Susanne van Mulken, Managing Director Strategy & Delivery
UX STRAT Europe, Amsterdam, June 4 2015
LiFing off from the UX plateau Experiences with a new CX framework
1. The UX plateau
2. LiFing off: with a CX framework
3. Experiences at two of our clients
4. Learnings & take aways
2
Age of the customer
Successful by inspiring, engaging customers
“40% higher return on investment”
4
Photo: LAUNCH.ed
6Anno 2010
• UX teams
• Focus on products & services
• Digital strategies
• Customer central
Photo: The Telegraph
7Anno 2015
• Bigger teams
• Be^er user experiences
• Growth in projects,
stakeholders and budgets
• New challenges
Photo: ESA
Anno 2015
Challenges menaoned by UX managers:
• Recruiang the right talent
• Professionalizing UX teams
• Matching UX and Agile
• Posiaoning UX effecavely in the organizaaon
• Central versus distributed content management organizaaon
• Balancing strategic and operaaonal design work
8
External challenges
• Omni-‐channel
• Seamless & conanuous experiences
• Personalizaaon
• Design for wearables
• Adapave design
• Open service ecosystems
10
13
Excellent customer experience
Customer experience excellence
Customer experience model
Marketin
gBrand
ServicesProd
ucts
Technology
Culture
StaffBusin
ess
Cust
omer
insig
htProcesses
CX framework Strategic Tacacal Operaaonal2-‐5 years ameframe 1-‐2 years ameframe 0-‐1 year ameframe
Products & services
Brand & markeang
Technology
Customer insights
Culture
Processes
Business
Staff
CX vision & strategy CX founda7on CX excellence
14
Service design
Brand values
Customer segmentation
Architecture
UX concepts
Identity
Concept evaluations
API’s
Detailed UX design
Campaigns
Field tests
Back-end code
CX framework Strategic Tacacal Operaaonal2-‐5 years ameframe 1-‐2 years ameframe 0-‐1 year ameframe
Products & services
Brand & markeang
Technology
Customer insights
Culture
Processes
Business
Staff
CX vision & strategy CX founda7on excellent CX
• Vision visualisation • Service design
• Brand experience • Brand architecture
• Customer research • Segmentation / Personas
• Vision visualisation • Change plan
• Capability matrix • Organization model
• Process analysis • Vision visualisation
• Business case • Product plan
• High level requirements • System architecture
• Reference design • UX guidelines
• Brand identity • Marketing plan
• Lead customers • Concept evaluation
• Customer First program • Working environment
• CX insourcing & outsourcing • CX targets & training
• CX processes • CX tooling
• Product propositions • Product roadmap
• Platform CXP • API’s
• Detailed design • Specification
• Marketing campaign • Customer communication
• Actual customers • Usability (A/B) evaluation
• Benchmark behaviour • Measurement & rewards
• Multidisciplinary teams • Knowledge management
• Process optimisation • Implementation CX tooling
• Product description • Product launch
• Hosting • Back-end code
Strategic Tacacal Operaaonal 15
3. Experiences at two of our clients
A. Our clients PostNL and CZ
B. Different uses of the framework
C. Results at PostNL and CZ
17
How they have organized UX design 19
Biggest mail and parcel carrier in NL
One of the biggest health insurers in NL
Outsource modelTotal in-‐house UX staff: 0 De
Agencies Projects
CZ UX team
Projects
Consul7ng model Total in-‐house UX staff: 5 De
21
The ambi7on
• Omni-‐channel experience
• 1 coherent online channel
• Personal, simple, user friendly
• Timeline 2014-‐2017
PostNL’s quesaon: What should our UX design capabiliaes be
given our 2017 ambiaon?
Basics in place (e.g., policy, RACI, guidelines, ux heart beat and new portal concept), but …
• Operaaonal focus
• Silos
• Inside out
• Lengthy innovaaon process
Their UX plateau
22
The rest of CZ
CZ Online
Online ahead of the rest of organizaaon
Photo: boatnerd.com
23
The ambi7on
• To become the customer’s number 1. healthcare director
• Online: Become an online personal health coach
• Timeline 2014-‐2020
CZ’s quesaon: What kind of organizaaon must we have in order to achieve the
strategic goals for our online channel?
Their UX plateau
Awards for online service, but …
• Operaaonal focus due to lack of resources
• Hard to a^ract the right talent
• Vision 2020 not concrete enough
• Li^le innovaaon / differenaaaon
3. Experiences at two of our clients
A. Our clients PostNL and CZ
B. Different uses of the framework
C. Results at PostNL and CZ
24
Approach 25
As is
To be
Roadmap
Implement
CX model
Marketin
gBrand
ServicesProd
ucts
Technology
Culture
StaffBusin
ess
Cust
omer
insig
htProcesses
Approach 26
As is1. Shared understanding
2. Organizaaonal analysis
To be
Roadmap
Implement
3. Posiaoning UX within the organizaaon 4. Organizaaonal design
5. Orchestrate acaviaes towards CX excellence
CX model
Marketin
gBrand
ServicesProd
ucts
Technology
Culture
StaffBusin
ess
Cust
omer
insig
htProcesses
27As is
For CX excellence you need to cross barriers and build alliances.
Start by understanding each other’s goals, roles, and
1. Shared understanding
Photo: Jij is lief
281. Shared understandingAs is
Prototype PrototypePrototype
Prototype
Customer
journeys
Customer
journeys
Customer
journeys
Design
processDesign
processDesign
process
• Diagnosis: What issues are there?
• UX snapshot: What’s in place and what’s missing?
• Ideaaon: What could be possible soluaons?
292. Organizaaonal analysis As is
30
Ad hoc design
Silos
Vision opera7on gap
2. Organizaaonal analysis As is
Silos
Inside-‐out thinking
322. Organizaaonal analysis As is
Issue
IssueIssue
Issue
IssueIssue
Issue
Experase
Experase
Experase
Experase
Experase
Experase
Experase
Experase
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity
Acavity
Hard to
accelerate
innovation
Missing expertise
Conditions for design not
given
Customer
insights
incomplete
Vision not concrete
3. Posiaoning UX within the organizaaon
• What are the goals of the UX team?
• What are the key responsibiliaes of the UX team, in light of the corporate strategy?
• How does the team cooperate with other teams/funcaons?
34To be
Operaaonal UX
Detailed design
Tacacal UX
UX Guidelines & UI components
Strategic CX
Customer journeys & cultural change
35
“Online should make CZ’s vision (esp. personal coach) much more concrete, accessible and inspiring”
1. Derive statements from stakeholder interviews
3. Translate to success factors and posiaoning
2. Prioriaze
Create the right condiaons for UX Design
Tacacal & operaaonal acaviaes only
Strategic Tacacal Operaaonal2-‐5 years ameframe 1-‐2 years ameframe 0-‐1 year ameframe
Products & services
Brand & markeang
Technology
Customer insights
Culture
Processes
Business
Staff
CX vision & strategy CX founda7on excellent CX
36
Extend focus from operaaonal to tacacal UX
What is the best way to organize UX in your organizaaon?
4. Organizaaonal design 37
Distributed
BUs
Projects
Split teams
BUs
Hybrid
Centralized consul7ng
Projects
To be
Sarah Bloomer UX org models
4. Organizaaonal design 38To be
Tacacal
Ope
raao
nal
CX vision & strategy CX founda7on excellent CX
Strategic
Operaaonal
Tacacal
4. Organizaaonal design 39To be
Strategic
CX vision & strategy
CX founda7on
excellent CX
4. Organizaaonal design 40To be
CX vision & strategy
CX founda7on
excellent CX
CX team
UX team
Efficient agile development Muladisciplinary collaboraaon Get the UX details right
Scrum teams
Alignment & planning Generic UX concepts UX targets
Omni-‐channel orchestraaon Vision visualizaaon CX targets
3. Experiences with the framework
A. Our clients PostNL and CZ
B. Different uses of the framework
C. Results at PostNL and CZ
42
43Results
• Omni-‐channel: Formaaon of CX team currently on its way.
• Online:
• Extending their team with permanent UX designers.*
• Pilots with Agile/SCRUM development (incl. UX designers).
• Since 2015, Online has organized itself according to our advice.
• Informaat supports CZ with recruitment of extra design candidates.
• CZ is currently planning to set up a company wide CX library.
*budget decisions pending.
Learnings
1. CX framework proves useful for clients at different maturity levels.
2. Staffing
• Keep momentum: have (interim) designers available.
• Service designers: perfect linking pin between offline and online.
3. Partner with like minds
• E.g., enterprise architects and marketers can prove to be excellent partners for building in-‐house UX.
• Build a relevant network, inside and outside your organizaaon.
45
Take aways
• UX leaders, broaden your scope to where the future challenges are: CX.
• A CX framework helps you build bridges and create more strategic impact for UX.
• Use your design experase to help transform your organizaaon and aim for CX excellence.
46
Photo: Vigia Cosmos
Creaave. Systemaac. Sustainable.
+31 35 543 1222
informaat.com
[email protected]@informaat.com
@susannevmulken
+31 35 543 1222
informaat.com
Image sources 48
Slide 3: h^ps://www.wallhai.com/wallpapers/world/monument-‐valley-‐wallhai-‐hd-‐wallpaper-‐1754.jpg Slide 4: h^p://www.launch.ed.ac.uk/index.php/2013/10/ Slide 5: h^p://www.nasa.gov/mulamedia/imagegallery/image_feature_196.htmlSlide 6: h^p://www.telegraph.co.uk/news/science/picture-‐galleries/8416421/Key-‐events-‐in-‐the-‐history-‐of-‐space-‐exploraaon.html?image=17 Slide 7: h^p://blogs.esa.int/luca-‐parmitano/files/2013/11/ISS_Expediaon_37_crew_portrait_inside_Kibo.jpg Slide 11: h^ps://www.wallhai.com/wallpapers/world/monument-‐valley-‐wallhai-‐hd-‐wallpaper-‐1754.jpg Slide 12: h^ps://pbs.twimg.com/media/B-‐mt7oOWsAAQUz6.jpg Slide 22: h^p://www.postnl.nl/en/about-‐postnl/press-‐news/downloads/parcels/ Slide 24: h^p://www.vakcentrum.nl/pages/82/Ondernemen/Branchecijfers/Supermarkten.html Slide 26: h^p://www.boatnerd.com/news/newsthumbsb/html2/newsthumbs_1572.htm Slide 31: h^p://jijislief.nl/kaartkeuze.asp?kaart=1988 Slide 50: h^p://www.esa.int/Our_Acaviaes/Space_Science/Rose^a/Touchdown!_Rose^a_s_Philae_probe_lands_on_comet Slide 52: h^p://www.vigiacosmos.es/curso-‐astronomia-‐madrid/
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