Dymo label maker with label scraps on the table alongside scissors and a tape measure. Image courtesy of Wikipedia Commons
ISO-9241-210 defines User Experience (UX) as “A person's perceptions and responses resulting from the use and/or anticipated used of a product, system, or service,” but alas, the time has finally come for me to make a change in labelling what I do…
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Woman writing “Goals” on a whiteboard
We want to gain 5% more of the market share over the next 2 years.”
“We want to reduce our operating costs by 10%.”
“We want to be the first choice for customers.”
These kinds of ‘winning aspirations’ are a dime-a-dozen, and when you get right down to it, they’re often not that unique to you’re organisational culture, purpose, or brand. But where’s the differentiation on this? What will customers tell their friends about? How do you prioristise what to improve?
More and more organisations are calling themselves “customer-first”, yet when you look at what objectives are coming from the top down, what you hear doesn’t match what you see. What struck me today were some food-for-thought tests in determining if you're truly working in a customer-centric organisation…
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Horse blinders / blinkers (Image courtesy of Wikipedia Commons by Alex Proimos)
Words are powerful, and when you get the right combination in the right order, sometimes all it may take to spark that lightbulb moment of realisation is a simple quote like, "Experiences happen before and after the transaction."
Understanding that your product or service isn't the end all, be all of your customer's day is what removes the metaphorical blinders from your eyes that would have otherwise kept you and your team from seeing all of the surrounding, yet hidden business opportunities available. People don't seek out and interact with what you're offering in isolation….
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Stock photo of a team putting their hands in together (courtesy of Hubspot)
As I read through a new Jared M. Spool article on creating an Experience Vision for a Self-Fulfilling UX Strategy, I began thinking about what it means to be innovative as well as what a business needs to admit to itself in order to cultivate and lead innovation from the top-down. I came to realise that before anyone starts designing this experience vision and timeline, we should know what the business realistically stands for today, where they collectively believe they want to go, and what they’re willing to endure. The following workshop-like questions came to mind…
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