Editor’s Note: Below is a guest post from Customer Experience Design professional Jose Mateo. Jose shares his thoughts in the power of design thinking and the importance of creating customer-centric experiences.
For some time, applying Design Thinking as an approach to human-centered design, and examining how it amplifies (or benefits from) other frameworks, has been my obsession.
The Design Thinking Toolkit
The Design Thinking Toolkit offers a framework and a common language for design efforts. This framework is driven by a mindset that puts the customer at the center of the design effort. Applying the design thinking mindset has helped me improve, re-design, or completely re-imagine physical spaces, sites, and seamless omni-channel Customer Journeys.
Design that Doesn’t Delight
When it comes to experience design efforts, I have had successes. However, the reality is Customer Experience design efforts often flounder. In fact, I have even led and participated in efforts that had no impact.
Despite hard work, and the fact that these efforts had real potential to delight the customer, they died a slow death. Or worse, they became zombies: pet projects that burn resources and do not tangibly impact Customer Experience.
Why Do Experience Design Efforts Fail?
We know that great Customer Experiences are necessary to win with Customers and against top competitors. So, why do so many efforts fail, even though they have the potential to create better Customer Experiences? Some cite that up to 70% of Experience Design efforts do not materialize into improvements that actually touch customers.
There is a simple reason these efforts do not succeed. They do not succeed because they are not framed, funded, completed or re-purposed in the context of a clearly articulated Business Strategy.
how Customer Experience Design efforts benefit from a Business Strategy
A well articulated Business Strategy has a Measurement System that includes Financial Metrics. These can re-confirm, amplify, or complement NPS (Net Promoter Score), CSAT (Customer Satisfaction), and other metrics that can justify Customer Experience Design efforts.
Cross Functional Alignment
Typically, the exercise to formulate a Business Strategy is sponsored by a Leader at the very top. Often, that is the CEO or the P/L owner. This effort includes participation and explicit buy-in from top functional Leaders.
That explicit buy-in is a solid base from which to acquire active cross-functional engagement. This engagement is necessary to deliver customer-centric experiences.
60% of Consultancy Services and Experience Design Professionals cite differing functional priorities as the leading cause of failures for Experience Design Efforts.
Executive Governance and Support
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