Each year, research consultancy Gartner surveys the Unified Communication marketplace – the vendors responsible for hardware and software driving enterprise-scale telephony and communications systems. The 2013 edition cites a number of “clues to the future”, and one of the important factors for the future of this sector is at the core of what we do: User experience.
Recently, Adaptive Path hosted their first Service Experience (SX) conference in San Francisco. The event brought together speakers and attendees from companies, agencies, and public sector organizations. Sketchnotes and some presentations are now available online.
Designing and delivering customer-focused services relies on a deep understanding of the customers themselves. Personas are one technique to reach this goal, but tell only one side of the story. Experience maps — on the other hand — put the journey and experience of customers in the context of the service.
Customer experience is a differentiator that allows companies to compete and succeed on something other than price, and its value is well-established. What are the unique messages that marketeers should take to heart to address CX? This Econsultancy interview has some advice.
We’ve previously looked at the role of Chief Customer Officer (CCO), through the eyes of someone in the role. But what can be learned about this up-and-coming job title through surveying multiple people? Forrester’s Paul Hagen stepped in to find out.
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.
Customer journey maps provide insight into a customer’s interaction with a service over time, and present that information in a clear, chronological view. But the right approach is crucial in order to get the best value out of these maps.
Recently we looked at UX management, and the characteristics that bring success to the activity. To continue that theme, we decided to look at the role of the “UX Manager” itself, and see how the role is described in job listings. What can be learned from a quick survey?
Previously on this blog, we’ve looked at the growing trend of user experience and customer experience representatives at the highest echelons of organizational structures: The “CXO” role. More common, however, are dedicated UX managers. This post explores their roles in some more detail.
On 26 September 2012, “The Web and Beyond” conference took place in Amsterdam. The theme of this conference was “‘Momentum’: How do I get my organization obsessed with customers?” Here is a trip report written from the perspectives of a content designer (Barbara) and an UX designer (Luc).
I have recently created an information poster which visualizes the approach that I described in a series of ten posts on design and change on this blog. I have combined the eight-step change process of John P. Kotter with the five colors of change of Léon de Caluwé leading to five different goals and ambitions.
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.
Even though the term content strategy existed before Kristina Halvorson’s “Content strategy for the web” was published, its usage only really took flight after that. Like all hot topics, it is used far and wide and for different purposes, but with a clear core message: content rules the web, for better or for worse.
The experience economy is a reality. Many organizations are in need of significant improvements of their customer experience. But that doesn’t happen automatically, so design thinking is mandatory, and organizations need to raise their design IQ; they must change. With the preceding series of posts, I have tried to indicate what the synergy between UX design and change management can accomplish.
In previous posts in this series, I described a holistic approach to raise the design IQ of an organization. In this approach certain measures were identified to create more structure, such as design processes, design roles and departments. Furthermore, I outlined the creation of a learning organization, with feedback loops, customer panels, prototyping and providing design training and frameworks to employees. Now, let’s dive into the mechanisms of a motivated organization.