1. Dr Jon Dodd
Dr Pete Underwood
UX STRATEGY WORKSHOP
20th July 2017
2. 2
THE PLAN FOR THIS AFTERNOON
14:00 - Session 1
Introductions
What is UX Strategy?
How do you do it?
Is your company ready for UX Strategy?
15:15 – Refreshment break
15:30 – Session 2
Group discussions
Feedback session
16:45 – Drinks and networking
4. 4
DR JON DODD
Dphil. ‘Visual and computational neuroscience’
Co-founder, Bunnyfoot 1999
My passion: Apply the brainy bits from science and psychology to customer
experience
Overall lead for UCD, customer experience, training
Project director, lead consultant, designer on a wide variety of UX and service design
projects e.g. Virgin holidays, Microsoft, NHS, Tesco, easyJet, Boden, M&S, Kier, Virgin
Media, Royal Caribbean, Sky…
2014 took part in the clipper round the world yacht race
Frustrated author, recent stand up comedian, training for a half iron man
5. 5
DR PETE UNDERWOOD
PhD ‘Human factors’
Consultant at Bunnyfoot since 2015
My passion: The same as Jon’s, i.e. using science to make stuff work better for
people
Main focus on research and strategy projects, training
Lead consultant on a wide range of UCD projects e.g. BBC, Sky, Vodafone, Historic
Royal Palaces, EDF, Compare The Market, Experian…
2017 walked 90 miles along the Thames to Hampton Court Palace
Recovering runner, bedroom guitarist, aircraft accident investigator
6. 6
WE’LL BE ASKING YOU QUESTIONS
Wifi network: CCTV Barbican
Password: CCTvw1f1
Please go to: slido.com
Event code: uxstrat
7. 7
PLEASE ASK US QUESTIONS!
Please ask questions about anything from the
presentation that grabs your interest (using the
Questions tab on Sli.do)
We’ll address a selection of them in the second part
of the workshop
We encourage you to ‘like’ questions – this will help
us to understand which topics we should cover in the
second session
Don’t worry – we already have a few interesting
topics up our sleeve for you to discuss
But we’d really like to have your input so you can
get the most value from today
8. 8
WHAT IS UX STRATEGY?
Your definitions please…
Q?
9. 9
IT’S USEFUL TO DEFINE…
User Experience
Customer Experience
Strategy
11. 11
IT’S NOTA TRICK QUESTION!
Many people (and the ISO) think it is the addition of stuff before and after a specific
interaction (where the interaction concerns usability)
Imagining the use of the product
without actually having used it
(subjective expectations)
Identification with or dissociation
from the product.
(reflective thoughts/feelings)
Effective, efficient and
satisfactory completion of goals
(evaluation while using)
User Experience
(ISO 9241-210)
Usability
(ISO 9241-11)
BEFORE USE
‘anticipating’
DURING USE
‘using’
AFTER USE
‘digesting’
Some people define it as the more emotional parts
There are lots of definitions flying about…
12. 12
WE LIKE THIS DEFINITION
The user experience is the totality of end-users’ perceptions
as they interact with a product or service.
These perceptions include effectiveness (how good is the
result?), efficiency (how fast or cheap is it?), emotional
satisfaction (how good does it feel?), and the quality of the
relationship with the entity that created the product or
service (what expectations does it create for subsequent
interactions?).’ - Kunivsky, 2010
14. 14
SOME DEFINITIONS OF CUSTOMER EXPERIENCE
Customer experience is the sum of all experiences a
customer has with a supplier of goods or services,
over the duration of their relationship with that
supplier’
The combination of rational and emotional factors
of using a company’s online services which
influences customers’ perceptions of a brand
online
15. 15
IS THERE A DIFFERENCE BETWEEN UX AND CX?
What do you think?
Q?
17. 17
THE (BUSINESS) DICTIONARY DEFINITIONS
Entity that has authority to use an application, equipment, facility,
process, or system, or one who consumes or employs a good or
service to obtain a benefit or to solve a problem, and who may or
may not be the actual purchaser of the item.
User
A party that receives or consumes products (goods or services) and
has the ability to choose between different products and suppliers.
Customer
19. 19
WE CAN ALSO COMPARE TOOLS & PROCESSES
User Research
Personas
User Journeys
Prototyping
Usability Testing
Information Architecture
Design Principles
Style Guides
UX CX
Customer Research
Personas
Customer Journeys
Prototyping
Design
Business Cases
Business Strategy
KPIs
TOOLS
20. 20
YOU COULD ARGUE THAT UX IS A PART OF CX
UX
Research, design and optimisation of
digital touchpoints
CX
Aligning business strategy and
operations with the desired brand
experience across all touchpoints
CX
UX
26. 26
SOME MORE…
Strategy determines the direction and scope of an
organization over the long term. It should determine how
resources should be configured to meet the needs of
markets and stakeholders – Johnson & Scholes
Strategy defines and communicates an organization's
unique position, it should determine how organizational
resources, skills, and competencies should be combined
to create competitive advantage – Porter
28. 28
DEFINITIONS OF UX STRATEGY
UX strategy is the ”Big Picture”. It is the high-level plan to achieve one or more
business goals. UX strategy is based on four tenets: business strategy, value
innovation, validated user research, and killer UX design.’ - Jamie Levy
A strategy is an approach or plan of action to achieve a major goal. A user
experience strategy applies this approach to UX design.’ – Paul Bryan
What good UX strategy actually entails is researching and recognizing the
constraints and concerns from all sides and painting a big red target on the wall so
that everyone involved can make decisions that serve researched, vetted, and
defined objectives.’ – Robert Hoekman Jr
[UX] Strategy is about uncovering the key challenges in a situation and devising a
way of coordinating effort to overcome them for a desired outcome.’ – Kim Kalbach
29. 29
POLL #2
Does your company have a UX Strategy?
Please go to: slido.com
Event code: uxstrat
30. 30
WHY DO UX STRATEGY?
Your thoughts about the benefits…?
Q?
31. 31
SOME OF THE BENEFITS…
Differentiates a company’s products and services from competitors
Prioritises key customer segments (personas/user groups), and how to address their
needs, wants, and interactive behaviours
Provides a prioritised road map that shows how future releases progressively achieve
high-level goals
Avoids tending towards just tactical UX - Do what seems best right now, i.e. avoids turd
polishing
Aligns internal teams with a single coherent vision
Gives accountability - aligning with business objectives, i.e. the product/service has to
work and sell, not just look good
Avoid clashes of opinion, the HIPPO effect, design by committee etc.
33. 33
ESSENTIALLY IT’S THIS…
UX
Strategy
Solution value
People, processes
and technology
Solution design
Business value
Acquisition,
retention and
efficiency
Business design
User value
Interactions, goals and
emotions
Experience design
Find the sweet spot
where value is added
for users and your
business
Feasible
What can be
created now/in
the future?
Viable
What can the
business support
now/in the
future?
Desirable
What do people
want/need?
35. 35
IT CAN BE A COMPLEX PROCESS
How do you deal with this bit?
It can feel uncomfortable and does not always sit well
with established ways of working
37. 37
A USEFUL FRAMEWORK
Business and
Brand strategies
What’s the vision
for our business?
What’s our target
position in the
market?
What’s our brand
promise and
values?
What are our
branding assets?
Who are our target
customers?
How should our
customers to feel
about us?
1
38. 38
HERE’S A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
What’s the vision
for our business?
What’s our target
position in the
market?
What’s our brand
promise and
values?
What are our
branding assets?
Who are our target
customers?
How should our
customers to feel
about us?
What are our
customers’ goals,
needs, priorities?
What’s in our
customers’
environment?
What’s the current
customer journey?
1 2
39. 39
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
What’s the vision
for our business?
What’s our target
position in the
market?
What’s our brand
promise and
values?
What are our
branding assets?
Who are our target
customers?
How should our
customers to feel
about us?
What are our
customers’ goals,
needs, priorities?
What’s in our
customers’
environment?
What’s the current
customer journey?
What’s our vision
for the desired
customer
experience?
What will the future
customer journey
be?
What are our
guiding experience
principles?
1 2 3
40. 40
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
What’s our plan?
What’s the vision
for our business?
What’s our target
position in the
market?
What’s our brand
promise and
values?
What are our
branding assets?
Who are our target
customers?
How should our
customers to feel
about us?
What are our
customers’ goals,
needs, priorities?
What’s in our
customers’
environment?
What’s the current
customer journey?
What’s our vision
for the desired
customer
experience?
What will the future
customer journey
be?
What are our
guiding experience
principles?
What are the gaps
between the current
and future
customer
experiences?
How will close
those gaps?
How will we trade-
off, prioritise and
focus on important
issues?
What’s our
roadmap for
delivering
innovation?
1 2 3 4
41. 41
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
What’s our plan?
How will we know
we’re on track?
What’s the vision
for our business?
What’s our target
position in the
market?
What’s our brand
promise and
values?
What are our
branding assets?
Who are our target
customers?
How should our
customers to feel
about us?
What are our
customers’ goals,
needs, priorities?
What’s in our
customers’
environment?
What’s the current
customer journey?
What’s our vision
for the desired
customer
experience?
What will the future
customer journey
be?
What are our
guiding experience
principles?
What are the gaps
between the current
and future
customer
experiences?
How will close
those gaps?
How will we trade-
off, prioritise and
focus on important
issues?
What’s our
roadmap for
delivering
innovation?
What are the key
performance
indicators and
targets for creating
the future customer
experience?
How will we know if
our business is
capable of
delivering the future
customer
experience?
1 2 3 4 5
42. 42
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
What’s our plan?
How will we know
we’re on track?
What’s the vision
for our business?
What’s our target
position in the
market?
What’s our brand
promise and
values?
What are our
branding assets?
Who are our target
customers?
How should our
customers to feel
about us?
What are our
customers’ goals,
needs, priorities?
What’s in our
customers’
environment?
What’s the current
customer journey?
What’s our vision
for the desired
customer
experience?
What will the future
customer journey
be?
What are our
guiding experience
principles?
What are the gaps
between the current
and future
customer
experiences?
How will close
those gaps?
How will we trade-
off, prioritise and
focus on important
issues?
What’s our
roadmap for
delivering
innovation?
What are the key
performance
indicators and
targets for creating
the future customer
experience?
How will we know if
our business is
capable of
delivering the future
customer
experience?
1 2 3 4 5
45. 45
THE USER EXPERIENCE IS REALITY
Snapchat lets you easily talk with friends, view Live Stories
from around the world, and explore news in Discover. Life's
more fun when you live in the moment!
46. 46
BRANDING HELPS DELIVER CONSISTENT UX
If you know your brand and
what you want it to be, you
can give your customers a
consistent impression of
your company.
47. 47
DON’T JUST THINK ABOUT YOUR CUSTOMERS
Employees
Customers
Protest
actors
Other
networks
Media
Suppliers
Political
actorsInterest
groups
Partners
Your
business
48. 48
REALISE OTHER PEOPLE WILL TALK ABOUT YOU
Employees
Customers
Protest
actors
Other
networks
Media
Suppliers
Political
actorsInterest
groups
Partners
Your
business
50. 50
THERE ARE A LOT OF USEFUL METHODS!
Define/confirm the problem space/brief
One or more of: Mission statements, brand values, elevator pitch,
competitor analysis, SWOT, Johari window, 7C’s, brochure,
cereal box, environment map, ad libs, 5 whys, Pre-mortem,
Kipling’s checklist, AEIOU…
Define/review the target customers
One or more of: Segments, (proto) personas, empathy maps,
complexograms, emotional matrix, mental models, experience
maps, scenarios, service design blueprints, user stories…
53. 53
THE CUSTOMER SERVICE GAP MODEL
Customer
expectations Knowledge gap Do your research to reduce this gap
Service
quality
specification
Set the specification to meet customer
expectations
Policy gap
Service
delivery
Attempt to deliver the specification
(resources etc.)Delivery gap
Service
delivery
External
comms to
customers
Communicate realistically and truthfully
– help set expectationsCommunications gap
Customer
perception
Overall goal:
Reduce this gap!
but be careful with
exceeding expectations
Management
perceptions of
customer
expectations
Management
perceptions of
customer
expectations
Service
quality
specification
54. 54
COMPETITOR ANALYSIS
Understanding your competitors will help you:
Position your brand
Identify opportunities for value innovation
and differentiation
Understand what you should and shouldn’t
be doing
57. 57
ANOTHER WAY TO THINK ABOUT IT
Optimisation
(penetration)
Migration (innovation)
Adaptation (expansion)
Introduction
(diversification)
Current NewNewExisting
User Experience
TargetUsers
58. 58
EXPERIENCE PRINCIPLES ARE STRATEGIC DESIGN SPECIFICATIONS
Principles/heuristics
e.g. Nielsen & Molich,
Schneiderman, Norman
short ‘rules’ without much
advice on how to design
Design Patterns
Hands on advice, yet
flexible in implementation.
Recommendations based
on best practice
Guidelines/prescriptions
e.g. Apple Human
Interface Guidelines
Fixed rules or
prescriptions
Human based
Universal
Resilient
Somewhat technology based Technology based
Focused
Not Resilient
Principles lie at the strategic end
Vague/high level Flexible yet tangible Strict
59. 59
EXPERIENCE PRINCIPLES
Experience principles describe the core experience values of a product or a service
They provide a consistent vision of the project for the project team to move towards
and to communicate to stakeholders
They help frame decision making and establish success criteria for the project
They should be defined and explored concurrently with the requirements
gathering/scope definitions process to help guide the solutions and concepts
They should be written in a short and memorable way
60. 60
HOW DO YOU CREATE THESE PRINCIPLES?
User research
Brand
DNA
Desk
research
Experience
Principles
Brand DNA
Brand values,
identity, personality
etc.
Desk research
Analysis of previous
projects and existing
data sets
User research
Interviews, focus
groups, contextual
research, surveys etc.
A mixed-methods
approach will give you
the richest insight into
what your principles
should be
61. 61
A CURRENT EXAMPLE…
These principles were broken down into 30 different statements, e.g.:
Principle: Allowing them to regain control of their finances
Statement: Granting access to all functionalities in all-digital touch points
Creating statements helps define the success criteria
64. 64
BUSINESS MODEL CANVAS
Key partners
• Who are your key
partners/suppliers?
• What are the motivations
for the partnerships?
Key activities
• What key activities does
your value proposition
require?
• What activities are most
important in the
distribution channels,
customer relationships,
revenue stream…?
Value
propositions
• What core value do you
deliver to the customer?
• Which customer needs
are you satisfying?
Customer
relationships
• What relationship does
the target customer
expect you to establish?
• How can you integrate
that into your business in
terms of cost and format?
Customer
segments
• Who is your most
important customer(s)?
Key resources
• What key resources does
your value proposition
require?
• What resources are most
important in the
distribution channels,
customer relationships,
revenue stream…?
Channels
• Which channels can be
used to reach your
customers?
• Which channels work
best? How much do they
cost? How can they be
integrated into your and
your customers’ routines?
Cost structure
• What are the key/largest costs in your business?
• Which key resources/activities are the most expensive?
Revenue streams
• What value are customers really willing to pay for?
• How do they currently pay? How would they prefer to pay?
• How much does each revenue stream contribute to the overall revenue?
65. 65
EXPERIENCE MODEL CANVAS
Aspirations
• What are the ideal desired
outcomes?
• What do you want to
achieve?
Focus Areas
• What is the scope of the
strategy?
• What will you focus on for
the most impact?
Guiding
Principles
• How will you overcome
the challenges?
• What specific mantras will
guide teams?
Activities
• What types of activities
solve the problems?
• What capabilities achieve
your aspirations?
Challenges
• What problems are you trying to solve?
• What obstacles must you overcome?
Measurements
• What types of measurement will you employ?
• What metrics will be used to gauge success?
66. 66
HOW THE PLAN GETS EXECUTED
Discover Define Develop Deliver
Problem
Solution
Problem
definition
Create the strategy Execute the strategy
Research
User centred
Empathetic
Insights
Needs/values
Touchpoints
Ideation
Brainstorm
Prototypes
Specific
solutions
68. 68
KPIS AND METRICS
Key Performance Indicators (KPIs) come in various shapes and sizes
It’s important to understand which ones are important for your business and your
customers!
Soft KPIs will typically be more customer-focused
Hard KPIs Soft KPIs
Revenue Customer loyalty
Profit Satisfaction
Market share Usability
Products sold Brand perception
… …
70. 70
UNDERSTAND SOFT KPI PROGRESS
Define the behaviours which drive your soft KPIs, identify the metrics that will measure
these and track them in a dashboard.
You can standardise and weight the metrics that track KPI progress. You can also
standardise, weight and integrate your KPIs so you have an overall score for your
customer experience.
NPS
Satisfaction
Return visits
Customer
loyalty
Score (1-5)
Score (1-5)
Score (1-5)
x1.0
x2.5
x0.5
72. 72
WHAT’S YOUR COMPANY’S UX MATURITY?
Knowing how to create and execute a brilliant UX Strategy won’t get you very far if the
rest of your organisation doesn’t embrace user centred design.
Peter Drucker
73. 73
WHAT IS UX MATURITY?
“The level of understanding and implementing, and
positive attitudes towards a systematic human-
centred design process within an organisation.”
Peter Drucker
75. 75
THE SEVEN STAGES OF UX MATURITY
-1
Indifference/
hostility
0
Incomplete
1
Performed
2
Managed
3
Established
4
Predictable
5
Innovating
76. 76
1. INDIFFERENCE / HOSTILITY
Indifference or outright hostility towards
Usability
Developers don't care about users or their
needs; their only goal is to build features and
make them work on the computer
In this mindset, humans are irrelevant –
they're told to use the system, regardless
of whether doing so is easy or pleasant
Usability activities are considered
counterproductive and suppressed and
detested
-1
Indifference/
hostility
You do UX? Meh…
77. 77
0. INCOMPLETE
The UX, UX Strategy, UCD design process
is not implemented, or fails to achieve its
process purpose.
At this level there is little evidence of any
systematic achievement of the process
purpose.
Product managers say that they care
about usability, but when it comes to
spending resources or making inconvenient
decisions to achieve usability, nothing
happens.
Usability is fine if it comes for free, happy
to tick the box if its quick and easy to do but
no one is committed to it.
0
Incomplete
All talk and no action
78. 78
1. PERFORMED
The basic UX activities achieve their
process purpose
Usability is achieved by enthusiastic
individuals using ad-hoc processes
There is an inherit danger if the
enthusiasts leave the organisation,
usability will go with them
1
Performed
Basics achieved by
the ‘keen beans’
79. 79
2. MANAGED
The UX process (strategy) is
implemented in a managed fashion
(planned, monitored and adjusted), and its
work products are appropriately
established, controlled and maintained
The process is planned and monitored
If the high level management fail to
monitor or control usability then it will
get forgotten2
Managed
UX is achieved
from the top down
80. 80
3. ESTABLISHED
UX efforts are organised at a
company-wide level
The human-centred design process
is implemented using a defined
process that is capable of
achieving its process outcomes.
A standard process, including
appropriate tailoring guidelines, is
defined and maintained.
UX represented at board level3
Established
A standard UX process is
defined and maintained
81. 81
4. PREDICTABLE
The UX strategy and design process is
executed consistently within defined
limits
The process is aligned with
quantitative business goals
4
Predictable
UX is aligned with business goals
and executed consistently
82. 82
5. INNOVATING
The UX strategy and design process
is continuously improved to
respond to change aligned with
organisational goals
Process innovation objectives are
defined that support the relevant
business goals
The UX strategy and design process
will change with the business goals
5
Innovating
Continuous improvements that
will change the organisation
84. 84
WHAT SHOULD YOUR UX MATURITY BE?
UX efforts are organised at a
company-wide level
The human-centred design process
is implemented using a defined
process that is capable of
achieving its process outcomes.
A standard process, including
appropriate tailoring guidelines, is
defined and maintained.
UX represented at board level3
Established
A standard UX process is
defined and maintained
85. 85
WHAT’S YOUR COMPANY’S UX MATURITY?
You can start by asking a few simple questions about your organisation:
Does it actually know what UX is? (not just a buzz word)
Does it practice UX?
Does it know how which method is ‘best’?
Does it know when they need to do it and why?
Is it integrated into the way the business works or more of a box ticking exercise at
the end of a project?
Does it have sufficient and dedicated budget and resources secured for UX activities?
What is the companies’ culture and attitude like towards UX?
Peter Drucker
90. 90
DISCUSSION GROUP SESSION
Get together with your group mates
Discuss your given topic
Capture thoughts on the flipchart paper
Nominate a spokes person
Feedback your thoughts to the room
Bask in the glow of your amazing insights!
We’ll be asking you questions throughout the session, some of which we’ll be using a polling system for.
So, please take a moment to log into the Wifi and go to slido.com
Please stick your hand up if you’re having difficulty getting into the event
Given your collective knowledge, this isn’t supposed to be a trick question…
So, if that’s UX, what’s Customer Experience (CX)?
This first definition also refers to a relationship between an organisation and a customer
The second definition talks about the factors that affect a person's perceptions
Not a massive difference between the two terms
The distinction between the types of roles that people fill that create UX and CX indicates a bit more of a distinction between the two disciplines
However, looking at the tools and processes used by these types of people, there is again quite a lot of overlap.
Regardless of whether you think UX and CX are distinct disciplines or the same thing seen through different lenses, the important thing to note is that they are both take a user centred approach to experience design.
The reason we mention this is because whether you're creating a UX Strategy or a CX Strategy, the fundamentals will be the same. In other words you're creating 'experience strategies'
For the sake of avoiding semantic arguments, we'll use the terms interchangeably for the rest of the afternoon.
There are lots of models out there to define what user centred design is and here’s ours (go to next slide).
What to say based on results:
Majority UX: not surprising as you’re at a UX event and lots of you have UX in your job titles
Majority CX: interesting given that most of you have UX in your job titles – does this suggest that digital is not the major part of your company’s offering?
Even split between only UX and only CX: different terms seem to be a crowd splitter – does this mean we all call the same thing different names or is there a real difference between how your companies design experiences?
Both terms: Do you think UX and CX are interchangeable terms?
Neither: you either call it something else we haven’t mentioned or you’re hear to learn about how to start doing UX/CX, in which case you’ve come to the right place! ;)
Given that the term ‘UX Strategy’ has been doing the rounds for over 10 years now, it’s not surprising there’s a lot of definitions
For those who answered ‘yes’ would some of you mind sharing the reasons why your company has taken a strategic approach to UX?
Likewise, for those of you who answered ‘no’ would you mind telling us why that’s the case?
You need to find the sweet spot where value is added for users and your business.
You have to be satisfied that you understand what is desirable, feasible and viable and all three of these have to be satisfied in order for any new product/service to succeed.
UX Strategy is part of the glue that can hold all of this together and ensures that the user experience is up front and centre in any product or service that will be developed.
In practice, however, creating and delivering strategies can be a complex process with a high degree of uncertainty at the beginning. How do you deal with this?
You can start by answering these questions and
We’ll now talk about some important aspects of the different parts of the framework in a bit more detail.
We’ll now talk about some important aspects of the different parts of the framework in a bit more detail.
In June we sponsored UX Strategy conference in Amsterdam which had speakers from all over the world. A variety of senior UXers from both agency and client side were there sharing their UX strategies and their approaches to creating those strategies.
Jon and I went there and we’re going share some of the key insights with you today, the first of which is aligning your brand strategy with your UX Strategy.
It sounds obvious to say, but whatever you think your Brand is, it’s the customers perceptions of your Brand that defines it.
For example, this is what Snapchat says it will do for its customers. Its users need to agree that Snapchat delivers on these claims in order for the company to claim it has delivered on its brand strategy.
It’s not just your customers that will have opinions about your business and its products and services, so consider other stakeholders in your branding
This is important as these stakeholders may well be discussing their experiences of your products and services without you knowing about it
There are lot of methods available that you can use to work out the current state-of-play. Here are some that we’ve used in the past but we’ll give particular mention to a couple now…
Creating experience maps for your target customers will give you a good idea of the positive and negative aspects of the experience the users currently have
Business origami is a great way to understand what contributes to these journeys by mapping out all of the stakeholders, resources, locations etc. that go into delivering a product or service and how they interact with each other
So essentially you have the gap between customer expectations and perceptions of a service - you want this gap to be reduced as much as possible so you’re meeting expectations (be careful about exceeding expectations though! )
On the off chance you don’t have your own method, here’s the competitor analysis tool Jamie Levy uses which is freely available from her website
You have to decide whether you want to truly innovate and do something no one has done before, i.e. swimming in the clear blue ocean with no one or nothing to compete with you.
You can decide to enter a market that is full of competition and be ready for the fight, i.e. the shark infested waters. If you’re in that sort of market already, do you want to stay there?
Or you can do something in between…
What this means is that you have a number of strategies open to you and this will have an impact on the customer experience you create.
There a range of methods you can use to compare these different options and they will be influenced by your business’s and brand’s strategies.
We don’t have time to talk about them now as we need to talk about another important of understanding where you want to be: experience principles
Combining these three sources of information is the approach that the lead CX designer at Orange Bank took when creating the new online bank from scratch.
It is a brand new bank and he started with a totally clean sheet about what the experience should be. The first thing he did was establish the bank’s experience principles.
Another hot topic that came up at the Amsterdam strategy conference is ethical design, i.e. making sure you design the experience that’s right for your customers and the wider community.
There are always going to be positive and negative consequences of creating new products and services but it’s worth spending some time thinking about if the good is going to outweigh the bad.
The horse has already bolted when it comes to smart phones but think about all the technology that is becoming more embedded into our lives and what that means.
Again there are lot of methods you can use to work our your plan to achieve the desired customer experience. However, here a couple that are particularly noteworthy, the first one being the Business Model Canvas.
It’s a widely used tool which helps you to understand what you’re going to have to do in order to deliver the future customer experience.
It’s often used as a shortcut to understand the basics of the plan before any real research is conducted but it’s useful as it puts all the important parts of the plan together in a visual way.
You can find this in the Strategyzer book or download it if you go to the Strategyzer website.
This canvas, developed by Kim Kalbach, takes a more focused view on the experience.
In reality both of these tools will need to be informed by a lot of other methods and the information they create.
But what they do is distil a lot of information into a manageable amount and gives a visual focal point for the strategy.
Once you have a plan, you need to execute it and the double diamond process of design is widely considered as a useful way of understanding how to do this.
Again, lots of different methods and process will be used along the way to achieve the specific solution that will satisfy your business and customer needs.
It’s important to remember that this should all be underpinned by a user centred design mind-set and that iteration is an important part of the process, i.e. check you're on the right track and don’t be afraid to change things if you realise they need changing.
There are a shed load of metrics to choose from and not all of them will be suitable for measuring progress against your KPIs.
Pick the metrics that you think are the most relevant for you.
This is an example of how you could have an integrated measure of customer loyalty. You could then apply that same process for your other customer-focused KPIs and combine them all into a single score.
This is the definition of UX maturity provided by the ISO (ISO 33020) and the one we teach in the CPUX –UT course
There are a lot models, all of which have pros and cons
The model we use comes from the UXQB (International Usability and UX Qualification Board), which has been adapted from the ISO model.
The levels of maturity range from outright hostility towards UX to having it so embedded in the culture of the business that it creates truly innovative experiences.
Realistically, your company will only be routinely implementing UX at a strategic level when it’s reached the ‘Established’ level of maturity.
That’s not to say you can’t have some strategic wins beforehand but they will require more effort on your part to make that happen.
It’s important to be realistic about where your organisation is on the scale and realise that there will be a lot of work and time that goes into moving you up the levels.
It can take several years to move between levels and it’s estimated that to move from level -1 to level 5 can take 20 years
Indeed, very few companies truly reach level 5.
If you can say that your company is at Level 3 or above, you’re in a pretty good shape from a UX Strategy and user centred design perspective.
Ideally you should get an audit conducted by an independent party.
If you want to increase the level of your company’s UX maturity how do you do it?
Essentially you’re stepping into the realm of change management, which we don’t have time to cover in the presentation today.
But if you want to get a few pointers then come and speak with us during the break or after the second session has finished.