CX Pilots helps Architects, Engineering and Construction firms simplify their path to client experience outcomes. We focus firms on how to achieve measurably better client experiences that accelerate business outcomes through outcome-oriented pilot programs that are tailored for leaders in mid-sized and large firms who are leading their firm's CX initiative.

1. CX Pilots helps A/E/C firms simplify
the path to experience-led business
help them become
the best version of
themselves for their
employees and
their clients
professional service
leaders in large and
mid-size A/E/C
companies leading
CX for their firm
measurably better
client experiences
that accelerate
business
outcomes
co-designing
outcome-oriented
CX pilot programs
that are tailored to
unique cultures
BY THROUGH FOR TO
CX PILOTS’ CLIENT EXPERIENCE (CX) DESIGN METHODOLOGY
For Modern, Digitally-Enhanced, Service-Oriented Business Models

2. SHIFT
CREATE DELIVER CAPTURE
PROTOTYPE & TEST
COMMERCIALIZE
Shifting the organization’s lens enables
leaders to see transformational
opportunities from the client’s
perspective and translate them into an
actionable foundation for real-world
experiential design.
Once the client’s jobs-to-be-done are identified we can
imagine a new client experience and begin developing
next practices or experiential model concepts ready to be taken
off the whiteboard and into the market for initial testing.
With conceptual next practices and a new
experience model idea ready, a low-fidelity prototype
is developed and taken into the market to test
iteratively for feasibility and viability in the real world
with the client’s experience at the forefront.
With a market-tested minimum viable
experience model, firms are in the
best position to develop new go-to-market
strategy, implementation plan, and campaign assets
to successfully commercialize next
practices and an exciting new experiential model.
CLIENT EXPERIENCE AS
A FOUNDATION FOR DESIGN
CONCEPTUAL EXPERIENCE MODEL
MINIMUM VIABLE EXPERIENCE MODEL
COMMERCIALIZATION PLAN
EXISTING
APPROACH
EXPERIENTIAL
PATH TO
MARKET
(EXPERIENCE-
LED BUSINESS)
( 3 months)
( 3 months)
( 3 months)
( 2 months)
HIGH-LEVEL PROCESS
CX PILOTS’ CLIENT EXPERIENCE (CX) DESIGN METHODOLOGY
For Modern, Digitally-Enhanced, Service-Oriented Business Models
(HOW TO DESIGN AN EXPERIENCE-LED BUSINESS)

3. SHIFT
PROTOTYPE & TEST COMMERCIALIZE
CLIENT EXPERIENCE AS
A FOUNDATION FOR DESIGN
CONCEPTUAL EXPERIENCE MODEL MINIMUM VIABLE EXPERIENCE MODEL COMMERCIALIZATION PLAN
EXISTING
APPROACH
( 3 months) ( 3 months) ( 2 months)
SHIFT
GAIN DEEP UNDERSTANDING OF
CURRENT CLIENT EXPERIENCE
VIEWS AND CAPABILITIES
DEVELOP FIRM’S UNIQUE
PURPOSE AND POINT OF
VIEW ON CX
SELECT SPECIFIC BUSINESS
OUTCOMES CX WILL HELP
THE FIRM ACHIEVE
DEVELOP STORYTELLING
ASSETS TO ENGAGE ALL
STAKEHOLDERS
IDENTIFY KEY ACTIONABLE
INSIGHTS TO FUEL OUTCOMES
IDENTIFY KEY INTERNAL
AND EXTERNAL
JOBS-TO-BE-DONE
Identify key actionable insights that will
help stakeholders see what is important
about today’s client experience viewed
through a client's lens. Seeing client
experience with a different lens opens
up new opportunities to address pain
points and develop new and innovative
solutions to address them.
SHIFT begins first with identifying the
right internal client experience cohort,
second, establishing the firm’s unique
approach to CX, and third, developing
foundational ‘purpose’ statements the
firm will use to drive all aspects of the
initiative through cultures of the willing.
SHIFT continues by coupling specific
business outcomes to the purpose and
point of view of the firm’s CX initiative.
This becomes the firm’s ‘North Star’
giving direction and meaning to their
pursuits.Examples are: profit per
employee, reduced client churn, or
increased client lifetime value.
To fully understand the customer
experience, not just what the firm believes
clients say they want, ethnographic
research is conducted using methods such
as qualitative interviews, observation,
shadowing, and generative activities to get
at expectations, behaviors, and
experiences leading to decision making.
With purpose, direction, key metrics and
client research in hand, we align and
focus next practices and new
experiential-based model design around
the client experience. Using service
design thinking, we identify target jobs-
to-be-done (what the client is actually
trying to do or solution they expect).
We co-design storytelling assets about
the client experience that can be shared
with the firm to showcase the lens of the
client. Stories will engage firm
stakeholders to ‘shift’ in the direction of
transformational change only after they
see greater clarity and purpose
supported by resonating empirical proof.
Shifting the organization’s lens enables leaders to see transformational
opportunities from the client’s perspective and translate them into an
actionable foundation for experience-led business.
CX PILOTS’ CLIENT EXPERIENCE (CX) DESIGN METHODOLOGY
For Modern, Digitally-Enhanced, Service-Oriented Business Models
CREATE DELIVER CAPTURE
( 3 months)
EXPERIENTIAL
PATH TO
MARKET
(EXPERIENCE-
LED BUSINESS)

4. CONCEPTUAL DESIGN
PROTOTYPE & TEST COMMERCIALIZE
CLIENT EXPERIENCE AS
A FOUNDATION FOR DESIGN
CONCEPTUAL EXPERIENCE MODEL MINIMUM VIABLE EXPERIENCE MODEL COMMERCIALIZATION PLAN
EXISTING
APPROACH
( 3 months) ( 3 months) ( 2 months)
SHIFT
Each lynchpin capability is
comprised of firm culture, people
(roles and skills), process (inputs,
key activities, flow, and outputs),
and technologies (enabling tools)
integrated to deliver differentiated
service quality and new client
value in a new way. Define all
necessary roles, responsibilities
and areas of accountability along
the client’s journey.
The value proposition is the promise
that a firm makes to the client. It
illustrates how an innovative next
practice or new experience model will
better meet the client’s expectations
and directly address the fundamental
jobs-to-be-done. This promise is
supported by deeper knowledge of
the customer’s expectations and
behavior at each interaction. Often-
times this takes the shape of current-
state client journey mapping.
The value proposition serves as a
foundation to imagine an
enhanced client experience and
deliver on the firm’s promise to
solve client’s jobs-to-be-done. At
the heart this is experiential
service design that pinpoints prime
differentiators and inserts them
where they have impact. This is
often achieved through future-
state client journey mapping.
From the target jobs-to-be-done
and shared view of a signature
client experience aligned to your
purpose and target business
outcomes, it is important to
identify the lynchpin capabilities
essential to deliver the new
experience and value to the client.
Once the lynchpin capabilities are
identified, it is important to create
and share a high-level operating
vision of how they relate and
connect to each other in order to
deliver more client value at every
interaction, every time. Share how
accountabilities are directed or
shared to cover all the spaces
between client interactions.
We can’t analyze our way to meaningful CX transformation; it’s a generative act. The goal is to
develop a high-level conceptual design—that we can quickly test and iterate in the firm’s market.
The focus of this phase is to imagine iterative next practices that provide a competitive edge while
the firm minimizes gaps between client expectations and experiences at every interaction.
Identify the most important cost
drivers in the conceptual next
practices or new experience
model, so that even in the
prototyping and test phase the
firm can begin to understand the
economics of delivering new
value to evaluate best trade-offs.
Comprehensively map all interactions
and convert points of friction into points
of innovation. Using innovation
management practices, identify potential
new revenue streams in order to capture
value from the new client experience
and evaluate ways to financially sustain
value creation and delivery.
CUSTOMER
EXPERIENCE
AS A FOUNDATION
FOR DESIGN
CONCEPTUAL
EXPERIENCE
MODEL
TRANSLATE JOBS-TO-
BE-DONE INTO AN
EXPERIENCE-BASED
VALUE PROPOSITION
IMAGINE A NEW AND
BETTER CLIENT
EXPERIENCE
ISOLATE THE
LYNCHPIN
CAPABILITIES
FILL OUT DETAILS OF
CULTURE, PROCESS,
PEOPLE, AND TECH
DEPICT HOW THE
CAPABILITIES WORK
TOGETHER
IDENTIFY POTENTIAL PONTS
OF INNOVATION AND NEW
REVENUE STREAMS
IDENTIFY KEY
COST DRIVERS
CX PILOTS’ CLIENT EXPERIENCE (CX) DESIGN METHODOLOGY
For Modern, Digitally-Enhanced, Service-Oriented Business Models
CREATE DELIVER CAPTURE
( 3 months)
!
EXPERIENTIAL
PATH TO
MARKET
(EXPERIENCE-
LED BUSINESS)

5. PROTOTYPE & TEST
PROTOTYPE & TEST COMMERCIALIZE
CUSTOMER EXPERIENCE AS
A FOUNDATION FOR DESIGN
CONCEPTUAL EXPERIENCE MODEL MINIMUM VIABLE EXPERIENCE MODEL COMMERCIALIZATION PLAN
EXISTING
APPROACH
( 3 months) ( 3 months) ( 2 months)
SHIFT
Running real clients through the new
prototype experience reveals a lot.
When designed properly, the
prototype experience should quickly
expose what works and what
doesn’t. The entire experience, or
key aspects of it, may repeat
multiple times to arrive at a model
that works consistently in a efficient
manner to create real predictable,
repeatable, and manageable value
for clients.
The experimentation strategy
outlines how a new service design
concept will be converted into a low-
fidelity prototype, a sourcing plan for
lynchpin capabilities, what conditions
are necessary for testing, and the
key activities, roles, resources and
internal communications required. A
good example is the client on-
boarding process/experience.
A low-fidelity experienced-based
service prototype can now be
assembled, including recruiting and
training people for their assumed
roles in the lynchpin capabilities. The
prototype is now ready to be moved
off of the whiteboard and into the
real world.
Rope off a small representative
sample of clients to experience the
new service prototype. Gain
feedback on how well it serves them,
how it’s different from existing
approaches, how well it meets
expectations and solves principal
jobs-to-be-done.
An adaptable prototype is highly
responsive to the actual needs of
clients by eliminating and adding
capabilities to support the most
desirable and effective experience.
Observing the client experience
enables changes to be made quickly
and to see their impact.
Testing and iterating low-fidelity prototype experiences and innovative service
design alternatives results in next practices or a new experience model that has
survived client contact and has been validated in the firm's real world marketplace.
Incorporate the key learnings from
the prototype to update the
conceptual model with the changes
that were made when testing it with
clients in the real-world. Conduct
several rapid postmortems with the
teams and client participants to bring
best results forward.
CONCEPTUAL
EXPERIENCE
MODEL
PLAN EXPERIENCE-
BASED SERVICE
PROTOTYPE
BUILD EXPERIENCE-
BASED SERVICE
PROTOTYPE
RECRUIT
PARTICIPANTS
RUN PROTOTYPE ITERATE PROTOTYPE INCORPORATE
KEY LEARNINGS
MINIMUM
VIABLE
EXPERIENCE
MODEL
CX PILOTS’ CLIENT EXPERIENCE (CX) DESIGN METHODOLOGY
For Modern, Digitally-Enhanced, Service-Oriented Business Models
CREATE DELIVER CAPTURE
( 3 months)
EXPERIENTIAL
PATH TO
MARKET
(EXPERIENCE-
LED BUSINESS)

6. COMMERCIALIZE
Evaluate commercialization strategy
options including: harvesting key learnings,
piloting at a larger scale, integrating
directly into existing culture and core
business model, changing existing models
to accommodate better understanding of
client experience, or spinning off a new
experience-led business model.
Evaluating multiple strategic options to commercialize next practices or newly integrated digital
engagement models inform decisions on whether and how best present experience-based service
innovations to the client and marketplace. Identifying key operating and change management
implications will inform the development of an implementation roadmap for commercialization.
Develop a clear implementation roadmap
detailing the plan, roles, timeframe,
milestones and key activities to
commercialize a market tested next
practice or new client-centric,
experience-based business model.
EVALUATE ALTERNATIVES AND
SELECT BEST STRATEGIC
OPTION
MINIMUM
VIABLE
EXPERIENCE
MODEL
COMMERCIALIZATION
PLAN
DEVELOP IMPLEMENTATION
ROADMAP
IDENTIFY COMMERCIALIZATION
REQUIREMENTS FOR SELECTED STRATEGY
Identify key operating, change management,
training performance goal and metric, and
resource requirements for the selected
commercialization strategy.
CX PILOTS’ CLIENT EXPERIENCE (CX) DESIGN METHODOLOGY
For Modern, Digitally-Enhanced, Service-Oriented Business Models
PROTOTYPE & TEST COMMERCIALIZE
CUSTOMER EXPERIENCE AS
A FOUNDATION FOR DESIGN
CONCEPTUAL EXPERIENCE MODEL MINIMUM VIABLE EXPERIENCE MODEL COMMERCIALIZATION PLAN
EXISTING
APPROACH
( 3 months) ( 3 months) ( 2 months)
SHIFT CREATE DELIVER CAPTURE
( 3 months)
EXPERIENTIAL
PATH TO
MARKET
(EXPERIENCE-
LED BUSINESS)