helping businesses to solve a wicked problem: getting profits from cx design

Helping businesses to solve a wicked problem

Getting profits from customer experience design

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Peter J. Bogaards E u r o I A 2 0 1 2 , R o m e ( I t a l y )

I N F O R M A A T e x p e r i e n c e d e s i g n

tackle

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1. Why the field of CX is important for the UX design community.

2. Approach to CX design can also be applied to other domains, like government (CiX), health (PX), and education (SX).

3. No ‘one more thing’.

Disclaimer

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ACT 1In which the speaker explores the problem space

covering framing, wicked problems, business challenges, and business & customer experience (design)

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Recognize this?

• Project has high ambition.

• Stakeholders involved each with their own agenda: ‘making profit’.

• Applications need to communicate with back-end systems.

• You have the feeling, you’re jumping on a riding train.

• Resources are limited and constraints are multiple.

• User research is in fact market research.

• User involvement is minimal.

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“Framing refers to a set of concepts and perspectives on how individuals, groups, and societies organize, perceive, and communicate about reality.”

What is framing?

Source: Wikipedia

Framing: “Rotten apple spoils the barrel”

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Framing: “Taxpayers’ money”

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Re-framing

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Problem > opportunity

Weakness > strength

Impossibility > distant possibility

Tamed problem: Characteristics

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1. Has a relatively well-defined and stable problem statement.

2. Has solutions which can be objectively evaluated as being right or wrong.

3. Has solutions which can be tried and abandoned.

4. Has a definite stopping point.

5. Belongs to a class of similar problems which can be solved in a similar manner.

Tamed problem: UX example

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1. Minimal usabilityRelatively well-defined and stable problem statement.

2. Recommendations in actionSolutions which can be objectively evaluated as being right or wrong.

3. A/B-testingSolution can be tried and abandoned.

4. All recommendations implementedA definite stopping point.

5. Usability test, expert/heuristic reviewBelongs to a class of similar problems which can be solved in a similar manner.

Super-wicked problem: Characteristics

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• Time is running out.

• No central authority.

• Those seeking to solve the problem are also causing it.

Wicked problem: Origin

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Horst W.J. Rittel (1930-1990)

Wicked problem: Unique

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Happy faces:

The Lorum Ipsum of visuals

Wicked problem: No final problem formulation

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Wicked problem: Symptom of other (‘higher’) problem

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Wicked problem: No stopping rule

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Wicked problem: Only bad or good solutions

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Wicked problem: No list of ‘moves’ to a solution

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Wicked problem: Always more explanations

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Wicked problem: No solution has definite, scientific test

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Wicked problem: Designers are responsible for their actions

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Re-frame: Design for profitable customer experiences

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• Unique: Each and every business organization at large.

• No final formulation: Each time you interview somebody, you hear a different story.

• Symtom of other problem: No shared vision > immature digital strategy.

• No stopping rule: The project ends when it runs out of resources.

• No list of ‘moves’ to a solution: Growing digital touchpoints.

• Only good or bad: There is no best design of a digital touchpoint.

• Always more explanations: Talk to the silo’s and you get all the perspectives.

• No solution has definite, scientific test: Business will ask: “Proof it!”

• Designers are responsible: The tricky part of taking responsibility.

Business challenge: Digital disruption

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Digital disruption: Mary Meeker (Kleiner Perkins Caufield & Byers)

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Digital disruption: Re-imagination of ‘nearly everything’

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Artists & concerts

Books

Business collaboration

Calling a cab

Cars

Cash registers

Communication

Computing devices

Connectivity

Coupons & local services

Crime awareness

Data

Diaries

Distribution/Monetization of 'talent'

Drawing

Education

Engagement

Focus groups

Getting food quickly

Government subsidies

Healthcare access

Home entertainment

Home improvement

Idea building & funding

Learning

Life stories

Magazines

Manufacturing

Marketplaces

Music

Navigation

News & information flows

Note taking

Personal borrowing & lending

Personal services

Pet care

Photography

Recruiting & hiring

Rewards & satisfaction

Scrapbooking

Signatures

Sound

Sports info

Television

Thermostats

Video

Video creation & production

Window shopping

Yellow pages

Digital disruption: Upcoming stunning changes

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That’s interesting!

Business challenge: Customer emancipation

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Customer emancipation: Paradigm shift

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Geocentric Heliocentric

Three business drivers leading to profit

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1. Increase revenue

2. Reduce cost

3. Increase customer satisfaction

Customer emancipation: From profit to customer

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A solid digital strategy

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• Is aligned with the business strategy and with online customer interactions.

• Adds value in all phases of the business cycle of the customer.

• Offers personalized relevant content.

• Stimulates and facilitates interactions in all connections of the network.

• Uses media channels most suitable for the customer.

• Is available through relevant devices of the customer.

Shift towards a comprehensive digital strategy 3.0

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Web pr

esenc

e

Online b

rochu

re

Finda

bility,

SEO

Digital m

arketin

g

Compre

hensi

ve

digital

strat

egy

Advert

ising,

Campa

igns

Fragmented, isolated efforts Integrated,orchestrated

Digital strategy 1.0 Digital strategy 2.0 Digital strategy 3.0

'SoMoL

o'

Shift towards a comprehensive digital strategy 3.0

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Web pr

esenc

e

Online b

rochu

re

Finda

bility,

SEO

Digital m

arketin

g

Compre

hensi

ve

digital

strat

egy

Advert

ising,

Campa

igns

Fragmented, isolated efforts Integrated,orchestrated

# of customer touchpoints

Digital strategy 1.0 Digital strategy 2.0 Digital strategy 3.0

'SoMoL

o'

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“Good design is good business.”

Business & design

“Design-focused enterprises (…) are guided by an organization-wide understanding of who their customers are and how the design of their products and services can best shape the customer experience.”

Thomas Watson Jr, 1973

Gabriella Lojacono & Gianfranco Zaccai (2005), “The evolution of the design-inspired enterprise”

Business & design: How they relate

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Source: Roger Martin (2007) “Design and business: Why can’t we be friends?”

Business & design: How they think

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Business & design: Core attributes of design thinking

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• Ambiguity: Being comfortable when things are unclear or when you don't know the answer.

• Collaborative: Working together across disciplines. • Constructive: Creating new ideas based on old ideas, which can also be the most

successful ideas.• Empathy: Seeing and understanding things from your customers' point of view.• Holistic: Looking at the bigger context for the customer.• Iterative: A cyclical process where improvements are made to a solution or idea regardless

of the phase.• Nonjudgmental: Creating ideas with no judgment toward the idea creator or the idea.• Open mindset: Embracing design thinking as an approach for any problem regardless of

industry or scope.

Aline Baeck & Peter Gremett (2011), in “UX Best Practices How to Achieve More Impact with User Experience”

Business & design: Process model

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Plattner, H.et al. (2009). Design Thinking

Customer experience (design)

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“The practices in the design discipline help organizations envision and implement customer interactions that meet or exceed customer needs. It spans the complex systems of people, products, interfaces, services, and spaces that customers encounter in offline or online digital media.”

“We define customer experience as how customers perceive their interactions with your company.”

Forrester (2012)

Obstacles to CX: Hierarchy and complexity

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Mature CX organizations excel at six disciplines

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© 2011, Forrester Research, Inc. Reproduction Prohibited September 12, 2011

Customer Experience Maturity Defined For Customer Experience Professionals

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Figure 1 Ranges Of Customer Experience Quality Within And Across 13 Industries

Source: Forrester Research, Inc.59376

Industry Average Low High Spread

Retailers 82 75 90 15

Hotels 77 60 83 23

Parcel delivery/shipping firms 74 71 78 7

Banks 72 59 83 24

Investment firms 72 66 79 13

Insurance providers 72 64 83 19

Credit card providers 68 59 85 26

Airlines 66 56 80 24

Wireless service providers 64 54 72 18

PC manufacturers 64 58 77 19

Internet service providers 56 46 80 34

TV service providers 54 45 69 24

Health insurance plans 53 42 72 30

Base: US online consumers who have interacted with brands in these industries(numbers have been rounded)

Source: North American Technographics® Customer Experience Online Survey, Q4 2010 (US)

Figure 2 Mature Customer Experience Organizations Excel At Six Disciplines

Source: Forrester Research, Inc.59376

Discipline Description

Customerunderstanding

Measurement

Governance

Strategy

Design

Culture

The set of practices required to monitor and manage customer experience quality in aproactive way as part of the overall corporate governance system

The set of practices required to define a clear vision of the type of experience the companyseeks to deliver, linking that vision to the company’s brand and applying it to guide the activities and resources of the organization

The set of practices required to determine the exact characteristics of interactions that meetor exceed customer expectations of the brand

The set of practices required to create and maintain a culture in which delivering a greatcustomer experience is embedded in the organization’s DNA

The set of practices required to create and maintain a clear, consistent, and accurate pictureof target customers and the experiences they want, even in the face of changing customerexpectations

The set of practices required to measure customer experience quality on an ongoing basisacross the entire enterprise and the use of that data to drive continuous improvement

Missing Ad-hoc Regular Systematic

MARS: Scale of customer experience maturity

Unify the digital experience across touchpoints

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Key findings from recent Forrester research:

• An explosion of customer touchpoints is at handDigital customer experience today is defined primarily by websites, with mobile applications on smartphones not far behind. And the future will include as many as 10 additional customer touchpoints. Deciding which channels to incorporate into your strategy is crucial to defining your organization’s future in digital customer experience.

• A unified experience requires the right people, process, & technology foundationsCustomers expect consistency across the devices and apps they use. Unified experiences that cross touchpoints demand improved yet common designs, consistent content assets and application code, and delivery processes tuned for speed and harmonized skills and roles.

• Investments in unified experience foundations will pay off nowInvestments in foundations for unified customer experiences will pay dividends in the short term. Firms typically run dozens of different and uncoordinated web sites. Unified experience foundations will drive efficiency into these situations while setting the stage for unified experiences across web, mobile, and other touchpoints in the future.

Unify the digital experience: Orchestration and choreography

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Local heuristics

Global heuristics

Two strategies to connect the UX & CX communities

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1. Connecting with the business community to evangelize the added value of Design in general and CX design in particular.

2. Connecting with the user experience (design) community to evangelize the field of CX in general and CX design in particular.

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ACT 2In which the speaker explores the solution space

covering focus on CX, collaboration, ways of working, visual communication, prototyping & connected design

Full focus on the customer EXPERIENCE

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Attractive

Relevant

Usable

Trustworthy

Customer experience & technology

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“In changing their focus, managers must also learn to view

existing and emerging technologies not as enhancers of

products, features and functions, but as facilitators of

experiences.”

C.K. Prahalad & Venkatram Ramaswamy (2003)

Collaboration: Multi-disciplinary teamwork

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Collaboration: Shared understanding

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Collaboration: Designer as facilitator

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Ways of working: From ad-hoc to systematic

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Ways of working: Process characteristics

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• IterativeInitial design and life-cycle evolution

• RepeatableEfficiency and ‘predictable’ outcome.

• SystematicA set of interacting or interdependent components forming an integrated whole.

Do I hear lean?

Ries, E. (2011). The lean startup

Ways of working: Creativity in a systematic setting

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Visual communication

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“Visual communication via diagrams, sketches, charts, photographs, video, and animation is fundamental to the process of exploring concepts and disseminating information.”Maneesh Agrawala et al. (2011)"Design Principles for Visual Communication"Communications of the ACM

Visual communication: Business topics

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Visual communication: Complexity

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Fabian Segelström (2010), Visualisations in Service Design

Prototyping

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Prototyping: Rationale

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• Prototyping lets you fail sooner to succeed faster.

• Prototyping facilitates a continuous evolution of digital touchpoints.

• Prototypes give all stakeholders a clear understanding of the touchpoint to be created.

• Prototypes prevent misunderstandings and misinterpretations that typically arise with elaborate written requirement documents.

Prototyping: Low-fidelity & high-fidelity

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• Low-fidelity prototypes offer a great way to explore and test touchpoint ideas without investing a lot of time and money up front.

• High-fidelity prototypes give downstream organizational units such as quality assurance, sales and marketing a head start for their activities, decreasing the overall time-to-market.

• High-fidelity prototypes provide developers with a rich, interactive definition of the functionality and design envisioned for a specific touchpoint.

• High-fidelity prototypes let you test and validate overall design concepts and the granular details of the experience.

Prototyping: Re-use

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Prototyping: Library

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Prototyping: Tooling inefficiencies

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1. Using different prototyping tools for different iterations of the prototype.

2. Using different prototyping tools for different aspects of the prototype.

3. Using different prototyping tools for different platforms.

4. Using different prototyping tools to do exactly the same task.

5. Inherent limitations and inefficiencies of the prototyping software.

Ritch Macefield, “(Why) Is UXD the Blocker in Your Agile UCD Environment? Thinking”, UXmatters (2012)

Prototyping: Tooling 4th generation

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1. Seamlessly handle all aspects of the prototyping activity.

2. Enable everyone to use the same software tools.

3. Provide support for multiple platforms.

4. Allow designers to embed specifications in prototypes.

5. Support multi-user prototyping.

Ritch Macefield, “(Why) Is UXD the Blocker in Your Agile UCD Environment? Thinking”, UXmatters (2012)

Connected design: User experience (design) platform

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Connected design: Top-down & bottom-up

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Customer portalRESPONSIVE WEB

Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @

INQUIRE CALCULATE PREMIUM

Reference dialogs

TOUCHPOINT AGNOSTICProvide premium determinants

START

Calculate premium based on vehicle id

Provide Vehicle IDYes

Select vehicle characteristicsNo

Review and tune object

characteristics

Provide birthdate

Vehicle identified? Yes

No

Vehicle price higher

than €75K?No

Search for address without

postal code?

Yes

INTERNAL WEB DESKTOP

Service (blueprint) Dialogue Touchpoint Component Element


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Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes

INTERNAL WEB DESKTOPCustomer portalRESPONSIVE WEB

Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes




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Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes


Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes


Mobile app

START

iOS



Refer call centreNo


characteristics

Provide birthdate


No


than €75K?No


START





characteristics

Provide birthdate


No


than €75K?No



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Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes


Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes


Mobile app

START

iOS



Refer call centreNo


characteristics

Provide birthdate


No


than €75K?No

Stap 1 voer uw kenteken in.

- - -

Volgende


START





characteristics

Provide birthdate


No


than €75K?No



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Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes


- - -


Employee portal

Mobile appiOS

T o

u c

h p

o i

n t

sU

s e

r a

c t

i o

n s

Other @


Reference dialogs


START





characteristics

Provide birthdate


No


than €75K?No


postal code?

Yes


Mobile app

START

iOS



Refer call centreNo


characteristics

Provide birthdate


No


than €75K?No

Stap 1 voer uw kenteken in.

- - -

Volgende


START





characteristics

Provide birthdate


No


than €75K?No


Connected design: Customer experience design platform

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Services

Dialogs

Touchpoints

Unified Experience Foundation

Met

hodo

logy

Mod

eling

Inte

grat

ion

Colla

bora

tion

Enterprise layer

Touchpoint/channel-specific layer

Core library

• Comprehensive UCD methodology.

• Reference processes for accelerated implementation.

• Standards-based integrated modeling tools on all levels.

• Cloud-based collaborative environment.

• Enterprise integration.

Ingredients to tackle this wicked problem

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1. Focus on customer experience (‘Know thy customer’).

2. Collaborate with multi-disciplinary teams.

3. Work iteratively and systematically with repeatable steps.

4. Communicate visually.

5. Sketch, mockup, and prototype.

6. Connect design...

Resources

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Wicked Problems in Design ThinkingRichard Buchanan (1992)http://tinyurl.com/8wmfvts

Why Horst W.J. Rittel MattersChanpory Rith and Hugh Dubberlyhttp://www.dubberly.com/articles/why-horst-wj-rittel-matters.html

Internet Trends 2012Mary Meeker (D10 conference)http://tinyurl.com/7lpbocz

Customer experience: The natural ally for UX in businessPeter J. Bogaards (2012)http://informaat.com/blog/customer-experience-the-natural-ally-for-ux-in-business.php

Design & Business: Why can't we be friends?Roger Martin (2007)http://www.rotman.utoronto.ca/rogermartin/designandbusiness.pdf

About me...

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about.me/peterbogaards