UX Cambridge 2017- Three Steps Workshop

1. Colville Hi. alan@colville.cx

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

7. Business world sees new value in UX.

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

12. 1. MAKEUP OF ORGANISATION

13. 75% OF COMPANIES SAY THAT ‘ORGANISATIONAL STRUCTURE IS THE BIGGEST BARRIERS TO CUSTOMER EXPERIENCE’ Econsultancy 2016

14. Transformation is upon us. Change is obligatory.

15. Digital centre of excellence Digital business building Buy & scale Agile transformation 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

16. “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

17. "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

18. 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

19. 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

20. 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

21. 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

22. 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-today action

23. 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

24. 2. APPROACH TO RESEARCH

25. If your research is adhoc usability testing, it’s time to change.

26. If your research is single channel, it’s time to change.

27. If you’re not doing ethnographic research, it’s time to change.

28. 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

29. BRING RESEARCH TO LIFE

30. Digital centre of excellence Digital business building Buy & scale Agile transformation 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.

31. 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

32. Persona template “ ” Name Age Location colville.cx

33. 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

34. 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

35. MULTI DEVICE PATH TO PURCHASE

36. 20% MORE TOUCH POINTS ANNUALLY McKinsey 2016

37. + 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

38. DISCUSSION 2 minutes

39. 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

40. •  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

41. 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

42. Story should cover: •  Only six boxes •  Sketch, write of both •  Start with the trigger •  Include steps, touch points, devices •  End with desired outcome

43. 3. TYPE OF WORK YOU DO

44. Seamless, low eﬀort, engaging, cross-channel journeys are new minimum for increasingly sophisticated customers.

45. “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

46. Meet Journey- Driven Design.

47. Digital centre of excellence Digital business building Buy & scale Agile transformation 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.

48. CUSTOMER JOURNEY MAPTrigger Research Select Purchase Receive Use Recommend DOINGTHINKINGFEELING + - 1 2 3 4 5 6 7 TYPICAL JOURNEY MAP

49. 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

50. 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

51. DISCUSSION 2 minutes

52. •  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

53. 1. Join the dots

54. 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

55. 2. Gather your thoughts

56. 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

57. 3. Bring it to life

58. DETAILED VERSION

59. 1.  Google present throughout 2.  Visual inspiration is key 3.  Subconsciously multichannel LITE VERSION

60. 4. Share widely

61. ‘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

62. 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

63. UX is not just a design tool. It’s a business tool.

64. You change businesses.

65. 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

66. 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

67. THREE STEPS eBOOK Free download http://www.colville.cx/newsletter/

68. 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.

69. Colville Bye. alan@colville.cx

UX Cambridge 2017- Three Steps Workshop

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