Customer Experience Q&A With Louise Long, Head of Customer Experience, NAB. As customers we’re rarely satisfied with simply buying goods and services.
What we really want, on top of the actual purchase, is a great customer experience (CX). This drives us to seek out companies that not only understand our wants and desires but more importantly, understand the role their company’s products actually play in our lives. Nowhere is this more true than in the hyper-competitive Australian retail banking market. That’s why we invited Louise Long to speak at Forrester’s Summit For Marketing & Strategy Professionals: Australia. Louise is Head of Customer Experience at National Australia Bank (NAB), leading the company’s initiatives to deliver truly great customer experiences to NAB’s clients. Leveraging the Kano Model for Optimal Results. You are looking at a list of 18 proposed features for your product.
Flat out, 18 are too many to include in the initial release given your deadlines, and you want identify the optimal subset of these features. You suspect an executive’s teenager suggested a few. Others you recognize from competitor products. Your gut instinct tells you that none of the 18 features are game changers and you’re getting pushback on investing in upfront generative research. It’s a problem. You might try what many agile teams and UX professionals are doing: applying a method that first emerged in Japan during the 1980’s called the ‘Kano Model’ used to measures customer emotional reaction to individual features. We have also seen how the Kano Model is a powerful tool for communicating the ROI of upfront generative research, and how results from Kano studies inform product roadmap decisions.
Kano Basics We uncovered the Kano Model while researching ways to measure delight. Leveraging the Kano Model for Optimal Results. Design Thinking - HBR. Thomas Edison created the electric lightbulb and then wrapped an entire industry around it.
The lightbulb is most often thought of as his signature invention, but Edison understood that the bulb was little more than a parlor trick without a system of electric power generation and transmission to make it truly useful. So he created that, too. Thus Edison’s genius lay in his ability to conceive of a fully developed marketplace, not simply a discrete device. Thoughts by Tim Brown. This Is Service Design Thinking: Deconstructing a Textbook. By Laura Keller Published: September 19, 2011 “This Is Service Design Thinking… is likely to become the quintessential service design textbook for students, educators, and professionals alike.”
If you’re like me, you have a mini-library of those user experience books that are most meaningful to you. No, not the ones hidden away on your eReader, reminding you of their presence only when you see their titles on the screen. Rather, I’m referring to those tangible books, sitting on your office bookshelf or on a side table at home. Ed O'Brien's courageous approach to HR for global, creative companies.: 5 Principles of Service Design Thinking. UX to service design: Applying user centred design sensibilites beyond digital channels. At UX Australia 2014 I spoke about the opportunities and challenges of applying user centred design sensibilities beyond the design of just digital things.
The following is an abridged version of the talk. Innovation Week 2012 – theatrical tools and service design. What has the theatre got to do with designing better services?
On Friday 8 June our team participated in a workshop that made the connection. Simplicity isn't that simple. "Simplicity is the ultimate sophistication.
" —Leonardo Da Vinci Simplicity, by definition, is freedom from complexity; the absence of luxury or pretentiousness. Sophistication, on the other hand, often implies a sense of style, cultivated beauty and refinement. So is Da Vinci contradicting himself here? Simplicity Is Not the Answer. Designing our futures starts with why — Huddle. In a time when things are changing rapidly, five year strategies and detailed actions plans are proving too rigid.
Alternative approaches that are adaptive and action oriented are needed to build organisational resilience and above all provide meaningful outcomes for people, both internal and external to the organisation. Design is not the solution. Wait, what? — Huddle. Design, and especially design thinking, gets thrown around as the solution to the problems that business (and healthcare, and government) are facing in the 21st Century.
Designing for Service: Creating an Experience Advantage. Design We are surrounded by things that have been designed—from the utensils we eat with, to the vehicles that transport us, to the machines we interact with.
We use and experience designed artifacts everyday. Yet most people think of designers as only having applied the surface treatment to a thing conceived by someone else. Eli Blevis created an illustration to emphasize the gulf between the general public’s notion of design and designer’s views of design (Blevis et al., 2006) (see Figure 19.1). Figure 19.1 – A caricature of the popular conception of design vs. all other concepts. Information Architects. Dieter Rams' 10 principles of good web design. "My heart belongs to the details. I actually always found them to be more important than the big picture. Nothing works without details. Good design.