Post on 28-Nov-2014
description
LENDING BOOTCAMP At the
crossroads- Bridging the gap between
Business Analysis and
Customer Experience Design Greg Stewart, SMS Management & Technology
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me?
But enough about me,
about you. what do
think of
Let’s talk
you
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“ ” Customer experience is the
next competitive battle ground Jerry Gregoire, CIO DELL
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95% say they are
customer focused
80% say they deliver
a “superior
experience”
How many of these
firms’ customers agree
that they deliver a
superior experience? 8%
Businesses THINK they do this
but they DON’T
Data: Bain &Co 2006 Layout B.Schauer
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Customers bring special challenges
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TRADE OFF?
Designing superior customer
experience
Optimising efficiency and
profits
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80%
of design-led companies launched a
new product or service in the last 3
years vs 40%
overall
83%
of companies in which design is integral
have seen market share increase
compared to the national average of 46%
66%
of companies who ignore design
have to compete on price. In
companies where design is integral,
only do. 33%
80%
of design-led businesses have
opened up new markets in the last 3
years compared with 42%
overall
Maybe not…
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service
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At the end of this,
you will
Understand why customers as a
stakeholder group present special
challenges to a BA
Understand how your skills can
complement a CX design project if
you’re working with a designer
Understand how you can change
some of your thinking patterns to
do the job if you’re on your own
have something to concentrate on to
become completely indispensable
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Customers bring special challenges to the BA
lifecycle understanding
Context
defining the
Problem
defining the
Solution
and establishing
Requirements
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unique
challenging
just a bit different
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As a BA,
what’s different for you?
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Context the challenges of
in customer experience
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Their context is open,
fuzzy, multi-faceted
and complex
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Business context can be modelled
Payment Customer
Register Sale
Store 1
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1
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1
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Paid by
Captured on
Initiated by
eg: Business domain modelling
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Open, fuzzy, multi-faceted, complex
dog
partner
pet hate
hobby
sporting team elderly parent
my job
money
chores on my list
secret dreams
health irrational love of gadgets
insecurity Control
Love
that cool ad I saw
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As a BA,
what’s different for you?
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Sensemaking
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Solution defining starts with divergent thinking.
…most of which will be wrong – and that’s ok.
It will enable learning.
But where do the insights come from?
early research with customers and inside the business’ Systems will yield loads of data.
Visualised.
Problems will be identified.
Look for insights, patterns, groupings, etc…
Waiting for Malcom Gladwell BLINK-style flashes of inspiration.
This can be uncomfortable for Bas.
this is the process that led to insights about CONTROL for Virgin.
This is the process that led to insights about ‘lifestyle choices’ for Pfizer re: the nicotine patch.
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Hypothesis:
People expect more control…
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But without Understanding
Context, you can get it
horribly wrong…
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They are in a
decision lifecycle
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The customer decision journey
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How do I…
Elicit
Represent
Trace
respond
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Start from the
customer journey
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Swimlanes on a
process map don’t
show the customer
experience journey
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Put in a process flow
spot the touchpoints you can’t
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experience
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As experience is made up of
Customer touch points..
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Find out
about a
special
travel offer
Get details
of the
special offer
Make a travel
booking to take
advantage of the
offer
Receive the
receipt &
itinerary
Check in to
the flight
Receive a
boarding
pass
Check in
luggage
Get flight
departure
information
Enter the
plane
Receive
in flight
service
Retrieve
luggage
Comment to
friends on travel
experience
Touchpoint: a single point of
contact or interaction
between a customer and a
supplier of products or services
..which become experience touch lines
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Find out
about a
special
travel offer
Get details
of the
special offer
Make a travel
booking to take
advantage of the
offer
Receive the
receipt &
itinerary
Check in to
the flight
Receive a
boarding
pass
Check in
luggage
Get flight
departure
information
Enter the
plane
Receive
in flight
service
Retrieve
luggage
Comment to
friends on travel
experience
Fin
ish
S
tart
Experiences are multi-channel
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Call centre
Airport counter
Airport signage
Airport gate
Airport luggage
In flight
Web site
Mobile
Social media
PHYSICAL
DIGITAL
Fin
d o
ut
abo
ut
a sp
ecia
l off
er
Get
th
e d
etai
ls o
f th
e sp
ecia
l off
er
Mak
e a
trav
el
bo
oki
ng
Rec
eive
th
e re
ceip
t &
itin
erar
y
Ch
eck
in t
o t
he
flig
ht
Rec
eive
a
bo
ard
ing
pas
s
Ch
eck
in lu
ggag
e
Get
flig
ht
dep
artu
re
info
rmat
ion
Ente
r th
e p
lan
e
Rec
eive
in f
ligh
t se
rvic
e
Ret
riev
e lu
ggag
e
Co
mm
ent
to f
rien
ds
on
tra
vel e
xper
ien
ce
Experiences are emotional- Journey 1
1. My wireless broadband modem has intermittent problems. I try to get help from the telco which supplied it
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“A sub-optimal
experience”
Experiences are emotional- Journey 2
2. I want to buy some new music online. I have an idea of what I want, but haven’t completely decided
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“A near-optimal
experience”
Tracing touchlines
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Get out of your
comfort zone-
Pre and Post-
consumption count
too
Experiences have a life cycle
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Acquire and consume Before After
Brand identity building
Demand stimulation
Expectation setting
Calls to action
Issues resolution
Feedback management
Satisfaction monitoring
Sentiment monitoring
Improvement loop
The organisational experience lifecycle
Experiences have a life cycle
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Brand identity building
Demand stimulation
Expectation setting
Calls to action
Issues resolution
Feedback management
Satisfaction monitoring
Sentiment monitoring
Want Consider Evaluate Buy Experience Advocate Bond
The Customer Decision Journey
Acquire and consume Before After
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Problem the challenges of
in customer experience
Definition and
Requirements establishment
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BABOK LISTED ELICITATION METHODS
• Data Dictionary and Glossary
• Brainstorming
• Document Analysis
• Focus Groups
• Interface Analysis
• Interviews
• Observation
• Prototyping
• Requirements Workshops
• Survey/Questionnaire
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Customers…
don’t always do what you think they do
don’t always do what you tell them to do
don’t always do what they think they do
don’t always do what they say they do
adapted from IDEO
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They might not know
their own
requirements
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Emphasise different
elicitation
WATCH real-live
customers:
Observation beats
interview
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No no,
the packaging’s “ ” fine
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How is this possibly new?
David Tunnicliffe, Arnold & Bolingbroke 2008
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Here’s his famous quote:
“You can't just ask customers what they
want and then try to give that to them. By
the time you get it built, they'll want
something new."
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but what I am saying is that humans
do not understand their own needs
and motivations deeply enough to
communicate them effectively.”
“I am not saying that there is lack of
opinion, everyone has one of those,
Here’s his other quote:
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They don’t want what
they say
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“ ”
I gave them everything they
asked for, and they’re still
not happy
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Henry Ford
image: researcharts.com
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More chocolatey? Less chocolatey? Thicker? Thinner? Sweeter? Colder? Bigger? Healthier?
Not knowing what they want
asking
what lets you play with certain parameters:
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Ask different
questions:
What is the JOB the
feature is
performing?
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Changing context
What JOB is it doing? Does that context change?
asking
why can provide different understanding…
and can open up new possibilities
for unlocking value:
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The customer is
situational –
Requirements can
change with context
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When defining
‘personas’, be aware
that context might
yield more than one
persona per
individual
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Sometimes
customers can not be
specific
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BABOK CHARACTERISTICS OF GOOD
REQUIREMENTS
• Cohesive
• Complete
• consistent
• correct
• modifiable
• unambiguous
• feasible
• testable
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Please plan me a good
Scenic Route
“ ”
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Embrace fuzziness
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Solution the challenges of
in customer experience Definition
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The bigger picture
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Business
Requirements
Stakeholder
Requirements
Functional
Requirements
Non Functional
Requirements
Transition
Requirements
Problem
Solution
Current state
to Target State
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Boss
Fire
someone
Hire
someone
Boss
Fire
someone
Hire
someone
Use Case Model Use Case Document Prototype Screens
Process Flow Diagrams
Details Supports
Supports
what happens now
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The currency for
success of a staged
experience is emotion
Net Promoter Score
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Experiences have
Feature ‘HARMONICS’
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THE ENGINE WHISPERER
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Harmony – the overall effect
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Apply more ‘System
thinking’
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How do you eat
an elephant ?
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Customers are
complex, adaptive
systems
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COMPLEX problems need the right
techniques
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Simple
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Complicated
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Complex
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Manipulating the system
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There aren’t ‘right’
answers, only ‘better’
answers
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so what do you
do?
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Change your ‘mental
map’
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MAP - BAD METAPHOR
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Sense of direction
Observe
Adjust
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Prototyping and Agile
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www.marshmallowchallenge.com
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It’s not about
Defining It’s about
Exploring
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ANOTHER EXAMPLE
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Challenge
CASE STUDY Geoscience Australia Discovery tool
170 different discovery tools
Vision Improve client service
Reduce maintenance costs
Approach Focus on the customer
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Personas
CASE STUDY Geoscience Australia Discovery tool
10 customer segments
• Behaviour
• Motivators
• Background
• Needs
• Goals
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CASE STUDY Geoscience Australia Discovery tool
Teresa - Geologist
A Large Mining Corporation (ALMC)
“Reliable system performance is
what we need…”
Visa Processing Officer (VPO)
“…“I want all of the data ASAP and
I want timely updates of when it
changes.”
Persona example
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Persona example
CASE STUDY Geoscience Australia Discovery tool
Wal - Retired Geologist
Member of the General Public
“Reliable system performance is
what we need…”
Visa Processing Officer (VPO)
“…I need to find out everything I
can about the areas I want to visit.”
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Tell the user’s story
CASE STUDY Geoscience Australia Discovery tool
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Wireframes: 1st iteration
CASE STUDY Geoscience Australia Discovery tool
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Wireframes: 2nd iteration
CASE STUDY Geoscience Australia Discovery tool
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Visual design
CASE STUDY Geoscience Australia Discovery tool
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CASE STUDY Geoscience Australia Discovery tool
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Use a ‘middle man’
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Classic “ ” Funky but a
bit
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Surprising and
Yummy
“
”
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Intuitive “ ”
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The thinking is
different
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BA’s job is to NOT
think like normal
people
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CX – job is to think
like normal people
– MORE like
normal people
than normal
people do
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Thought experiment
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c = r
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INTUITIVE RATIONAL
“Does it feel right?”
“WHY THIS, and
is it doable?”
1st take what FEELS right (INTUITIVE)
Then INTERROGATE it against constraints, impact, feasibility.
ITERATE between analysis, synthesis, intuition, metrics….
“Hmmmm. what if?”
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Your job –
3 lenses
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x3
What they want – The hard, unfamiliar one
Great value Constraints Traceability – impact, coverage
Afterwards – good Up-front – great You can save a project here
YOUR 3
SOLUTION LENSES
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NOTION – TREND – more channels more
complication More channels – more ways to go wrong.
Think about your email filing.
Creating taxonomically satisfying filing system isn’t the same as making your email easy to find.
All your nested folders etc… just creates more places that mail might NOT BE!
Gmail – one folder, great search
Similarly, just because you CAN make an iphone ap, a phone contact capability, live-chat customer service, interactive web site, facebook profile, Google Plus presence, Twitter contact and iPad and android microsites doesn’t mean you should….
UNLESS YOU’RE PREPARED FOR THE RESULTING LOGARITHMIC INCREASE IN INTERNAL COMPLICATION
(A BA can help model this and make it real to the over zealous “if you build it they will come” sponsor) pretty
Customer Experience -
Yeah! Let’s do an
iPad app
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Want to be worth your weight in
GOLD?
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Learn to turn
abstractions into
dollar$
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is a principal consultant of Business Performance Improvement at SMS Management & Technology An Australian professional services firm Empowering business +61 406 165 584 @clarityrules www.smsmt.com