“Someone is sitting in the shade today because someone planted a tree a long time ago.”
Warren Buffet’s point was that investment returns don’t happen overnight. And he’s right... but his advice is only relevant up to a point.
Because we’re no longer in a universe with a linear relationship between cause and effect. The game changes daily and every morning, our clients wake to an unrecognisable marketplace.
From crowdfunded products to gig-economy fragmentation, to self-disruption, to deep-fakes. How do you decide what ‘trees’ to plant? And how do you secure resource for CX transformation when the world’s melting around you?
Human-centred design thinking is the solution
It helps you identify the best opportunities for your own transformation:
- Humans are the starting point. Focus on the needs, context, behaviour and emotions of the people any transformation will serve.
- There’s a stated aim. It doesn’t have to be ‘a forever’ proposition. Many of the most successful projects have an objective that was deliberately iterative.
- As an example: ‘We want customers to easily access their bank accounts , for now, ’ means designers can start on a near horizon of apps and call centre re-engineering, but our minds retain the possibilities of cryptocurrency, digital implants and fin-tech wearables.
- Resource deep immersive research. Although inspiration can come from a sample of one, skimping here directly reduces the pool of opportunities.
- Activity is highly iterative. The budget should allow at least one round of iteration i.e. from ideas generated to ideas prototyped to ideas tested. The more iteration, the stronger the outcome. Test, learn, improve, repeat…
- Facilitate genuine co-design. Customers and staff should drive creation – ‘outsiders’ speaking for themselves and their networks, ‘insiders’ speaking for the company and their own values.
- Help make the case for design. We map opportunities...
- by timeline (you know when an initiative will have an impact)
- by impact (you know where to act to deliver greatest value)
- by channel (you know how you will be deliver it)
- by responsibility (you know who will be involved, what resource they will utilise and what opportunity costs you’ll incur)
- Ground results in reality. We rigorously determine and budget for metrics that define success.
- It’s claimed that every $1 spent on human-centred design development returns $100 in time and effort saved. Karat (1994) cites a major player in the computing sector who spent $20,700 on an initiative and saved $41,700 on the first day alone.
- Our work for a recent client resulted in 30+ identified opportunities; tangible, doable, achievable. Our prioritisation allowed them to initiate almost 80% within 12 weeks.
Demonstrating CX Value To The CFO
When we work with clients, we provide them with a business case framework that has agility baked in:
Through human-centred design, our clients get their hands on opportunities faster, take those opportunities further, execute them better and can operate in a more powerful way than their competitors.
If you’d like to plant something important for the not too distant future, call us. We’d be delighted to help you discover the greatest growth opportunities you’re yet to discover.
How to gain CX project approval
Many organisations cite that improving customer experience is among their biggest priorities. However, few are obtaining CX buy-in by linking desired business outcomes to CX initiatives.
Establish CX buy-in with an Aligment Workshop
Alignment workshops can be the most effective way to get everyone on-board with customer focus. It's also an opportunity to answer objections and create a way forward that eveyone agrees on.