For organisations that are winning at customer experience, purpose starts with customers, prioritisation is value-based and decisions are based on learning. Default thinking is no longer enough to stay ahead of the market. To truly differentiate your customerâs experience, you need to embrace uncertainty, responding to new information with emergent design, and create evolutionary architectures to support these changes.
3. 3
âŠmany plans are built on projections of
future prices and costs that are almost
invariably wrong
âMichael E. Porter
https://www.ïŹickr.com/photos/worldeconomicforum/5397052359
4. 4
In 2010,
20 to 50% of software âš
projects were failing.âš
https://www.ïŹickr.com/photos/jonathancohen/4766990832
Understanding Design Thinking, Lean, and Agile, Jonny Schneider (2017)
5. PROJECTS
plan predictively
focus on scope, time, budget
measure outputs
manage the work
have a start and ïŹnish
ask for big-upfront-investment, âš
for future beneïŹts
7. PRODUCTS
use adaptive planning
focus on value
measure progress
manage the outcome
are long lived and ongoing
prove beneïŹt to âš
drive incremental investment
PROJECTS
âą plan predictively
âą focus on scope, time, budget
âą measure outputs
âą manage the work
âą have a start and ïŹnish
âąask for big-upfront-investment,âš
for future beneïŹts
8. AGILE
Build the âš
thing right
LEAN
Build the âš
right things
+DESIGN
THINKING
Explore theâš
problem
+
by @jonnyschneider
Three mindsets for
product development
9. Get the ebook for free!âš
https://thght.works/2z30TAU
12. NATIONAL AUSTRALIA BANK
Mobile Banking - after redesign
The browser-based w
banking app was red
like mobile web, not
This was achieved w
only. That means no
changes were requir
release outside of th
deployment governa
It doesnât sound like
meant that changes
customersâ hands ni
than ânormalâ.
Mobile Penetration: +188% (8% to 23%)
Customer Satisfaction: +5 PTS (85)
13. Lessons From The Trenches
(Global Blue Experience Report)
LESSONS FROM THE TRENCHES
14. If a measurement matters at all, it is
because it must have some conceivable
eïŹect on decisions and behavior.
âDouglas W. Hubbard
Measure things that matter
15. MEASUREMENT COMMENT
Customers will be delighted Too vague
Net Promoter Score (NPS) will increase Subject to external factors, hard
to attribute to a speciïŹc initiative
6 customer features completed Measures output, not outcome
Conversion from results page to product detail
page increases by 3% month-on-month
Good!
Basket-size for returning customers increases âš
on average from quarter-to-quarter
Good!
Average time-on-site per item purchase âš
reduced by 6% quarter-to-quarter
Good!
GOAL: Customers can easily ïŹnd what they are looking for.
16. Make decisions based on learning
The illiterate of the 21st century will not be
those who cannot read and write, but those
who cannot learn, unlearn, and relearn.
â Alvin ToïŹer
17. DeïŹne your beliefs and assumptions
Decide the most important thing to learn
Design experiments that can deliver learning
19. MONDAY
Frame the challenge and âš
explore some options
TUESDAY Decide what to learn
WEDNESDAY Design the experiments
THURSDAY Conduct the research
FRIDAY
Analyse the results and âš
decide what next
21. Design the right experiments
Don't look for facts or answers â look for
better questions. It's the questions we ask,
and the meaning we explore, that will
generate the insights most useful to strategy.
âDr. Jason Fox
23. Better to have a slow delivery team doing the right things, âš
than a fast team doing the wrong things.
(combine with next slide)
âAll Together Nowâ
ALL TOGETHER NOW
28. For more information on ThoughtWorks please contact:
Wayne Te Paa
NAB Client Principal
Email: wtepaa@thoughtworks.com
Phone: 0416 041 772
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