CX Strategy - Presentation to the Human Centred Design Group, Dubai dubai talk final

@uservision hello@uservision.co.uk
Customer Experience Strategy
Building a culture of HCD in your organisation
Chris Rourke
@crourke

@crourke @uservision UX Strategy
Hello!
Stephen Denning
User Experience Director
Stephen heads up the consulting
team at User Vision and often advises
clients on their strategic approach to
UX.
2
Chris Rourke
Founder
Started User Vision, leads service
development, training and
strategic UX to clients.

There’s loads more to know and do in this area
Team process / culture workshops
Experience strategy worksheet
Strategic pyramid analysis
Tomorrows headlines exercise
Customer journey mapping
UX maturity
Stakeholder engagement mapping
Push pull factor analysis
3

Why focus on Experience?
4

User
Customer
Employee
Citizen
Traveller
Etc.
Experience
5

@crourke @uservision UX Strategy 6
A product is more than
the product.
It is a cohesive, integrated
set of experiences.
Donald Norman

Experience is an outcome – not a function.
Customers will have an experience,
whether it is designed or not.

Usability
User Experience
(UX)
Customer Experience
(CX)
Usefulness Engagement
Value
Trust
Consistency
Relevance
Effectiveness
Efficiency
Satisfaction
Interfaces/Interactions
Services
Products/Touchpoints

The hotel wants this The user wants this – a
better customer experience

Hotels think we want this for a
good customer experience
But maybe we want this

“Experience will overtake price and product
as the key brand differentiator
by the year 2020.”
Walker
12

Benefits of considering the experience
„ Early sight of changes (when they are cheaper and easier to fix)
„ Reduction in customer support demand
„ Reduction in training
„ Increase in positive feedback and recommendations
„ Increase in conversion/adoption/retention
„ Increase in repeated custom
13

Source: NN/g
x100 x1000 x100
Software
ergonomics
Human
factors
Usability
UX/CX
Service Design
????

Less mature organisation
often create services from the
inside out – only considering
the customer experience at
the end.
This creates a customer
experience that is
consequential.
https://hbr.org/2009/06/a-framework-for-building-custo.html

A well thought-out and agreed
Experience Strategy puts the
customer experience first and
builds from that.
This creates a customer
experience that is intentional.
https://hbr.org/2009/06/a-framework-for-building-custo.html

You’ve got to start with
the customer experience
and work back toward the
technology – not the
other way round.
Steve Jobs

What is an Experience Strategy?
18

Source: Peter Fossick

Source: Google

Research Design Evaluation
Experience Strategy
User-centred design

A Definition of Experience Strategy
A high-level actionable plan to move towards
an intentional and cohesive experience
across all customer touchpoints,
that is consistent with the goals,
vision and values of the organisation.*
22
* other definitions are available

Why create an Experience Strategy?
„ Clearly communicates where you want to be
„ States processes and activities needed to set up or improve
„ Articulates job roles and responsibilities
„ Provides a set of guidelines and principles to steer processes
„ Educates and raises awareness
„ Allocate budgets
Puts the User and Insights at the Centre of the Process
23

Product Experience Strategy
How do we design the best experience for a specific product/service?
vs
Organisational Experience Strategy
What is the best way to create and manage Experience at our organisation?

The Experience Strategy Framework
25

Experience Strategy Framework
26
Organisational Goals
Customer Experience
Experience
Strategy
An actionable plan to move
towards an intentional and
cohesive experience across all
customer touchpoints, that is
consistent with the goals, vision
and values of the organisation.

Experience Strategy Framework
27
Organisational Goals
Customer Experience
UX
Strategy
Vision
Landscape
Change
Measure
Where do we want to get to?
Where are we now?
How do we get there?
How do we know we are there?

Creating a vision for the experience and the team
1. Where do we want to get to?
28
Vision
Vision
Change
Measure

Why do we need a vision?
„ It provides a concrete way for customers and internal teams to understand
the meaning and purpose of the organisation
„ Boosts team engagement
„ Provides clarity of purpose to stakeholders
„ Helps customers to make an engagement decision (“People don’t buy what
you do, they buy why you do it” – Simon Sinek)
„ Provides a “north star” for all decisions (is this moving us towards our vision?)
30

Examples
„ "To be Earth's most customer-centric company where customers can find and discover anything
they might want to buy online.” (Amazon)
„ "To provide access to the world's information in one click.” (Google)
„ "To fill the earth with the light and warmth of hospitality.” (Hilton Hotels & Resorts)
„ "To create a better everyday life for the many people.” (IKEA)
„ "Create economic opportunity for every member of the global workforce.” (LinkedIn)
„ "A world without poverty.” (Oxfam)
„ "To become the world's most loved, most flown and most profitable airline.” (Southwest Airlines)
„ “To offer low fares that generate increased passenger traffic while maintaining a continuous focus
on cost containment and efficiency operation” (Ryanair)
31
(Ryanair)

Crafting the ‘Experience Vision’
What ultimate impact do I want our Experience to have on the
community/industry/world?
In what way will my organisation ultimately interact with customers/clients?
What will the culture of our organisation/team look like, and how will that
play out in the way we work?
Try to link it to the organisational vision
32
Adapted from Jessica Honard – North Star Strategy

Understanding the current landscape
2. Where are we?
33
Vision
Landscape
Change
Measure

Internal
Capability
• Strategy
• Culture
• Leadership
• Team
• Process
Customer
Experience
• Usefulness
• Usability
• Engagement
• Accessibility
• Value

UX Evaluation

The Customer/User Experience
How well do we understand:
„ Who our users are?
„ What their current experience is like?
„ Where they are experiencing a positive experience?
„ Where they are experiencing pain-points?
„ Are we delivering value?
37

Personas
Using research about your customers to
create an archetypal customer - a rich
description of a fictional person who
represents the typical attributes and
behaviours of a group of users.
„ Hypothetical not real
„ Archetype not stereotype
„ Specific not generalised
„ Based on research
„ Builds empathy
38

Experience Maps
Four key benefits:
Insight
Research-driven understanding of customer situation
and needs
Issues
Identification of where the journey is broken
Innovation
Identification of where the journey could be
improved or optimised
Impact
Determining and describing affect on
business/organisational value
39
Jo (36) Cyber-tourist
“I want to save for my children's future.”
“I was watching a documentary on university tuition fees and decided to set up college-
funds for my two kids.”
“I want two accounts tha
balances on my laptop an
Trigger Goal
STAGES
ACTIVITIES
EXPERIENCE
TOUCH
POINTS
ACTIONS
Discovery Research
Jo is out shopping at her local
NewCo store and notices the
NewCo Bank literature at the
checkout which reminds her
about the college funds.
Goes into the branch and asks about
savings accounts. Pointed to a wide range
of options. Keen to open account with
cash but can only pay in by cheque.
Goes online at home. Via NewCo.com she
finds NewCo Bank savings accounts and
explores different options. Spends 30 mins
reading up on all the differences.
Begins applicati
Take 20 minutes
account for seco
Point of Sale Corstorphine branch Brochureware
“Nice, clear
display”
“Really friendly staff.
Nice to get the
personal touch!”
“Make or break” moment (point in journey where the experience can be positively reinforced, or destroyed)
“I like that I can take
the little cards away,
but I don’t know what
the strange bar-code
on the back if for.”
“Weird that I could
only pay in by cheque!
Who uses cheques
these days?”
“Do I go to NewCo.com
to get to NewCo Bank?
Not immediately clear.”
+
-
“There’s a lot of
reading here and a
lot of choice.”
“App
proces
straight
Provide explanation
of QR code on
reverse of card
Allow cash to be paid into savings
accounts in the branch
Provide clear sign-posting on
NewCo.com for NewCo Bank.
Maintai
Provide a se
create

UX Maturity
The move from the UX wilderness to the promised land of UX-
driven organisations is not a simple, or quick, journey.
This journey can be described in several stages and scales of
“UX maturity” have been developed over the years to help
organisations identify where they currently stand, where they
want to get to, and how to get there.

UX Maturity (Sharon 2012)
Maturity can only be achieved
when:
„ Organisational appreciation
of UX benefits and processes
„ Sufficient dedicated resource
(whether internal, external or
blend)
Immaturity
Approaching
immaturity
Maturity
Approaching
maturity
Resource
Buy-in
Yes
No
No Yes

Immaturity
„ The organisation does not
believe in UX research (or has no
position on it)
„ Does not employ any in-house or
external practitioners
„ UX does not happen
Immaturity
Approaching
immaturity
Maturity
Approaching
maturity
Resource
Buy-in
Yes
No
No Yes

Approaching maturity
„ The organisation states that UX is
important
„ When it comes to action there
are no staff to act on the policy
„ May use consultants or
contractors
„ May be looking at first full-time
UX hire
„ UX needs to be invested in and
embedded
Immaturity
Approaching
immaturity
Maturity
Approaching
maturity
Resource
Buy-in
Yes
No
No Yes

Approaching immaturity
„ The organisation employs UX
staff
„ The organisation does not buy in
to what they do, find or
recommend
„ There is an obvious appreciation
of research and design,
evidenced by the headcount but
no appreciation of the discipline
„ Results in no empowerment to
do UX work
Immaturity
Approaching
immaturity
Maturity
Approaching
maturity
Resource
Buy-in
Yes
No
No Yes

Maturity
„ The organisation believes in UX
and behaves consistently, fully
trusting the UX practice
„ Makes resource available for UX
activities, whether in-house or
external
„ They ask customer the right
questions and the right time to
understand what they need
„ They iterate and validate designs
to perfection
„ Research is backed up with action
Immaturity
Approaching
immaturity
Maturity
Approaching
maturity
Resource
Buy-in
Yes
No
No Yes

Moving towards the vision
3. How do we make it happen?
48
Vision
Landscape
Change
Measure

3 key areas of focus
3
Culture
2
Practice
1
Team
51

1. Team
52

Who do you have in your team?
Questions to consider:
„ Who is in your team?
„ What skills and roles do they have?
„ What skills or roles are missing?
„ What challenges do they face?
„ Are they performing as they could?
„ How are they structured?
„ How are they integrated within the rest of the company?
„ What do others in your organisation understand and feel about UX?
„ How can you ensure your team make an impact on your organisation?
53

Team Capability
UXPA 2015
Where you are now Where you want to be How you will get there
Skills/Roles : Current skill-level
1=low 5 = high
Upskilling?
Research
Design
Content/writing
Testing
New Roles?
Project
management
Others?

Stakeholder Management
Why it is important to understand your stakeholder landscape
„ To identify where the influence and power resides in the organisation,
and how that affects your cause (in this case, promotion of UX)
„ To address conflicts, gaps or incompatibilities between stakeholder
requirements
„ To create an action plan to build up the right stakeholder relationships
We’ve already seen that the maturity of UX within an organisation is
broadly based on both buy-in and the release of resource. This process
can help to identify where and how both of those elements can be
advanced.
55

„ Having stakeholder involvement throughout
„ Paint the walls with UX artefacts
„ Staff involvement in User testing
„ Education and awareness- raising sessions “Show and Tell”
„ Training
„ Connecting what you are doing to the bottom line
„ Successful projects (which followed UCD process)
Getting others excited about UX
56

2. Practice
57

UX Research UX Design UX Evaluation
UX Strategy
Governance
Process Quality
Standards

Process considerations
Consistent approach
Common methods
Toolchain
Style/Design Patterns
Standardised deliverables
60

ISO 9241 -
210 HCD
process
61

Process: Research Methods

3. Culture
63

Barriers to organisation change
What barriers does your organisation face?
„ No joined up strategy or plan in place?
„ UX is not a priority?
„ Each team doing its own thing in terms of product features and process?
„ Inconsistent experiences from variety of individual products and platforms?
„ Lack of experience and knowledge of what UX actually is, the role it plays and how it
should integrate with other business functions. E.g. what does it mean to me in my
role on a daily basis?
„ Lack of leadership – no one to champion the cause?
64

Ensuring we stay on course
4. Have we got there?
65
Vision
Landscape
Change
Measure

What does success look like?
66
More customer
focused
A better experience;
easy and simple to
use
Customer first
Increased customer
satisfaction
User-friendly

“If you don’t know the
value of what you are
doing, there is no value”
~ Gerry McGovern
67

MARKET POSITION
Overall organisational objectives
BOARD LEVEL
Organisational strategy and business function
objectives
MANAGEMENT & LEADERSHIP
Performance indicators
DELIVERY
Operational indicators
The KPI Pyramid
68
End to end customer experience
Tactical
Strategic
Product/
Function
Product/
Function
Product/
Function
Product/
Function

MARKET POSITION
e.g. Higher adoption than key competitors
BOARD LEVEL
e.g. Company turnover
MANAGEMENT & LEADERSHIP
e.g. Product adoption
DELIVERY
e.g. Effectiveness of the product
onboarding process
The KPI Pyramid
69
End to end customer experience
Tactical
Strategic
Product/
Function
Product/
Function
Product/
Function
Product/
Function

Key Experience Indicators (KEIs)
71
Source: Google
Usability
Keep user for x amount
of time
Number of new users
over a time frame
Interaction
Attitude or satisfaction

Part 3: Action Plan
73

Resources
76

User Vision
Concord Tower, 6th floor
Dubai Media City
Dubai, U.A.E.
T: +971 4 454 9768
@UserVision @crourke
www.uservision.com
hello@uservision.co.uk
Thank you, good luck and keep in touch!

Adapted from UX Strategy Blueprint by Jim Kalback

We believe that
the best experiences
are shaped by a
deep understanding
of human behaviour
We therefore aim to
bring that humanity
to the design process

Credible
Useful
Desirable
Valuable
Findable
Usable
Accessible
We believe that
you can’t measure
what you can’t
define
We therefore focus
on the elements that
shape the user’s
experience

Usability
User
Experience
(UX)
Customer
Experience
(CX)
Usefulness Engagement
Value
Trust
Consistency
Relevance
Effectiveness,
Efficiency,
Satisfaction
Task
Relationship
Touchpoint
We believe that
an experience is built
up over time…
but can be damaged
in an instant
We therefore focus
on both the micro
and macro experience

CX Strategy - Presentation to the Human Centred Design Group, Dubai dubai talk final

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CX Strategy - Presentation to the Human Centred Design Group, Dubai dubai talk final