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Architecting Customer Experience to Engage and Transform the OrganizationDavid WheableVice President and Principal Consultant
April 2016
What Is Customer Obsession?
© 2016 Forrester Research, Inc. Reproduction Prohibited 4
Drive business growth with privacy
Turn big data into business insights
Embrace the mobile mind shift
Accelerate your digital business
Transform the customer experience
CustomerObsessed
Companies
Becoming A Customer Obsessed Company Is A Journey
© 2016 Forrester Research, Inc. Reproduction Prohibited 5
Customer experiences shape perceptions of value & drive loyalty
© 2016 Forrester Research, Inc. Reproduction Prohibited 6
Source: June 26, 2014 “Introducing Forrester's Next-Generation Customer Experience Index” report
The Three “E’s” Of Customer Experience
© 2016 Forrester Research, Inc. Reproduction Prohibited 7
There are two sides to the CX story
New sources of
value
New expectations
© 2016 Forrester Research, Inc. Reproduction Prohibited 8
Source: Forrester: March 2015 “Digital Predator Or Prey”
You must combine DCX and DOX …
Digital Prey Digital Operators
Digital Predator
Digital Connectors
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… to uncover sub-standard experiences and outcomes
Journey Experience touchpoints
Discover
engage
Buy
Use
ExploreD
igita
l/Pho
ne/In
per
son
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People create a digital value ecosystem that represents the real world
Source: "How To Craft A Better Digital Vision" Forrester report
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People create their digital value ecosystem to satisfy their desires
Source: "How To Craft A Better Digital Vision" Forrester report
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Source: March 2014 “Unleash Your Digital Business” Forrester report
Customer value hinges on implementing agile business technology
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How to build a better customer experience
StrategyCustomer Understanding Design
Measurement Governance Culture
1. CREATE BETTER EXPERIENCES
2. DELIVER BETTER EXPERIENCES
Imperatives for Raising Customer Experience Capability
Source: Forrester, The Path To Customer Experience Maturity, June 27, 2013
© 2016 Forrester Research, Inc. Reproduction Prohibited 14
Source: Forrester, The Path To Customer Experience Maturity, June 27, 2013
To mature from break-fix to break-through customer experience capability
Time
Cus
tom
er E
xper
ienc
e Q
ualit
y
Common Path to Customer Experience Maturity
RepairFind broken customer experiences, fix them, measure results
ElevateMake delivering good customer experience the norm
OptimizeApply a more sophisticated CX toolkit across the organization
DifferentiateDefine and deliver an experience that is truly unique
© 2016 Forrester Research, Inc. Reproduction Prohibited 15
Align Customer And Operational Process Metrics
Convenience
• Time to complete
• Channelsengaged
• Number of attempts
Engagement
• Abandoned carts
• System workarounds
• Shadow processes
Advocacy
• Net promoter scores
• Visitor frequency
• Social sentiment
© 2016 Forrester Research, Inc. Reproduction Prohibited 16
We’re In An Era That Values Fast Delivery
• Projects take too long.• Processes are inflexible.
• Change is too expensive & slow.
• Talents are out of date.
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© 2015 Forrester Research, Inc. Reproduction Prohibited 19
Enterprise process norms Customer process norms
Years Months WeeksCycles
Annual Quarterly WeeklyReleases
Waterfall Water-scrum-fall Test and learnMethods
Training Community support Intuitive nowAdoption
Adopt Approaches That Prioritize Fast Change
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Balance Fast And Sustainable DeliveryFast Delivery• Minimum viable products, iteration• Experiments• Long-tail & disposable apps
Sustainable Delivery• Hyper-adoption• Application lifecycle management• Design best practices
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Empathy Is Your Secret Weapon For Customer Obsession
“How can we improve the
process experience for
onboarding new customers?”
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InitiateContact
EvaluateOptions
Install Service
SalesProcess
DeliveryProcess
ServicingProcess
OrderService
CustomerJourney
“Worried”
“Over-whelmed”
“Relieved”
“Anxious”
Process redesign opportunity #1
Process redesign opportunity #2
Billing “Frustrated”
© 2015 Forrester Research, Inc. Reproduction Prohibited 23
Recommended Next Steps
›Partner with marketing and sales roles to identify customer process pain-points
›Reframe operational process metrics to align with critical customer metrics
›Replace traditional process methods with approaches that emphasize speed
