Tech Smart - How to improve member experience
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The document discusses how continuous digital transformation can improve the member experience of an organization. It outlines some key challenges with the current member experience and notes that the experience is not viewed holistically across departments. The solution proposed is to take a continuous improvement approach to the member experience through ongoing digital transformation rather than one-time large software implementations. The key aspects of making this change include regularly funding experience improvements, assigning an overall product owner, gathering regular member feedback, and establishing processes for continuous development and delivery of improvements.
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Tech Smart - How to improve member experience
- 1. HOW CAN I IMPROVE THE “EXPERIENCE” OF MY MEMBERS THROUGH DIGITAL TRANSFORMATION Ralph Johnson Managing Director www.felinesoft.com
- 2. Agenda • Challenge • Situation • Solution • Making the Change
- 3. Challenge
- 4. Challenge How do I get my job done? Working in constantly My is never correct I only see the member from my department’s perspective
- 5. Challenge 5 The Boss Events Finance Membership Publications Education
- 6. Challenge 6 Events Finance Membership Publications Education Please come to this event Ok or no this event is not suited for me Please provide me all your details Please pay for your renewal Ok how much £XX, repeat next week This is of value to you Ok I’ll sign up Thanks please speak to these other people Content Content Content This will help you It is not relevant to me or thanks and what next What stage are you at again
- 7. Situation 7
- 8. The Experience Situation 8 Discover Research Onboarding Engagement Advance Feeling Thinking Doing Stages · What thought leadership isthere? · How do can continually progressmy career? · What areasshall aI focusmy career on? · Where do I find advice for my specialism? · What doesacareer look like? · Where can I get support? · What accreditation do I need? Clear Unclear I need help with this I need to be at the forefront of thinking What are people talking about? Isthisthe right career for me? Thisterminology is confusing I understand how I progress · What do I need to sign-up? · What do I need to be approved? · How much doesit cost? · What value do I get? · What isthe latest industry thinking? · What help can I get with this technical issue? · How can I continue to learn? · How can I progressto the next level? · I need to be seen asan industry leader ThisI to do XYZ I need to passmy degree Thislookscomplex I learnt alot at that event That person really knew their stuff Where do I get the value Why do I have to keep telling them who I am To get my next Job I must be accredited / chartered Do I really need certification Should I change career? Sign Up Register Give back · I have more time now · I think we could change XYZ · I would like to speak at an event Engage Educate Renew Articles Website Register Apply for Membership White Papers Advice Events Fellow / Chartership / AccreditationCoursesAdvice Events White Papers Events Leadership I want to push the boundariesof industry thinking What next? Looking forward to retirement
- 9. Challenge 9 If I had asked people what they wanted, they would have said faster horses.attributed to but not really Henry Ford
- 10. Challenge 10 Capex Opex £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £
- 11. Situation 11 experience time baseline Start install of large off the shelf software Complete install of large off the shelf software Life time of software (2 to 4 years) And repeat
- 12. Solution 12
- 14. Solution 14 experience time baseline Big project / off the shelf Developer Operations
- 15. You can have your cake and eat it! Frameworks NOT Packages What about best practice and industry convention? Solution 15
- 17. 1. Agree a regular spend 2. Assign a product owner that owns the member experience organisation wide 3. Create regular feed back loops to monitor the effects of changes Continuously rollout improvements to your member facing touch points and member services What do you need to do in order to enable continues experience improvement Making the Change
- 18. Continuous Improvement Developer Operations Model Making the Change 18 These determine KPls, reports and other metrics, per user, in order to monitor that the process is working as agreed Mapping processes to determine the starting point and the "Actual State" Regular delivery of developments for the end user to operate and request for changes. It is IDEAL that the end user is part of the process of development and testing we choose technologies and review options with the client. The client is part of the project from the very beginning and feedback is VITAL Optimize a process with a right combination of technologies
- 19. Making the Change 19 Define a vision The agile alliance defines the vision as: • For (target customer) • Who (statement of the need or opportunity) • The (product name) is a (product category) • That (key benefit, compelling reason to buy) • Unlike (primary competitive alternative) • Our product (statement of primary differentiation) “ ”
- 20. Making the Change 20 Understand the influencing factors Product Owner Vision and Leadership Strategy Model Product / website User feedback Life cycle Financials Usage Analytics What budget do you have to achieve your goals? Is it Capx or Opex What direction are you heading in, how does effect the product? Define a clear vision for the product with your stakeholders What is the life cycle of the organisation and product? Do you operate in cycles? What does the user want from the product / web site. How do you get this feedback? What do users do with the product / site? Can you measure targets and activity? Do you have a deep understanding of your product / website including integration points and technology What is your business model and does you product / website align with it? Define you organisation’s strategy Product vision Is your membership renewal cyclic? Why? Create simple easy ways for members to feedback - user voice, micro surveys Tracking of member engagement and NPS should be considered. Plus other KPI’s to create a feedback loop Setup a Dev Ops team Define the value prop for members Agree your regular spend
- 21. Making the Change 21 Assign your organisation a ProductOwner to manage the experience Product Owner: owner and manages the roadmap Stakeholders: contribute Development Team: contribute Market Competitor Regulation External Factor : Influence
- 22. Making the Change 22 Setup the stakeholder groups to feedback into the Product Owner Product OwnerEvents Finance Membership Publications Education Members / Community
- 23. Making the Change 23 Regularly meet to agree the Roadmap Time 2017 – Q1 2017 – Q2 2017 – Q3 2017 – Q4 Feature 1 Goal Metric Goal 1 and 2 Goal 3 Goal 4 Goal 5 Metric 1 and 2 Metric 3 Metric 4 Metric 5 Feature 2 Feature 3 Feature 1 Feature 4 Feature 5 Feature 2 Feature 3 Feature 5 Feature 5 Feature 6 Feature 7
- 25. Developer operational is available form FelineSoft along with our membership framework Thank You
Notas do Editor
- Common symptoms of the challenge Everything has to be done in Excel because the software won’t let you do it Separate and non-integrated systems lead to differences in data that takes ages to correct or just deal with Organisational structures create a task driven view of the member
- There are good reasons why you structure membership organisations like this, however it creates a siloes and corresponding views of the member. (over simplification) Events only see people in terms of attendance Finance just look at the context of renewal Membership sign-up and or accreditation Publications are content focused Education look at course accreditation in isolation and CPD often as member task This setup leads to a process and system that deals only with these views of the member, as you team what they want and answer you get are framed in this context.
- Events only see people in terms of attendance Finance just look at the context of renewal Membership sign-up and or accreditation Publications are content focused Education look at course accreditation in isolation and CPD often as member task
- The experience the member is now fluid and quick in terms of engagement and varies hugely across organisation type, it was lift time in your career but now it can be as quick as 10 years as people switch jobs
- http://www.helloerik.com/no-one-said-they-wanted-faster-horses-they-wanted-less-horseshit The challenge is that once you are viewing the world as a silo it is very hard to see it any other way so you ask for things to make the silo better, rather than improve the over all experience of your members. For example an events system or email marketing or on-line payment
- This leads to the purchase of one off systems / projects within each silo that you expect to sweat for years to come, some might call them best in beard or off the shelf. This embeds the challenges you see in the organization as you are forced to live with the solution you have until the Capex burns down.
- When you make an install things get worse for a while as you get used to the new software and have to transition the data from one system to another, you then have a boost of team productivity for a short while, then dependant on the length of project (how old your requirements are when you go live) you start to see a drop off as the organisation changes and software's limitations start to effect productivity, before long you are back using spread sheets and the member experience is dropping again.
- The solution is to continuously work on improving your member experience, this needs to be supported by the approach and process within your organisation. This is under pinned by Developer Operations.
- The same dip happens when you take a continues improvement / developer operation approach but this time as you continue to make improvement you continue improve the experience
- A framework will provide you with all the features you would expect in an off the shelf package. While still allowing you to build them together like Lego to create the experience your member want. This approach gives you the best of both worlds and sets up to continually improve your experience
- It is the change in approach that continually looking at your self and asking how can make it better that leads to the continues improvement. The organisation must be setup with this at it’s heart in your achieve this it.
- Agreeing a common vision for your core products and services allows everyone to focus on weather or not additional changes will support that vision
- The key areas that product owner should be examine in details are present in the above wheel. Each section is not owned by the Product Owner but they should be briefed in details by the owner of this area so that manage their requires along side the rest of the organisation in line with the strategy and experience
- The product owner must be given the time and authority to mange the day to day evolution of the products / services that you provide. Don’t be afraid of mistakes even with your members, as people understand from the feedback loops everyone is in it together and are happy to engage through tools like user voice and road map planning they are helping to steer the direction of the organisation.
- Each of the stakeholder groups including your members / community feedback in to the product owner on a regular basis. Once a month is recommend. The reports and format of the meeting should be per agreed so that it is productive and is about the information not new features.
- Once a ¼ the roadmap meeting should take place. The goals are driven from the strategy and the metrics designed to measure the achievement of those goals. The features are not thought up by internal team as they are not process or software design experts but iteratively crafted in by the product owner and developer operations team to deliver the goals and tested by the agreed metrics.