Business analysis and customer experience design - a crossroads presented at BA World
•
4 gostaram•1,496 visualizações
Presented at BA World. This talk discusses and reconciles disciplines in Business Analysis - enabling BAs to think about how they might turn thier skills to Customer Experience Design
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (19)
Destaque
Destaque (20)
Semelhante a Business analysis and customer experience design - a crossroads presented at BA World
Semelhante a Business analysis and customer experience design - a crossroads presented at BA World (20)
Último
Último (20)
Business analysis and customer experience design - a crossroads presented at BA World
- 1. At the crossroads- LENDING BOOTCAMP Bridging the gap between Business Analysis and Customer Experience Design Greg Stewart, SMS Management & Technology
- 2. 2
- 3. But enough about me, Let’s talk about you. what do you think of me? 3
- 4. “ Customer experience is the next competitive battle ground Jerry Gregoire, CIO DELL ” 4
- 5. Businesses THINK they do this but they DON’T 95% say they are customer focused 80% say they deliver a “superior experience” How many of these firms’ customers agree that they deliver a superior experience? Data: Bain &Co 2006 Layout B.Schauer 8% 5
- 6. Customers bring special challenges 6
- 7. TRADE OFF? Designing Optimising superior customer efficiency and experience profits 7
- 8. Maybe not… 80% of design-led companies launched a new product or service in the last 3 overall years vs 83% of companies in which design is integral have seen market share increase compared to the national average of 66% of companies who ignore design have to compete on price. In companies where design is integral, only do. 40% 46% 33% 80% of design-led businesses have opened up new markets in the last 3 overall years compared with 42% 8
- 9. service 9
- 10. At the end of this, you will 1 2 3 Understand why customers as a stakeholder group present special challenges to a BA Understand how your skills can complement a CX design project if you’re working with a designer Understand how you can change some of your thinking patterns to do the job if you’re on your own have something to concentrate on to become completely indispensable 10
- 11. Customers bring special challenges to the BA lifecycle understanding Context defining the Problem Requirements and establishing defining the Solution 11
- 12. unique challenging just a bit different 12
- 13. As a BA, what’s different for you? 13
- 14. the challenges of Context in customer experience 14
- 15. Their context is open, fuzzy, multi-faceted and complex 15
- 16. Business context can be modelled Store 1 eg: Business domain modelling 1 Sale Register Captured on 1 1 1 Paid by Initiated by 1 Payment Customer 1 16
- 17. Open, fuzzy, multi-faceted, complex dog Love sporting team partner secret dreams pet hate Control chores on my list my job money irrational love of gadgets hobby elderly parent health insecurity that cool ad I saw 17
- 18. As a BA, what’s different for you? 18
- 19. Sensemaking 19
- 20. Solution defining starts with divergent thinking. …most of which will be wrong – and that’s ok. But where do the insights come from? It will enable learning. early research with customers and inside the business’ Systems will yield loads of data. Visualised. Problems will be identified. Look for insights, patterns, groupings, etc… Waiting for Malcom Gladwell BLINK-style flashes of inspiration. This can be uncomfortable for Bas. this is the process that led to insights about CONTROL for Virgin. This is the process that led to insights about ‘lifestyle choices’ for Pfizer re: the nicotine patch. 20
- 21. Hypothesis: People expect more control… 21
- 22. But without Understanding Context, you can get it horribly wrong… 22
- 23. They are in a decision lifecycle 23
- 24. The customer decision journey 24
- 26. Start from the customer journey 26
- 27. Swimlanes on a process map don’t show the customer experience journey 27
- 28. Put in a process flow spot the touchpoints you can’t 28
- 29. experience 29
- 30. As experience is made up of 30
- 31. Customer touch points.. Find out about a special travel offer Touchpoint: a single point of contact or interaction between a customer and a supplier of products or services Receive a boarding pass Get details of the special offer Check in to the flight Get flight departure information Enter the plane Comment to friends on travel experience Make a travel booking to take advantage of the offer Check in luggage Receive the receipt & itinerary Receive in flight service Retrieve luggage 31
- 32. ..which become experience touch lines Receive the receipt & itinerary Make a travel booking to take advantage of the offer Get flight departure information Receive a boarding pass Check in to the flight Check in luggage Receive in flight service Enter the plane Comment to friends on travel experience Retrieve luggage Finish Start Find out about a special travel offer Get details of the special offer 32
- 33. DIGITAL PHYSICAL Comment to friends on travel experience Retrieve luggage Receive in flight service Enter the plane Get flight departure information Check in luggage Receive a boarding pass Check in to the flight Receive the receipt & itinerary Make a travel booking Get the details of the special offer Find out about a special offer Experiences are multi-channel Call centre Airport counter Airport signage Airport gate Airport luggage In flight Email Web site Mobile Social media 33
- 34. Experiences are emotional- Journey 1 1. My wireless broadband modem has intermittent problems. I try to get help from the telco which supplied it “A sub-optimal experience” 34
- 35. Experiences are emotional- Journey 2 2. I want to buy some new music online. I have an idea of what I want, but haven’t completely decided “A near-optimal experience” 35
- 37. Get out of your comfort zonePre and Postconsumption count too 37
- 38. Experiences have a life cycle The organisational experience lifecycle Brand identity building Issues resolution Demand stimulation Feedback management Expectation setting Satisfaction monitoring Calls to action Sentiment monitoring Before Acquire and consume After Improvement loop 38
- 39. Experiences have a life cycle The Customer Decision Journey Brand identity building Issues resolution Demand stimulation Feedback management Expectation setting Satisfaction monitoring Calls to action Sentiment monitoring Before Want Consider Acquire and consume Evaluate Buy Experience After Advocate Bond 39
- 40. the challenges of Problem Definition and Requirements establishment in customer experience 40
- 41. BABOK LISTED ELICITATION METHODS • Data Dictionary and Glossary • Brainstorming • Document Analysis • Focus Groups • Interface Analysis • Interviews • Observation • Prototyping • Requirements Workshops • Survey/Questionnaire 41
- 42. Customers… don’t always do what you think they do don’t always do what you tell them to do don’t always do what they think they do don’t always do what they say they do adapted from IDEO 42
- 43. They might not know their own requirements 43
- 44. 44
- 45. Emphasise different elicitation WATCH real-live customers: Observation beats interview 45
- 47. How is this possibly new? David Tunnicliffe, Arnold & Bolingbroke 2008 47
- 48. Here’s his famous quote: “You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new." 48
- 49. Here’s his other quote: “I am not saying that there is lack of opinion, everyone has one of those, but what I am saying is that humans do not understand their own needs and motivations deeply enough to communicate them effectively.” 49
- 50. They don’t want what they say 50
- 51. “ I gave them everything they asked for, and they’re still not happy ” 51
- 53. Not knowing what they want asking what lets you play with certain parameters: More chocolatey? Less chocolatey? Thicker? Thinner? Sweeter? Colder? Bigger? Healthier? 53
- 54. Ask different questions: What is the JOB the feature is performing? 54
- 55. Changing context asking why can provide different understanding… What JOB is it doing? Does that context change? and can open up new possibilities for unlocking value: 55
- 56. The customer is situational – Requirements can change with context 56
- 57. When defining ‘personas’, be aware that context might yield more than one persona per individual 57
- 58. Sometimes customers can not be specific 58
- 59. BABOK CHARACTERISTICS OF GOOD REQUIREMENTS • Cohesive • Complete • consistent • correct • modifiable • unambiguous • feasible • testable 59
- 60. “ Please plan me a good Scenic Route” 60
- 62. the challenges of Solution Definition in customer experience 62
- 63. The bigger picture Business Requirements Current state to Target State Problem Stakeholder Requirements Solution Non Functional Requirements Functional Requirements Transition Requirements 63 63
- 64. what happens now Use Case Model Hire someone Hire someone Use Case Document Details Prototype Screens Supports Fire someone Boss Boss Fire someone Process Flow Diagrams Supports 64
- 65. The currency for success of a staged experience is emotion 65
- 69. Harmony – the overall effect 69
- 73. COMPLEX problems need the right techniques 73 73
- 74. Simple 74
- 75. Complicated 75
- 76. Complex 76
- 78. There aren’t ‘right’ answers, only ‘better’ answers 78
- 79. so what do you do? 79
- 81. MAP - BAD METAPHOR 81 81
- 102. It’s not about Defining It’s about Exploring 102
- 103. ANOTHER EXAMPLE 103
- 104. CASE STUDY Geoscience Australia Discovery tool Challenge 170 different discovery tools Vision Improve client service Reduce maintenance costs Approach Focus on the customer 104
- 105. CASE STUDY Personas Geoscience Australia Discovery tool 10 customer segments • Behaviour • Motivators • Background • Needs • Goals 105
- 106. CASE STUDY Geoscience Australia Discovery tool Persona example Teresa - Geologist A Large Mining Corporation (ALMC) “…“I want all of the data ASAP and “Reliable system performance is I want timely updates of when it what we need…” changes.” Visa Processing Officer (VPO) 106
- 107. CASE STUDY Geoscience Australia Discovery tool Persona example Wal - Retired Geologist Member of the General Public “Reliable system performance is “…I need to find out everything I what we need…” can about the areas I want to visit.” Visa Processing Officer (VPO) 107
- 108. CASE STUDY Geoscience Australia Discovery tool Tell the user’s story 108
- 109. CASE STUDY Geoscience Australia Discovery tool Wireframes: 1st iteration 109
- 110. CASE STUDY Geoscience Australia Discovery tool Wireframes: 2nd iteration 110
- 111. CASE STUDY Geoscience Australia Discovery tool Visual design 112
- 112. CASE STUDY Geoscience Australia Discovery tool 113
- 113. Use a ‘middle man’ 114
- 118. BA’s job is to NOT think like normal people 119
- 119. CX – job is to think like normal people – MORE like normal people than normal people do 120
- 121. c= r 122
- 122. “Hmmmm. what if?” “Does it feel right?” INTUITIVE RATIONAL “WHY THIS, and is it doable?” 1st take what FEELS right (INTUITIVE) Then INTERROGATE it against constraints, impact, feasibility. ITERATE between analysis, synthesis, intuition, metrics…. 123
- 123. Your job – 3 lenses 124
- 124. YOUR 3 SOLUTION LENSES x3 What they want – The hard, unfamiliar one Great value Constraints Traceability – impact, coverage Afterwards – good Up-front – great You can save a project here 125
- 125. NOTION – TREND – more channels more Customer Experience Let’s do an complication Yeah! More channels – more ways to go wrong. Think about your email filing. Creating taxonomically satisfying filing system isn’t the same as making your email easy to find. All your nested folders etc… just creates more places that mail might NOT BE! iPad Similarly, just because you CAN make an iphone ap, a phone contact capability, live-chat customer service, interactive web site, facebook profile, Google Plus presence, Twitter contact and iPad and android microsites doesn’t mean you should…. app UNLESS YOU’RE PREPARED FOR THE RESULTING LOGARITHMIC INCREASE IN INTERNAL COMPLICATION Gmail – one folder, great search pretty (A BA can help model this and make it real to the over zealous “if you build it they will come” sponsor) 126
- 126. Want to be worth your weight in GOLD? 127
- 127. Learn to turn abstractions into dollar$ 128
- 128. 129
- 129. is a principal consultant of Business Performance Improvement at SMS Management & Technology An Australian professional services firm Empowering business +61 406 165 584 @clarityrules www.smsmt.com 130