Category Archives: Customer Experience

Top 100 Innovation and Transformation Articles of 2022

Top 100 Innovation and Transformation Articles of 2022

2021 marked the re-birth of my original Blogging Innovation blog as a new blog called Human-Centered Change and Innovation.

Many of you may know that Blogging Innovation grew into the world’s most popular global innovation community before being re-branded as InnovationExcellence.com and being ultimately sold to DisruptorLeague.com.

Thanks to an outpouring of support I’ve ignited the fuse of this new multiple author blog around the topics of human-centered change, innovation, transformation and design.

I feel blessed that the global innovation and change professional communities have responded with a growing roster of contributing authors and more than 17,000 newsletter subscribers.

To celebrate we’ve pulled together the Top 100 Innovation and Transformation Articles of 2022 from our archive of over 1,000 articles on these topics.

We do some other rankings too.

We just published the Top 40 Innovation Bloggers of 2022 and as the volume of this blog has grown we have brought back our monthly article ranking to complement this annual one.

But enough delay, here are the 100 most popular innovation and transformation posts of 2022.

Did your favorite make the cut?

1. A Guide to Organizing Innovation – by Jesse Nieminen

2. The Education Business Model Canvas – by Arlen Meyers, M.D.

3. 50 Cognitive Biases Reference – Free Download – by Braden Kelley

4. Why Innovation Heroes Indicate a Dysfunctional Organization – by Steve Blank

5. The One Movie All Electric Car Designers Should Watch – by Braden Kelley

6. Don’t Forget to Innovate the Customer Experience – by Braden Kelley

7. What Latest Research Reveals About Innovation Management Software – by Jesse Nieminen

8. Is Now the Time to Finally End Our Culture of Disposability? – by Braden Kelley

9. Free Innovation Maturity Assessment – by Braden Kelley

10. Cognitive Bandwidth – Staying Innovative in ‘Interesting’ Times – by Pete Foley

11. Is Digital Different? – by John Bessant

12. Top 40 Innovation Bloggers of 2021 – Curated by Braden Kelley

13. Can We Innovate Like Elon Musk? – by Pete Foley

14. Why Amazon Wants to Sell You Robots – by Shep Hyken

15. Free Human-Centered Change Tools – by Braden Kelley

16. What is Human-Centered Change? – by Braden Kelley

17. Not Invented Here – by John Bessant

18. Top Five Reasons Customers Don’t Return – by Shep Hyken

19. Visual Project Charter™ – 35″ x 56″ (Poster Size) and JPG for Online Whiteboarding – by Braden Kelley

20. Nine Innovation Roles – by Braden Kelley

21. How Consensus Kills Innovation – by Greg Satell

22. Why So Much Innoflation? – by Arlen Meyers, M.D.

23. ACMP Standard for Change Management® Visualization – 35″ x 56″ (Poster Size) – Association of Change Management Professionals – by Braden Kelley

24. 12 Reasons to Write Your Own Letter of Recommendation – by Arlen Meyers, M.D.

25. The Five Keys to Successful Change – by Braden Kelley

26. Innovation Theater – How to Fake It ‘Till You Make It – by Arlen Meyers, M.D.

27. Five Immutable Laws of Change – by Greg Satell

28. How to Free Ourselves of Conspiracy Theories – by Greg Satell

29. An Innovation Action Plan for the New CTO – by Steve Blank

30. How to Write a Failure Resume – by Arlen Meyers, M.D.


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31. Entrepreneurs Must Think Like a Change Leader – by Braden Kelley

32. No Regret Decisions: The First Steps of Leading through Hyper-Change – by Phil Buckley

33. Parallels Between the 1920’s and Today Are Frightening – by Greg Satell

34. Technology Not Always the Key to Innovation – by Braden Kelley

35. The Era of Moving Fast and Breaking Things is Over – by Greg Satell

36. A Startup’s Guide to Marketing Communications – by Steve Blank

37. You Must Be Comfortable with Being Uncomfortable – by Janet Sernack

38. Four Key Attributes of Transformational Leaders – by Greg Satell

39. We Were Wrong About What Drove the 21st Century – by Greg Satell

40. Stoking Your Innovation Bonfire – by Braden Kelley

41. Now is the Time to Design Cost Out of Our Products – by Mike Shipulski

42. Why Good Ideas Fail – by Greg Satell

43. Five Myths That Kill Change and Transformation – by Greg Satell

44. 600 Free Innovation, Transformation and Design Quote Slides – Curated by Braden Kelley

45. FutureHacking – by Braden Kelley

46. Innovation Requires Constraints – by Greg Satell

47. The Experiment Canvas™ – 35″ x 56″ (Poster Size) – by Braden Kelley

48. The Pyramid of Results, Motivation and Ability – by Braden Kelley

49. Four Paradigm Shifts Defining Our Next Decade – by Greg Satell

50. Why Most Corporate Mindset Programs Are a Waste of Time – by Alain Thys


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51. Impact of Cultural Differences on Innovation – by Jesse Nieminen

52. 600+ Downloadable Quote Posters – Curated by Braden Kelley

53. The Four Secrets of Innovation Implementation – by Shilpi Kumar

54. What Entrepreneurship Education Really Teaches Us – by Arlen Meyers, M.D.

55. Reset and Reconnect in a Chaotic World – by Janet Sernack

56. You Can’t Innovate Without This One Thing – by Robyn Bolton

57. Why Change Must Be Built on Common Ground – by Greg Satell

58. Four Innovation Ecosystem Building Blocks – by Greg Satell

59. Problem Seeking 101 – by Arlen Meyers, M.D.

60. Taking Personal Responsibility – Back to Leadership Basics – by Janet Sernack

61. The Lost Tribe of Medicine – by Arlen Meyers, M.D.

62. Invest Yourself in All That You Do – by Douglas Ferguson

63. Bureaucracy and Politics versus Innovation – by Braden Kelley

64. Dare to Think Differently – by Janet Sernack

65. Bridging the Gap Between Strategy and Reality – by Braden Kelley

66. Innovation vs. Invention vs. Creativity – by Braden Kelley

67. Building a Learn It All Culture – by Braden Kelley

68. Real Change Requires a Majority – by Greg Satell

69. Human-Centered Innovation Toolkit – by Braden Kelley

70. Silicon Valley Has Become a Doomsday Machine – by Greg Satell

71. Three Steps to Digital and AI Transformation – by Arlen Meyers, M.D.

72. We need MD/MBEs not MD/MBAs – by Arlen Meyers, M.D.

73. What You Must Know Before Leading a Design Thinking Workshop – by Douglas Ferguson

74. New Skills Needed for a New Era of Innovation – by Greg Satell

75. The Leader’s Guide to Making Innovation Happen – by Jesse Nieminen

76. Marriott’s Approach to Customer Service – by Shep Hyken

77. Flaws in the Crawl Walk Run Methodology – by Braden Kelley

78. Disrupt Yourself, Your Team and Your Organization – by Janet Sernack

79. Why Stupid Questions Are Important to Innovation – by Greg Satell

80. Breaking the Iceberg of Company Culture – by Douglas Ferguson


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81. A Brave Post-Coronavirus New World – by Greg Satell

82. What Can Leaders Do to Have More Innovative Teams? – by Diana Porumboiu

83. Mentors Advise and Sponsors Invest – by Arlen Meyers, M.D.

84. Increasing Organizational Agility – by Braden Kelley

85. Should You Have a Department of Artificial Intelligence? – by Arlen Meyers, M.D.

86. This 9-Box Grid Can Help Grow Your Best Future Talent – by Soren Kaplan

87. Creating Employee Connection Innovations in the HR, People & Culture Space – by Chris Rollins

88. Developing 21st-Century Leader and Team Superpowers – by Janet Sernack

89. Accelerate Your Mission – by Brian Miller

90. How the Customer in 9C Saved Continental Airlines from Bankruptcy – by Howard Tiersky

91. How to Effectively Manage Remotely – by Douglas Ferguson

92. Leading a Culture of Innovation from Any Seat – by Patricia Salamone

93. Bring Newness to Corporate Learning with Gamification – by Janet Sernack

94. Selling to Generation Z – by Shep Hyken

95. Importance of Measuring Your Organization’s Innovation Maturity – by Braden Kelley

96. Innovation Champions and Pilot Partners from Outside In – by Arlen Meyers, M.D.

97. Transformation Insights – by Bruce Fairley

98. Teaching Old Fish New Tricks – by Braden Kelley

99. Innovating Through Adversity and Constraints – by Janet Sernack

100. It is Easier to Change People than to Change People – by Annette Franz

Curious which article just missed the cut? Well, here it is just for fun:

101. Chance to Help Make Futurism and Foresight Accessible – by Braden Kelley

These are the Top 100 innovation and transformation articles of 2022 based on the number of page views. If your favorite Human-Centered Change & Innovation article didn’t make the cut, then send a tweet to @innovate and maybe we’ll consider doing a People’s Choice List for 2022.

If you’re not familiar with Human-Centered Change & Innovation, we publish 1-6 new articles every week focused on human-centered change, innovation, transformation and design insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook feed or on Twitter or LinkedIn too!

Editor’s Note: Human-Centered Change & Innovation is open to contributions from any and all the innovation & transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have a valuable insight to share with everyone for the greater good. If you’d like to contribute, contact us.

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Voting Closed for the Top 40 Innovation Bloggers of 2022

Voting Closed for the Top 40 Innovation Bloggers of 2022CLICK HERE TO SEE WHO HAS BEEN NOMINATED

For more than a decade I’ve devoted myself to making innovation insights accessible for the greater good, because I truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Bloggers available each year!

CLICK HERE TO SEE WHO HAS BEEN NOMINATED

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021

Do you just have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Bloggers of 2022.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2022 at midnight GMT.

CLICK HERE TO SEE WHO HAS BEEN NOMINATED

Build a Common Language of Innovation on your team

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions to this web site by an author will be a BIG contributing factor (through the end of the voting period).

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

  1. Sending us the name of the blogger by @reply on twitter to @innovate
  2. Adding the name of the blogger as a comment to this article’s posting on Facebook
  3. Adding the name of the blogger as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Bloggers of 2022 will then be announced here in early January 2023.

CLICK HERE TO SEE WHO HAS BEEN NOMINATED

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Ten CX and Customer Service Predictions for 2023 – Part Two

Ten CX and Customer Service for 2023 – Part Two

GUEST POST from Shep Hyken

Last week I shared the first five of ten business predictions and trends for 2023. Here the remaining five (plus a bonus). As you look at these predictions, think about how they might impact your company. For example, if self-service customer service options are more popular than ever (No. 7), is your company or brand offering them to your customers?

6. Customer Support on the Phone Is Not Dead

Even with all the self-service solutions becoming more popular, the phone will continue to reign as the most popular way for customers to connect with customer support. Our customer service research (sponsored by Amazon AWS) confirms this as 87% of Baby Boomers (who make up just over 21% of the population of the U.S.) prefer the phone to any other channel, keeping traditional phone support as the No. 1 way customers choose to get their questions answered and their complaints resolved.

7. Self-Service Is More Popular than Ever

Even though the phone continues to be the most popular channel for customers to have their questions and complaints addressed, self-service options are becoming more and more appealing. Just as Boomers drive the phone, the younger generations—Gen-Z and Millennials—are proving that an investment in self-service channels, such as a robust knowledgebase on a website, video tutorials, chatbots and more, is an up-and-coming trend.

8. More Companies and Brands Will Stand for Something Important

Here’s more vital research to consider. Forty-five percent of your customers value a company that supports a social cause that’s important to them, and only 20% feel that a cause is not important enough to sway their buying decision. It’s especially true for Gen-Z and Millennials. Causes can range from climate change to sustainability, local community and charity events, and good old-fashioned values. You’ll start seeing more companies and brands participating in causes that are important to them and their customers. Our customer experience research found that customers are drawn to companies that “give back.”

9. Customers Want to Do Business with Companies and Brands They Can Trust

The old expression says it all. Customers want to do business with people and companies they know, like and trust. The knowing and liking are easy. Trust is harder. It’s an emotional connection between the customer and the company. Customers must know something will absolutely happen, that their experience will always be great and that the company has their best interests in mind. Eighty-one percent of more than 1,000 consumers we surveyed said a great customer experience increases trust. Start with the experience. Work to create an experience that instills confidence and will positively impact your bottom line.

10. The Customer Support Department Becomes the Revenue Generation Department

There have been numerous discussions and debates over the years about the investment into a customer support system. For many years, the department and processes that handle customers’ questions and complaints were seen as a cost. As the importance of customer service continues to grow, leaders are recognizing the revenue generated from the front line that handles customers’ problems and issues. I’ve gone as far as suggesting to clients that they stop referring to this group as the customer support department, but instead call it the revenue generation department. If it is the job of sales and marketing to bring in customers, it is the job of the people who have direct contact with the customer, especially after the sale, to maintain and nurture them for future business. A problem handled well gives the customer confidence to want to come back. When they do, they spend more. Eventually, they may even become loyal. As companies realize this, they will start investing more into the department and process traditionally known as customer support.

BONUS: Robots Will Not Replace People

In our research, we asked more than 1,000 consumers if they thought in the next ten years, robots would start to replace humans in customer service roles. Sixty-four percent said yes. Here’s my prediction. Robots won’t replace humans—at least not 100%. We are already seeing chatbots, voice recognition software, AI-infused conversations (with the computer) and other digital technologies becoming more capable, and therefore more popular. However, they won’t replace customer support agents and frontline employees. What they will do is make their jobs easier. Currently, AI and digital support are really good for basic questions and simple problems. While they will improve, we’ll still need human-to-human interactions when necessary. Certain businesses will excel in the adoption of high-end robotic and AI-infused technologies, but we’re a long way away from computers and robots replacing people. A few years ago I came up with a quote that still holds true today, and I believe will hold true ten years from now: The greatest technology in the world hasn’t replaced the ultimate relationship building tool between a customer and a business: the human touch.

If I had to sum up my predictions for the future of customer service and CX, I might use another old saying: The more things change, the more they stay the same. Yes, you need to provide your customers with modern convenience and technology that they have come to expect and rely on, but the basics are basics for a reason. Customers will always want to be treated well, be treated like individuals, and feel a real human connection.

This article originally appeared on Forbes

Image Credit: Shep Hyken

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Finding Innovation Gold in a Single Customer Story

The Power of One

Finding Innovation Gold in a Single Customer Story

GUEST POST from Art Inteligencia

We live in the Age of Big Data, where innovation decisions are often filtered through algorithms, heatmaps, and massive statistical models. Leaders demand large-scale surveys and multi-million dollar data warehouses to validate a new direction. Yet, history consistently shows that truly breakthrough ideas rarely emerge from the average — they emerge from the outlier, the extreme user, or the single, compelling narrative that exposes a deep, unmet human need.

This is the Power of One: the profound, catalytic value contained in a single, deeply understood customer story. While Big Data tells us what is happening (correlation), Small Data — the qualitative, ethnographic insight — tells us why it is happening (causation and motivation). For human-centered change and innovation, the Single Customer Story is the most efficient and emotionally resonant path to finding innovation gold.

The Problem with the Average and the Gift of the Outlier

When you design for the average customer, you create an average product. Statistical models, by their nature, normalize outliers. They smooth over the strange, inconvenient behavior that is often a leading indicator of market disruption. If a single customer is using your product in a way it was never intended — that is not a bug; it is a Signal of Innovation. That single story contains a kernel of truth that 10,000 data points will obscure. It reveals the critical gap between what you think your product does and what the human needs it to do.

Innovation thrives in the gap between the status quo and the ideal human experience. The Single Customer Story serves as the emotional bridge that allows a team to move from abstract data points to genuine empathy, driving radical redesign and bypassing organizational inertia.

Three Strategies for Mining the “Power of One”

Leaders must institutionalize practices that deliberately seek out and amplify these singular narratives, transforming anecdotal evidence into strategic insight.

  1. Embrace Observational Research (Ethnography): Instead of relying solely on surveys (which capture conscious opinions), go into the user’s natural environment to observe their unconscious behavior. Watch how they struggle, how they improvise, and where they introduce unnecessary steps. The innovation is often found in the user’s duct tape solution — the hack they use to get around your product’s limitations.
  2. Design for the Extremes, Not the Center: Actively seek out the extreme user. This could be the power user who pushes your limits, the non-user who actively avoids your product, or the person using your product in an unexpected cultural context. Designing a robust solution for a highly complex or unusual need will often simplify and improve the experience for the mainstream user. The extreme user’s story sets the highest bar for innovation.
  3. Institutionalize the Narrative Transfer: A single story is only powerful if it becomes a shared vision. When a team finds a powerful customer narrative, it must be captured as Persona, a Day-in-the-Life Journey Map, or a visceral video and put directly in front of engineers, marketers, and executives. This human input cuts through data silos and provides a shared, emotional imperative for change that abstract data cannot match.

Case Study 1: The Design Fix that Transformed a Financial Software Product

Challenge: Stagnant Adoption of a Financial Software Tool

A B2B software company saw high initial sign-ups for a new financial analysis tool but very low sustained usage. The drop-off rates were massive, but the data offered no explanation for why users abandoned the product after the first week.

The Power of One Intervention:

The Head of Product focused on a single, frustrated junior analyst. By spending a day shadowing this one user, the team discovered that her workflow required her to export data from their tool, import it into Excel, manually clean the data using six specific formulas, and then run the final analysis. The software was saving 20% of her time, but the 20-minute manual data cleaning ritual was the breaking point. The single story revealed the key unmet need: integrated, automated data cleansing. They integrated the analyst’s six formulas directly into the software. This small fix, driven by the qualitative insight of one user, led to a 300% spike in sustained usage and became the flagship feature of a whole new product line.

Case Study 2: Uncovering a Global Market Opportunity in a Remote Village

Challenge: Designing for Remote Infrastructure in Emerging Markets

A global manufacturer was developing a decentralized power source for off-grid communities. Prototypes were too complex and failed in field testing. Market data lacked the crucial context of how people prioritized power usage.

The Power of One Intervention:

An ethnographic team focused on a single family and their local economy in a remote African village. They noticed that the family’s biggest pain point wasn’t general lighting or charging phones; it was the single battery they relied on for a crucial, single use: running a small milling machine to grind grain for the entire community. This task was vital to the village economy, and the battery’s failure was a social crisis. The innovation was not in designing a complex micro-grid, but in designing a simple, hyper-robust, easily repairable “Power Hub” optimized solely for the continuous reliability of that single, high-value, high-impact task. This focus on one critical application, revealed by one village story, unlocked the blueprint for a highly scalable, successful product line across dozens of similar low-infrastructure markets globally.

Conclusion: From Correlation to Causation

Big Data is essential for scale and validation. But Big Ideas are almost always born from the intimacy of Small Data. When you bypass the spreadsheet and spend genuine time with the human experience, you achieve a level of empathy that moves your team from guessing at correlation to knowing the root cause. This is the difference between incremental improvement and market disruption.

“The Power of One is the ultimate antidote to organizational inertia. A single, painful, well-told customer story can override months of contradictory data, mobilize an entire company, and define the next decade of innovation.” — Braden Kelley

Embrace the qualitative journey. Your essential first step: Find the most frustrated, extreme, or resourceful user of your product, sit with them for an hour, and simply watch them work. Then, build the solution to their one painful, repeated problem.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Dall-E

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Voting Closed – Top 40 Innovation Bloggers of 2022

Vote for Top 40 Innovation BloggersFor more than a decade I’ve devoted myself to making innovation insights accessible for the greater good, because I truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Bloggers available each year!

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021

Do you just have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Bloggers of 2022.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2022 at midnight GMT.

Build a Common Language of Innovation on your team

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions to this web site by an author will be a BIG contributing factor (through the end of the voting period).

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

  1. Sending us the name of the blogger by @reply on twitter to @innovate
  2. Adding the name of the blogger as a comment to this article’s posting on Facebook
  3. Adding the name of the blogger as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Bloggers of 2022 will then be announced here in early January 2023.

Here are the people who received nominations this year along with some carryover recommendations (in alphabetical order):

Adi Gaskell – @adigaskell
Alain Thys
Alex Goryachev
Andy Heikkila – @AndyO_TheHammer
Annette Franz
Arlen Meyers – @sopeofficial
Art Inteligencia
Braden Kelley – @innovate
Brian Miller
Bruce Fairley
Chad McAllister – @ChadMcAllister
Chris Beswick
Chris Rollins
Dr. Detlef Reis
Dainora Jociute
Dan Blacharski – @Dan_Blacharski
Daniel Burrus – @DanielBurrus
Daniel Lock
David Burkus
Dean and Linda Anderson
Diana Porumboiu
Douglas Ferguson
Drew Boyd – @DrewBoyd
Farnham Street
Frank Mattes – @FrankMattes
Geoffrey A Moore
Gregg Fraley – @greggfraley
Greg Satell – @Digitaltonto
Helen Yu
Howard Tiersky
Janet Sernack – @JanetSernack
Jeffrey Baumgartner – @creativejeffrey
Jeff Freedman – @SmallArmyAgency
Jeffrey Phillips – @ovoinnovation
Jesse Nieminen – @nieminenjesse
John Bessant
Jorge Barba – @JorgeBarba
Julian Birkinshaw – @JBirkinshaw
Julie Anixter – @julieanixter
Kate Hammer – @Kate_Hammer
Kevin McFarthing – @InnovationFixer
Lou Killeffer – @LKilleffer
Manuel Berdoy

Accelerate your change and transformation success

Mari Anixter- @MariAnixter
Maria Paula Oliveira – @mpaulaoliveira
Matthew E May – @MatthewEMay
Michael Graber – @SouthernGrowth
Mike Brown – @Brainzooming
Mike Shipulski – @MikeShipulski
Mukesh Gupta
Nick Partridge – @KnewNewNeu
Nicolas Bry – @NicoBry
Nicholas Longrich
Norbert Majerus and George Taninecz
Pamela Soin
Patricia Salamone
Paul Hobcraft – @Paul4innovating
Paul Sloane – @paulsloane
Pete Foley – @foley_pete
Ralph Christian Ohr – @ralph_ohr
Randy Pennington
Richard Haasnoot – @Innovate2Grow
Robert B Tucker – @RobertBTucker
Robyn Bolton – @rm_bolton
Saul Kaplan – @skap5
Shep Hyken – @hyken
Shilpi Kumar
Scott Anthony – @ScottDAnthony
Scott Bowden – @scottbowden51
Shelly Greenway – @ChiefDistiller
Soren Kaplan – @SorenKaplan
Stefan Lindegaard – @Lindegaard
Stephen Shapiro – @stephenshapiro
Steve Blank
Steven Forth – @StevenForth
Tamara Kleinberg – @LaunchStreet
Teresa Spangler – @composerspang
Tim Stroh
Tom Koulopoulos – @TKspeaks
Tom Stafford
Yoram Solomon – @yoram

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We’re curious to see who you think is worth reading!

Ten CX and Customer Service Predictions for 2023 – Part One

Ten CX and Customer Service for 2023 - Part One

GUEST POST from Shep Hyken

We are in a strange time. For the past two and a half years, we have experienced one hurdle after another. It started with the pandemic, moved into supply-chain problems that merged with employment issues, and to top it all off, we’re experiencing a rough economy. While the difficulties hit some industries harder than others, every company or brand has had to show a level of nimbleness and flexibility to stay ahead, if not just stay in business. Some companies figured it out, and some are still finding their way. Regardless, the following predictions could give you some food for thought in how to navigate the next year and beyond.

1. Customers Will Be Smarter and More Demanding Than Ever

Each year, I start the list with a similar prediction. It seems that our customers are smarter than ever when it comes to customer service and experience. They are getting the type of experience they want from certain companies and brands, and then they expect it from just about anyone they do business with. All of our customers, regardless of our type of business (B2B, B2C, B2B2C) are consumers. Certain B2C rockstar brands are teaching our customers what good service is like, and it’s become the expectation (and hope) of every customer that they will get a similar experience from any type of business.

2. Companies Will Focus as Much – Maybe More – on Employees Than They Do on Customers

What has been termed The Great Resignation wasn’t so much about employees quitting work to retire. They were quitting to move to better jobs. Companies that haven’t been employee-focused have struggled to keep some of their best people. Just as you work to attract and keep your best customers, you want to do the same with your employees. The cost of turnover, hiring and training can be far greater than an increase in salary and benefits. And don’t forget the appreciation factor. Just as you appreciate your customers, you should appreciate your employees. And a powerful byproduct of this effort is the customer experience. What’s happening on the inside of a company is felt on the outside by the customer.

3. Customers’ Expectations of the ‘Basics’ Continue to Rise

The basics of a good customer experience are really simple. Customers want employees who are kind and helpful. They want to easily reach the right customer support person. They expect employees to be knowledgeable about the company’s products and services. They want faster customer support responses from email, messages or text. Yes, these are the basics and they seem so simple, but that doesn’t mean they are easy to execute consistently. Our customer service research (sponsored by Amazon) found that year over year, customers’ expectations of these basics increased. The research also found that 49% of customers had more bad customer service experiences in the past year compared to the year before. Going back to Prediction No. 1, it’s the rockstar companies and brands that are setting the right example and raising the bar—and thereby raising customers’ expectations. The message is clear. Focus on the basics. They are the foundation of your customer service and CX strategies.

4. Personalization Gets More Personal

Up until recently, personalization had been used just to segment customers into several personas. Today, customers are experiencing hyper-personalization, treating them as individuals versus part of a larger group in a company’s database. Perhaps a better term for personalization would be individualization. In our customer service research, 74% of customers we surveyed said a personalized experience is important. A personal or individualized experience will endear the customer to the company, creating a greater chance of repeat business and even customer loyalty.

5. Some Companies Will Make the Mistake of Cutting Expenses in the Wrong Place

As many companies experience the pressures of the economy (and supply chain delays and employee issues), they will begin to make changes. Customers are spending less, and costs are going up. That’s not a good formula but it’s what we are forced to work with, and the result is companies being more careful about how they spend money. As this applies to customer experience, companies will be looking for places to cut costs and save money. The big mistake is if they cut in the areas of customer service and experience, leaving them vulnerable to competition and taking away their market share. Unfortunately, if history repeats itself, and I predict it will, many companies and brands will make this mistake. Hopefully, your company isn’t one of them. One of the worst places to cut is anywhere the customer will notice.

Well, that’s the first five of my ten predictions for 2023. Come back for the remaining five predictions next week.

This article originally appeared on Forbes

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Top 10 Risks of Not Doing Annual Customer Experience Audits

Top 10 Risks of Not Doing Annual Customer Experience Audits

GUEST POST from Chateau G Pato

Organizations today are more focused than ever on delivering superior customer experiences. However, when businesses neglect to conduct annual Customer Experience (CX) audits, they expose themselves to numerous risks that can undermine their success. Identifying and addressing these risks is crucial to maintaining not just customer satisfaction, but also overall business health.

Risk 1: Ignoring Customer Needs

Failing to audit your customer experience annually can result in blind spots regarding what your customers truly need. Markets change, and so do customer expectations. If you do not periodically examine your customer interactions, you may overlook evolving preferences and miss opportunities for innovation.

Risk 2: Increased Customer Churn

Without reassessing your customer experience, it’s possible to miss signs of dissatisfaction that lead to customer churn. Regular CX audits help identify areas causing friction, allowing you to address them before it’s too late.

Risk 3: Damage to Brand Reputation

Negative customer experiences can quickly damage a brand’s reputation in the age of social media. An annual audit helps spot potential issues in customer touchpoints and interactions before they snowball into damaging reviews and negative word-of-mouth.

Risk 4: Competitive Disadvantage

Companies that ignore customer experience audits may find themselves losing ground to competitors who leverage these audits to innovate and improve their offerings. Staying competitive requires a proactive approach to understanding and enhancing the customer journey.

Case Study: Company X’s Wake-Up Call

Company X, a retail giant, believed that their customer satisfaction scores were sufficient proof of their customer experience success. They skipped CX audits for several years, only to discover widespread customer dissatisfaction that culminated in a measurable drop in sales. Once identified, issues such as outdated return policies and slow customer service were rapidly addressed, but the company had already suffered a substantial competitive setback.

Risk 5: Loss of Employee Engagement

An overlooked aspect of customer experience is its impact on employees. When organizations neglect regular audits, they may miss recognizing areas where employee-customer interactions could be improved, resulting in decreased employee engagement and morale.

Risk 6: Financial Consequences

Poor customer experiences can have direct financial repercussions. From loss of sales to increased marketing spend needed to win back lost customers, the absence of annual CX audits could hit the bottom line hard.

Risk 7: Inadequate Personalization

In today’s market, personalization is key. Without annual audits, organizations might fail to recognize the shift towards personalized customer experiences, falling behind competitors who adeptly grasp and apply this knowledge.

Risk 8: Inaccurate Market Positioning

Without annually measuring the customer experience, businesses may inadvertently misposition themselves over time relative to their market and customer expectations.

Case Study: Hotel Z’s Strategic Pivot

Hotel Z thought they understood their clientele, but declining bookings told a different story. After finally undertaking a comprehensive CX audit, they discovered shifting demographics amongst their guests towards younger tourists seeking tech-savvy environments. By pivoting their strategy to offer digital concierge services, they rejuvenated their business model and saw an upsurge in bookings.

Risk 9: Regulatory Non-Compliance

Often overlooked, regulatory compliance is an area that could be at risk without regular audits. Changes in laws and consumer protection guidelines need to be constantly monitored to ensure ongoing compliance.

Risk 10: Missed Innovation Opportunities

Customer feedback gleaned during an audit can serve as a catalyst for innovation. Companies that forgo these audits may miss critical insights into how they can enhance or transform their offerings.

Conclusion

In an era where customer expectations are rapidly evolving, not conducting regular Customer Experience audits can subject firms to significant risks. From eroding brand reputation to losing competitiveness, understanding these pitfalls highlights the necessity of integrating CX audits as a staple in any comprehensive business strategy. For more insights on enhancing your business strategies, consider visiting these articles on Innovative Ways to Gather Customer Feedback and Understanding Customer Needs and Expectations.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Pexels

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The Experience Metrics That Matter

Measuring the Success of Human-Centered Design

The Experience Metrics That Matter

GUEST POST from Chateau G Pato

In the world of human-centered change and innovation, we passionately advocate for putting people first. We champion empathy, user research, iterative prototyping, and the relentless pursuit of meaningful solutions to real human problems. But how do we prove its value? How do we measure the success of truly human-centered design (HCD) in a world often fixated on traditional business KPIs?

Too often, organizations fall back on proxy metrics: conversion rates, bounce rates, or even feature adoption without truly understanding the quality of the experience. These are important, but they don’t tell the whole story. The true impact of human-centered design (HCD) lies in its ability to foster engagement, satisfaction, and loyalty by creating experiences that genuinely resonate with users’ needs and emotions. As leaders, we need to move beyond vanity metrics and embrace a more holistic, experience-driven measurement framework that directly reflects the human impact, and crucially, links back to measurable business value.

Beyond the Obvious: Unpacking Experience Metrics

Measuring human experience requires a blend of quantitative data and qualitative insights. These two forms of data are symbiotic; quantitative metrics tell you what is happening, while qualitative insights explain why it’s happening. Here are the categories of metrics that truly matter:

1. Usability & Efficiency Metrics (The “Can They Do It?” Factor)

These classic metrics evaluate how easily and effectively users can achieve their goals.

  • Task Completion Rate: The percentage of users who successfully complete a defined task. A core indicator of basic functionality and intuitive design.
  • Time on Task: How long it takes users to complete a specific task. Lower is often better, indicating efficiency and reducing user frustration.
  • Error Rate: The number of mistakes users make when interacting with a product or service. Fewer errors imply clearer design and a more forgiving user interface.
  • System Usability Scale (SUS): A quick, reliable questionnaire (10 items) that gives a subjective measure of usability, providing a standardized score for comparison.

2. Satisfaction & Emotional Connection Metrics (The “How Do They Feel?” Factor)

These delve into how users feel about their interaction, which is crucial for loyalty and advocacy. These are often captured through direct feedback.

  • Net Promoter Score (NPS): Measures user loyalty and willingness to recommend. It’s a powerful proxy for overall satisfaction and brand affinity, directly impacting word-of-mouth growth.
  • Customer Satisfaction Score (CSAT): Directly asks users about their satisfaction with a specific interaction or aspect of the product/service. Context-specific and highly actionable.
  • Customer Effort Score (CES): Measures how much effort a customer has to exert to get an issue resolved, a request fulfilled, or a product purchased/returned. Lower effort correlates strongly with higher loyalty and reduced support costs.
  • Emotional Response Metrics: Through qualitative feedback (interviews, open-ended surveys), sentiment analysis, or even biometric data (if appropriate), understanding the emotional journey (e.g., frustration, delight, confusion) provides invaluable why behind the numbers.

3. Engagement & Retention Metrics (The “Will They Come Back?” Factor)

These show whether the experience is compelling enough to keep users coming back and deeply involved.

  • Repeat Usage/Purchase Rate: How often users return or make repeat transactions. A strong indicator of sustained value and an enjoyable experience.
  • Churn Rate: The percentage of users who stop using a product or service. High churn often points to a failing experience that needs immediate HCD intervention.
  • Feature Adoption Rate: While not a vanity metric if tied to deeper goals, it shows how readily users embrace new functionalities that are designed to help them, indicating perceived value.
  • Lifetime Value (LTV): The total revenue a business expects to earn from a single customer over their relationship. A truly human-centered experience drives higher LTV by building lasting relationships.

“Measuring human-centered design isn’t just about counting clicks; it’s about quantifying empathy. It’s about understanding if we’ve truly made someone’s life better, easier, or more enjoyable, and how that translates to sustainable business value.”
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Connecting Experience Metrics to Business Outcomes

The beauty of well-executed HCD is that improved experience metrics directly correlate with significant business advantages:

  • Increased Revenue: Higher NPS and CSAT lead to greater customer loyalty, repeat purchases, and referrals. Reduced CES frees up customer service resources and improves conversion rates.
  • Reduced Costs: Lower error rates and improved usability mean fewer support calls, less rework, and faster training. Increased retention reduces customer acquisition costs.
  • Competitive Advantage: A superior, more empathetic user experience becomes a powerful differentiator in crowded markets, leading to stronger brand equity and market share.
  • Innovation Velocity: Understanding user pain points through these metrics provides clear direction for future innovation, ensuring product development is always aligned with genuine needs.

Case Study 1: Airbnb and the Power of Experience-Driven Growth

The Challenge:

In its early days, Airbnb struggled with user trust and getting hosts to provide appealing listings. Many early photos were low quality, leading to poor booking experiences and slow growth. Traditional metrics might have focused on mere listing numbers.

Human-Centered Design Intervention:

Instead of scaling marketing, Airbnb’s founders went to New York, noticed the low-quality photos, and realized the problem was a lack of user-generated experience value. They began offering professional photography services to hosts, not just as a perk, but as a core design intervention. They also invested heavily in designing a seamless, trustworthy two-sided marketplace, focusing on host and guest profiles, reviews, and secure payment systems. The goal was to reduce anxiety and build emotional safety into every step of the booking process.

The Experience Metrics Impact:

This HCD approach directly impacted booking conversion rates, but more importantly, it skyrocketed user satisfaction (CSAT), which drove repeat bookings (retention) and positive word-of-mouth (NPS). By focusing on the end-to-end human experience—from initial search to post-stay review—Airbnb fostered deep loyalty, proving that investing in experience design translates directly into exponential business growth and market leadership. The photography intervention alone reportedly doubled weekly revenue in some cities, demonstrating a clear ROI from HCD.


Case Study 2: The Redesign of the U.S. Department of Veterans Affairs (VA) Website

The Challenge:

For years, veterans faced a fragmented, confusing, and often frustrating digital experience when trying to access critical services (healthcare, benefits, education) from the VA. Multiple websites, inconsistent navigation, and complex jargon led to high customer effort (CES) and low task completion rates for vital actions.

Human-Centered Design Intervention:

The VA launched a massive HCD initiative, consolidating over 400 disparate websites into a single, unified VA.gov platform. The process began with extensive user research, involving thousands of veterans and their families, to map their journeys and identify pain points. Designers focused on simplifying language, creating intuitive navigation, and prioritizing the most critical tasks. The design was iterative, with continuous user testing and feedback loops at every stage.

The Experience Metrics Impact:

The redesign dramatically improved Task Completion Rates for key services and significantly reduced Customer Effort Score (CES). Veterans reported being able to find information and apply for benefits much more easily, leading to a palpable increase in overall satisfaction (CSAT). While direct revenue isn’t the goal, the reduction in support calls due to self-service, the improved access to benefits, and the enhanced trust in government services all represent immense value, directly attributable to a rigorous human-centered design process focused on alleviating user pain and delivering an efficient, empathetic experience. This translates into operational cost savings and improved public service outcomes.

Practicalities: Collecting the Right Data

Collecting these metrics effectively involves a multi-pronged approach:

  • Analytics Tools: For quantitative metrics (time on task, completion rates, churn), robust analytics platforms are essential.
  • Survey & Feedback Tools: For NPS, CSAT, and CES, integrate in-app surveys, email questionnaires, and feedback widgets strategically.
  • User Research: Conduct regular qualitative interviews, usability testing, and ethnographic studies to uncover the why behind the numbers. This is where true empathy is built.
  • Customer Service Data: Analyze support tickets, call logs, and chat transcripts for recurring pain points and emotional language.

The challenge lies not just in collecting data, but in synthesizing it into actionable insights that fuel continuous, human-centered improvement.

Measuring the success of human-centered design goes far beyond simple A/B tests. It requires a commitment to understanding the full spectrum of the human interaction: how easy it is, how it makes people feel, and whether it builds lasting relationships. By diligently tracking and acting on these experience metrics, leaders can not only justify their investment in HCD but also continuously refine their offerings to create a truly better world for their users, one thoughtfully designed interaction at a time.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Unsplash

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Overcoming the Top 3 Barriers to Customer-Centricity

Overcoming the Top 3 Barriers to Customer-Centricity

GUEST POST from Alain Thys

I just finished a presentation for the leadership team of a European travel company that wanted to better understand the barriers they would face on their journey to true customer-centricity. And what they could do about it. 

It was a good excuse to give a 2022 update to some of my older thinking on the topic. And while I can’t really share the presentation, I’m including as summary of the Top 3 barriers below. In case you find them of interest. 

BARRIER #1: Lack of Clarity

Everyone wants to be customer centric, but no one explains what that means in practice. Not just to agree on what a great customer experience looks like. But also to think through its implications for the business. 

What changes does Aïsha need to plan in her logistics department? What return can shareholders expect for investing in ‘happy faces’? What new developments do distributors and ecosystem partners need to plan for? And are any of these implications realistic within available timelines and budgets?

Without this clarity, everyone will interpret ‘being customer-centric’ in its own way, so initiatives will go in a thousand directions. Or simply grind to a halt because of an operational or financial disconnect.

Either way, with the best of intentions, the only certainty is that customers will have a variable experience depending on the touchpoint, person or time of day. 

Overcoming the Barrier: Clearly describe your customer experience. What are you promising? How will you make it happen? And what does it mean for each of your internal and external stakeholders? And before you hit the ‘start’ button, check whether all of your ideas are realistic.

BARRIER #2: Lack of Empathy

Whenever a leadership team embraces customer-centricity, the buzzwords and targets start flying around. Metrics like Net Promoter, customer ease or new kid on the block TLM appear in PowerPoint decks and we focus everything on driving the numbers.

But as management teams get excited, those around them care a lot less. Employees prefer meaningful work and decent salaries over KPIs. Shareholders may not see why they should sacrifice short-term profit for customer smiles. Distribution and ecosystem partners have got their hands full in running their own business.

The result is that strategies are implemented because you say so as a leader. This compliance often works in the short-term. But it disintegrates when processes, negotiations, and culture get in the way. Or when the next budget cut or senior executive comes around.

Overcoming the Barrier: Anchor your customer-centricity drive in the culture by reframing it into what matters to your different stakeholders. Connect the customer experience to the values and culture of those who work for you. Show your shareholders how smiles and money go hand in hand. Engage your ecosystem to create a common vision, instead of imposing yours. Make the strategy theirs, instead of yours.

BARRIER #3: Lack of Vision

Customer teams focus most, if not all, of their attention on improving the customer’s experience based on feedback and competitive benchmarks. Rightly so. Dropping the ball on a touchpoint or moment may cost dearly in both loyalty and revenue. 

But too much focus on ‘continuous improvement’ can blind us to the experience that ‘should exist’ tomorrow. In today’s economy, the last best experience the customers had anywhere, become their expectation everywhere. It’s just that they can’t tell what it is before they’ve had it. At which point, we’re too late.

Unfair? Totally. But also reality.

Overcoming the Barrier: Keep improving today, but allocate at least 20% of your time to imagining the customer’s future that ‘should exist’. Look at life through the eyes of your customer and prototype experiences they cannot imagine today. Be the one who raises the expectation bar, so it forces others to follow.

I’m not saying these are the only barriers. But if you tackle them, you’ve probably avoided some of the biggest pitfalls to customer-centricity out there.

May the customer force be with you!

Image credit: Pixabay

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Integrating Physical and Virtual Experiences for Impact

Beyond Digital to Phygital

Integrating Physical and Virtual Experiences for Impact

GUEST POST from Chateau G Pato

For the last two decades, innovation has been synonymous with the digital transformation. We measured success by how quickly we could move processes, transactions, and interactions onto a screen. But this era of pure digitization is reaching its limits. As a human-centered change and innovation thought leader, I argue that the next wave of disruptive value creation lies not in the digital realm alone, but in the seamless integration of the physical and virtual worlds. We must move beyond siloed thinking — the “online” store versus the “brick-and-mortar” — and design for a unified, continuous human experience that is exponentially more powerful. This convergence is where true emotional payoff — the feeling of delight, trust, and effortless flow — is created.

This integrated approach, often termed the phygital experience, recognizes a fundamental truth: humans are analog beings living in a digital world. We crave sensory input, spatial context, and tangible interaction, but we also demand the speed, personalization, and efficiency that technology provides. The true challenge for innovators is not simply adding an app to a physical product or a store; it’s strategically weaving digital tools—like Augmented Reality (AR), which layers information directly onto the physical world—into the fabric of the physical experience to remove friction, generate insight, and deliver profound moments of delight and impact. The ethical imperative here is paramount: pervasive data collection must be matched by radical transparency and responsible governance.

The Three Design Principles of Phygital Innovation

To master the symbiotic blend of the physical and virtual, organizations must design around three core principles:

  • 1. Contextual Persistence: The user’s experience must not reset when they move between physical and digital spaces. Knowledge gained in one environment (e.g., viewing a product’s lifecycle history via an AR scan) must immediately inform the next (e.g., customized offers appearing on a self-checkout screen). The state, history, and goals of the customer must persist across the entire journey.
  • 2. Sensory Augmentation and Immersion: Use digital tools (AR, mobile sensors, IoT) to enhance, not replace, the irreplaceable sensory qualities of the physical world. This means using AR in a showroom to visualize hidden customization options, or leveraging immersive VR/AR training tools that provide a realistic, risk-free physical practice environment, turning the physical environment into an information-rich, interactive interface.
  • 3. Data-to-Trust Feedback Loops: The physical interaction must generate invaluable data, but this data must be treated ethically to build trust. Every touchpoint—a heat map of foot traffic, a verbal query, a click on a virtual product twin—must be fed into a single intelligence layer to constantly optimize both environments, while simultaneously ensuring the customer has control and visibility over their personal data.

“Digital innovation focused on screens is only half the story. True value is unlocked when the screen disappears into the environment, enhancing the human experience without distracting from it.”


Case Study 1: Amazon Go – Erasing Friction from the Physical Transaction

The Challenge:

The checkout process is the single greatest point of friction and frustration in physical retail, leading to abandoned purchases and negative customer sentiment. The goal was to remove this analog bottleneck using an invisible digital layer.

The Phygital Solution:

Amazon Go (and Fresh stores) pioneered a truly seamless phygital experience. The physical act of shopping—browsing shelves and picking up items—was maintained, satisfying the human need for tactile interaction. However, the digital layer — a complex array of computer vision, sensor fusion, and deep learning algorithms — was invisibly woven into the store’s ceiling and shelves. The “Just Walk Out” technology automatically tracked items and charged the customer’s virtual account.

The Innovation Impact:

This innovation completely eliminated the physical queue, removing the primary point of friction and resulting in a profound emotional payoff of effortlessness. The success lies in the digital invisibility — the technology is pervasive yet transparent, focusing the human on the pleasure of product selection rather than the pain of payment. This sets a new standard for physical retail efficiency, provided the data use is transparent and secure.


Case Study 2: Siemens Digital Twin for Industrial Operations

The Challenge:

Industrial organizations face immense complexity in managing highly expensive physical assets (factories, turbines, equipment). Downtime, maintenance planning, and optimization require costly, risky physical testing and limited visibility into real-time performance.

The Phygital Solution:

Siemens created comprehensive Digital Twins — virtual replicas of entire physical systems, factories, or products. These virtual models are continuously updated with real-time data streaming from sensors (IoT) embedded in the physical assets. Engineers and operators can then interact with the digital twin (a virtual environment) to simulate scenarios, optimize performance, predict maintenance needs, or test a new operating parameter before deploying it to the physical system. Crucially, AR overlays are often used to display the twin’s data directly onto the real-world equipment.

The Innovation Impact:

The Digital Twin provides a risk-free laboratory for physical operations, enhancing both safety and efficiency. This integration of the physical and virtual allows for proactive maintenance, dramatically reduces physical downtime, and accelerates innovation by allowing hundreds of design iterations to be tested virtually in a day. It demonstrates that the most impactful digital tools are those that directly and continuously improve the efficiency and safety of high-stakes physical assets and their human operators.


Conclusion: The Future is Fluid and Ethical

The most successful organizations of tomorrow will be those that fluidly navigate the space between atoms and bits. The focus of innovation must shift from asking “Is this digital?” to “How does this enhance the total human experience across all mediums?”

Leaders must mandate a unified design strategy that treats the physical and virtual realms as a singular ecosystem. This requires breaking down departmental silos and creating cross-functional teams focused purely on the continuous customer journey. By embracing contextual persistence, sensory augmentation, and robust data-to-trust feedback loops, we move beyond the limitations of purely digital solutions. The future isn’t just about faster screens; it’s about richer, more ethical, and more impactful experiences where technology elevates, rather than isolates, the human being.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Pixabay

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