Download as KEY, PPTX
![“Colleen
[BarreI]
is
primarily
responsible
for
the
humanis;c
culture
that
we
have
at
Southwest
today...One
of
the
really
significant
things
she
did
was
give
our
people
on
the
front
line
a
lot
of
flexibility.
Basically,
she
ascertained
that
we
could
not
an;cipate
every
situa;on
that
would
evolve
in
a
given
sta/on
at
a
passenger
terminal.
Therefore,
she
told
our
employees‐‐and
meant
it‐‐that
as
long
as
you
are
leaning
toward
the
customer,
you
are
OK...
They
did
not
need
to
ask
permission
from
anybody
to
do
so.”
Herb
Kelleher,
founder
of
Southwest
Airlines
©
2010
adaptive
path](https://image.slidesharecdn.com/merholzexperiencepivotcon2-101019153217-phpapp02/85/From-the-Outside-In-78-320.jpg)
Uploaded byAdaptive Path
From the Outside-In
The document discusses the importance of adopting an experience mindset within organizations, emphasizing the need for cross-functional collaboration and empathy. It critiques outdated paradigms in understanding customer interactions and describes how progressive companies like Southwest Airlines empower frontline employees to focus on customer needs. Ultimately, it asserts that customer experience is a mindset rather than a purchasable commodity.
More Related Content
From the Outside-In
- 1.
- 2.
- 3.
- 4.
- 5.
- 6.
- 7.
- 8. experiences interac/ons touchpoints procedures systems © 2010 adaptive path 5
- 9. experiences interac/ons touchpoints procedures systems © 2010 adaptive path 5
- 10. experiences interac/ons touchpoints procedures systems © 2010 adaptive path 6
- 11. experiences interac/ons touchpoints procedures systems © 2010 adaptive path 6
- 12. experiences interac/ons touchpoints procedures systems © 2010 adaptive path 6
- 13. experiences interac/ons touchpoints procedures systems © 2010 adaptive path 6
- 14.
- 15.
- 16.
- 17. IT systems POS system CRM supply chain © 2010 adaptive path 7
- 18. ClearRX marke/ng IT systems POS system CRM supply chain © 2010 adaptive path 7
- 19. ClearRX marke/ng IT systems POS system training CRM supply chain © 2010 adaptive path 7
- 20. pharmacists ClearRX marke/ng IT systems POS system training CRM supply chain © 2010 adaptive path 7
- 21. customer facing pill boIle pharmacists ClearRX marke/ng IT systems POS system training CRM supply chain © 2010 adaptive path 7
- 22. customer facing pill boIle pharmacists ClearRX marke/ng IT systems POS system training CRM supply chain © 2010 adaptive path 7
- 23.
- 24.
- 25. soK war e en gine e er dwar har eer egist engi n des ign strat naming consultant industrial designer In order to address the complexity of our challenges, we must widely draw from cross‐func;onal teams. © 2010 adaptive path 8
- 26.
- 27. Design can be an ac;vity that an organiza;on embraces, that everyone can be involved in. © 2010 adaptive path 9
- 28. An experience mindset requires honest empathy © 2010 adaptive path 10
- 29.
- 30.
- 31. 4 old ways of thinking © 2010 adaptive path
- 32. #1 $ At worst: Ruthlessly stolen from The Cluetrain Manifesto © 2010 adaptive path
- 33. #1 $ At worst: “a gullet whose only purpose in life is to gulp products and crap cash.” Ruthlessly stolen from The Cluetrain Manifesto © 2010 adaptive path
- 34. #2 Docile and gullible Stories and messaging Preferences! © 2010 adaptive path 14
- 35. #2 Sheep Docile and gullible Stories and messaging Preferences! © 2010 adaptive path 14
- 36. #3 Homo Economicus Highly rational Maximizes utility Quantity! © 2010 adaptive path 15
- 37. #3 Homo Economicus Highly rational Maximizes utility Quantity! © 2010 adaptive path 15
- 38. #4 Task oriented Goal driven Efficiency! © 2010 adaptive path 16
- 39. #4 Robot Task oriented Goal driven Efficiency! © 2010 adaptive path 16
- 40. Emo;onal + Intellectual + Func;onal © 2010 adaptive path 17
- 41. Emo;onal + Intellectual + Func;onal Empathy © 2010 adaptive path 17
- 42. An experience mindset means nothing stands alone © 2010 adaptive path 18
- 43. The Long Wow Plan and stage the wow experience wow Manage your plaMorm Evolve your repeatable for delivery process Draw from a wide area of unmet needs © 2010 adaptive path 19
- 44.
- 45. pack in features up front © 2010 adaptive path 20
- 46. pack in features up unfold new front experiences over /me © 2010 adaptive path 20
- 47.
- 48.
- 49.
- 50. wow Synched tracking © 2010 adaptive path 21
- 51.
- 52.
- 53.
- 54.
- 55. wow Powersong! © 2010 adaptive path 23
- 56. { …it’s the eye of the 5ger it the thrill of the fight… } wow Powersong! © 2010 adaptive path 23
- 57. wow Collabora/ve running © 2010 adaptive path 24
- 58. wow Collabora/ve running © 2010 adaptive path 24
- 59. wow Collabora/ve running © 2010 adaptive path 24
- 60. wow Networked running events © 2010 adaptive path 25
- 61. wow Networked running events © 2010 adaptive path 25
- 62.
- 63. Running shoes iPod nano Tracking tools Pedometer Nike+ website Music © 2010 adaptive path 26
- 64. Running shoes iPod nano Tracking tools Pedometer Voiceover feedback Nike+ website Music © 2010 adaptive path 26
- 65. Running shoes Synched tracking iPod nano Tracking tools Pedometer Voiceover feedback Nike+ website Music © 2010 adaptive path 26
- 66. Running shoes Synched tracking iPod nano Tracking tools Pedometer Voiceover feedback Nike+ website Music Powersongs © 2010 adaptive path 26
- 67. Running shoes Synched tracking iPod nano Tracking tools Pedometer Voiceover feedback Nike+ website Music Collabora/ve running Powersongs © 2010 adaptive path 26
- 68. Running shoes Synched tracking iPod nano Networked running events Tracking tools Pedometer Voiceover feedback Nike+ website Music Collabora/ve running Powersongs © 2010 adaptive path 26
- 69. Running shoes Synched tracking iPod nano Networked running events Tracking tools Pedometer Voiceover feedback Nike+ website Music Sport iMixes Collabora/ve running Powersongs © 2010 adaptive path 26
- 70. Running shoes Synched tracking iPod nano Networked running events Tracking tools Pedometer Voiceover feedback Nike+ website Music Sport iMixes Desktop Collabora/ve running widgets Powersongs © 2010 adaptive path 26
- 71. Nike+ Running sportsband shoes Synched tracking iPod nano Networked running events Tracking tools Pedometer Voiceover feedback Nike+ website Music Sport iMixes Desktop Collabora/ve running widgets Powersongs © 2010 adaptive path 26
- 72. The Long Wow Plan and stage the wow experience wow Manage your plaMorm Evolve your repeatable for delivery process Draw from a wide area of unmet needs © 2010 adaptive path 27
- 73. The Long Wow Plan and stage the wow experience wow wow wow wow wow wow wow wow Manage your plaMorm Evolve your repeatable for delivery process Draw from a wide area of unmet needs © 2010 adaptive path 27
- 74.
- 75.
- 76.
- 77. 79. Delta 85. United 27. Southwest 35. JetBlue Image Frame 113. Northwest 55. Con;nental 121. US Airways Forrester’s 2010 Customer Experience Index © 2010 adaptive path
- 78.
- 79.
- 80. Peter Merholz Adap/ve Path t: @peterme e: peterme@adap/vepath.com © 2010 adaptive path 33
- 81. Thank You Peter Merholz Adap/ve Path t: @peterme e: peterme@adap/vepath.com © 2010 adaptive path 33
Editor's Notes
- #3 Many households have medicine cabinets filled with pill bottles. The pill bottles all look roughly the same, and are hard to read, which leads to the startling statistic that 60% of people taking medication have taken it incorrectly at some point. For designer Deborah Adler (click), she had a personal take on this. (click to start audio)
- #4 Many households have medicine cabinets filled with pill bottles. The pill bottles all look roughly the same, and are hard to read, which leads to the startling statistic that 60% of people taking medication have taken it incorrectly at some point. For designer Deborah Adler (click), she had a personal take on this. (click to start audio)
- #5 Many households have medicine cabinets filled with pill bottles. The pill bottles all look roughly the same, and are hard to read, which leads to the startling statistic that 60% of people taking medication have taken it incorrectly at some point. For designer Deborah Adler (click), she had a personal take on this. (click to start audio)
- #14 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #15 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #16 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #17 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #18 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #19 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #20 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #21 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #22 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #23 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #24 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #25 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #26 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #27 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #28 [After Deborah speaks] Look at all the potential points of failure or stoppage. This project could have easily been killed numerous times. Why did it survive?
- #39 By the fact that you are here at this workshop, I’m pretty sure that your organization doesn’t use this model but I’m sure you know organizations that do.
- #40 By the fact that you are here at this workshop, I’m pretty sure that your organization doesn’t use this model but I’m sure you know organizations that do.
- #41 A focus on preferences, positioning, and stories. This view of people has spawned millions of focus groups and market surveys. It also tends to focus teams on tracking or trying to influence preference through positioning, packaging, and marketing instead of creating useful, engaging, and delightful designs. This view can also encourage organizations to throw more money and effort toward marketing than design. It also tends to encourage a disconnect between marketing and design within companies such that craft the story of a product after or in isolation from the creation of that product. Of the three models, this is the most disrespectful of the people we are ostensibly trying to serve.
- #42 A focus on preferences, positioning, and stories. This view of people has spawned millions of focus groups and market surveys. It also tends to focus teams on tracking or trying to influence preference through positioning, packaging, and marketing instead of creating useful, engaging, and delightful designs. This view can also encourage organizations to throw more money and effort toward marketing than design. It also tends to encourage a disconnect between marketing and design within companies such that craft the story of a product after or in isolation from the creation of that product. Of the three models, this is the most disrespectful of the people we are ostensibly trying to serve.
- #43 Homo Economicus: The classic model of people used by companies for quite some time. This model tends to make companies focus on quantity. More features, for less. Taking this view makes the world of users and consumers looking a lot like the planet Vulcan.
- #44 Homo Economicus: The classic model of people used by companies for quite some time. This model tends to make companies focus on quantity. More features, for less. Taking this view makes the world of users and consumers looking a lot like the planet Vulcan.
- #45 Usability and traditional HCI helped to bring about a revolution in the way we think about people. Rather than quantity, it focused us on process: tasks and goals. But the picture this paints of humanity is a world of Type A personalities obsessively focused on predefined goals and the steps that lead to those goals. Our customers are like robots executing their programs. In this view, time on task and number of steps become the ultimate measuring sticks.
- #46 Usability and traditional HCI helped to bring about a revolution in the way we think about people. Rather than quantity, it focused us on process: tasks and goals. But the picture this paints of humanity is a world of Type A personalities obsessively focused on predefined goals and the steps that lead to those goals. Our customers are like robots executing their programs. In this view, time on task and number of steps become the ultimate measuring sticks.