ux strat usa, jim kalbach, "mapping experiences with alignment diagrams"
TRANSCRIPT
@JimKalbach MURAL
Agenda
9:00 Alignment
9:15 Initiate
10:00 Investigate
10:15 Illustrate
10:45 Break
11:00 Exercise
11:45 Align
12:15 Strategy
12:30 End
Alignment Diagrams
INDIVIDUALS
ORGANIZATION
Value
Value-Centered Design
“Value-centered design starts a story about an ideal interaction between an
individual and an organization and the benefits each realizes from that interaction.”
Jess McMullin, “Searching For The Center of Design,“ Boxes and Arrows
Customer Journey Maps
Experience Maps
Service Blueprints
Mental Model Diagrams
Spatial Maps
Alignment Diagrams
Customer
Business
Touchpoints
Customer Journey Map
Individual
Organization
Interactions
Experience Map
Service Blueprints
Mental Models
Customer
Business
Touchpoints
Isometric Maps
Paul Kahn, “Informa/on Architecture for the Web: Applied IA“ h:p://www.slideshare.net/pauldavidkahn/04-‐appled-‐ia
STORY INTERACTION INDIVIDUALS ORGANIZATION
Experience Map
Chronological
Interactions
Goals, actions, thoughts, feelings, pain points
Physical, artifacts, opportunities, recommendations
Customer Journey Map
Chronological
Touchpoints
Actions, thoughts, feelings, moments of truth, pain points
Customer facing artifacts and roles, opportunities
Service Blueprint
Chronological
Line of Interaction
Stages, artefacts
Front-line services, back-office systems, gaps
Mental Model
Hierarchical
Center Line
Tasks, intent, feelings, philosophy
Support, features, gaps
Isometric Map
Spatial
Overlays
Content usage, categories
Data systems, departments, workflow
1. Initiate
2. Investigate
General Process
3. Illustrate
4. Align
1. Initiate
What is the difference between:
Customer Journey Map
Experience Map
Service Blueprint
1. Frame the effort
– Point of view – whose experiences? unit of analysis?
– Scope – where do you begin and end?
– Focus – which aspects are highlighted?
– Structure – how will you arrange elements?
– Use – what will you do with the diagram?
2. Align with business goals
Initiate
Customer Value Chain
Relationships
Customer Value Chain
Relationships
The Athens Tourism Office (ATO) would like to improve the overall experience guests have when visiting the city, particularly holiday travelers. They already have some ideas what to do, but need to see the big picture in order to prioritize funding and to focus on areas that will have the most impact.
First, the ATO is planning to significantly overhaul its website. The site has grown organically over the past decade, and there are many complaints about finding information. In particular, the federated reservations system for hotels is incomplete, outdated and hard to use.
Second, the ATO wants to offer mobile services and apps for travelers. With so many options in the mobile arena, they are not sure where the best place to start would be.
Finally, ATO believes partnering with key service providers would improve the travel experience of visitors. ATO already has information kiosks in tourist areas, but they are looking to integrate more with partner services.
You work for a research agency specializing in experience mapping. The ATO has hired you to investigate and identify the most salient ways to bring the most value to visitors. They are also looking for new opportunities previously overlooked. The insight they hope to gain will help structure a multi-year program for improvement.
SCENARIO
PART 1
In groups, draw a model of the value chain around travel to Athens.
EXERCISE 1 – VALUE CHAIN (20 MINUTES)
PART 2
What type of diagram would you recommend to start with?
2. Investigate
1. Gather existing reports and studies • Qualitative & quantitative
2. Conduct internal interviews • Sketch experience • Identify gaps in knowledge
3. Conduct external interviews • Contextual interviews • Surveys or quantitative data
2. Investigate
Who might you want to interview?
Internal interview participants External interview participants
_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
INTERVIEWS
What themes or topics might you include in a guide for interviews internally at the ATO and externally with travellers?
Internal interview themes External interview themes
_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
DISCUSSION GUIDE
3. Illustrate
Analyze Data
Interviews (texts) Clusters & Patterns Flow & Experience
Text coding software, e.g., MaxQDA
Analyze – The LongWay
Analyze – The Short Way
• Create a spreadsheet with phases and information types
• Fill out the diagram from notes
• Adjust structure as you go
Analyze – The Short Way
• Cluster and discuss themes on a whiteboard
Guideline Example 1 Example 2 Start with insights Research cluster 1: People indicated they
sometimes hesitate and reconsider during the customer acquisition phase because of our premium pricing model
Research cluster 2: There is a clear pain point around deploying the solution, primarily due to lack of necessary technical knowledge.
Use natural language
People reconsider when making a purchase because they may be nervous or anxious about the high cost
Users struggle to install the software for the first time if they don’t have the required technical skills
Keep voice consistent
I reconsider when making a purchase because I’m anxious and nervous about the high cost
I struggle to install the software for the first time because I don’t have the necessary technical skills.
Omit pronouns and articles
Reconsider when making purchase due to anxiousness and nervousness over high cost
Struggle to install software for first time without the necessary technical skills.
Focus on the root cause
Feel anxious and nervous when making purchase due to high cost, and then reconsider
Struggle during installation due to lack of necessary technical skills
Be concise Feel anxious during purchase about cost, and then reconsider
Struggle due to lack technical skills during installation
Use abbreviations sparingly
“” Struggle due to lack of tech skills during installation
Rely on context of map
anxious about cost (In the cell for the column for “purchase” and row for “feelings”) Reconsider (In the cell of a column for “purchase” and a row for “actions”)
Struggle due to lack of tech skills OR Lack tech skills (assuming a column for “installation” and a row for “pain points”)
Consider different layouts
Startbucks
Phases in Middle
Adam Richardson, in HBR Blog
Process Lines and Icons
by nForm (CA)
Curved Lines
Circular
Network
Circular with Key
www.businessmodelcreativity.net
Spatial Maps
Emirates Journey Mapping Case Study: http://www.kendeo.com/industry/airline/emirates-study
Table
Wheel
Timeline “Chutes and Ladders” Spider
Circles Spatial Map Tower
Strive for Visual Clarity
Representation
• Fit to space
• Font selection
• Color coding
• Icons and shapes
Format Text
• Actions: Start each with a verb,
• Thoughts: Phrase as a question
• Feelings: Use adjectives
• Pain points: start each with a gerund
• Touchpoints: Use nouns
• Opportunities: Begin each with a verb that shows
change, e.g., increase the ease of installation,
eliminate unnecessary steps.
Chronology
EXERCISE 3 – SKETCH OUTLINE FOR DIAGRAM (20 MINS)
In groups, create a draft diagram for the ATO scenario How will you tell the story of interaction? Use the following phases • Plan Trip • Travel to Athens • Arrive in Athens • Stay in Athens • Depart • Return Home • Visit Again
Include the following aspects • Customer
• Actions • Thoughts • Feelings • Pain points
• Touchpoints • ATO
• Support • Goals
4. Align
Collaborate
• Hold extended workshop (included in proposal!) • Invite diverse group • Diagnose performance • Engage in creative exercises
Empathize
Collaborate
Discuss
Envision
Evaluate
b. Align for value
Look for
1. GAPS
2. WEAKNESSES
3. EFFICIENCIES
4. COMPETITORS
Author Involvement Levels
Example: “Author Experience Map“
The Ask
circa 1886
Scientific American Supplement, No. 530, February 27, 1886 “A NEW PHOTOGRAPHIC APPARATUS” This apparatus consists of a box containing a camera, A, and a frame, C, containing the desired number of plates, each held in a small frame of black Bristol board. The camera contains a mirror, M, which pivots upon an axis and is maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and sends the image coming from the objective to the horizontal plate, D, at the upper part of the camera. The image thus reflected is righted upon this plate. As the objective is of short focus, every object situated beyond a distance of three yards from the apparatus is in focus. In exceptional cases, where the operator might be nearer the object to be photographed, the focusing would be done by means of the rack of the objective. The latter can also slide up and down, so that the apparatus need not be inclined when buildings or high trees are being photographed. The door, E, performs the role of a shade. When the apparatus has been fixed upon its tripod and properly directed, all the operator has to do is to close the door, P, and raise the mirror, M, by turning the button, B, and then expose the plate. The sensitized plates are introduced into the apparatus through the door, I, and are always brought automatically to the focus of the objective through the pressure of the springs, R. The shutter of the frame, B, opens through a hook, H, with in the pocket, N. After exposure, each plate is lifted by means of the extractor, K, into the pocket, whence it is taken by hand and introduced through a slit, S, behind the springs, R, and the other plates that the frame contains. All these operations are performed in the interior of the pocket, N, through the impermeable, triple fabric of which no light can enter. An automatic marker shows the number of plates exposed. When the operations are finished, the objective is put back in the interior of the camera, the doors, P and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically closed, and, containing all the accessories, forms one of the most practical of systems for the itinerant photographer.—La Nature.
[EASTMAN] recognized that his
roll film could lead to a
revolution if he focused on the
experience he wanted to deliver,
an experience captured in his
advertising slogan, “You press
the button, we do the rest.”
Photographers
The Ask
Solutions that merely please, serve, meet
the needs/specs, or delight customers don’t
go far enough. They represent yesterday’s
marketing and design paradigms. They
misunderstand innovation’s real impact –
transforming customers.
Entrepreneurs
Who does Google ask us to become?
Kodak = Camera > Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers
Wierdo
Supersize
Unhealthy
Kodak = Camera > Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers
but… Segway = New Vehicle > Weirdo on Scooter Super Size = Value for Money > Unhealthy person
Using "The Ask" with Alignment Diagrams
1. At each phase ask: Who do we want our customers to become?
2. Use metaphors. These are often experts of some kind.
3. Reframe the solution space to transform users based on the transformations.
Citizen Explorer Documentary Filmmaker Activist Reporter
EXERCISE
In groups, discuss who you want your customers to become
Strategy Myopia
You've got to start with
the customer experience
and work back toward
the technology –
not the other
way around.
1997
An industry begins with the customer and
his needs, not with a patent, a raw material,
or a selling skill. Given the customer’s needs,
the industry develops backwards, first
concerning itself with the physical delivery
of customer satisfaction. Then it moves back
further to creating the things by which these
satisfactions are in part achieved. How these
materials are created is a matter of
indifference to the customer, hence the
particular form of manufacturing,
processing, or what-have-you cannot be
considered as vital aspects of the industry.
1960
Growth slows not because industries stop growing, but because companies fail to continue to meet ever-expanding customer needs.
Why did Kodak fail?
• From the end of World War II until the late 1970s, a retain-and-
reinvest approach to resource allocation prevailed at major U.S.
corporations.
• This pattern began to break down in the late 1970s, giving way to
a downsize-and-distribute regime of reducing costs and then
distributing the freed-up cash to shareholders.
• By favoring value extraction over value creation, this approach has
contributed to employment instability and income inequality.
Profits Without Prosperity
WILLIAM LAZONICK, “Profits without Prosperity,“ HBR Sept 2014
Companies … remain trapped in an
outdated approach to value creation.
They continue to view value creation
narrowly, optimizing short-term
financial performance in a bubble
while missing the most important
customer needs.
Shared Value
MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
Figure out what your product is and
what your value chain is. Understand
where those things touch important
social needs and problems. If you’re
in financial services, let’s think about
‘saving’ or ‘buying a home’ - but in a
way that actually works for the
consumer.
Shared Value
MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
What business is the ATO really in?
How can they create shared value?
