This presentation was given as a keynote at UX Finance, Istanbul Turkey 2013. It looks at the frameworks and key challenges of designing multi-channel customer experiences that deliver to financial outcomes, not just business outcomes.
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes
1. Multi-dimensional st
Building 21
Century experiences for
financial outcomes
Harriet Wakelam
Melbourne, Australia
Twitter: @hwakelam
eMail: Harriet.Wakelam@nab.com.au
2.
3.
4. Multi-slice [muhl-
So s l a h y s
Verb: To multi-task on a
Lo smartphone during small
slices of productive time
Mo crop up during the day
Sitecore: managing the mobile rush
8. A customer experience team
that…
Makes complex things simple
Creates outcomes not outputs
Asks and shapes questions rather than
provide answers
Is Enterprise-wide – hub not a spoke
Has a design thinking approach to
problem solving
20. What are customers doing?
Customer Tuesdays
Through research
Contextual enquiry
Prototyping and testing
Observe, watch and listen
21.
22.
23. Work with projects that
demonstrate the power of
design thinking
“In real life only diverse
surroundings have the
practical power of inducing a
natural, continuing flow of life
and use.”
Jane Jacobs – the death and life of great American cities
24. Shift is on purpose
Tell stories
Make space for play
Create blended teams of staff and
designers
Drop in centres
Helping stakeholders look good
CX community
25.
26.
27.
28. Courage to do things differently
Organisations need to be
enabled to carry out new
processes and be provided
with leadership and guidance
while executing them
Karel Vredenburg
29.
30.
31. “Most design practice—is
ad hoc, performed on an
„as-needed‟ basis and
adapted to whatever
context the designers
encounter.
32. Listen, watch, Learn
with everybody
What is needed to think big.. beyond
interaction, product
or channel?
Watch everything, hear everything,
question everything
35. “Cities have the
capability of providing
something for
everybody, only because
and only when, they are
created by everybody”.
Jane Jacobs, The Death and Life of
Great American Cities
36. Radial people assume that any technological
change starts from where we are
now…..Radial people want to know, of any
change, how big a change is it from current
practice, in what direction, and at what cost.
Cartesian people assume that any
technological change lands you somewhere
Cartesian people want to know, for any
change, where you end up, and what the
characteristics of the new landscape are. They
are less interested in the cost of getting there.
Clay Shirky
37. Measure
What if financial
We measure what we know, we research what we
expect.
outcomes were the
What are the problems we‟re trying to solve
How do you measure something that nobody has
metric
measured yet? How does that make stakeholders feel
for success?
38. Partnerships
“Collaborative skills that organisations are
not geared towards”
Creating “systems to identify, capture,
and build on …knowledge in an ongoing
process, …to develop a design practice
appropriate for an information and
services economy”
Hugh Dubberly
39.
40. Guerilla tactics
Customers “create workarounds‟
that become so familiar we may
forget we are being forced to
behave in a less than optimal
fashion”
Dorothy Leonard and Jeffrey F Rayport, HBR, Nov – Dec 1997
44. Thanks to…..
NAB Jess Ukotic Cong Cao Louise
Long Nicholas Ramallo Alejandro
Vajmos The Noun Project Andrew
Forrester Evan Wondolowski
Alexandrei Warnia de zarzecki Roman
Sokolov, Michael Rowe, Shreya Shakrava,
Simon Child, Damian Dab, Daniel Hickey,
Luis Henrique Bella Sera, Alejandro
Garcia Maya, Bethany LeAnne Marcus
Wong
Nicholas ramallo, alejandro vajmos the noun project, Andrew forrester, Evan Wondolowski, Alexandrei Warnia de zarzeckiTwo Worlds – a customer world and a bank world. Which is more complex, and how do we somehow make things more complexify Shareholders, kpis, channel, revenue, product, stakeholders What’
PEOPLE - what about context – what’s his mission…. behvaiourCONTEXTWhere am I right now?What do I have with me? How do you know? How does it help me
What are the incredients? Roman sokolov, michael rowe, shreya shakrava, simon child, damian dab, daniel hickey, luis henrique bella sera, Alejandro Garcia Maya,Customers 9empathy, frameworks, migration and shift, strength and guerilla tactics, measures, listening and chatting, partnerships with EVERYONE… SYNTHESIS with compassion = trust
CAN you build these – yes, through yammer, through exercises to encourage people to think differently – post yammer thread on POS – and photosAlan Cooper
And most importantly, visibility and language for the business – peole know who we are, people understad processes, and frameworks, framworks allow us to align to process – talk about journy mapping frameowkr.
Sometimes it’s hard to explain how the messy approaches of design apply to themore rigid project management structures of a large organisation. A set of tools inculding an interaction
Comms design, store design, ATM testing, bodystaorming, prototypes, walk throughs, being available, presentations, community , migration, synthesis
And not know what the results will be
Next gEn, BLENDED teams – Cap Gem and niche design agencies, independent contractors
Curiosity
A design team provides lenses – can look outside in, Haeckel 2003 – an say what if we started again, how might we.
How do you design for both?
Spaces: The problem with the pictures before is that they were designed by banks for people. What are people doingListening helps the blend of synthesis and analysis – Jane Darke 1968. Newkirk 1981, constant generation and regeneration o goals, solutions.
DOES A GOOD cx team help an organisation combine radial and cartesianWe need metrics that measure both
CX team as silo bustersInternal and external, teams, engineers, designers, restaurateursPhd students, Design agencies, libraries – went to Red bubble – the traditional part of my team thought it was a pitch, the internal team saw it as an opportunity to build brudges, the design agency is helping us build protoypes, Yammer
Journey mapping and reflection – having the courage to play.
Most design work still proceeds on an industrial-age model of ‘edition’ and project, in which design is ‘finished’—rather than on an information-age model of continuous improvement, multi-year beta, and organic growth, in which design is never finished. In the future, successful software and service organizations will recognize that software and service design are ongoing processes.