westpac experience strategy journey
DESCRIPTION
A talk we gave at the Experience Strategy 2014 conference in Melbourne about our adventures in creating a customer-led vision, strategy, and program of work for the Westpac Group. It is a story of Customer Experience and Business teams coming together to try a new, more customer-centric approach to traditional business strategy. Talk to me if you want to know more.TRANSCRIPT
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Herding cats and aligning starsCreating a customer-led vision, strategy, and roadmap for the Westpac Group
Experience Strategy Conference, May 2014
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About us
Alison Sharp Customer Experience (CX)
Customer Centred Design (CCD)
Kalpana GeeHead of Business Digital
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We will talk about...
WHY HOW WHAT TOP TIPS
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Customer centric approach to business strategyWHY
Old:Traditional approach to business strategy
New:Customer experience
vision
Compelling stories for the future with buy-in across the business
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The stars were aligning...WHY
1
Executive mandate to be more
customer centric
2
Personal desire to try a new approach
and make a real difference
3
Leverage internal CCD capability
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Overall journey
1
Get alignment on what the future should look like
2
Get initiatives funded and on the
roadmap
3
Execute projects that deliver on the
vision
HOW
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CCD approach and techniquesHOW
• Dedicated space and design walls
• Insights from customer research
• Design jams (rapid sketching workshops)
• Storytelling
• Stakeholder walk throughs
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A magic combination...HOW
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Let’s join forces and start talking to people1HOW
CX team
Business team
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Parallel work streams 2HOW
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Traditional strategy looks at... 3HOW
• Global trends and best practice
• Competitors, new entrants and disruptors
• Current state (numbers and capabilities)
• Strategic direction
• Gap analysis
• Costs and roadmap
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Dedicated space and design wall4HOW
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Insights from customer and stakeholder research 5HOW
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And so the story grows... 6HOW
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Challenge #1: Sceptical stakeholders7HOW
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Lesson #1: Trust in the process8HOW
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Lesson #2: Design jams (rapid sketching workshops)9HOW
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Lesson #3: Storytelling & stakeholder walkthroughs10HOW
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Challenge #2: Producing a compelling “pack” 11HOW
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Lesson #4: Simple artefacts, fit for purpose 12HOW
Customer mental model
Customer decision making process,
emotions, expectations...
Traditional strategy document
Detailed analysis of trends, competitors, global best practice,
roadmap, stats, business case...
Storyboards
Illustrated stories for various customer
scenarios.
Vision promise
One page summary of business objectives,
who we are designing for, and what the future
looks like.
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Challenge #3: Translating the vision into projects13HOW
Storyboards
Customer focus
Project roadmap
Business and IT focus
Gap analysis
What do we have already and what’s new?
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Lesson #5: Befriend PMO 14HOW
• Pepper project roadmap and charters with snapshots from the vision
• Prioritise must-have business and customer needs
• Provide costs for a CCD approach to delivery
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Challenge #4: Delivering on the vision15HOW
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Lesson #6: Vision owner and champions 16HOW
• Executive ownership and accountability
• Vision champions keep the intent alive
• Pick your battles
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Immediate benefits of our new approachWHAT
More visibility, engagement, collaboration and alignment
More appreciation for the customer experience
A new way of working
Saved at least $1m in consulting fees by
leveraging internal skills
Cost savings
Critical for generating roadmap and
delivering on the vision
Reuse and consistency across the business
IP kept in-house
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More confidence in future benefits WHAT
• Increase customer advocacy (NPS)
• Increase revenue
• Increase customer self service (productivity)
• Use the same tools for customers and staff
• Increase consistency across channels
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In summary...TIPS
1 Old + new approach = compelling stories + detailed analysis + numbers + buy-in and alignment.
2 Success = people + topic + techniques + outputs.
3 All onboard the emotional roller coaster; trust in the process.
4 Rapid sketching workshops = high volume of great ideas + good team morale.
5 Storytelling and walkthroughs, early and often, are critical for stakeholder buy-in.
6 Produce simple artefacts, fit for purpose.
7 Befriend PMO: help to write project charters and secure funding.
8 Vision owner and champions: keep the intent alive through to final delivery.