Uploaded byHarriet Wakelam
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes
The document discusses the importance of customer experience design in achieving financial outcomes for organizations, emphasizing a design thinking approach that fosters collaboration and innovation. It highlights the need for organizations to adapt to new processes and develop systems that capture and build knowledge in an ongoing manner. Additionally, it advocates for understanding customer needs through observational research and creating an environment conducive to play and experimentation.
More Related Content
Similar to Multi-dimensional: Building 21st Century Experiences for Financial Outcomes
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes
- 1. Multi-dimensional st Building 21 Century experiences for financial outcomes Harriet Wakelam Melbourne, Australia Twitter: @hwakelam eMail: Harriet.Wakelam@nab.com.au
- 4. Multi-slice [muhl- So s l a h y s Verb: To multi-task on a Lo smartphone during small slices of productive time Mo crop up during the day Sitecore: managing the mobile rush
- 6. From outputs to Outcomes
- 8. A customer experience team that… Makes complex things simple Creates outcomes not outputs Asks and shapes questions rather than provide answers Is Enterprise-wide – hub not a spoke Has a design thinking approach to problem solving
- 10. Ingredients of acustomer centric culture
- 11. A space… 1 Customer Experience Design Design & Review Centre Collaborative design Playback & review UX observation 3 2 UX Testing Development „Bodystorming‟ Storyboarding User experience testing Prototyping Test analysis
- 12.
- 13. A Playful team Open Empathetic Observational Curious Analytical Visual Interpersonal Imaginative
- 14. Figure it outby trying it out 14
- 16. Frameworks Translate and synthesizeother frameworks Journey mapping Customer Experience design guidelines Personas Customer impact assessments Methodology
- 17.
- 18. Customer experience design guidelines Removed for publication
- 20. What are customers doing? Customer Tuesdays Through research Contextual enquiry Prototyping and testing Observe, watch and listen
- 23. Work with projectsthat demonstrate the power of design thinking “In real life only diverse surroundings have the practical power of inducing a natural, continuing flow of life and use.” Jane Jacobs – the death and life of great American cities
- 24. Shift is onpurpose Tell stories Make space for play Create blended teams of staff and designers Drop in centres Helping stakeholders look good CX community
- 28. Courage to do things differently Organisations need to be enabled to carry out new processes and be provided with leadership and guidance while executing them Karel Vredenburg
- 31. “Most design practice—is adhoc, performed on an „as-needed‟ basis and adapted to whatever context the designers encounter.
- 32. Listen, watch, Learn with everybody What is needed to think big.. beyond interaction, product or channel? Watch everything, hear everything, question everything
- 33. What do customers see as financial outcomes?
- 34. What banks see asfinancial outcomes
- 35. “Cities have the capabilityof providing something for everybody, only because and only when, they are created by everybody”. Jane Jacobs, The Death and Life of Great American Cities
- 36. Radial people assumethat any technological change starts from where we are now…..Radial people want to know, of any change, how big a change is it from current practice, in what direction, and at what cost. Cartesian people assume that any technological change lands you somewhere Cartesian people want to know, for any change, where you end up, and what the characteristics of the new landscape are. They are less interested in the cost of getting there. Clay Shirky
- 37. Measure What if financial Wemeasure what we know, we research what we expect. outcomes were the What are the problems we‟re trying to solve How do you measure something that nobody has metric measured yet? How does that make stakeholders feel for success?
- 38. Partnerships “Collaborative skills thatorganisations are not geared towards” Creating “systems to identify, capture, and build on …knowledge in an ongoing process, …to develop a design practice appropriate for an information and services economy” Hugh Dubberly
- 40. Guerilla tactics Customers “createworkarounds‟ that become so familiar we may forget we are being forced to behave in a less than optimal fashion” Dorothy Leonard and Jeffrey F Rayport, HBR, Nov – Dec 1997
- 41. • Outcomes notoutputs • Trust • Questions not answers
- 42. Each design iterationand implementation leads to new knowledge. Hugh Dubberly
- 44. Thanks to….. NAB JessUkotic Cong Cao Louise Long Nicholas Ramallo Alejandro Vajmos The Noun Project Andrew Forrester Evan Wondolowski Alexandrei Warnia de zarzecki Roman Sokolov, Michael Rowe, Shreya Shakrava, Simon Child, Damian Dab, Daniel Hickey, Luis Henrique Bella Sera, Alejandro Garcia Maya, Bethany LeAnne Marcus Wong
- 45. Thank you Harriet Wakelam Twitter: @hwakelam eMail: Harriet.Wakelam@nab.com.au Phone: 61 413 631 662
Editor's Notes
- #2 Nicholas ramallo, alejandro vajmos the noun project, Andrew forrester, Evan Wondolowski, Alexandrei Warnia de zarzeckiTwo Worlds – a customer world and a bank world. Which is more complex, and how do we somehow make things more complexify Shareholders, kpis, channel, revenue, product, stakeholders What’
- #3 PEOPLE - what about context – what’s his mission…. behvaiourCONTEXTWhere am I right now?What do I have with me? How do you know? How does it help me
- #4 What are the incredients? Roman sokolov, michael rowe, shreya shakrava, simon child, damian dab, daniel hickey, luis henrique bella sera, Alejandro Garcia Maya,Customers 9empathy, frameworks, migration and shift, strength and guerilla tactics, measures, listening and chatting, partnerships with EVERYONE… SYNTHESIS with compassion = trust
- #14 CAN you build these – yes, through yammer, through exercises to encourage people to think differently – post yammer thread on POS – and photosAlan Cooper
- #17 And most importantly, visibility and language for the business – peole know who we are, people understad processes, and frameworks, framworks allow us to align to process – talk about journy mapping frameowkr.
- #18 Sometimes it’s hard to explain how the messy approaches of design apply to themore rigid project management structures of a large organisation. A set of tools inculding an interaction
- #20 Comms design, store design, ATM testing, bodystaorming, prototypes, walk throughs, being available, presentations, community , migration, synthesis
- #22 And not know what the results will be
- #23 Next gEn, BLENDED teams – Cap Gem and niche design agencies, independent contractors
- #24 Curiosity
- #25 A design team provides lenses – can look outside in, Haeckel 2003 – an say what if we started again, how might we.
- #26 How do you design for both?
- #27 Spaces: The problem with the pictures before is that they were designed by banks for people. What are people doingListening helps the blend of synthesis and analysis – Jane Darke 1968. Newkirk 1981, constant generation and regeneration o goals, solutions.
- #28 DOES A GOOD cx team help an organisation combine radial and cartesianWe need metrics that measure both
- #29 CX team as silo bustersInternal and external, teams, engineers, designers, restaurateursPhd students, Design agencies, libraries – went to Red bubble – the traditional part of my team thought it was a pitch, the internal team saw it as an opportunity to build brudges, the design agency is helping us build protoypes, Yammer
- #31 Journey mapping and reflection – having the courage to play.
- #32 Most design work still proceeds on an industrial-age model of ‘edition’ and project, in which design is ‘finished’—rather than on an information-age model of continuous improvement, multi-year beta, and organic growth, in which design is never finished. In the future, successful software and service organizations will recognize that software and service design are ongoing processes.