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Colville
Hi.
alan@colville.cx
THREE STEPS TO CONSISTENT,
CONNECTED, CROSS CHANNEL
CUSTOMER EXPERIENCE
“High impact companies
bridge the digital divide.”
Leah Buley – Principle Analyst, Forrester
BEYOND DIGITAL
Digital Divide
HIGH IMPACT UX
LOW IMPACT UX
94% 94% 94%
87%
49%
39% 40% 42%
Web Mobile Desktop Employee
Tools
In store
Retail
Services Customer
Support
Print /
Packaging
Hardware
42%
16%
34%
13% 17%
6%
17%
6%
3% 3%
BEYOND UX TO CX
Not this Or this Or even this But this
UX &
CX UX CX UX CX UXCX
CUSTOMER EXPERIENCE
. . . is the sum of all experiences a
consumer has with your goods or
services, over the duration of their
relationship with you
Business
world sees new
value in UX.
‘ONLY 25% OF CUSTOMER
EXPERIENCE PROGRAMMES
ACTUALLY IMPROVE THE
CUSTOMER EXPERIENCE’
Econsultancy 2017
’50% OF COMPANIES SAY THAT
PARTIAL IMPLEMENTATION OR
LACK OF UNDERTSTANDING OF UX
IN THEIR ORGANISATION AS
REASONS FOR FAILURE’
Forrester Research 2015
THREE QUESTIONS
1.  What’s the make-up of your organisation?
2.  What’s your approach to research?
3.  What type of UX work is done?
Organisation Generalists
individual
contributors only
Full teams with
research, UX and
visual design
CX at board level
Research Adhoc Iterative testing and
ethno research
Qual & quant drive
hypothesis driven
experiments
Work Digital only Go beyond digital to
end-to-end journey
CX informs
company strategy
Simply tick one box for each question
5
minutes5
minutes
1. MAKEUP OF
ORGANISATION
75% OF COMPANIES SAY THAT
‘ORGANISATIONAL STRUCTURE
IS THE BIGGEST BARRIERS TO
CUSTOMER EXPERIENCE’
Econsultancy 2016
UX Cambridge 2017- Three Steps Workshop
Transformation is
upon us.
Change is obligatory.
Digital
centre of
excellence
Digital
business
building
Buy &
scale
Agile
trans-
formation
Process/
use-case
Digital
Transformation
Transform by building a
new ‘digital hub’ as
nucleus for future
organisation inside
existing organisation.
Build a new digital
business outside the
existing organisation,
leveraging core skills
wherever required.
Invest and buy successful
digital businesses and leverage
their talent and capabilities.
Establish organisational
wide way of working
with multidisciplinary,
product focused teams
Radically rethink
selected journeys /
processes / functions to
create light-house for
larger transformations
Digital McKinsey
“TRANSFORMATION IS NOTJUST
MOVING AN ORGANISATION FROM
A TO B, BECAUSE ONCE YOU HIT B,
YOU NEED TO MOVE TO C”
ING’s COO Bart Schlatmann - McKinsey Quarterly 2017
"IT’S ABOUT A MORE AGILE WAY
OF WORKING TO RESPOND TO NEW
DIGITAL DISTRIBUTION CHANNELS,
CHANGING CUSTOMER BEHAVIOUR
AND EXPECTATIONS.”
ING’s COO Bart Schlatmann - McKinsey Quarterly 2017
Digitization
will severely
effect those
that stay idle
Disruptive
digital strategy
Net effect
16.3 4.3. . . while
offering a big
upside to the
leaders of the
digital
disruption
-12.0
Full digitization
of industry
-12.0%
Revenue effect
at full state of
digitization
Mckinsey Digital Global Survey 2017
C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l
TAKE
UXUP
a
notch
TEST YOUR AGILITY
“Start-up”
Start-up
Chaotic
Creative
Frenetic
“Free for all”
Ad hoc
Reinventing the wheel
No boundaries
Constantly shifting focus
Unpredictable
Agile
Quick to mobilise
Nimble
Collaborative
Easy to get things done
Responsive
Free flow of information
Quick decision-making
Empowered to act
Resilient
Learning from failure
Trapped
Uncoordinated
Stuck
Empire-building
Fighting fires
Local tribes
Finger-pointing
Under attack
Rigid
Politics
Protecting ‘turf’
Bureaucracy
Risk-averse
Efficient
Slow
Bureaucratic
Standard way of working
Siloed
Decision escalation
Reliable
Centralised
Established
Total
TotalTotal
Total
Dynamiccapability
Stable backboneWeak Strong
Strong
Columbia Business School
5
minutes3
minutes
COMPANIES WITH BOTH SPEED
AND STABILITY HAVE A 70%
CHANCE OF BEING RANKED IN
THE TOP QUARTILE BY
ORGANIZATIONAL HEALTH
McKindsey’s – Organisational Health Index 2016
Backbone Structure: ‘Primary
home’ for coaching
and training
Governance:
transparency of ‘who’
and ‘how’ of decision
making, resource
allocation, and
performance insight
Process: Standard
language and shared
performance across
teams
Dynamic Team changer: Set
up, dissolve and re-
form teams
Resource allocator:
Assign people and
money to projects
teams
Process builder:
Quickly preview
standard setup and
processes, and stack
in modular way
Peer review: Offer
quick feedback to a
colleague
Team targets: Set
and reset metrics and
targets at regular
intervals
Decision convener:
Convene cross-
functional leaders to
debate decisions
Decision delegator:
Delegate decisions in
real time to those
close to the day-to-
day action
WHAT TRANSFORMATION ASK OF US
1.  agile in the way we work
2.  Comfortable with uncertainty and transformation
3.  Stop thinking traditionally. Start understanding customer journey
4.  Multidiscipline teams with research, UX and design
5.  Dynamic in team, resource and process building
6.  Help clients deliver cross channel strategy
7.  Understand the customer journey
8.  Mentor more and work with in-house teams
9.  Have common language
10.  Stop dabbling in CX and get organisationally committed
2. APPROACH
TO RESEARCH
If your research is ad-
hoc usability testing,
it’s time to change.
If your research is
single channel, it’s
time to change.
If you’re not doing
ethnographic research,
it’s time to change.
APPROACH TO RESEARCH
•  Periodic rather than a big hit or ad-hoc
•  Part of your process – little and often
•  Digital and non-digital
•  From end-to-end – beyond digital
•  Journey driven
•  Channel, device and platform preferences
•  Qualitative with quantitative data
•  Collated centrally and shared widely
•  Brought to life with a story – not just wordy report
BRING RESEARCH TO LIFE
Digital
centre of
excellence
Digital
business
building
Buy &
scale
Agile
trans-
formation
Process/
use-case
Digital
Transformation
Transform by building a
new ‘digital hub’ as
nucleus for future
organisation inside
existing organisation.
Build a new digital
business outside the
existing organisation,
leveraging core skills
wherever required.
Invest and buy successful
digital businesses and leverage
their talent and capabilities.
Establish organisational
wide way of working
with multidisciplinary,
product focused teams
Radically rethink
selected journeys /
processes / functions to
create light-house for
larger transformations
PERSONAS
•  A persona is a pen portrait of a typical user of
your product or service. Personas build
empathy for users by recording their goals,
needs, motivations and behaviours.
Empathy Map Canvas
Designed for: Designed by: Date: Version:
WHO are we empathizing with? What do they need to DO?
What do they need to do differently?
What job(s) do they want or need to get done?
What decision(s) do they need to make?
How will we know they were successful?
Who is the person we want to understand?
What is the situation they are in?
What is their role in the situation?
GOAL
What do they SEE?
What do they SAY?
What do they DO?
What do they HEAR?
What do they THINK and FEEL?
What do they see in the marketplace?
What do they see in their immediate environment?
What do they see others saying and doing?
What are they watching and reading?
What have we heard them say?
What can we imagine them saying?
What do they do today?
What behavior have we observed?
What can we imagine them doing?
What are they hearing others say?
What are they hearing from friends?
What are they hearing from colleagues?
What are they hearing second-hand?
© 2017 Dave Gray, xplane.comLast updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/
1 2
3
4
5
6
7
PAINS GAINS
What are their fears,
frustrations, and anxieties?
What are their wants,
needs, hopes and dreams?
What other thoughts and feelings might motivate their behavior?
EMPATHY MAPPING
Persona template
“
”
Name
Age Location
colville.cx
ANATOMY OF A PERSONA
1.  Goal - like buying a sofa
2.  Scenario – considered purchase with decision more than 30 days
Typical info types you would have on an e-commerce persona?
+ + 5
minutes5
minutes
C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l
TAKE
ITUP
a
notch
MULTI DEVICE PATH TO PURCHASE
20% MORE
TOUCH POINTS ANNUALLY
McKinsey 2016
+
What additional info types would you add to your persona?
JOURNEY DRIVEN PERSONAS
1.  Goal - like buying a sofa
2.  Scenario – considered purchase with decision more than 30 days
+ 5
minutes
DISCUSSION
2
minutes
JOURNEY DRIVEN PERSONAS
1.  From end-to-end: this means from when the user starts trying
to achieve a goal to when they finish
2.  In every channel: digital, phone, post, face to face and physical
elements
3.  But not all at once: focused on key moments
4.  With channel preferences: when, where and why
5.  Digital and non-digital: showing where both matter most
6.  Others involved: who they are talking to, when and why
•  Trigger: why and how
journey starts
•  Moments: digital, phone,
post, face to face and
physical elements
•  Crucial content: irrespective
of channel
•  Preferences: device, channel,
platform
•  Business need: linking UX to
business strategy
JOURNEY
Trigger Research Select Purchase Receive Use Recommend
Key moment
Pain point
Brand moment
STICK-FIGURE EXERCISE
Think about:
•  Them and their role
•  Their goal
•  The type of business
•  Role in decision making
(decision maker, gate
keeper, influencer,
pressure group or told)
•  What they think, feel, do
•  Motivations and anxieties
Story should cover:
•  Only six boxes
•  Sketch, write of both
•  Start with the trigger
•  Include steps, touch points,
devices
•  End with desired outcome
3. TYPE OF
WORK YOU DO
Seamless, low effort,
engaging, cross-channel
journeys are new minimum
for increasingly
sophisticated customers.
“TRULY CUSTOMER-CENTRED
DESIGN STARTS WITH JOURNEYS
USERS TAKE AND THE FLOW
THEY FOLLOW TO COMPLETE
THEIR OBJECTIVES”
Smashing Magazine – Marli Mesibov & Jason Levin - 2017
Meet Journey-
Driven Design.
Digital
centre of
excellence
Digital
business
building
Buy &
scale
Agile
trans-
formation
Process/
use-case
Digital
Transformation
Transform by building a
new ‘digital hub’ as
nucleus for future
organisation inside
existing organisation.
Build a new digital
business outside the
existing organisation,
leveraging core skills
wherever required.
Invest and buy successful
digital businesses and leverage
their talent and capabilities.
Establish organisational
wide way of working
with multidisciplinary,
product focused teams
Radically rethink
selected journeys /
processes / functions to
create light-house for
larger transformations
CUSTOMER JOURNEY MAP
•  …visually illustrates what customers do,
•  their needs, & perceptions throughout
•  their interaction and relationship with
•  an organisation.
CUSTOMER JOURNEY MAPTrigger Research Select Purchase Receive Use Recommend
DOINGTHINKINGFEELING
+
-
1
2
3 4
5
6
7
TYPICAL JOURNEY MAP
UX Cambridge 2017- Three Steps Workshop
C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l
TAKE
ITUP
a
notch
ANATOMY OF A JOURNEY MAP
1.  Goal - like buying a sofa
2.  Scenario – considered purchase with decision more than 30 days
Thinking about what you have learned today,
what new info types would you add?
+ + 5
minutes
DISCUSSION
2
minutes
•  Pain points – as well as moments that matter
•  Movement between channels – store locator, product reservation …
•  Human & digital – where human interactions are desired
•  Approach to content – same product info, content across channel
•  From end-to-end: when the user starts trying to when they finish
•  In every channel: digital, phone, face to face & physical elements
•  Preferences - channel, device and platform
•  Digital and non-digital: showing where both matter most
•  Others involved: who they are talking to, how and why
CROSS CHANNEL CONSISTENCY
1. Join the dots
CX vision
Journey
Personas
Statement describing the core of the experience customers to support the brand promise
Research
ELEMENTS OF CUSTOMER EXPERIENCE
Periodic Ethnographic Competitor CSAT Analytics Other
Primary
Secondary
Tertiary
Brand promise Promise made to customers that connects your purpose, strategy, people and experience
2. Gather your thoughts
GATHER YOUR THOUGHTS
1.  Rationale – for decisions you made
2.  Stories – that come from your decisions
3.  Principles – to unite people
4.  Vision – to guide the business
UX Cambridge 2017- Three Steps Workshop
3. Bring it to life
DETAILED VERSION
1.  Google present throughout
2.  Visual inspiration is key
3.  Subconsciously multichannel
LITE VERSION
4. Share widely
‘A SHARED VISION IS A STAKE IN THE SAND ON
THE HORIZON. YOU CAN’T GET THERE TODAY,
BUT YOU CAN CLEARLY SEE IT IN THE DISTANCE.
YOU CAN SEE THE STEPS YOU TAKE IN EITHER
BRINGING YOU TOWARDS THE VISION OR
TAKING YOU AWAY’.
Jared Spool
UX Cambridge 2017- Three Steps Workshop
C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l
TAKE
UXUP
a
notch
UX is not just a
design tool. It’s a
business tool.
You change
businesses.
1.  Embrace new ways – of thinking and working
2.  Go beyond digital – to design end-to-end experiences
3.  Be journey driven – in research, personas, maps & strategy
4.  Galvanise people – around the journey
5.  Join the dots – team’s knowledge, data, research & channels
6.  Tell a story – to connect your work to business strategy
7.  Share widely – and openly
8.  Mentor and empower – teams, clients, your organisation
9.  Take your rightful place – in the boardroom
10.  Measure effectiveness – show what’s been improved
WHAT’S REQUIRED OF US
BE A CX REVOLUTIONARY!
C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l
Colville
THREE STEPS eBOOK
Free download
http://www.colville.cx/newsletter/
WORKSHOPS
THREE STEPS WORKSHOP
•  Bristol, UK – 20 October 2017 – One place available
IN-HOUSE WORKSHOP
•  I’ll also come and work with your team at your offices and show you
how to create impactful, successful and sustainable customer
experience improvements.
Colville
Bye.
alan@colville.cx

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UX Cambridge 2017- Three Steps Workshop

  • 2. THREE STEPS TO CONSISTENT, CONNECTED, CROSS CHANNEL CUSTOMER EXPERIENCE
  • 3. “High impact companies bridge the digital divide.” Leah Buley – Principle Analyst, Forrester
  • 4. BEYOND DIGITAL Digital Divide HIGH IMPACT UX LOW IMPACT UX 94% 94% 94% 87% 49% 39% 40% 42% Web Mobile Desktop Employee Tools In store Retail Services Customer Support Print / Packaging Hardware 42% 16% 34% 13% 17% 6% 17% 6% 3% 3%
  • 5. BEYOND UX TO CX Not this Or this Or even this But this UX & CX UX CX UX CX UXCX
  • 6. CUSTOMER EXPERIENCE . . . is the sum of all experiences a consumer has with your goods or services, over the duration of their relationship with you
  • 8. ‘ONLY 25% OF CUSTOMER EXPERIENCE PROGRAMMES ACTUALLY IMPROVE THE CUSTOMER EXPERIENCE’ Econsultancy 2017
  • 9. ’50% OF COMPANIES SAY THAT PARTIAL IMPLEMENTATION OR LACK OF UNDERTSTANDING OF UX IN THEIR ORGANISATION AS REASONS FOR FAILURE’ Forrester Research 2015
  • 10. THREE QUESTIONS 1.  What’s the make-up of your organisation? 2.  What’s your approach to research? 3.  What type of UX work is done?
  • 11. Organisation Generalists individual contributors only Full teams with research, UX and visual design CX at board level Research Adhoc Iterative testing and ethno research Qual & quant drive hypothesis driven experiments Work Digital only Go beyond digital to end-to-end journey CX informs company strategy Simply tick one box for each question 5 minutes5 minutes
  • 13. 75% OF COMPANIES SAY THAT ‘ORGANISATIONAL STRUCTURE IS THE BIGGEST BARRIERS TO CUSTOMER EXPERIENCE’ Econsultancy 2016
  • 16. Digital centre of excellence Digital business building Buy & scale Agile trans- formation Process/ use-case Digital Transformation Transform by building a new ‘digital hub’ as nucleus for future organisation inside existing organisation. Build a new digital business outside the existing organisation, leveraging core skills wherever required. Invest and buy successful digital businesses and leverage their talent and capabilities. Establish organisational wide way of working with multidisciplinary, product focused teams Radically rethink selected journeys / processes / functions to create light-house for larger transformations Digital McKinsey
  • 17. “TRANSFORMATION IS NOTJUST MOVING AN ORGANISATION FROM A TO B, BECAUSE ONCE YOU HIT B, YOU NEED TO MOVE TO C” ING’s COO Bart Schlatmann - McKinsey Quarterly 2017
  • 18. "IT’S ABOUT A MORE AGILE WAY OF WORKING TO RESPOND TO NEW DIGITAL DISTRIBUTION CHANNELS, CHANGING CUSTOMER BEHAVIOUR AND EXPECTATIONS.” ING’s COO Bart Schlatmann - McKinsey Quarterly 2017
  • 19. Digitization will severely effect those that stay idle Disruptive digital strategy Net effect 16.3 4.3. . . while offering a big upside to the leaders of the digital disruption -12.0 Full digitization of industry -12.0% Revenue effect at full state of digitization Mckinsey Digital Global Survey 2017
  • 20. C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l TAKE UXUP a notch
  • 21. TEST YOUR AGILITY “Start-up” Start-up Chaotic Creative Frenetic “Free for all” Ad hoc Reinventing the wheel No boundaries Constantly shifting focus Unpredictable Agile Quick to mobilise Nimble Collaborative Easy to get things done Responsive Free flow of information Quick decision-making Empowered to act Resilient Learning from failure Trapped Uncoordinated Stuck Empire-building Fighting fires Local tribes Finger-pointing Under attack Rigid Politics Protecting ‘turf’ Bureaucracy Risk-averse Efficient Slow Bureaucratic Standard way of working Siloed Decision escalation Reliable Centralised Established Total TotalTotal Total Dynamiccapability Stable backboneWeak Strong Strong Columbia Business School 5 minutes3 minutes
  • 22. COMPANIES WITH BOTH SPEED AND STABILITY HAVE A 70% CHANCE OF BEING RANKED IN THE TOP QUARTILE BY ORGANIZATIONAL HEALTH McKindsey’s – Organisational Health Index 2016
  • 23. Backbone Structure: ‘Primary home’ for coaching and training Governance: transparency of ‘who’ and ‘how’ of decision making, resource allocation, and performance insight Process: Standard language and shared performance across teams Dynamic Team changer: Set up, dissolve and re- form teams Resource allocator: Assign people and money to projects teams Process builder: Quickly preview standard setup and processes, and stack in modular way Peer review: Offer quick feedback to a colleague Team targets: Set and reset metrics and targets at regular intervals Decision convener: Convene cross- functional leaders to debate decisions Decision delegator: Delegate decisions in real time to those close to the day-to- day action
  • 24. WHAT TRANSFORMATION ASK OF US 1.  agile in the way we work 2.  Comfortable with uncertainty and transformation 3.  Stop thinking traditionally. Start understanding customer journey 4.  Multidiscipline teams with research, UX and design 5.  Dynamic in team, resource and process building 6.  Help clients deliver cross channel strategy 7.  Understand the customer journey 8.  Mentor more and work with in-house teams 9.  Have common language 10.  Stop dabbling in CX and get organisationally committed
  • 26. If your research is ad- hoc usability testing, it’s time to change.
  • 27. If your research is single channel, it’s time to change.
  • 28. If you’re not doing ethnographic research, it’s time to change.
  • 29. APPROACH TO RESEARCH •  Periodic rather than a big hit or ad-hoc •  Part of your process – little and often •  Digital and non-digital •  From end-to-end – beyond digital •  Journey driven •  Channel, device and platform preferences •  Qualitative with quantitative data •  Collated centrally and shared widely •  Brought to life with a story – not just wordy report
  • 31. Digital centre of excellence Digital business building Buy & scale Agile trans- formation Process/ use-case Digital Transformation Transform by building a new ‘digital hub’ as nucleus for future organisation inside existing organisation. Build a new digital business outside the existing organisation, leveraging core skills wherever required. Invest and buy successful digital businesses and leverage their talent and capabilities. Establish organisational wide way of working with multidisciplinary, product focused teams Radically rethink selected journeys / processes / functions to create light-house for larger transformations PERSONAS •  A persona is a pen portrait of a typical user of your product or service. Personas build empathy for users by recording their goals, needs, motivations and behaviours.
  • 32. Empathy Map Canvas Designed for: Designed by: Date: Version: WHO are we empathizing with? What do they need to DO? What do they need to do differently? What job(s) do they want or need to get done? What decision(s) do they need to make? How will we know they were successful? Who is the person we want to understand? What is the situation they are in? What is their role in the situation? GOAL What do they SEE? What do they SAY? What do they DO? What do they HEAR? What do they THINK and FEEL? What do they see in the marketplace? What do they see in their immediate environment? What do they see others saying and doing? What are they watching and reading? What have we heard them say? What can we imagine them saying? What do they do today? What behavior have we observed? What can we imagine them doing? What are they hearing others say? What are they hearing from friends? What are they hearing from colleagues? What are they hearing second-hand? © 2017 Dave Gray, xplane.comLast updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/ 1 2 3 4 5 6 7 PAINS GAINS What are their fears, frustrations, and anxieties? What are their wants, needs, hopes and dreams? What other thoughts and feelings might motivate their behavior? EMPATHY MAPPING
  • 34. ANATOMY OF A PERSONA 1.  Goal - like buying a sofa 2.  Scenario – considered purchase with decision more than 30 days Typical info types you would have on an e-commerce persona? + + 5 minutes5 minutes
  • 35. C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l TAKE ITUP a notch
  • 36. MULTI DEVICE PATH TO PURCHASE
  • 37. 20% MORE TOUCH POINTS ANNUALLY McKinsey 2016
  • 38. + What additional info types would you add to your persona? JOURNEY DRIVEN PERSONAS 1.  Goal - like buying a sofa 2.  Scenario – considered purchase with decision more than 30 days + 5 minutes
  • 40. JOURNEY DRIVEN PERSONAS 1.  From end-to-end: this means from when the user starts trying to achieve a goal to when they finish 2.  In every channel: digital, phone, post, face to face and physical elements 3.  But not all at once: focused on key moments 4.  With channel preferences: when, where and why 5.  Digital and non-digital: showing where both matter most 6.  Others involved: who they are talking to, when and why
  • 41. •  Trigger: why and how journey starts •  Moments: digital, phone, post, face to face and physical elements •  Crucial content: irrespective of channel •  Preferences: device, channel, platform •  Business need: linking UX to business strategy JOURNEY Trigger Research Select Purchase Receive Use Recommend Key moment Pain point Brand moment
  • 42. STICK-FIGURE EXERCISE Think about: •  Them and their role •  Their goal •  The type of business •  Role in decision making (decision maker, gate keeper, influencer, pressure group or told) •  What they think, feel, do •  Motivations and anxieties
  • 43. Story should cover: •  Only six boxes •  Sketch, write of both •  Start with the trigger •  Include steps, touch points, devices •  End with desired outcome
  • 44. 3. TYPE OF WORK YOU DO
  • 45. Seamless, low effort, engaging, cross-channel journeys are new minimum for increasingly sophisticated customers.
  • 46. “TRULY CUSTOMER-CENTRED DESIGN STARTS WITH JOURNEYS USERS TAKE AND THE FLOW THEY FOLLOW TO COMPLETE THEIR OBJECTIVES” Smashing Magazine – Marli Mesibov & Jason Levin - 2017
  • 48. Digital centre of excellence Digital business building Buy & scale Agile trans- formation Process/ use-case Digital Transformation Transform by building a new ‘digital hub’ as nucleus for future organisation inside existing organisation. Build a new digital business outside the existing organisation, leveraging core skills wherever required. Invest and buy successful digital businesses and leverage their talent and capabilities. Establish organisational wide way of working with multidisciplinary, product focused teams Radically rethink selected journeys / processes / functions to create light-house for larger transformations CUSTOMER JOURNEY MAP •  …visually illustrates what customers do, •  their needs, & perceptions throughout •  their interaction and relationship with •  an organisation.
  • 49. CUSTOMER JOURNEY MAPTrigger Research Select Purchase Receive Use Recommend DOINGTHINKINGFEELING + - 1 2 3 4 5 6 7 TYPICAL JOURNEY MAP
  • 51. C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l TAKE ITUP a notch
  • 52. ANATOMY OF A JOURNEY MAP 1.  Goal - like buying a sofa 2.  Scenario – considered purchase with decision more than 30 days Thinking about what you have learned today, what new info types would you add? + + 5 minutes
  • 54. •  Pain points – as well as moments that matter •  Movement between channels – store locator, product reservation … •  Human & digital – where human interactions are desired •  Approach to content – same product info, content across channel •  From end-to-end: when the user starts trying to when they finish •  In every channel: digital, phone, face to face & physical elements •  Preferences - channel, device and platform •  Digital and non-digital: showing where both matter most •  Others involved: who they are talking to, how and why CROSS CHANNEL CONSISTENCY
  • 55. 1. Join the dots
  • 56. CX vision Journey Personas Statement describing the core of the experience customers to support the brand promise Research ELEMENTS OF CUSTOMER EXPERIENCE Periodic Ethnographic Competitor CSAT Analytics Other Primary Secondary Tertiary Brand promise Promise made to customers that connects your purpose, strategy, people and experience
  • 57. 2. Gather your thoughts
  • 58. GATHER YOUR THOUGHTS 1.  Rationale – for decisions you made 2.  Stories – that come from your decisions 3.  Principles – to unite people 4.  Vision – to guide the business
  • 60. 3. Bring it to life
  • 62. 1.  Google present throughout 2.  Visual inspiration is key 3.  Subconsciously multichannel LITE VERSION
  • 64. ‘A SHARED VISION IS A STAKE IN THE SAND ON THE HORIZON. YOU CAN’T GET THERE TODAY, BUT YOU CAN CLEARLY SEE IT IN THE DISTANCE. YOU CAN SEE THE STEPS YOU TAKE IN EITHER BRINGING YOU TOWARDS THE VISION OR TAKING YOU AWAY’. Jared Spool
  • 66. C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l TAKE UXUP a notch
  • 67. UX is not just a design tool. It’s a business tool.
  • 69. 1.  Embrace new ways – of thinking and working 2.  Go beyond digital – to design end-to-end experiences 3.  Be journey driven – in research, personas, maps & strategy 4.  Galvanise people – around the journey 5.  Join the dots – team’s knowledge, data, research & channels 6.  Tell a story – to connect your work to business strategy 7.  Share widely – and openly 8.  Mentor and empower – teams, clients, your organisation 9.  Take your rightful place – in the boardroom 10.  Measure effectiveness – show what’s been improved WHAT’S REQUIRED OF US
  • 70. BE A CX REVOLUTIONARY! C o n s i s t e n t – C o n n e c t e d – C r o s s c h a n n e l Colville
  • 71. THREE STEPS eBOOK Free download http://www.colville.cx/newsletter/
  • 72. WORKSHOPS THREE STEPS WORKSHOP •  Bristol, UK – 20 October 2017 – One place available IN-HOUSE WORKSHOP •  I’ll also come and work with your team at your offices and show you how to create impactful, successful and sustainable customer experience improvements.