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UX STRAT Europe, Susanne van Mulken: "Lifting Off from the UX Plateau"

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UX STRAT Europe, Susanne van Mulken: "Lifting Off from the UX Plateau"

  1. 1. 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
  2. 2. 1.  The  UX  plateau   2.  LiFing  off:  with  a  CX  framework   3.  Experiences  at  two  of  our  clients   4.  Learnings  &  take  aways 2
  3. 3. 1.  The  UX  plateau 3 Photo:  Wallhai
  4. 4. Age  of  the  customer   Successful  by  inspiring,  engaging  customers   “40%  higher  return  on  investment” 4 Photo:  LAUNCH.ed
  5. 5. 5Anno  2005 • Pioneers   • Evangelists   • Short  term  focus   • Problem  fixing Photo:  NASA
  6. 6. 6Anno  2010 • UX  teams   • Focus  on  products  &  services   • Digital  strategies   • Customer  central Photo:  The  Telegraph
  7. 7. 7Anno  2015 • Bigger  teams   • Be^er  user  experiences   • Growth  in  projects,   stakeholders  and  budgets   • New  challenges Photo:  ESA
  8. 8. 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
  9. 9. Organizaaonal  barriers         9 Ad  hoc  design Inside-­‐out  thinking Vision  opera7on  gap Silos
  10. 10. External  challenges     • Omni-­‐channel   • Seamless  &  conanuous  experiences   • Personalizaaon   • Design  for  wearables   • Adapave  design   • Open  service  ecosystems 10
  11. 11. 11Anno  2015 Photo:  ESA2000 2005 2010 2015 2020 How  can  you  liF  off  from  your  UX  plateau? ?
  12. 12. 2.  LiFing  off  from  the  plateau 12 Foto:  PBS
  13. 13. Customer  experience  model 13 Customer Organizaaon M ar keting Bra nd Ser vices Produ cts Technology Culture Staff Business Customerinsight Processes
  14. 14. 14 Excellent  customer   experience Customer  experience   excellence Customer  experience  model M ar keting Bra nd Ser vices Produ cts Technology Culture Staff Business Customerinsight Processes
  15. 15. CX  framework 15Strategic Tacacal Operaaonal 2-­‐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
  16. 16. CX  framework Strategic Tacacal Operaaonal 2-­‐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 16 Service design Brand values Customer segmentation Architecture CX  vision  &  strategy
  17. 17. CX  framework Strategic Tacacal Operaaonal 2-­‐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 17Strategic Tacacal Service design Brand values Customer segmentation Architecture CX  vision  &  strategy UX concepts Online identity Concept evaluations API’s
  18. 18. CX  framework Strategic Tacacal Operaaonal 2-­‐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 18 Service design Brand values Customer segmentation Architecture UX concepts Identity Concept evaluations API’s Detailed UX design Campaigns Field tests Back-end code
  19. 19. CX  framework Strategic Tacacal Operaaonal 2-­‐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 19
  20. 20. 3.  Experiences  at  two  of  our  clients 20
  21. 21. 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 21
  22. 22. Our  clients 22 Biggest  mail  and  parcel   carrier  in  NL One  of  the  biggest  health   insurers  in  NL
  23. 23. How  they  have  organized  UX  design 23 Biggest  mail  and  parcel   carrier  in  NL One  of  the  biggest  health   insurers  in  NL Outsource  model Total  in-­‐house  UX  staff:  0  De Agencies Projects CZ  UX  team Projects Consul7ng  model     Total  in-­‐house  UX  staff:  5  De
  24. 24. 24 Fragmented  UX   Low  customer  saasfacaon Photo:  Vakcentrum
  25. 25. 25 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
  26. 26. 26 The  rest  of  CZ CZ  Online Online  ahead  of  the  rest  of   organizaaon Photo:  boatnerd.com
  27. 27. 27 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
  28. 28. 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 28
  29. 29. Approach 29 As  is To  be Roadmap Implement CX  model M ar keting Bra nd Ser vices Produ cts Technology Culture Staff Business Customerinsight Processes
  30. 30. Approach 30 As  is 1.  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 M ar keting Bra nd Ser vices Produ cts Technology Culture Staff Business Customerinsight Processes
  31. 31. 31As  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
  32. 32. 321.  Shared  understandingAs  is Prototype PrototypePrototype Prototype Customer   journeys Customer   journeys Customer   journeys Design   process Design   process Design   process
  33. 33. •  Diagnosis:  What  issues  are  there?     •  UX  snapshot:  What’s  in  place  and  what’s  missing?   •  Ideaaon:  What  could  be  possible  soluaons? 332.  Organizaaonal  analysis  As  is
  34. 34. 34 Ad  hoc   design Silos Vision   opera7on   gap 2.  Organizaaonal  analysis  As  is Silos Inside-­‐out   thinking
  35. 35. 35  Focus  on  operaaon,  much  less  strategic  or  tacacal  design UX  design  is  fully  
  36. 36. 362.  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
  37. 37. Hard to accelerate innovation Missing expertise Conditions for design not given Customer insights incomplete Vision not concrete
  38. 38. 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? 38To  be Operaaonal  UX Detailed  design Tacacal  UX UX  Guidelines  &  UI  components Strategic  CX Customer  journeys  &  cultural  change
  39. 39. 39 “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
  40. 40. Strategic Tacacal Operaaonal 2-­‐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 40 Extend  focus  from  operaaonal  to  tacacal  UX
  41. 41. What  is  the  best  way  to  organize  UX  in  your  organizaaon? 4.  Organizaaonal  design 41 Distributed BUs Projects Split  teams BUs Hybrid Centralized  consul7ng Projects To  be Sarah  Bloomer  UX  org  models
  42. 42. 4.  Organizaaonal  design 42To  be Tacacal Operaaonal CX  vision  &  strategy CX  founda7on excellent  CX Strategic
  43. 43. Operaaonal Tacacal 4.  Organizaaonal  design 43To  be Strategic CX  vision  &  strategy CX  founda7on excellent  CX
  44. 44. 4.  Organizaaonal  design 44To  be CX  vision  &  strategy CX  founda7on excellent  CX   CX     team Tacacal Operaaonal Omni-­‐channel  orchestraaon     Vision  visualizaaon   CX  targets  
  45. 45. 4.  Organizaaonal  design 45To  be CX  vision  &  strategy CX  founda7on excellent  CX   Omni-­‐channel  orchestraaon     Vision  visualizaaon   CX  targets   CX     team UX    team Alignment  &  planning     Generic  UX  concepts   UX  targets   Operaaonal
  46. 46. 4.  Organizaaonal  design 46To  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  
  47. 47. 47
  48. 48. 3.  Experiences  with  the  framework A.  Our  clients  PostNL  and  CZ   B.  Different  uses  of  the  framework   C.  Results  at  PostNL  and  CZ 48
  49. 49. 49Results • 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.
  50. 50. 4.  Learnings  and  take  aways 50 Photo:  ESA
  51. 51. 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. 51
  52. 52. 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.   52 Photo:  Vigia  Cosmos
  53. 53. Creaave.        Systemaac.      Sustainable. info@informaat.nl     +31  35  543  1222   informaat.com susanne.van.mulken@informaat.comsusanne.van.mulken@informaat.com @susannevmulken +31  35  543  1222   informaat.com
  54. 54. Image  sources 54 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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