Last month, I attended an event on what hopefully will become a new community of knowledge and practice: strategic enterprise design. At INTERSECTION (Paris, 16-17 April 2014), the communities of experience design and enterprise architecture and design hooked up, each with their own views, opinions and insights on the enterprise of the future. The conference was a cross-disciplinary encounter of communities, previously hardly aware of each others existence. And as they say, ‘cool things happen at the edges’.
In many industries, digital transformation creates new opportunities and challenges. Becoming digital also means finding the best way to serve customers based upon available data, intelligence, and insights. The insurance domain can benefit tremendously when digital excellence is their core performance indicator. McKinsay-analists Tanguy Catlin, Pradip Patiath and Ido Segev dive into what digital excellence for insurers means.
Engaged employees are a great asset for companies, especially in relation to delivering great customer experience (CX). In a webinar (2012), customer experience transformist Bruce Temkin (of the Temkin Group) and chair of the Customer Experience Professionals Association (CXPA.org) explains how companies with superior customer experiences and loyal customers deal with the engagement of their employees.
A forerunner in citizen-centered, digital government services, the UK continues to attract attention for its efforts to change the way that citizens and government interact. So what should tommorow’s government services look like?
Retail banking has changed significantly in the past fifteen years, with the standard operating model now including touchpoints and technologies far removed from traditional counter-based transactions. A recurrent focus on the customer is at the core of these changes, according to a recent post.
New challenges are upon us content people. The era of digital disruption requires adaptation at many levels by anyone involved with content, whatever its form or shape. As content crusaders, we want to point the road to travel with 10 imperatives.
“Old school” and cutting-edge content organizations and professionals all face the same challenge of inventing and discovering mechanisms, rules and principles of unknown territories for content application.
With this manifesto, we intend to reduce the friction in our collective journey of credible, useful, and relevant content for the digital era.
Suggest to a board level executive that they double the number of retail outlets – or expand product lines sold in a web shop – and they might easily envisage the required investment and predicted profits. Selling the value of a design project is notoriously more difficult, however.
Establishing the value of design in today’s large-scale enterprises is a difficult challenge. Inflexible IT structures, a change-resistant organizational culture, or perceived cost might all be to blame. An external player with clout and authority is one way to get it done, and a new approach promoted by Deloitte is doing just that.
In this final part of a trilogy on how to successfully design digital services for government, we outline the systematic approach used by Informaat. Service designer Mark Fonds explains our approach in a Pecha Kucha format.
With roughly five times the population as the UK, the USA has a challenge cut out for itself when it attempts to rethink the way its government works. A recent push by the Obama administration has made digital services a priority; the challenge now lays in its implementation.
The global economic crisis has triggered significant cuts to government budgets, forcing public services to be delivered both more efficiently, and less expensively. Especially in the UK, service design has made great inroads in influencing the way that central (and local) government engages with its citizenry.
At the end of every year, analysts, thinkers and watchers provide their view on where we stand and what’s ahead of us in the coming year. These crystal ball readers predict our future with lots of statistical materials, like diagrams, charts and other nifty visualizations. Applied to various domains such as the internet, mobile or (social) media, they all agree on one thing: Digital disruption of society is getting stronger and stronger. So, what’s their lookout for 2013?
Many organizations struggle with complexity, externally as well as internally. Yet, focusing on tactics only has limited value. The value of strategy is long-lasting. Strategy involves human needs, characteristics and drivers that never change. It guides the creation of a plan to get from the existing situation to the desired one, shaped by goals and constraints. At the “NEXT Service Design” conference in Berlin, Alexander Baumgardt (“a practical buddhist who makes money” at Systemic Partners) outlined the value of strategy, design and human needs for business organizations dealing with massive change.
The digital revolution keeps accelerating, and shows no sign of slowing down. Staying abreast of the trend, business consulting firms have developed opinions on how digital is fundamentally changing business. At a recent conference, Gartner predicted that by 2015, about a quarter of all organizations will have created a new seat at the senior executive table: the Chief Digital Officer. But what does this new leadership role bring to the boardroom?
Its origins as a simple search engine long a dusty memory, Google now offers its products and services across just about any digital touchpoint you could name. So when it comes to research and recommendations on what today’s “multi-screen” world means for businesses, their findings make for interesting reading.