The changing nature of strategy requires new ways of thinking and doing. Experience strategy is a systemic and an active form of strategy that drives brand coherence and builds brand relevance through constantly seeking new knowledge and new meanings
8. complexity
An Increasing complex world.
The global expansion of customers
and markets.
The expansion of media and the
proliferation of customer touch points.
Wider, and more interdependent
stakeholder groups
rate of change
How do you deal with the future?
Ensure your business stays relevant?
The creation of entirely new business model
opportunities and the extreme challenges on
organizations’ structures and design
What are the threat of new entrants, hidden
in your blind spot
9. “Our clients used to interact
with our bank digitally three,
four times a month. Now they
are interacting with us all the
time: four, five times per
week.”
Barclays client, 2014
changing experience landscape
10. Interbrand 100 most valuable brands, 2014
The value of
Experiential
Brands
skyrockets
changing experience landscape
12. Digital breaks
boundaries
between product
and service
Product and Service Design Integration Strategy, 2014
“The Volvo Group’s vision is to become the world leader in sustainable transport solutions
changing experience landscape
13. From individual and
specialised business
silos to multiple and
cross functional
teams
Digital dependency map, anonymous
changing experience landscape
14. “SELL MORE,
SELL NEW”
The digital tipping point, McKinsey & Company, 2014
changing experience landscape
18. The right tool for
the job
Operationalising
experiences
Sees operations as essential
material for repeated delivery
of excellent service.
People-centric
Puts people (customers
and staff) at the heart of
service improvement
Omni-channel
Recognises that customers
don’t experience a service
by channel – omni-channel
by default.
Value Creation
Concerned with
understanding value and
finding opportunities to
create new value.
Always in beta –
building capability
Understands that services
require long-term
dedication and focuses
on capability building.
Multi-disciplinary
Recognises the need to
facilitate collaboration
between disciplines.
Experiences
Over Time
Views services as
relationships that unfold
over time.
A Design led
approach
to innovation
the role of experience strategy
19. Customer insight
• Ethnography and rich data
• Customer life cycles, service
journeys and interactions
• Analytics and performance data
• Demographic and experience
trends
Ideas
• Facilitating the best ideas of
“hidden designers”
• Creative synthesis – crafting
propositions from different types of
ideas
Prototyping
• Testing value hypotheses
• Understanding omni-channel
experiences
Iterative build and learn
• Agile development approach –
continuous development
experience strategy: design led capabilities
24. Business
case
Market insight
Service
design
Discover Define Ideation + Co-Creation Prototype Design & Build
Narratives
Lo-fi concept testing
Reaction & value testing
Service Propositions themes
High fidelity prototypes
Service Blueprint
experience strategy: methods and tools
25. From capturing
requirements to
creating new
meaning
Life Fitness
Fears
Current products and
services alienate our
target audience and
amplify their fears.
Traditional Gym
ArtificialNatural
Expert
Novice
Aspirations
A desire for a more fulfilling
and engaging fitness
experience.
Playground
the role of experience strategy
26. From well defined
to fuzzy customer
needs
Fuzzy solution
Clear solution
Clear
customer
need
Fuzzy
customer
need
Solve specific
problem
Find
opportunities
for new services
Improve existing
services
Use new technology
the role of experience strategy
33. context of discovery
Discovery is about creating a comprehensive
strategic vision for a brand’s Storyscape
BUILD
DEPLOY
OPTIMIZE
DEFINE DESIGNDISCOVERY
35. reason for discovery
Discovery is set to accomplish two goals:
1. One goal is to unlock new value for our
clients and their customers
2. And the other is to align the client
organization towards this common goal
36. spirit of discovery
1. We do not know where we are going
2. We discover incrementally through iterations
3. We are curious people who mix passion and logic
4. We are outcomes based, not constrained by disciplines
5. None of us is as smart as all of us
6. We seek new knowledge and new meanings
7. We visualise to manage complexity
8. We understand by making
9. We plan, and adapt our plans flexibly
39. roles of discovery
Dimension Business Consulting Experience Strategy User Experience
Disruptions
Competitors
Design
Culture
Consumers
Digital Ecosystem
Portfolio
Stakeholders
Business
Brand
40. activities of discovery
Discovery is a staged journey that:
1. Starts with wide-ranging research and analysis
2. Goes through intense client-agency collaboration
3. Proceeds through synthesis to a vision made tangible and concrete using videos, storyboards and prototypes
4. Defines the capabilities needed to make the vision into a source of sustainable growth
CO-CREATIONKICK-OFF PLAY-BACKPREPARATION
SYNTHESISE RESEARCH PRODUCE FORM INSPIRE
AUDIT OBJECTIVES INSIGHTS VISION ALIGN BRIEF
STRATEGY DESIGN
41. tools of discovery
Preparation Kick-off Playback Co-creation Strategy
Public and proprietary
documentation
Context
Ethnography
Depth-interviews
Practices
Divergent/Convergent
Thinking Visioning
Problem statement
Brief KPIs
Stats, Analytics
Search keywords
Co-creation workshop Organising idea
Challenge Brief Research Questions Social Listening Mutations Strategic Framework
Hypotheses Desk Research
Customer Needs and Segments
Re-framing
Metaphor
Experience Principles/Pillars
Synthesis of key points Ecosystem Map Mash-ups Design Principles
Market Size/Growth-Decline Jobs-to-be-done Service Blueprint
Competitive Review Service Blueprint Ideal User Journey
Business Model Ideal User Journey Opportunity Map
Brand Essence Opportunity Map
42. planning discovery
WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8
PLAY-
BACK
KICK
OFF
CO-
CREATION
PRESENT
STRATEGY
CHECK POINT CHECK POINT
AUDIT
RESEARCH
WORKSHOP PREPARATION
DEFINE & REFINE STRATEGY