The document discusses the evolution of user experience (UX) and customer experience (CX) frameworks, highlighting the challenges faced by organizations in enhancing UX capabilities. It showcases experiences and results from two clients, PostNL and CZ, emphasizing the importance of aligning UX strategies with organizational goals and fostering collaboration across departments. Key learnings include the effectiveness of a CX framework in addressing varying maturity levels and the necessity for UX leaders to broaden their focus to drive strategic impact.

1. Susanne
van
Mulken,
Managing
Director
Strategy
&
Delivery
UX
STRAT
Europe,
Amsterdam,
June
4
2015
LiFing
off
from
the
UX
plateau
Experiences
with
a
new
CX
framework

2. 1.
The
UX
plateau
2.
LiFing
off:
with
a
CX
framework
3.
Experiences
at
two
of
our
clients
4.
Learnings
&
take
aways
2

3. 1.
The
UX
plateau 3
Photo:
Wallhai

4. Age
of
the
customer
Successful
by
inspiring,
engaging
customers
“40%
higher
return
on
investment”
4
Photo:
LAUNCH.ed

5. 5Anno
2005
• Pioneers
• Evangelists
• Short
term
focus
• Problem
fixing
Photo:
NASA

6. 6Anno
2010
• UX
teams
• Focus
on
products
&
services
• Digital
strategies
• Customer
central
Photo:
The
Telegraph

7. 7Anno
2015
• Bigger
teams
• Be^er
user
experiences
• Growth
in
projects,
stakeholders
and
budgets
• New
challenges
Photo:
ESA

8. Anno
2015
Challenges
menaoned
by
UX
managers:
• Recruiang
the
right
talent
• Professionalizing
UX
teams
• Matching
UX
and
Agile
• Posiaoning
UX
effecavely
in
the
organizaaon
• Central
versus
distributed
content
management
organizaaon
• Balancing
strategic
and
operaaonal
design
work
8

9. Organizaaonal
barriers
9
Ad
hoc
design
Inside-­‐out
thinking
Vision
opera7on
gap
Silos

10. External
challenges
• Omni-­‐channel
• Seamless
&
conanuous
experiences
• Personalizaaon
• Design
for
wearables
• Adapave
design
• Open
service
ecosystems
10

11. 11Anno
2015
Photo:
ESA2000 2005 2010 2015 2020
How
can
you
liF
off
from
your
UX
plateau?
?

12. 2.
LiFing
off
from
the
plateau 12
Foto:
PBS

13. 13
Excellent
customer
experience
Customer
experience
excellence
Customer
experience
model
M
ar
keting
Bra
nd
Ser
vices
Produ
cts
Technology
Culture
Staff
Business
Customerinsight
Processes

14. CX
framework Strategic Tacacal Operaaonal
2-­‐5
years
ameframe 1-­‐2
years
ameframe 0-­‐1
year
ameframe
Products
&
services
Brand
&
markeang
Technology
Customer
insights
Culture
Processes
Business
Staff
CX
vision
&
strategy CX
founda7on CX
excellence
14
Service design
Brand values
Customer segmentation
Architecture
UX concepts
Identity
Concept evaluations
API’s
Detailed UX design
Campaigns
Field tests
Back-end code

15. CX
framework Strategic Tacacal Operaaonal
2-­‐5
years
ameframe 1-­‐2
years
ameframe 0-­‐1
year
ameframe
Products
&
services
Brand
&
markeang
Technology
Customer
insights
Culture
Processes
Business
Staff
CX
vision
&
strategy CX
founda7on excellent
CX
• Vision visualisation
• Service design
• Brand experience
• Brand architecture
• Customer research
• Segmentation / Personas
• Vision visualisation
• Change plan
• Capability matrix
• Organization model
• Process analysis
• Vision visualisation
• Business case
• Product plan
• High level requirements
• System architecture
• Reference design
• UX guidelines
• Brand identity
• Marketing plan
• Lead customers
• Concept evaluation
• Customer First program
• Working environment
• CX insourcing & outsourcing
• CX targets & training
• CX processes
• CX tooling
• Product propositions
• Product roadmap
• Platform CXP
• API’s
• Detailed design
• Specification
• Marketing campaign
• Customer communication
• Actual customers
• Usability (A/B) evaluation
• Benchmark behaviour
• Measurement & rewards
• Multidisciplinary teams
• Knowledge management
• Process optimisation
• Implementation CX tooling
• Product description
• Product launch
• Hosting
• Back-end code
Strategic Tacacal Operaaonal 15

16. 3.
Experiences
at
two
of
our
clients 16

17. 3.
Experiences
at
two
of
our
clients
A.
Our
clients
PostNL
and
CZ
B.
Different
uses
of
the
framework
C.
Results
at
PostNL
and
CZ
17

18. Our
clients 18
Biggest
mail
and
parcel
carrier
in
NL
One
of
the
biggest
health
insurers
in
NL

19. How
they
have
organized
UX
design 19
Biggest
mail
and
parcel
carrier
in
NL
One
of
the
biggest
health
insurers
in
NL
Outsource
model
Total
in-­‐house
UX
staff:
0
De
Agencies Projects
CZ
UX
team
Projects
Consul7ng
model
Total
in-­‐house
UX
staff:
5
De

20. 20
Fragmented
UX
Low
customer
saasfacaon
Photo:
Vakcentrum

21. 21
The
ambi7on
• Omni-­‐channel
experience
• 1
coherent
online
channel
• Personal,
simple,
user
friendly
• Timeline
2014-­‐2017
PostNL’s
quesaon:
What
should
our
UX
design
capabiliaes
be
given
our
2017
ambiaon?
Basics
in
place
(e.g.,
policy,
RACI,
guidelines,
ux
heart
beat
and
new
portal
concept),
but
…
• Operaaonal
focus
• Silos
• Inside
out
• Lengthy
innovaaon
process
Their
UX
plateau

22. 22
The
rest
of
CZ
CZ
Online
Online
ahead
of
the
rest
of
organizaaon
Photo:
boatnerd.com

23. 23
The
ambi7on
• To
become
the
customer’s
number
1.
healthcare
director
• Online:
Become
an
online
personal
health
coach
• Timeline
2014-­‐2020
CZ’s
quesaon:
What
kind
of
organizaaon
must
we
have
in
order
to
achieve
the
strategic
goals
for
our
online
channel?
Their
UX
plateau
Awards
for
online
service,
but
…
• Operaaonal
focus
due
to
lack
of
resources
• Hard
to
a^ract
the
right
talent
• Vision
2020
not
concrete
enough
• Li^le
innovaaon
/
differenaaaon

24. 3.
Experiences
at
two
of
our
clients
A.
Our
clients
PostNL
and
CZ
B.
Different
uses
of
the
framework
C.
Results
at
PostNL
and
CZ
24

25. Approach 25
As
is
To
be
Roadmap
Implement
CX
model
M
ar
keting
Bra
nd
Ser
vices
Produ
cts
Technology
Culture
Staff
Business
Customerinsight
Processes

26. Approach 26
As
is
1.
Shared
understanding
2.
Organizaaonal
analysis
To
be
Roadmap
Implement
3.
Posiaoning
UX
within
the
organizaaon
4.
Organizaaonal
design
5.
Orchestrate
acaviaes
towards
CX
excellence
CX
model
M
ar
keting
Bra
nd
Ser
vices
Produ
cts
Technology
Culture
Staff
Business
Customerinsight
Processes

27. 27As
is
For
CX
excellence
you
need
to
cross
barriers
and
build
alliances.
Start
by
understanding
each
other’s
goals,
roles,
and
1.
Shared
understanding
Photo:
Jij
is
lief

28. 281.
Shared
understandingAs
is
Prototype PrototypePrototype
Prototype
Customer
journeys
Customer
journeys
Customer
journeys
Design
process
Design
process
Design
process

29. •
Diagnosis:
What
issues
are
there?
•
UX
snapshot:
What’s
in
place
and
what’s
missing?
•
Ideaaon:
What
could
be
possible
soluaons?
292.
Organizaaonal
analysis
As
is

30. 30
Ad
hoc
design
Silos
Vision
opera7on
gap
2.
Organizaaonal
analysis
As
is
Silos
Inside-­‐out
thinking

31. 31
Focus
on
operaaon,
much
less
strategic
or
tacacal
design.
UX
design
is
fully
outsourced

32. 322.
Organizaaonal
analysis
As
is
Issue
IssueIssue
Issue
IssueIssue
Issue
Experase
Experase
Experase
Experase
Experase
Experase
Experase
Experase
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity

33. Hard to
accelerate
innovation
Missing
expertise
Conditions for
design not
given
Customer
insights
incomplete
Vision not
concrete

34. 3.
Posiaoning
UX
within
the
organizaaon
• What
are
the
goals
of
the
UX
team?
• What
are
the
key
responsibiliaes
of
the
UX
team,
in
light
of
the
corporate
strategy?
• How
does
the
team
cooperate
with
other
teams/funcaons?
34To
be
Operaaonal
UX
Detailed
design
Tacacal
UX
UX
Guidelines
&
UI
components
Strategic
CX
Customer
journeys
&
cultural
change

35. 35
“Online should make CZ’s vision
(esp. personal coach) much more
concrete, accessible and inspiring”
1.
Derive
statements
from
stakeholder
interviews
3.
Translate
to
success
factors
and
posiaoning
2.
Prioriaze
Create
the
right
condiaons
for
UX
Design
Tacacal
&
operaaonal
acaviaes
only

36. Strategic Tacacal Operaaonal
2-­‐5
years
ameframe 1-­‐2
years
ameframe 0-­‐1
year
ameframe
Products
&
services
Brand
&
markeang
Technology
Customer
insights
Culture
Processes
Business
Staff
CX
vision
&
strategy CX
founda7on excellent
CX
36
Extend
focus
from
operaaonal
to
tacacal
UX

37. What
is
the
best
way
to
organize
UX
in
your
organizaaon?
4.
Organizaaonal
design 37
Distributed
BUs
Projects
Split
teams
BUs
Hybrid
Centralized
consul7ng
Projects
To
be
Sarah
Bloomer
UX
org
models

38. 4.
Organizaaonal
design 38To
be
Tacacal
Operaaonal
CX
vision
&
strategy CX
founda7on excellent
CX
Strategic

39. Operaaonal
Tacacal
4.
Organizaaonal
design 39To
be
Strategic
CX
vision
&
strategy
CX
founda7on
excellent
CX

40. 4.
Organizaaonal
design 40To
be
CX
vision
&
strategy
CX
founda7on
excellent
CX
CX
team
UX
team
Efficient
agile
development
Muladisciplinary
collaboraaon
Get
the
UX
details
right
Scrum
teams
Alignment
&
planning
Generic
UX
concepts
UX
targets
Omni-­‐channel
orchestraaon
Vision
visualizaaon
CX
targets

41. 41

42. 3.
Experiences
with
the
framework
A.
Our
clients
PostNL
and
CZ
B.
Different
uses
of
the
framework
C.
Results
at
PostNL
and
CZ
42

43. 43Results
• Omni-­‐channel:
Formaaon
of
CX
team
currently
on
its
way.
• Online:
• Extending
their
team
with
permanent
UX
designers.*
• Pilots
with
Agile/SCRUM
development
(incl.
UX
designers).
• Since
2015,
Online
has
organized
itself
according
to
our
advice.
• Informaat
supports
CZ
with
recruitment
of
extra
design
candidates.
• CZ
is
currently
planning
to
set
up
a
company
wide
CX
library.
*budget
decisions
pending.

44. 4.
Learnings
and
take
aways 44
Photo:
ESA

45. Learnings
1.
CX
framework
proves
useful
for
clients
at
different
maturity
levels.
2.
Staffing
• Keep
momentum:
have
(interim)
designers
available.
• Service
designers:
perfect
linking
pin
between
offline
and
online.
3.
Partner
with
like
minds
• E.g.,
enterprise
architects
and
marketers
can
prove
to
be
excellent
partners
for
building
in-­‐house
UX.
• Build
a
relevant
network,
inside
and
outside
your
organizaaon.
45

46. Take
aways
• UX
leaders,
broaden
your
scope
to
where
the
future
challenges
are:
CX.
• A
CX
framework
helps
you
build
bridges
and
create
more
strategic
impact
for
UX.
• Use
your
design
experase
to
help
transform
your
organizaaon
and
aim
for
CX
excellence.
46
Photo:
Vigia
Cosmos

47. Creaave.
Systemaac.
Sustainable.
info@informaat.nl
+31
35
543
1222
informaat.com
susanne.van.mulken@informaat.comsusanne.van.mulken@informaat.com
@susannevmulken
+31
35
543
1222
informaat.com

48. Image
sources 48
Slide
3:
h^ps://www.wallhai.com/wallpapers/world/monument-­‐valley-­‐wallhai-­‐hd-­‐wallpaper-­‐1754.jpg
Slide
4:
h^p://www.launch.ed.ac.uk/index.php/2013/10/
Slide
5:
h^p://www.nasa.gov/mulamedia/imagegallery/image_feature_196.htmlSlide
6:
h^p://
www.telegraph.co.uk/news/science/picture-­‐galleries/8416421/Key-­‐events-­‐in-­‐the-­‐history-­‐of-­‐space-­‐
exploraaon.html?image=17
Slide
7:
h^p://blogs.esa.int/luca-­‐parmitano/files/2013/11/ISS_Expediaon_37_crew_portrait_inside_Kibo.jpg
Slide
11:
h^ps://www.wallhai.com/wallpapers/world/monument-­‐valley-­‐wallhai-­‐hd-­‐wallpaper-­‐1754.jpg
Slide
12:
h^ps://pbs.twimg.com/media/B-­‐mt7oOWsAAQUz6.jpg
Slide
22:
h^p://www.postnl.nl/en/about-­‐postnl/press-­‐news/downloads/parcels/
Slide
24:
h^p://www.vakcentrum.nl/pages/82/Ondernemen/Branchecijfers/Supermarkten.html
Slide
26:
h^p://www.boatnerd.com/news/newsthumbsb/html2/newsthumbs_1572.htm
Slide
31:
h^p://jijislief.nl/kaartkeuze.asp?kaart=1988
Slide
50:
h^p://www.esa.int/Our_Acaviaes/Space_Science/Rose^a/Touchdown!
_Rose^a_s_Philae_probe_lands_on_comet
Slide
52:
h^p://www.vigiacosmos.es/curso-­‐astronomia-­‐madrid/