MAPPING EXPERIENCES

@JimKalbach

AGENDA

2:00 Overview

2:30 Initiate

3:30 Investigate

3:45 Break

4:00 Illustrate

5:00 Align & Envision

5:30 End

“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

Individuals

Organization

Value

Customer Journey Maps

Experience Maps

Service Blueprints

Mental Model Diagrams

Ecosystem models

…

ALIGNMENT DIAGRAMS

CUSTOMER JOURNEY MAP

Individual

CUSTOMER JOURNEY MAP

Individual

Organization

CUSTOMER JOURNEY MAP

Individual

Organization

Interactions

CUSTOMER JOURNEY MAP

EXPERIENCE MAP

Individual

Organization

Interactions

EXPERIENCE MAP

Individual

Organization

Interactions

MENTAL MODELS

Individual

Organization

Interactions

MENTAL MODELS

Paul Kahn, “Information Architecture for the Web: Applied IA“ http://www.slideshare.net/pauldavidkahn/04-appled-ia

SPATIAL MAP

STORY INTERACTION INDIVIDUALS ORGANIZATION

Experience Map Chronological InteractionsGoals, actions, thoughts, feelings, pain points

Physical, artifacts, opportunities, recommendations

Customer Journey Map

Chronological TouchpointsActions, thoughts, feelings, moments of truth, pain points

Customer facing artifactsand roles, opportunities

Service Blueprint Chronological Line of Interaction Stages, artefactsFront-line services, back-office systems, gaps

Mental Model Hierarchical Center LineTasks, intent, feelings, philosophy

Support, features, gaps

Spatial Map Spatial OverlaysContent usage, categories

Data systems, departments, workflow

GENERAL PROCESS

Holism Experiences, not products

Multiplicity Multiple facets of activity

Interaction Touchpoints between people and a system

Visualization Provide a graphical overview

Self Evidence Little or no explanation

Relevance Address business problems

Validity Grounded in investigation and evidence

http://experiencinginformation.wordpress.com/2012/01/04/principles-of-alignment-diagrams

PRINCIPLES

“Visualizations don’t provide answers outright,

they foster conversations. Diagrams are

compelling artifacts that draw interest and

attention from others in the organization. They

are a means to engage others in discourse.”

FACILITATION

CO-CREATION

CREATE & TEST ARTIFACTS

GENERAL PROCESS

It‘s the journey and the destination

1. INITIATE

What is the difference between:

Customer Journey Map

Experience Map

Service Blueprint

?

BREATH v DEPTH / FOCUS

What is an experience

WHAT IS AN EXPERIENCE?

Holistic Personal Situational

Point of View

Focus

Scope

Structure

Frame the Effort

1. Point of View

2. Focus

3. Scope

4. Structure

5. Use

DEFINE THE MAPPING EFFORT

CUSTOMER VALUE CHAIN

Focus

Scope

by nForm (CA)

Structure

Network

Emirates Journey Mapping Case Study: http://www.kendeo.com/industry/airline/emirates-study

STRUCTURES

1. Point of view – whose experiences? Which experiences?

2. Scope – where do you begin and end?

3. Focus – which aspects are highlighted?

4. Structure – how will you arrange elements?

5. Use – what will you do with the diagram?

1. DEFINE THE EFFORT

Five things businesses care about:

2. ALIGN TO BUSINESS GOALS

• Increase revenue

• Decrease cost

• Increase new business

• Increase existing business

• Increase shareholder value

Jared Spool: “UX means business” https://www.youtube.com/watch?v=hEyUe4q_pOk

Growth=

Pirate Metrics

• Acquire

• Activate

• Retention

• Referral

• Revenue

Dave McClure: http://500hats.typepad.com/500blogs/2007/09/startup-metrics.html

2. ALIGN TO BUSINESS GOALS

The Providence Tourism Office (PTO) 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 PTO 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 PTO 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, PTO believes partnering with key service providers would improve the travel experience of visitors. PTO

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 PTO 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

Based on the scenario, address the 5 questions for getting started:

1. What is your POINT OF VIEW?

2. What is the SCOPE of the experience?

3. What will you FOCUS on?

4. How will STRUCTURE the diagram?

5. What will you USE the map for?

Time permitting, create a value chain diagram.

1. List all of the actors and entities involved

2. Create a concept diagram show the flow of value

EXERCISE 1: VALUE CHAIN (20 minutes)

CUSTOMER VALUE CHAIN

2. INVESTIGATE

INVESTIGATE

Gather existing sources

Qualitative & quantitative

1

Interview internally

Sketch experience

Identify knowledge gaps

Gather existing sources

Qualitative & quantitative

1 2

INVESTIGATE

DRAFT MAP WORKSHOP

Interview internally

Sketch experience

Identify knowledge gaps

Gather existing sources

Qualitative & quantitative

Interview externally

Contextual interviews

Surveys, quantitative data

1 2 3

INVESTIGATE

Who might you want to interview?

Internal interview participants External interview participants

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

EXERCISE 2: INTERVIEW PARTNERS (5 MINUTES)

What themes or topics might you include in a guide for interviews internally at the HTO and externally with travellers?

Internal interview themes External interview themes

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

EXERCISE 3: INTERVIEW QUESTIONS (5 MINUTES)

3. ILLUSTRATE

ANALYSE DATA

Text coding software,

e.g., MaxQDA

ANALYSE DATA

ANALYSE DATA – Short Way

ANALYSE DATA – Short Way

Guideline Example 1 Example 2

Start with insightsResearch 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 languagePeople 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 consistentI reconsider when making a purchase because I’m anxious and nervous about the high cost

I struggle to install the software for the first timebecause 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 conciseFeel 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

by nForm (CA)

www.businessmodelcreativity.net

Emirates Journey Mapping Case Study: http://www.kendeo.com/industry/airline/emirates-study

LAYOUT TYPES

STRIVE FOR CLARITY (negative example)

CONSISTENT REPRESENTATION

CONTENT

• 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 with verb of change, e.g., increase the ease of installation

VISUAL

• Fit to space

• Font selection

• Color coding

• Icons and shapes

CHRONOLOGY

REPEAT BEHAVIOR

VARIABLE ORDER

ONGOING

ALTERNATE FLOWS

EXERCISE 4: ILLUSTRATE (45 MINUTES)

In groups, create a draft diagram for the PTO scenario

Use the following phases• Plan Trip

• Travel

• Arrive

• Stay

• Depart

• Return Home

• Visit Again

Include the following aspects• Customer

• Actions• Thoughts• Feelings• Pain points

• Channels / Touchpoints• PTO

• Role + Activity• Goals

4. ALIGN & ENVISION

“Diagrams are compelling documents that invite

engagement by others.”

COLLABORATE

• Hold a workshop

• Invite diverse group

• Assess performance

• Engage in exercises

EMPATHIZE

ASSESS

OPPORTUNITIES

1. Gaps

2. Weaknesses

3. Efficiencies

4. Competitors

Author Involvement Levels

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

THE ASK & DIAGRAMS

1. At each phase ask: Who do we want our customers to become?

2. Use metaphors. These are often experts

3. Reframe solutions to transform users

VIPClub

Member

House guest

Royalty FriendFoodie

Citizen Explorer Documentary Filmmaker

Activist Reporter

1. In groups, discuss who you want your customer to become.

2. Together, brainstorm ideas that will transform you customers.

If we want our customer to become <the ask>,

then they need these <solutions, services>

EXERCISE 5: ALIGN

ARTICULATE IDEAS

1. Written stories

2. Storyboards

3. Sketches

4. Prototypes

STORYBOARDS

PROTOTYPES

EVALUATION

ITERATE

WORK RAPIDLY

RAPID MAPPING

0

8

HO

UR

S

0

8

HO

UR

S

RAPID MAPPING

0

8

HO

UR

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RAPID MAPPING

“[Mapping] will add

context to your

project and highlight

opportunities you

may have otherwise

missed.”

DESIGN SPRINTS

IDEAS ARE OVERRATED

@JimKalbach

VALLEY OF DEATH

@JimKalbach

BUSINESS VALUE EXPERIMENTS

5x5 Framework

• 5 people

• 5 days

• 5 experiments

• $5k

• In 5 weeks

(i.e., small bets…)

@JimKalbach

EXAMPLE: SNAP SUPPORT

EXAMPLE: SNAP SUPPORT

SENSE AND RESPOND

Danke schön!

@JimKalbach

Jim.Kalbach@Gmail.com

www.experiencinginformation.com

FINAL WORD

MODELS

EVANGALISE

What are some benefits of alignment diagrams?

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

EXERCISE 7: ADVANTAGES (5 MINS)

• Longevity of information

• Common big picture

• Continuity in vision

• Diagnosis of problems

• Indicate where to create value

• Opportunities for growth

BENEFITS

not product research

Objection Argument

I was in our target group. Just ask me. You’ve internalized processes and may not express them freely. Also, different people have different ways of doing things. We want to look beyond what we already know.

We regularly listen to customers Listening to customers is good, but it is not enough. We also need alignment throughout the organization. Also remember the 90-9-1 rule: Only 1% of people will send such an email.

We already do market research. Market research and Diagramming are different. Marketing understands what people will buy so we can sell more. This work seeks to uncover fundamental needs and activities for innovation.

We don’t have time or budget Alignment diagrams needn’t be expensive or time consuming. For the cost of a usability test or marketing survey, we can conduct an alignment project.

A focus group would be easier By taking people out of their contexts, much of the situational and environmental cues are missing. People also don’t remember exactly how they work without the actual tool or artefact present. Focus groups sometimes lead to group opinions.

KNOW THE OBJECTIONS

• Key elements of an elevator pitch

1. What problem are your solving?

2. What is the value proposition?

• Characteristics of elevator pitch

• Be succinct

• Easy to understand

• Greed inducing

• Irrefutable – leave no questions

CREATE A PITCH

You’d like to grow into a new markets to move beyond maintaining your current offerings. You’ll have better understand the needs and behaviour of this segment quickly.

Alignment Diagrams reflect a modern technique that more and more companies are using to improve their customer understanding, such as Intel and Microsoft.

By visually aligning various aspects of customer behaviour with business processes, you’ll be better able to understand how to create, deliver and capture value. It will also give you insight in to creating innovative products and services that outperform competitors and help business growth.

With relatively little investment, alignment diagramming provides you with the strategic insight you need to keep up in today’s fast changing marketplaces.

EXAMLE PITCH

Men are moved by two

levers only:

fear and self interest

- Napoleon Bonaparte

On Techniques

• Mental Models, Indi Young

• ‘Locating Value with Alignment Diagrams,’ James Kalbach & Paul Kahn

• Google:

– ‘customer journey mapping’

– ‘mental models’

– ‘service blueprint’

READ LITERATURE

On Business Relevance

• Game Changer, A.G Lafley & Ram Charan

• Subject to Change, Peter Merholz et al.

• Business Model Generation, Alexander Osterwalder

• Harvard Business Review articles

• Forrester Reports

• Find case studies

• Find out what competitors are doing

• Do a small study ‘under the wire’

• Demonstrate the value first hand

• Find champion in management

CONVINCE

1. Know the benefits

2. Know the objections

3. Prepare arguments

4. Read the literature

5. Pitch and convince

SUMMARY