Presentation for the Business Intelligence seminar hosted by Lowndes. The focus of this session was about unpacking what digital customer experience is, how digital transformation isn't as terrifying as portrayed, and frameworks for bringing digital transformation to life in any organisation - with a focus on human centred design.
15. 5 Steps to Transformation
1. Form a digital transformation team
2. Research your customers
3. Design your customers ideal
experience
4. Plan your infrastructure
5. Build it
23. ISO 9241-210
The design is based upon an explicit understanding of
users, tasks and environments.
24. ISO 9241-210
The design is based upon an explicit understanding of
users, tasks and environments.
The design is driven and refined by user-centred
evaluation.
25. ISO 9241-210
The design is based upon an explicit understanding of
users, tasks and environments.
The design is driven and refined by user-centred
evaluation.
The design addresses the whole user experience.
26. ISO 9241-210
The design is based upon an explicit understanding of
users, tasks and environments.
The design is driven and refined by user-centred
evaluation.
The design addresses the whole user experience.
The design team includes multidisciplinary skills and
perspectives.
28. What does that practically
mean?
1. Identify a problem
2. Ideate possible solutions
29. What does that practically
mean?
1. Identify a problem
2. Ideate possible solutions
3. Prototype best solution
30. What does that practically
mean?
1. Identify a problem
2. Ideate possible solutions
3. Prototype best solution
4. Test with customer
31. What does that practically
mean?
1. Identify a problem
2. Ideate possible solutions
3. Prototype best solution
4. Test with customer
5. Iterate idea based on user feedback
32. What does that practically
mean?
1. Identify a problem
2. Ideate possible solutions
3. Prototype best solution
4. Test with customer
5. Iterate idea based on user feedback
6. Repeat steps 4 and 5 until you’ve
nailed it
38. Meaningless statement:
Our SEO is only 25% of
industry standard, while it
converts at 10% less than
other traffic sources.
39. Meaningful statement:
Potential customers use Google to undertake their
own research prior to making a purchase.
Currently we’re not visible to these potential
customers due to issues with our website. If we
can resolve these issues we believe we can grow
our revenue by 10%.
41. Thank you.
Find me on LinkedIn:
https://www.linkedin.com/in/ri
chardcboyd/
Notas del editor
Thank Tim & Rhyf
Thank Greg and Lowndes for opportunity to present
Read disclaimer
Hello.
I'm Rich.
I love sport.
I love travel.
But my real passion is designing delightful customer experiences through digital technology.
What does that actually mean?
In reality this looks like (they oft overused example of Uber).
Uber isn't successful because they're cheap. Their pricing is about market share - and once they get it their pricing goes up.
Uber isn't successful because they don't own a fleet of taxi's. A lot of the taxi co-ops follow this model, driver owned and maintained.
Uber is successful because they took a crappy experience:
- Call taxi company
- Book taxi
- Awkwardly wait & grow impatient with absence of information relating to taxi's location
- Finally get in the taxi
- Argue with the taxi driver about the best route/explain where you're going
- Google maps the directions on your phone to check traffic and advise driver
- Arive at destination late & frustrated
- Faff about in the back of the taxi waiting for their credit card machine to turn on
- Put reciept in wallet and sware to expense claim it when you're back in the office
And transformed it to this:
- Open app
- Select account to pay with (work/personal)
- Enter address of destination & confirm pick up point
- Connect with driver & monitor their progress to pick up
- Play your own music via their stereo (not necessary but very delightful)
- Arrive at destination relaxed
How much nicer is that?
Now the challenge is that we've all gone a little crazy in light of examples like Uber.
News articles, LinkedIn, and conferences are awash with statements like:
- Bots, AR, and digital giants - how to survive the storm of digital disruption
- Australia risks being overwhelmed by digital disruption - Minister for Innovation
- Digital disruption rocks the mining world
Arthur Sinodinos is the Minister for Industry, Innovation and Science
It sounds like the world is about to end.
But don't worry. It's not.
Digital trandformation has become the latest big data. It is the hyperbole we use as marketers to shock and awe executives into action.
Normally in the absence of a commercially sustainable business case too I might add.
How much more managable does it sound if we define digital transformation as:
Using digital technology to provide better customer experiences
All of a sudden things sound a lot more managable right?
Well now that we've made digital transformation less daunting, let's talk about a strategic framework you can use for delivering it.
Ta-daaaaaaa
That's it. There's no catch here. It's 5 easy steps to transforming your business.
Form a digital transformation team
To reimagine the customer experience you need to take your business on a journey, and you can’t do that alone.
During my time with OfficeMax we pulled in leads from sales, IT, human resources, operations, finance, and customer service.Each of these department leads brought unique insight into how our organisation currently operates, and their interactions with customers.
Research your customers.
If you don’t research your customers you’re designing customer experiences based on gut instinct, experience, and luck - that can only get you so far.
Sometimes that research looks like this (post it notes)
Or this (interviews)
Or this (analytics)
A good blend of quantitative and qualitative research of your customers current experience gives you a great starting point for the next part.
Step Three:Design your ideal customer experience
Personally I think this is the really fun part.
I strongly recommend that you take some time after this session to research Human Centred Design.
HCD has it’s own ISO standard which outlines the following:
The design is based upon an explicit understanding of users, tasks and environments.
The design is driven and refined by user-centred evaluation.
The design addresses the whole user experience.
The design team includes multidisciplinary skills and perspectives.
What does this look like in practice?
Identify problem
Generate ideas
Prototype idea
Test idea with user
Tterate idea from user feedback
Repeat until problem solved
This where having IT on board with what you’re trying to achieve is critical.
There is no point charging ahead with a bold new vision for CX if your IT team isn’t engaged in the process - it just won’t work.
Working hand in hand with IT you need to begin to work through what it would take to bring this Customer Experience to life.
Don’t be afraid to get help from a third party.
Most of the major IT players in New Zealand have specific divisions dedicated to digital transformation, while consultancies like EY & PWC also have very capable teams able to help you out.
Once you’ve got your team in place, you’ve done your research, you’ve designed and validated your solution, you’ve figured out how to build the solution you go into project mode and start delivering value back to your customers.
So, you understand digital transformation. You have a strategic framework to work with. How do you convince the executive, the c-suite, the board that
digital transformation is something worth investing in.
Firstly you need empathy.
To explain digital transformation you're going to be presenting technical information to technically challenged stakeholders. It's likely they're of the generation
who began interacting with computers in the 2nd half of their careers.
It's likely you've only known a career with computers in it.
So be gentle.
Because of this generation contextual gap that occurs you're going to need to explain technical concepts in a way that doesn't leave your stakeholders feeling dumb.
If you leave people feeling dumb you normally get two responses:
1) They switch off and disengage
2) They get offended/defensive and start arguing every point you're trying to make.
You can only imagine how far this will get you.
Secondly you need to drop the acronyms.
Much like the hyperbole that surrounds digital transformation, as marketers we are GREAT at coming up with acronyms and jargon that is actually meaningless
to everyone else.
The challenge is converting these acronyms into meaningful statements and justifications.
Example:
Meaningless: Our SEO sucks! We hardly get any traffic & they never buy anything.
Meaningful: Our potential customers use Google to undertake their own research prior to making a purchase. Currently we're not visible to these potential customers due to issues with our website. If we can resolve these issues we believe we can grow our revenue by 10%.
Finally digital transformation needs to be commercially viable.
When you're finished designing your ideal customer experience, identifying the technology required to deliver it, the ways you'll change the culture to get staff on board, and the ways you'll drive efficiencies through your marketing it needs to all tie up together to generate a positive ROI.
This is the hardest part. Trying to quantify what a new business model looks like is hard.
But it also presents a great opportunity to highlight the 'test then invest' model of funding that's becoming more and more common.
Test then invest is quite simple; pilot the concept on a small scale. Validate that your assumptions about the improved experience & ability to achieve ROI are correct - then invest to scale.
Thanks for your time this morning, if you'd like to connect with me afterwards I'll be hanging around, or connect with me through LinkedIn.
Firstly you need empathy.
To explain digital transformation you're going to be presenting technical information to technically challenged stakeholders. It's likely they're of the generation
who began interacting with computers in the 2nd half of their careers.
It's likely you've only known a career with computers in it.
So be gentle.
Because of this generation contextual gap that occurs you're going to need to explain technical concepts in a way that doesn't leave your stakeholders feeling dumb.
If you leave people feeling dumb you normally get two responses:
1) They switch off and disengage
2) They get offended/defensive and start arguing every point you're trying to make.
You can only imagine how far this will get you.
Secondly you need to drop the acronyms.
Much like the hyperbole that surrounds digital transformation, as marketers we are GREAT at coming up with acronyms and jargon that is actually meaningless
to everyone else.
The challenge is converting these acronyms into meaningful statements and justifications.
Example:
Meaningless: Our SEO sucks! We hardly get any traffic & they never buy anything.
Meaningful: Our potential customers use Google to undertake their own research prior to making a purchase. Currently we're not visible to these potential customers due to issues with our website. If we can resolve these issues we believe we can grow our revenue by 10%.
Finally digital transformation needs to be commercially viable.
When you're finished designing your ideal customer experience, identifying the technology required to deliver it, the ways you'll change the culture to get staff on board, and the ways you'll drive efficiencies through your marketing it needs to all tie up together to generate a positive ROI.
This is the hardest part. Trying to quantify what a new business model looks like is hard.
But it also presents a great opportunity to highlight the 'test then invest' model of funding that's becoming more and more common.
Test then invest is quite simple; pilot the concept on a small scale. Validate that your assumptions about the improved experience & ability to achieve ROI are correct - then invest to scale.
Thanks for your time this morning, if you'd like to connect with me afterwards I'll be hanging around, or connect with me through LinkedIn.
