First let me apologize for “missing” December. I had a lot of stuff going on –all good- and time got away from me. Let’s start the New Year afresh
I strongly urge reading the article because it gives very rich examples
From measuring customer behavior to spending time with customers to truly understand them
Most companies conduct quantitative research on customers. Such data provide important insights, but to create distinctive customer journeys, companies must not only understand their customers’ behavior but also develop deep empathy. In particular, companies need to empathize with customers when they experience difficulties and obstacles
From designing the user interface to designing the complete customer experience
True customer-experience design involves crafting each interaction customers have with a company along the path that runs from the minute they consider a purchase through their entire relationship with the product or service.
From addressing issues in the customer journey to completely rethinking the customer experience
True reinvention requires taking a hard look at journeys from the customer’s perspective to find the pivotal insight around which a new journey should revolve. The focus is addressing customer needs, not improving a process
From developing software using agile to becoming an agile organization
Creating responsive and adaptive customer experiences requires the entire organization to be agile. Making that change begins with putting in place new governance standards and ways of working.
From delivering a product to constant iteration
But an article of faith among the start-up community in Silicon Valley is that a product is never done. These companies launch a minimum viable product with the express purpose of getting customer feedback and then iterating. Based on customer input, improved versions of the product are released quickly and continuously
From collaborating under the guidance of leaders to working together spontaneously
Companies need to push their people to move beyond traditional functional roles and work together to reinvent customer journeys. This is typically done by creating temporary project teams or task forces. But responding to a customer issue or improving a journey requires a culture where people from different functions work together spontaneously