Let’s get straight to the point. My vision is that digital transformations can only be successful if they focus on delivering excellent experiences for customers. Organizations need to start orchestrating every activity across all of the domains that impact these experiences, e.g. branding, marketing, communication, services, culture, processes and business models. The emerging name for this is customer experience excellence.
Seize the opportunity
Two transformations have already paved the way for experience design within the enterprise in the past decade. Digital transformations have enabled experience design to become an internal core competence, and agile transformations have triggered the alignment of design activities with scaled agile processes. The results are better digital services for customers, professional in-house design teams, and efficient processes and tooling. In other words, an increase in the experience design maturity of the enterprise.
However, I also see enterprises solely focused on digital and agile transformation. They risk becoming irrelevant because these transformations do not solve the inconsistencies in brand identity across all channels, the similarity in value propositions, and a disconnect from customers. To be able to deliver unique, relevant, consistent and credible experiences, enterprises must start a new type of transformation – one in which designers collaborate and take the lead. The experience transformation.
Look at the organization from an experience perspective
The first thing I do when advising companies on how to become customer experience-driven is to adopt an organizational model specifically for experience design. This usually results in the realization that all the domains necessary for delivering unique and orchestrated customer experiences for touchpoints and journeys are present but not aligned.
Look at processes from an experience perspective
Let’s say that a given enterprise has just updated its brand positioning. It is active in branding and marketing on communication channels, but ignores the impact of the new brand experience on its interactive channels, its propositions and its customer relationships. This will damage not only the overall experiences of customers, but also results in loss of credibility in the long run.
The experience-driven organizational model makes it possible to improve the necessary collaboration by analyzing and aligning the design activities in more detail. For this I have developed a method: experience design chains. It shows those who are responsible for designing and managing the experiences, how different activities across the organization must be aligned and can be made more efficient.
Experience-driven enterprises need to orchestrate three essential experience design chains:
- The channel experience chain with consistent brand identity, unique channel experience and efficiency through reuse.
- The value proposition experience chain with a differentiating product portfolio, increased trustworthiness and relevancy.
- The relation experience chain with response to customer behavior, optimized experience and customer centricity.
By introducing these chains onto an underlying organizational model, enterprises will have a means to start orchestrating the experiences of customers as a whole, thus enabling them to finally start delivering unique, relevant, consistent and credible experiences.
About Rob van der Haar
In his role as principal consultant at Informaat Rob works with senior managers of different enterprises to introduce, strengthen and position experience design within the organization. To achieve this Rob collaborates with brand management, business strategists, design management, agile transformation specialists and enterprise architects. He develops and applies practical experience design frameworks, models, processes and best practices.
Want to know more?
Send Rob a message or start a chat via /Rob van der Haar.