
privilege
capabilities over
outcomes.
We’re achieving
great success with
remote,
unmoderated
testing. UserTesting
synchs easily with
short sprint cycles.
CX at Prudential. 3 techniques.
25. 25
Questions &
Comments
CX at Prudential. 3 techniques.
Get Strategic
Adopt a strategic mindset at all levels
Design Sprint
Collaborate and test your boldest ideas
Become Agile
Embrace agility and experimentation
26. Presentation Title Edit in Slide Master 26
Thank You!
For more information or if you have any additional
questions please contact:
webinars@usertesting.com
Editor's Notes
Tips:
Plan everything ahead of time. When will Lija speak?
Pick up the Energy every 5-7 minutes by adding room for Lija to participate.
Have notes on the side.
Have water in covered container. Avoid dairy.
Think about speaking slowly.
Presentation Manager:
Log in about 20 mins before. Allow 15 mins for Q&A and room for Lija
Alex presses chat button
Click yellow buttons to forward / back
Note – there’s a slight delay – so remember to pause
Hi! I’m John Consigli, and I’m responsible for transforming the transactional and public websites and tools for Prudential’s Group Insurance Business.
I’m happy to present this topic today, because I expect that a lot of us will be in this boat: Transforming our digital presence to grow our businesses and make the world a better place.
Hi, I’m Lija Hogan, and I am part of the Professional services leadership team here at UserTesting. I partner with customers like John to help answer key business questions and understand customers needs.
When I joined Prudential around 3 years ago, the sites and tools I inherited were old:
Stop me if this sounds familiar:
The sites were essentially untouched for a decade or so and had no official owner
They weren’t designed by designers and weren’t tested with customers.
Some of the architecture was mainframe: That means pre-internet!
How did we get to this point?
Now, this scenario may not be common to you your business, but it’s not uncommon in the world of B2B2C.
That’s: Business to Business to Consumer.
I’ve been in this environment for 15 years, and I can tell you:
The biggest obstacle to our success is our culture.
Let’s look at how certain attitudes create a culture that’s bad for business.
Let’s break it apart:
The market is closed with no new opportunities.
Our clients purchase our service for their customers. Ipso facto: There’s no reason to do anything special for the end user.
We don’t sell digital experiences. We sell X commodity. Ipso facto – we’re not a digital company.
We’re too big to fail. We’ll probably be disrupted at some point in the distant future, but who knows how or when?
Our revenue is big, but our profits are small. Investing in anything other than short-term success is too risky.
And finally:
No one else here cares, so why bother?
Well, customers are paying attention. This is a great example.
These two are having a great time poking fun of our B2B2C attitude.
We’re lucky they have a sense of humor.
A lot of our customers don’t think it’s funny.
This is essentially a warning sign.
Open up Photoshop and put your company’s logo on the left.
This is where bad culture will lead you.
The truth is:
There’s never been a better time in history for creating new markets.
We know that customer-led design makes the best digital experiences.
You’re already a digital company. Just ask your customers and your IT departments.
As William Gibson said: The future is already here — it's just not very evenly distributed. AND I’d add that we have an obligation to innovate for the future.
The margin on lost business is zero.
And finally,
You’re not powerless to change. Team up with others who also want change.
The reasons for Customer Experience are obvious.
Companies that focus on the customer clearly outperform those that don’t.
Customers will make or break our business.
But – where do we start and how do get to where we need to be?
We’re going to be taking a look at 3 different techniques that have been brewing for a few years and were published a couple of years ago:
They are:
“The Three-box Solution” by Vijay Govindarajan
“Sprint” by Jake Knapp, John Zeratsky, and Braden Kowitz
And “LeanUx” by Jeff Gothelf and Josh Seiden
Lija: This is a great way to frame this conversation, John. I know that a lot of people that I work with are using at least one of these techniques - and probably more than one.
Since we’re all here today, let’s get a sense of who is using these techniques now - and follow up at the end of the call with the stats.
Poll: How many of you on the line have used any of these?
The 3 Box Solution
Design Sprints
Lean UX
The first technique is the 3-box Solution.
It’s similar to McKinsey’s “3-horizons of growth” so we’ll take a quick look at both.
The point is that we’ll need to adopt a strategic mindset all levels to make our businesses thrive now and in the future.
The three box solution – by Vijay Govindarajan is a simple way to ensure that you’re doing all you can to help grow your business.
The method works at all decision levels – from the CEO to the PO (Product Owner)
The idea is that you need to strike a balance between the future, past, and present.
Box 1 is where you create the future: Invest in a NEW business model.
This is where you’ll experiment, get cues from customers, and measure quality.
Box 2 is where you forget the past: You’ll need to “destroy” the things that will cause your new business to fail.
This box is about changing culture and creating space. This is where you’ll make tough decisions and you should expect some resistance.
Box 3 is where you manage the present. This is an essential activity, but it’s where most companies put too many of their eggs.
Here, you’ll optimize your current business by focusing on improvement. You’ll want to set ambitious goals and measure success.
The 3-Box model is similar to McKinsey’s “3-Horizons of Growth.”
McKinsey discovered that successful companies keep all three horizons in sight when they plan, and they measure value differently for each.
Near-term – The focus is on optimizing your current platform.
Here, you’ll be measuring Return on Invested Capital – or the efficiency of an investment.
There’s no “destroy” box, but there’s a Mid-term horizon. To succeed here, you’ll need to acquire or develop emerging capabilities.
Here, you’ll be measuring Net Present Value – or the cash flow of an investment.
Long-term, Innovation needs to take place in order for a company to truly succeed on that horizon.
Here, you’ll be discovering and inventing capabilities that don’t yet exist.
You’ll measure the quality of your options that allow your business to adapt and to flourish.
Lija:The second box is probably the biggest challenge businesses face - changing culture and creating space.
What are some of the things that you have been able to do as an organization that started you down the path to changing culture?
What did you do to create space?
John: Sure! Here are some of our key takeaways:
You have to destroy in order to create.
A balance must be struck between the three boxes or horizons.
And it’s especially important to measure your opportunities by different financial yardsticks:
A lot of the time, we’re asked to provide ROI, but that’s a bad way to measure emerging opportunities, and it’s the absolute wrong way to estimate the value your innovations.
These are some important questions our teams continually ask themselves thanks to the 3 boxes.
I won’t read these out loud, but we’re always thinking about these three boxes and horizons and keeping them in balance.
We never stop innovating. We don’t outsource this activity to agencies or leave it to special innovation teams.
We’re always considering what we need to get rid of in terms of our products or mindset.
In the Present: we’re thinking about how we can supercharge ease of doing business and engagement: Both of which we measure.
Lija:When thinking about measuring value, what were your considerations?
Who did you work with to create the measures?
How is that information shared throughout the organization?
The second technique is the Design Sprint.
Design Sprints are great way to truly and quickly innovate by tapping into the amazing minds of the people around you.
It’s how we “insource” our innovation.
Google’s Design Sprint framework is perfect for tackling important business problems.
It’s a bullet-proof, time-boxed design framework that anyone can use.
As the diagram shows: You skip “build and launch” to learn faster with less attachment and bias.
Here’s how it works:
A facilitator brings together experts close to the problem for a series of consecutive days.
In the Understand phase, the team diverges and converges to define a long-term goal, and to align on important challenges and opportunities.
Sprinters diverge again in the sketch phase where everyone produces an idea that stands on it’s own merit.
In the Decide phase, the ideas are evaluated, discussed, and the team converges on the most promising concepts.
Everyone pitches in during the prototype phase to quickly create a realistic prototype and test script.
Finally, the prototype is tested in front of a small group of subjects and the team learns what works and what doesn’t.
It works amazingly well, and people love doing it.
If nothing else, it’s a big culture changer!
We’ve made some adaptations along the way:
Sprints are 5 days, but we’ve found that shorter, 3-day sprints are more realistic for big companies.
Google happens to agree. Their sprints now range from 5 days to as short as 1 day.
We’ve replaced finding subjects on Craigslist (which used to terrify my boss) with UserTesting.
Lija:
How has UserTesting been a culture changer for you?
Yes, so tell us a little about how you use UserTesting.
UserTesting allows sprintmasters to shave time and conserve resources.
It’s great that we can access subjects in their natural environment from different regions.
And, spreadsheets, notes, and drag-and-drop video allow teams to share findings and continue their alignment.
Leja: How would you summarize what Sprints help you to achieve?
John:
The learning is priceless. You get fast alignment on:
An ambitious long-term goal
Your greatest challenges
Your biggest opportunities
A realistic prototype of the team’s “best shot”
And honest customer reactions to that idea.
These are just 3 examples of the many sprints we’ve held.
We got great answers to each of these big questions.
Lija: Which one of these was yielded the biggest surprise to you?
What kind of insurance estimator will encourage customers to purchase what they truly need and feel confident in their decision?
What are our customers looking to do online regarding their workplace benefits, and how can we exceed their expectations?
How can we increase the completion rate of our health questions on benefits sites to increase sales of our voluntary products?
Our third, last but nor least technique is “Lean UX” by Eric Gothelf and Josh Seiden.
Through Lean UX, we’re teaching the company to move away from the manufacturing mentality.
We’re teaching ourselves to embrace agility and experimentation.
Here, it’s important to value of the strategic contributions of your scrum teams, protect their autonomy, and make the User Experience part of their DNA.
It’s like those old Reeses ads where chocolate and peanut butter come together.
Agile is great because collaborative teams regularly deliver valuable software to customers.
UX is great because it encourages customer-focused experimentation and learning.
But, Alas, Agile and UX Design are often separated.
Agile teams often expect fully designed UIs up front, and tend to focus on the development process.
UX designers often work ahead of the sprint cycle and in isolation from engineering and product folks.
The Lean UX framework changes all that.
The team collectively examines underlying product and business assumptions
They create Hypotheses Statements
They work out and align on their greatest opportunities using a Lean canvas. (There’s one specifically for Lean UX)
They develop OKRs (Objectives and Key Results.)
They create and use personas to help identify needs and obstacles.
They create MVPs (Which aren’t always software!) to test their hypothesis statements.
They carry the learning forward: They reprioritize and respond as needed.
(OK, this is my last movie reference)
So, what’s so great about Lean UX?
Well, the technique helps you to unleash the full strategic and design potential of scrum team members. It’s like when Luke Skywalker lifts the X-wing out of the swamp. ;-)
It’s focus on early validation with customers ensures you’re building the right products.
The whole team measures success and failure along the axes of usability and business outcomes. Think about how valuable that is to the company!
Lija; So, my students often ask me about how you balance the needs of users and business goals; as designers and researchers, out primary goal is to advocate for users, but you’re doing a balancing act in a corporate setting - and that can be tricky. How you strike the right balance between user needs and wants and hitting your business goals.
We’re achieving positive results on complex pilot projects where experimentation is critical.
We’ve only begun our journey. Structures and attitudes still privilege capabilities over outcomes.
We’re achieving great success with remote, unmoderated testing. UserTesting synchs easily with short sprint cycles.
Lija: John, Yes, I know that you rave about UserTesting and how it’s really helped this process. Can you tell us a little about that?
Yes! the benefits of UserTesting are tremendous here:
Proto-personas can really be brought to life!
One of our personas was a nurse from Tennessee, and we were actually able to find her and similar folks.
UserTesting artifacts are essential in the communication necessary to make LeanUX work:
Lean UX really depends on transparency and socializing the learning: UserTesting really allows that to happen with all it’s great artifacts like spreadsheets and video.
Leja – thanks for the presentation and thanks!
Seed Questions:
You mentioned that these techniques really help the culture. Can you explain a little further?
How mature you are as an agile practice?
Can Agile and Waterfall be blended together?
I’m not familiar with OKRs. Can you explain a little bit more about what they are and how you use them?