A hands-on workshop catapulting your UX beyond digital to create consistent, connected and cross channel customer experiences.
In three steps you’ll unleash the business changing power of UX by:
1. Assessing the state of UX in your organisation
2. Learning how to improve the research that you do
3. Seeing new ‘agile’ ways of working and thinking, to join it up
With the business world seeing new value in user experience design, you’ll leave ready to take UX beyond digital, across channels and into the boardroom.
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
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
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.
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
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
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.
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
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
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
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
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.