Tag Archives: airbnb

Why CIOs Should Co-Lead Customer Experience

https://www.forrester.com/report/The-ROI-Of-CX-Transformation/RES136233

GUEST POST from Howard Tiersky

Forrester recently gathered top Customer Experience (CX) professionals from around the world for the Forrester CX Forum in New York. For the uninitiated, CX is the discipline of defining the step-by-step customer journey from marketing through sales and service. It defines the key capabilities, content, and interfaces that need to be present at each customer touchpoint and how those touchpoints work together to form a cohesive experience.

At the conference, extensive data was presented to support the argument that delivering a seamless customer experience is more important than ever. In fact, it’s the primary way digital disruptors, like Uber and Amazon, are taking share from more traditional brands.

Forrester found that from 2011 to 2015, revenues for companies that scored near the top of the Forrester CX Index™ outgrew that from a group of companies who scored poorly (CX laggards in Forrester’s terminology) by more than five to one.

But who is actually in charge of CX, and who should be? Many CIOs classically would respond that these types of matters―the design of the website, its features, and generally how we interact with the customer―is the responsibility of marketing or other areas of “the business.” Once “business” decides what they want, IT will build and support it – that’s the breakdown of responsibilities. For the CIO, this may seem to be the most efficient arrangement, as they have plenty to worry about and sometimes it’s nice to be able to identify something they don’t have to focus on.

But in testing this classic mindset through conversations with many of the CX experts at the Forrester Summit, I heard a strong, unanimous dissent with this traditional view. The view of the CX community is that to deliver great results in customer experience, senior IT leadership must be intensively involved in the full CX lifecycle, not merely a recipient of requirements when it’s time to write some code, and not merely kept apprised in an “FYI” type fashion. For example, Ori Soen, General Manager of Medallia Digital, a leading provider of CX software, offered, “We clearly see that when CIOs and their IT teams are customer-centric and focused on CX, the organization is able to generate much better business outcomes from its CX investment.”

These experts point to successful CX companies, such as Google, Facebook, and Airbnb, where the development teams and business teams are working as one unit, making decisions about the experience, and implementing it together.

As Daniel Davenport, Managing Director of Liquid Hub, an agency that focuses on customer engagement, articulated, “I think it is important for the CIO to have a voice at the table and co-create the ultimate solution.”

But as busy as enterprise CIOs and their key lieutenants are, I pressed the CX experts at the Forrester Forum as to exactly why it’s truly essential that the CIO be so aggressively involved in CX and what the specific areas of value are. After speaking with some CX professionals, I derived five key areas of significant value that are derived from CIO involvement in the CX process.

1. Art of the Possible

CX innovation sits at the intersection of customer need and the ever-changing landscape of what is technically possible. It’s too abstract for CX professionals to define requirements and ask IT to figure out how to make them work if the CX teams don’t have a good sense of what they have to work with. New technologies from Artificial Intelligence (AI) to Virtual Reality to In-memory computing make it possible to do things today that were impractical just a year or two ago. But IT can’t be expected to “brief” CX professionals on every technology in the world. Instead, the process needs to be a collaboration of those studying what customers need and those studying what technology is newly enabling so that they can pool their knowledge and find new intersections where value can be created for the customer and the company. That only happens when IT is intimately involved in the ongoing process of considering the next generation CX.

2. Understanding Level of Effort and Dependencies for Prioritization and Planning

In an enterprise, there are typically many systems and many simultaneous programs going on that impact what can be implemented, when it can be implemented and with what level of effort. CX teams need to be constantly considering how their visions intersect with the technical reality of enterprise IT to develop CX roadmaps that aggressively bring new capabilities to market, but don’t crash headlong into other initiatives, system upgrades, or compliance issues.

Furthermore, CX design requires the continuous balancing of the customer’s optimal experience and various business considerations, including the cost of implementing new capabilities and the cost of supporting them. A significant component of these cost factors is IT. Therefore, there is a constant and ongoing need to both understand from IT what the level of effort might be for any given enhancement, and perhaps even more importantly, IT should be a creative collaborator in thinking about how to optimize technical approaches so that great CX ideas can be implemented with a sensible value equation. To do this effectively, IT can’t just “cost out” requirements provided by the business, but needs to be “on the inside” to understand what is really trying to be accomplished. Sometimes the answer that works economically relies on a different set of requirements than that which was initially envisioned, and an engaged senior IT partner can get creative with their colleagues to search for the best value equation.

3. Measuring CX

Measurement is a huge component of CX. The goal of CX is to move the customer through a journey from awareness to consideration to purchase to advocacy and loyalty. Many discreet components make up this journey across various touchpoints: the emails sent to customers, individual features of an app, the information available to call center representatives, and the way returns are handled. The constant obsession of CX professionals is, “How do we make this process better so the customer is more delighted and the business outcome is even more robust?” But to do so, it is essential to constantly measure the impact of each individual component of the customer’s mindset and behavior. Measuring these many interactions is often complex because it requires collecting data across many different touchpoints and then being able to correlate it so as to figure out the puzzle of causality. That requires understanding enterprise data and how to connect it across very diverse systems ― an expertise that IT needs to bring to the table.

In addition to the enterprise systems themselves, there are many excellent and deeply technical tools that support the CX measurement process. CIOs need to be deeply involved in these systems just as they would in finance or HR systems. I spoke with David McBride, a CX expert and Director of Product Management at IBM who argued, “CIOs have long been focused on creating technology to help businesses operate; when they participate in the CX process, they get to see data or even videos of customers and how they may be struggling to move through the current customer journey.” IBM’s Behavioral Analytics tool (formerly known as Tealeaf), for example, offers tools that record user sessions for analytical purposes. McBride notes, “There is nothing like seeing a session replayed to illustrate the extent of a particular struggle.”

4. True End-to-End Perspective

Lastly, in enterprises very often there isn’t just one CX initiative, but many, focused on different products, channels, touchpoints, or customer segments. The office of the CIO can often make sure that the ultimate customer experience is achieved by making sure that there is cohesion to both the technology and also the management of data across these different initiatives.

I spoke with Angela Wells, Senior Director, CX at Oracle about this, “At Oracle, what we have seen is that the CIO can and should be essential to CX decisions. What has happened at a lot of bigger companies is that they have made many ‘one-off’ decisions about what they thought were best-in-breed solutions in separate [areas of the business], and then the data didn’t talk to each other. It all got pretty sporadic and expensive, and it didn’t really deliver the customer experience [desired]. So, what we have found is that CIOs have become a centralized source for thinking about what’s going to happen to that data. They are thinking more of an umbrella; what’s best for the whole company, not just what’s best for my little niche?”

As small steps in customer experience grow into a larger program, you run the risk of chaos if there isn’t someone with the broader perspective. Dimitry Grenader, VP Product Marketing at Luminoso, a leading player in the AI arena, expressed this passionately, “In this day and age, CX should not just be left to marketers. Software is eating the world, and being able to put together the right platform will ultimately determine the success or failure of the efforts. Everything in today’s world starts as a feature, then becomes a product, which in turn becomes a platform, and finally becomes the operating system. If you don’t have the right operating system, you are building a castle on the sand.”

“I believe that a CIO must at the very least be a strong stakeholder, if not the driver of the CX process.”

Oracle’s Wells summed up this shift in terms of the evolving role of the CIO in our new digitally transformed world, “If you are thinking of the CIO as that straight tech-minded person, you are going to miss out on that more modern CIO that is a Chief Innovation Officer who takes responsibility to figure out how we make the most of what we are spending on technology to deliver the best customer experience.”

5. Changing the Way IT Operates

Finally, the level of transformation required to enable enterprises to deliver on their customer’s digital expectations may require a significant transformation in many facets of how IT operates, so it’s important for the CIO to deeply understand this difference.

As Forrester Vice President and Research Group Director Sharyn Leaver summed it up, “Compelling experiences, delivered digitally, separate CX winners from laggards. Firms that lead their industries to customer experience aggressively embrace business technologies to help win, serve, and retain customers — and they do so at rapid pace. This requires intense involvement from CIOs and their teams. Not at an arm’s length. But through ongoing collaboration and innovation.

“CX brings new prominence to technology’s role, but also new pressures on CIOs. The pervasive need for digital experiences exposes old systems, static organizations, and especially outmoded cultures that cannot deliver at the speed of the customer. For the CIO, this is much more daunting than merely spinning up a digital or mobile team. For many, success will require an overhaul of their organization – the people, processes, governance, and technology itself.”

This article originally appeared on the Howard Tiersky blog

Image Credits: Unsplash

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

False Choice – Founder versus Manager

False Choice - Founder versus Manager

GUEST POST from Robyn Bolton

Paul Graham, cofounder of Y Combinator, was so inspired by a speech by Airbnb cofounder and CEO that he wrote an essay about well-intentioned advice that, to scale a business, founders must shift modes and become managers.

It went viral. 

In the essay, he argued that:

In effect there are two different ways to run a company: founder mode and manager mode. Till now most people even in Silicon Valley have implicitly assumed that scaling a startup meant switching to manager mode. But we can infer the existence of another mode from the dismay of founders who’ve tried it, and the success of their attempts to escape from it.

With curiosity and an open mind, I read on.

I finished with a deep sigh and an eye roll. 

This is why.

Manager Mode: The realm of liars and professional fakers

On the off chance that you thought Graham’s essay would be a balanced and reflective examination of management styles in different corporate contexts, his description of Manager Mode should relieve you of that thought:

The way managers are taught to run companies seems to be like modular design in the sense that you treat subtrees of the org chart as black boxes. You tell your direct reports what to do, and it’s up to them to figure out how. But you don’t get involved in the details of what they do. That would be micromanaging them, which is bad.

Hire good people and give them room to do their jobs. Sounds great when it’s described that way, doesn’t it? Except in practice, judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them drive the company into the ground.

Later, he writes about how founders are gaslit into adopting Manager Mode from every angle, including by “VCs who haven’t been founders themselves don’t know how founders should run companies, and C-level execs, as a class, include some of the most skillful liars in the world.”

Founder Mode: A meritocracy of lifelong learners

For Graham, Founder Mode boils down to two things:

  1. Sweating the details
  2. Engaging with employees throughout the organization beyond just direct reports.  He cites Steve Jobs’ practice of holding “an annual retreat for what he considered the 100 most important people at Apple, and these were not the 100 people highest on the org chart.”

To his credit, Graham acknowledges that getting involved in the details is micromanaging, “which is bad,” and that delegation is required because “founders can’t keep running a 2000 person company the way they ran it when it had 20.” A week later, he acknowledged that female founders “don’t have permission to run their companies in Founder Mode the same way men can.”

Yet he persists in believing that Founder, not Manager, Mode is critical to success,

“Look at what founders have achieved already, and yet they’ve achieved this against a headwind of bad advice. Imagine what they’ll do once we can tell them how to run their companies like Steve Jobs instead of John Sculley.”

Leader Mode: Manager Mode + Founder Mode

The essay is interesting, but I have real issues with two of his key points:

  • Professional managers are disconnected from the people and businesses they manage, and as a result, their practices and behaviors are inconsistent with startup success.
  • Founders should ignore conventional wisdom and micromanage to their heart’s content.

Most “professional managers” I’ve met are deeply connected to the people they manage, committed to the businesses they operate, and act with integrity and authenticity. They are a far cry from the “professional fakers” and “skillful liars” Graham describes.

Most founders I’ve met should not be allowed near the details once they have a team in place. Their meddling, need for control, and soul-crushing FOMO (Fear of Missing Out) lead to chaos, burnout, and failure.

The truth is, it’s contextual.  The leaders I know switch between Founder and Manager mode based on the context.  They work with the passion of founders, trust with the confidence of managers, and are smart and humble enough to accept feedback when they go too far in one direction or the other.

Being both manager and founder isn’t just the essence of being a leader. It’s the essence of being a successful corporate innovator.  You are a founder,  investing in, advocating for, and sweating the details of ambiguous and risky work.  And you are a manager navigating the economic, operational, and political minefields that govern the core business and fund your paycheck and your team.

Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Software Isn’t Going to Eat the World

Software Isn't Going to Eat the World

GUEST POST from Greg Satell

In 2011, technology pioneer Marc Andreessen declared that software is eating the world. “With lower start-up costs and a vastly expanded market for online services,” he wrote, “the result is a global economy that for the first time will be fully digitally wired — the dream of every cyber-visionary of the early 1990s, finally delivered, a full generation later.

Yet as Derek Thompson recently pointed out in The Atlantic, the euphoria of Andreessen and his Silicon Valley brethren seems to have been misplaced. Former unicorns like Uber, Lyft, and Peloton have seen their value crash, while WeWork saw its IPO self-destruct. Hardly “the dream of every cyber-visionary.”

The truth is that we still live in a world of atoms, not bits and most of the value is created by making things we live in, wear, eat and ride in. For all of the tech world’s astounding success, it still makes up only a small fraction of the overall economy. So, taking a software centric view, while it has served Silicon Valley well in the past, may be its Achilles heel in the future.

The Silicon Valley Myth

The Silicon Valley way of doing business got its start in 1968, when an investor named Arthur Rock backed executives from Fairchild Semiconductor to start a new company, which would become known as Intel. Unlike back east, where businesses depended on stodgy banks for finance, on the west coast venture capitalists, many of whom were former engineers themselves, would decide which technology companies got funded.

Over the years, a virtuous cycle ensued. Successful tech companies created fabulously wealthy entrepreneurs and executives, who would in turn invest in new ventures. Things shifted into hyperdrive when the company Andreessen founded, Netscape, quadrupled its value on its first day of trading, kicking off the dotcom boom.

While the dotcom bubble would crash in 2000, it wasn’t all based on pixie dust. As the economist W. Brian Arthur explained in Harvard Business Review, while traditional industrial companies were subject to diminishing returns, software companies with negligible marginal costs could achieve increasing returns powered by network effects.

Yet even as real value was being created and fabulous new technology businesses prospered, an underlying myth began to take hold. Rather than treating software business as a special case, many came to believe that the Silicon Valley model could be applied to any business. In other words, that software would eat the world.

The Productivity Paradox (Redux)

One reason that so many outside of Silicon Valley were skeptical of the technology boom for a long time was a longstanding productivity paradox. Although throughout the 1970s and 80s, business investment in computer technology was increasing by more than 20% per year, productivity growth had diminished during the same period.

In the late 90s, however, this trend reversed itself and productivity began to soar. It seemed that Andreessen and his fellow “cyber-visionaries were redeemed. No longer considered outcasts, they became the darlings of corporate America. It appeared that a new day was dawning and the Silicon Valley ethos took hold.

While the dotcom crash deflated the bubble in 2000, the Silicon Valley machine was soon rolling again. Web 2.0 unleashed the social web, smartphones initiated the mobile era and then IBM’s Watson’s defeat of human champions on the game show Jeopardy! heralded a new age of artificial intelligence.

Yet still, we find ourselves in a new productivity paradox. By 2005, productivity growth had disappeared once again and has remained diminished ever since. To paraphrase economist Robert Solow, we see software everywhere except in the productivity statistics.

The Platform Fallacy

Today, pundits are touting a new rosy scenario. They point out that Uber, the world’s largest taxi company, owns no vehicles. Airbnb, the largest accommodation provider, owns no real estate. Facebook, the most popular media owner, creates no content and so on. The implicit assumption is that it is better to build software that makes matches than to invest in assets.

Yet platform-based businesses have three inherent weaknesses that aren’t always immediately obvious. First, they lack barriers to entry, which makes it difficult to create a sustainable competitive advantage. Second, they tend to create “winner-take-all” markets so for every fabulous success like Facebook, you can have thousands of failures. Finally, rabid competition leads to high costs.

The most important thing to understand about platforms is that they give us access to ecosystems of talent, technology and information and it is in those ecosystems where the greatest potential for value creation lies. That’s why, to become profitable, platform businesses eventually need to invest in real assets.

Consider Amazon: Almost two thirds of Amazon’s profits come from its cloud computing unit, AWS, which provides computing infrastructure for other organizations. More recently, it bought Whole Foods and began opening Amazon Go retail stores. The more that you look, Amazon looks less like a platform and more like a traditional pipeline business.

Reimagining Innovation for a World of Atoms

The truth is that the digital revolution, for all of the excitement and nifty gadgets it has produced, has been somewhat of a disappointment. Since personal computers first became available in the 1970’s we’ve had less than ten years of elevated productivity growth. Compare that to the 50-year boom in productivity created in the wake of electricity and internal combustion and it’s clear that digital technology falls short.

In a sense though, the lack of impact shouldn’t be that surprising. Even at this late stage, information and communication technologies only make up for about 6% of GDP in advanced economies. Clearly, that’s not enough to swallow the world. As we have seen, it’s barely enough to make a dent.

Yet still, there is great potential in the other 94% of the economy and there may be brighter days ahead in using computing technology to drive advancement in the physical world. Exciting new fields, such as synthetic biology and materials science may very well revolutionize industries like manufacturing, healthcare, energy and agriculture.

So, we are now likely embarking on a new era of innovation that will be very different than the digital age. Rather than focused on one technology, concentrated in one geographical area and dominated by a handful of industry giants, it will be widely dispersed and made up of a diverse group of interlocking ecosystems of talent, technology and information.

Make no mistake. The future will not be digital. Instead, we will need to learn how to integrate a diverse set of technologies to reimagine atoms in the physical world.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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






Understanding Human Needs is the Driver of Successful Design

Understanding Human Needs is the Driver of Successful Design

GUEST POST from Chateau G Pato

In the realm of design and innovation, the ability to understand and respond to human needs is the cornerstone of creating solutions that truly resonate with users. As a human-centered change and innovation thought leader, I’ve had the privilege of exploring and advocating for approaches that prioritize empathy and understanding in the design process. Today, we’re diving into why addressing human needs is the driving force behind successful design and innovation.

The Foundation of Human-Centered Design

Human-centered design (HCD) is not just a methodology; it’s a mindset. At its core, HCD asks, “What do people need?” rather than “What can we make?” This fundamental shift in perspective sets the stage for creating designs that are intuitive, effective, and beloved by their users.

The process typically involves three key phases: Inspiration, Ideation, and Implementation. Throughout these stages, designers focus on empathizing with users, defining their needs, ideating solutions, prototyping, testing, and finally, implementing the best ideas.

“Design is not just what it looks like and feels like. Design is how it works.” – Steve Jobs

Understanding Human Needs in Design

Understanding human needs goes beyond surface-level observations. It involves delving deep into the emotional, psychological, and functional requirements of users. This understanding can be broken down into several categories:

  • Functional Needs: These are practical requirements. Does the design solve a problem? Is it efficient and effective?
  • Emotional Needs: Designs must resonate on an emotional level. They should evoke feelings of happiness, security, and satisfaction.
  • Cultural Needs: Understanding the cultural context of users is crucial. Culture influences how designs are perceived and interacted with.
  • Social Needs: Consider how designs affect social interactions. Do they facilitate connections or create barriers?

Case Study 1: Airbnb – Designing Trust in Shared Spaces

When Airbnb first introduced the idea of short-term home rentals, the company faced a significant barrier: trust. Why would someone open their home to a stranger or choose to stay in a stranger’s home? The success of Airbnb hinged on addressing this fundamental human need for trust and security.

Airbnb tackled this challenge by implementing multiple trust-building features:

  • User Profiles and Reviews: Allowing both hosts and guests to create profiles and leave reviews helped build credibility.
  • Secure Payments: Airbnb introduced a secure payment system that protected both parties.
  • 24/7 Customer Support: Access to constant support built additional layers of trust.

These design choices show a deep understanding of human needs for safety and trust, ensuring the platform’s widespread adoption and success.

Case Study 2: Apple – Intuitive User Experience

Apple Inc. has long been a pioneer in human-centered design. The company’s approach to meeting human needs is encapsulated in their focus on intuitive user experiences. This philosophy has been evident in products like the iPhone, iPad, and Mac.

Key aspects of Apple’s design philosophy include:

  • Simplicity: Apple’s design transcends complexity, focusing on what users need most without overwhelming them with features.
  • Seamless Integration: Apple products work together seamlessly, creating a cohesive experience that fosters customer loyalty.
  • Aesthetic Appeal: Apple understands the emotional need for products that not only work well but look and feel premium.

By deeply understanding the end-user’s needs, Apple continues to craft products that are not just tools but beloved companions in the lives of their users across the globe.

The Future of Human-Centered Design

As technology evolves and the world becomes increasingly interconnected, the principles of human-centered design will only grow in importance. The focus will remain on creating products and solutions that are not only functional but truly enriching and fulfilling for users.

Technological advancements like artificial intelligence, virtual reality, and the Internet of Things will provide designers with even more tools to understand and cater to human needs in nuanced ways. This will lead to innovations that are deeply personal and transformative.

Conclusion

Ultimately, understanding human needs is not just the driver of successful design; it is its very essence. By prioritizing empathy and deeply understanding the intricate tapestry of human experience, designers and innovators can create solutions that are truly impactful. As we continue on this journey of human-centered transformation, let us keep human needs at the forefront of our design aspirations.

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

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






The Role of User Research in Creating Inspiring Experiences

The Role of User Research in Creating Inspiring Experiences

GUEST POST from Chateau G Pato

In the rapidly evolving world of business, creating enchanting and inspiring customer experiences often requires organizations to focus deeply on user research. This vital process helps companies understand their customers, engage with their needs, and predict their expectations. But what role does user research play, and how can it be implemented effectively to create remarkable experiences? Let’s delve deeper.

The Essence of User Research

User research is a systematic approach to understanding your audience, their behaviors, preferences, and the contexts in which they engage with your product or service. It involves collecting data through surveys, interviews, observation, and testing, enabling businesses to make informed decisions about product design and strategy.

The insights gained from user research help in creating designs that not only meet customer needs but also exceed their expectations. By embedding the user at the heart of the design process, companies can develop solutions that resonate on an emotional level, promote loyalty, and build brand advocates.

Case Study 1: Airbnb – A Model of User-Centric Innovation

In the competitive landscape of hospitality, Airbnb has emerged as a frontrunner by understanding and prioritizing the user experience. When the founders launched the beta version of their platform, they encountered an unexpected challenge: hosts weren’t showcasing their properties effectively. To overcome this hurdle, Airbnb conducted extensive user research to identify real issues faced by their hosts and guests.

The user research revealed that potential guests were hesitant to book properties due to low-quality photos. With this insight, Airbnb sent professional photographers to capture high-quality images of hosts’ properties. This decision was based entirely on user feedback and led to a dramatic increase in bookings, propelling Airbnb toward exponential growth.

This case study demonstrates the power of user research. By listening to and observing their users, Airbnb disrupted the traditional accommodation industry, proving that customer-inspired innovation leads to superior business performance.

Case Study 2: Zappos – Crafting Delight Through Empathy

Zappos, an online shoe and clothing retailer, understands that user research doesn’t always need to be data-heavy. They adopted an empathetic approach to user experience by training call center representatives to actively listen and resolve customer issues on a personal level.

Instead of focusing solely on metrics like call time, Zappos empowered their representatives to take the time needed to make the customer happy—putting them at odds with many traditional call centers. This decision stemmed from understanding that their customers valued personalized service and emotional connections as much as or more than efficient transactions.

One notable case was when a Zappos representative helped a customer track down a specific shoe from a competitor, simply because Zappos didn’t carry it. These stories have become legendary and have established Zappos as an industry leader in customer service. By prioritizing empathy and understanding over traditional metrics, Zappos creates inspiring experiences that customers love and remember.

The Methodology Behind Effective User Research

Successful user research is not conducted in a vacuum. It involves continuous iterations and adaptations of methods, tools, and practices to align with evolving user needs. Various methods include:

  • Usability Testing: Observing users as they interact with your product can uncover pain points and barriers to a seamless experience.
  • Contextual Inquiry: Visiting users in their environment to observe how they naturally interact with a product offers deep insights.
  • Surveys and Interviews: Direct feedback through structured or semi-structured forms helps to gather quantitative and qualitative data.

What ties all these methodologies together is a commitment to empathy and open-mindedness. It requires design teams to leave their biases behind and truly listen to the user’s voice. This mindset results in insights that drive thoughtful and responsive design, ultimately creating inspiring experiences for the user.

Conclusion

In a world where customer expectations continue to soar to new heights, user research remains an indispensable tool in the quest to deliver inspiring experiences. It allows organizations to translate customer insights into actionable strategies, transforming products and services in ways that anticipate and exceed user desires. With the lessons gleaned from user research, companies like Airbnb and Zappos are exemplars of the transformative power of understanding and prioritizing users.

Moving forward, organizations that strategically integrate user research into their innovation processes will not only foster more loyal customer bases but will also thrive in an environment where customer satisfaction dictates market success. User research is not just an ingredient for competitive advantage; it is a prerequisite for creating the inspiring experiences that define the brands of tomorrow.

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

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






High Quality User Experiences Lie at the Heart of Innovation

High Quality User Experiences Lie at the Heart of Innovation

GUEST POST from Chateau G Pato

Welcome, dear business professionals and innovators, to the thrilling world of user experiences (UX) as the driving force behind remarkable innovations! Picture this: the greatest innovations over time aren’t just about sleek technology or cutting-edge design. They’re deeply rooted in exceptional user experiences, weaving functionality with the user’s being in mind. It’s not wizardry—it’s strategic thoughtfulness married with creativity.

The Theory Behind UX and Innovation

Let’s start with the theoretical groundwork before diving into the playground of real-world examples and practical insights. At the core, innovation can be broken down into two elements: meeting unmet needs and solving problems in unique ways. When we talk about high-quality UX, we’re diving into the delicious soup of innovation ingredients: empathy, simplicity, and context-fitting solutions.

“Innovation is the ability to see change as an opportunity, not a threat.” — Steve Jobs

The essence of UX lies in empathy for the user. This means understanding their pain points, desires, environments, and ultimately, their journey. When businesses hone in on these aspects, they’re addressing the fundamental truths of human interaction. With a user-focused mindset, businesses can not only satisfy but delight their customers, fostering loyalty and growth.

Case Study One: Apple Inc. – Redefining Personal Tech

Apple Inc., acknowledged for its relentless pursuit of innovative yet user-friendly products, transformed the personal tech landscape by emphasizing intuitive and beautiful experiences. Consider the iPhone. Launched in 2007, it revolutionized the smartphone with a seamless touch interface, effortlessly linking hardware, software, and services by prioritizing user interaction.

Apple’s innovation wasn’t in just creating the upbeat visuals or excellent hardware. Instead, it was about removing barriers. The iPhone simplified what was once complex. By understanding the frustrations users faced with contemporary phones and leveraging a UX-centered design, they crafted a product that redefined how people connected with technology.

Practical Insight: Involve Users Early and Often

The story of the iPhone reveals a key takeaway: involve your users at every stage. During product development, prioritize user feedback. Prototype, test, iterate, and do it all again. This cyclical feedback loop not only refines the product but also inherently builds brand love and loyalty.

Case Study Two: Airbnb – Reimagining Travel Lodging

Initially dismissed as a quirky idea, Airbnb upended the conventional hotel industry with the power of UX-led innovation. How? By flipping the script – instead of dictating what the service should be, Airbnb built the platform collaboratively with both hosts and travelers. This double-ended user experience was key.

Through thoughtful UX design, Airbnb removed the friction points in both finding a unique place to stay and for hosts to rent out their spaces. The company’s relentless focus on understanding user journeys allowed them to craft user scenarios that reproduced real-world experiences, ultimately leading to a platform that’s convenient, reliable, and delightful for millions.

Practical Insight: Creating Emotional Connections

Airbnb’s success illustrates how crafting emotional connections through authentic, relatable experiences can lead to innovative breakthroughs. By appreciating cultural nuances and personal stories, businesses can design products and services that resonate on a deeper level, triggering emotional engagement that fosters brand growth.

The Practical Playbook

So, how can businesses consistently place high-quality user experiences at the heart of their innovation efforts? Here’s a playful yet effective practical playbook:

  • Get into the trenches – dive deep into user research and journey mapping.
  • Embrace rapid prototyping – build early, test often, and welcome failure as a learning tool.
  • Adopt a beginner’s mindset – see your product/service through novice eyes.
  • Foster cross-disciplinary collaborations – blend creative, technical, and strategic lenses.
  • Celebrate customer stories – center narratives around user victories enabled by your innovation.

Conclusion

Remembering that high-quality UX is not an endpoint but a perpetual journey can keep innovation alive and thriving. With this mindset, you can unlock a world where customers’ experiences are rich gardens, continually blooming with innovative delights.

So here’s to crafting timeless experiences that enchant the world! The path to innovation isn’t a straight line—it’s a beautifully curvy journey filled with user insights, empathy, and a sprinkle of magic. Onward!

This article highlights the importance of user experience in driving innovation through both theoretical exploration and practical insights, supported by relevant case studies from Apple and Airbnb. Let me know if there are any changes or additional elements you’d like to include.

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

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






Embedding Inclusivity in Innovation

Accessibility by Design

Embedding Inclusivity in Innovation

GUEST POST from Chateau G Pato

In the ever-evolving landscape of business innovation, the concept of ‘Accessibility by Design’ serves as a cornerstone for creating inclusive products and services. But what does this term mean, and why should it matter to you as a business professional?

Accessibility by Design involves proactively integrating accessibility into the design process from the ground up. By doing so, organizations transform a reactive approach to inclusivity into a proactive strategy, ensuring products and services are accessible to everyone, including people with disabilities.

Why Inclusivity Matters

According to the World Health Organization, over 15% of the world’s population lives with some form of disability. Ignoring this demographic isn’t just socially irresponsible; it also means missing out on a substantial market segment. By embedding accessibility in your innovation process, you not only adhere to the principles of human-centered change but also drive broader market engagement and customer satisfaction.

Case Study 1: Microsoft’s Inclusive Design

Microsoft has been a leader in the integration of accessibility into their innovation processes. One notable initiative is their development of the Xbox Adaptive Controller, designed specifically for gamers with limited mobility. By collaborating with communities like AbleGamers, Microsoft was able to turn insights into practical solutions, showcasing how building relationships with specific user groups can lead to groundbreaking product development.

This initiative not only opened up their gaming products to a wider audience but also reinforced their brand as a leader in inclusive design. For more on how collaboration can drive innovation, see my thoughts on Collaborative Innovation for Social Good.

Case Study 2: Airbnb’s Accessibility Upgrades

Airbnb provides another compelling example of Enhancing Accessibility in innovation. Recognizing the barriers travelers with disabilities faced, Airbnb launched a series of upgrades aimed at improving accessibility. They introduced filters for accessibility needs and updated search functionalities to include features such as step-free entries and wheelchair-friendly paths.

Driven by user feedback and thorough testing, Airbnb demonstrates how customer involvement can shape more inclusive services. By focusing on accessibility, they’ve not only improved their user experience but have also expanded their market reach. To explore more on customer-centric innovation, check out Customer Experience Audit 101.

Conclusion: A Call to Action

As business professionals, failing to incorporate accessibility in your innovation strategy is no longer an option; it’s a responsibility. Consider accessibility not as a checkbox but as an integral part of your design ethos. By prioritizing Accessibility by Design, you create a competitive advantage while championing inclusivity.

What steps will you take to embed accessibility in your innovation journey?

This article provides an overview of the importance of accessibility in design, with concrete case studies and actionable insights. Let me know if there’s anything else you’d like to adjust or add!

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

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






Evolving the Innovation Mindset from Resistance to Resilience

Evolving the Innovation Mindset from Resistance to Resilience

GUEST POST from Art Inteligencia

In today’s rapidly changing business landscape, the lens through which we view innovation has vastly expanded. The innovation mindset is not solely about introducing new products or services; it’s about cultivating resilience and adaptability in an organization’s culture. Transitioning from a state of resistance to one of resilience is imperative for remaining relevant and competitive. This article delves into how organizations can evolve their innovation mindset, illustrated through case studies and actionable insights.

The Need for a Resilient Innovation Mindset

An organization’s journey towards resilience begins with understanding why change is resisted. Resistance often stems from fear—fear of the unknown, fear of failure, or fear of redundancy. To combat this, leaders must foster a culture of psychological safety where experimentation is encouraged, and failure is seen as a stepping stone to success.

To drive this point home, let’s explore how two organizations, Procter & Gamble and Airbnb, moved from resistance to resilience, revolutionizing their innovation ethos in the process.

Case Study One: Procter & Gamble

Procter & Gamble (P&G), a multinational consumer goods corporation, exemplifies resilience through their “Connect + Develop” program. Faced with the reality of saturated markets and increasing competition, P&G needed to innovate beyond traditional methods. This initiative encouraged external collaboration, drawing on ideas from external partners, thereby bypassing the traditional R&D exclusivity barrier.

The program’s success is attributed to a pivotal shift in mindset—from resisting external ideas to embracing them as a viable source of innovation. P&G’s openness to external partnerships resulted in the birth of the esteemed Swiffer and Mr. Clean Magic Eraser brands. Learn more about How to Embrace Agile Leadership to Innovate at Speed.

Case Study Two: Airbnb

Unlike traditional hospitality companies, Airbnb was built on the principle of belonging anywhere, transforming how people travel. However, the path wasn’t smooth. In the face of regulatory challenges, marketplace trust issues, and the COVID-19 pandemic, Airbnb had to pivot rapidly and frequently.

Airbnb responded by focusing on building a resilient mindset—anticipating change and building flexible strategies into their core operations. Their strive for resilience is evident in their shift to offering online experiences during the pandemic, thus diversifying their service offerings and ensuring business continuity.

Creating a Culture of Resilience

Building resilience involves embedding specific attributes into your organizational culture: adaptability, agility, and anticipation. Organizations can initiate this transformation by leveraging the following strategies:

  • Encourage Continuous Learning: Invest in training and development that keeps pace with industry changes. A well-informed workforce can anticipate and react to changes proactively.
  • Embrace Diversity: Diverse teams bring varied perspectives which can lead to creative solutions that a homogeneous group might overlook.
  • Implement Flexible Structures: Encourage cross-functional teams and fluid roles to allow faster response times to challenges and opportunities.
  • Support Experimentation: Develop a framework where experimentation is incentivized, and risk-taking is normalized.

Conclusion

The shift from resistance to resilience in innovation is not an overnight process. It involves substantial cultural shifts and a commitment to ongoing adaptation. By learning from pioneers like P&G and Airbnb, organizations can adopt a framework that allows for flexibility and resilience. The key is to encourage a mindset where employees are empowered to embrace change as a means to thrive in uncertainty.

In the ongoing battlefield of business innovation, resilience is not just a survival mechanism; it is a competitive advantage. As organizations strive to maintain relevance, resilience isn’t merely about bouncing back from adversity—it’s about moving forward stronger and more strategically poised than before.

Want to learn more about developing a resilient culture? Read our comprehensive guide on Building Resilient Organizations.

This article uses two case studies (P&G and Airbnb) to illustrate how organizations can move from resistance to innovation to resilience. The inclusion of internal links provides further reading opportunities for users interested in deepening their understanding of resilience and innovation.

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: Pixabay

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






Empathy Mapping for Deeper Customer Understanding

Empathy Mapping for Deeper Customer Understanding

GUEST POST from Chateau G Pato

In the ever-evolving landscape of customer-centric business, understanding your consumers is not just a competitive advantage; it’s a necessity. Customers are no longer satisfied with one-size-fits-all solutions. They demand personalized experiences and products that resonate with their needs and desires. How can companies achieve this level of understanding? Enter empathy mapping—a powerful technique that goes beyond traditional market research, offering profound insights into customer psychology and behavior.

What is Empathy Mapping?

Empathy mapping is a visual tool used by teams to gain a deeper understanding of their customers. At its core, it encourages organizations to step into the shoes of their clients, considering their thoughts, feelings, and experiences. The objective is to move beyond the quantitative data of market research and delve into qualitative insights that paint a rich, emotive picture of the customer. An empathy map is divided into sections, typically labeled:

  • Says: What the customer says in interviews or feedback.
  • Thinks: What the customer is thinking but may not vocalize.
  • Does: Actions the customer is observed to take.
  • Feels: The emotional state or attitudes of the customer.

Case Study 1: IDEO’s Approach with Ice Cream Innovation

When the renowned design firm IDEO was tasked with revolutionizing the ice cream eating experience, they turned to empathy mapping as a key component of their research process. IDEO conducted immersive interviews with ice cream consumers, using empathy maps to capture consumer experiences as they indulged in the sweet treat. Through this process, they discovered that consumers didn’t just care about flavor; they cared about the emotional experience surrounding ice cream eating, such as nostalgia and joy.

These findings allowed IDEO to ideate product concepts that enhanced these emotional experiences. They created solutions that focused on playful and nostalgic elements, ultimately driving a stronger emotional connection between the product and the consumer. IDEO’s success is a testament to how empathy mapping can reveal profound insights that lead to innovative solutions. To learn more about the role of emotion in innovation, consider reading our article on Building a Culture of Continuous Innovation.

Case Study 2: Airbnb’s Redemption Story

Airbnb’s journey to becoming a household name was fraught with challenges. Early on, the platform struggled to connect potential hosts with travelers, a gap that threatened its viability. Seeking a breakthrough, Airbnb’s team embraced empathy mapping. By actively engaging with both hosts and guests, they identified a critical disconnect: potential hosts were apprehensive about letting strangers into their homes, and guests were unsure about the consistency of experiences.

Armed with insights from empathy maps, Airbnb revamped its platform to foster trust. They introduced host profiles, reviews, and verification processes, addressing the underlying emotions of fear and uncertainty. This empathetic understanding catalyzed Airbnb’s growth, transforming it into a trusted platform for both hosts and guests. By prioritizing empathy, Airbnb didn’t just solve logistical issues; they built a community rooted in trust. For insights on fostering a culture of empathy within organizations, explore our piece on Importance and Ethos of Empathy in Business.

Implementing Empathy Mapping in Your Organization

To successfully implement empathy mapping, start by assembling a diverse team that includes stakeholders from different departments such as marketing, customer service, and product development. This diversity ensures a comprehensive perspective on customer experiences.

Here are some steps to get started:

  1. Define Your Subject: Choose a customer persona or a segment you wish to explore.
  2. Gather Data: Conduct interviews, surveys, and observations to collect qualitative data. Encourage open-ended responses to capture unvoiced emotions.
  3. Create the Empathy Map: Use a whiteboard or digital tool to visually organize the data into the four quadrants: Says, Thinks, Does, and Feels.
  4. Synthesize Insights: Analyze the empathy map to identify patterns, pain points, and opportunities.
  5. Iterate and Innovate: Apply these insights to drive innovations, optimize customer experiences, and tailor marketing strategies.

Conclusion

Empathy mapping is more than a tool; it’s a mindset shift. It transforms how businesses interact with their customers, emphasizing a holistic and profound understanding of their needs and desires. By integrating empathy mapping into your organization’s toolbox, you’re setting the stage for not just satisfied customers, but loyal advocates. As industries grow more competitive and consumer expectations evolve, empathy isn’t just advisable—it’s imperative.

Ultimately, the power of empathy mapping lies in its ability to humanize data, fostering innovations that resonate on a deeply personal level. Let’s put ourselves in the shoes of our customers and design a future where everyone feels understood and valued.

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: Unsplash

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






Designing for Humans

Bridging Empathy and Innovation

Designing for Humans - Bridging Empathy and Innovation

GUEST POST from Art Inteligencia

In a world that is constantly evolving, the need to innovate is imperative. However, innovation should not be pursued at the expense of human-centric design. To truly succeed, businesses and innovators must build a bridge between empathy and innovation, ensuring that every solution aligns with the deeper needs, desires, and behaviors of real people. As a thought leader in human-centered change and innovation, I’m passionate about this intersection and how it can lead to transformational success.

Harnessing Empathy in Design

Empathy is at the heart of human-centered design. It involves stepping into the shoes of your users and understanding their experiences, pain points, and motivations. By prioritizing empathy, design teams can uncover insights that traditional data analysis might miss, leading to more meaningful, impactful innovations.

Case Study 1: IDEO and the Design of the First Apple Mouse

In the early 1980s, Apple collaborated with the design and innovation consultancy IDEO to create the first computer mouse for personal computers. While the technical design and innovation were crucial, IDEO’s commitment to understanding the everyday user’s experience was what set this project apart.

By observing how people interacted with computers, IDEO was able to design a mouse that was intuitive and easy to use. This focus on user experience and empathy led to a product that not only met functional requirements but also transformed how people interacted with technology, paving the way for Apple’s user-centric philosophy.

Bridging Empathy and Innovation through Collaborative Design

Collaborative design is a method of integrating diverse perspectives and expertise into the innovation process. By bringing together cross-functional teams and incorporating feedback from users, organizations can ensure that solutions are not only innovative but also grounded in real-world needs.

Case Study 2: Airbnb’s Evolution through Storytelling and Empathic Research

Airbnb’s journey from a struggling startup to a global hospitality powerhouse is a testament to the power of empathy and storytelling. The company invested in deeply understanding the journey and experiences of their users – both hosts and guests.

Through empathic research and storytelling workshops, Airbnb’s design team was able to identify key pain points and emotional highs present in their customer journey. This enabled them to design a platform that addresses both practical and emotional needs, fostering trust and engagement with the brand.

The Path Forward: Empathy-Driven Innovation Cultures

For organizations looking to replicate such success, fostering a culture that values empathy and innovation is paramount. By investing in ongoing user research, promoting cross-disciplinary collaborations, and prioritizing human-centered outcomes, businesses can create products and services that resonate deeply with users.

To explore further, check out my other articles on Human-Centered Innovation: The New Imperative and Empathic Research: Unlocking Insights for Breakthrough Innovation for deeper insights on embedding empathy into the innovation process.

As we venture into the future, it is clear that the most successful innovations will be those that are intimately connected with human needs and aspirations. By bridging empathy and innovation, we can create a world where technology and design truly enhance the human experience.

Please make sure the links provided are reviewed as they are conceptual in this context. Confirm their existence on your site at the actual URLs.

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: Pexels

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