Mapping Experiences Fluxible 2015

Mapping Experiences

@JimKalbach

Jim.Kalbach@Gmail.com

@JimKalbach

#xmap

UX = Good Business

“By pushing for a collaborative cross-functional

process, UX designers are becoming grassroots

strategic players... The organizational perception of

the UX designer becomes more of

a design facilitator, a UX leader,

and ultimately a company

leader.“ Jeff Gothelf. “Lean UX is Nothing New,” Johnny Holland (2012)

Designer as Facilitator

Visualizations

Experience Maps

Customer Journey Maps

Service Blueprints

Mental Model Diagrams

…

Alignment Diagrams

Individuals

Organization

VALUE

“Value-centered design starts a story about an ideal interaction between an individual and an organization and the benefits each realizes from that

interaction.”

Jess McMullin, “Searching For The Center of Design,“ Boxes and Arrows

Individual

Organization

Touchpoints

Customer Journey Map

Individual

Business

Touchpoints

Mental Models

Individual

Organization

Touchpoints

User Story Maps

Individual

Organization

Touchpoints

Facilitation

Point of View

Focus

Scope

Structure

Frame the Effort

Point of View

Focus

Scope

Structure

Frame the Effort

Focus

Scope

by nForm (CA)

Structure

Network

Emirates Journey Mapping Case Study: http://www.kendeo.com/industry/airline/emirates-study

Table

Wheel

Timeline “Chutes and Ladders” Spider

Circles Spatial Map Tower

Structures

SKETCH A DIAGRAM (20 MINS)

In groups, create a draft diagram for attending a conference (Fluxible), so the organizers can understand that experience

Discuss:Point of view

Scope

Focus

Structure

Align

Involve Others Throughout

Hold a Workshop

Create Artifacts

Test

Work Rapidly

The Ask

circa 1886

Scientific American Supplement, No. 530, February 27, 1886  “A NEW PHOTOGRAPHIC APPARATUS”

This apparatus consists of a box containing a camera, A, and a frame, C, containing the desired number of plates, each held in a small frame of black Bristol board. The camera contains a mirror, M, which pivots upon an axis and is maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and sends the image coming from the objective to the horizontal plate, D, at the upper part of the camera. The image thus reflected is righted upon this plate.

As the objective is of short focus, every object situated beyond a distance of three yards from the apparatus is in focus. In exceptional cases, where the operator might be nearer the object to be photographed, the focusing would be done by means of the rack of the objective. The latter can also slide up and down, so that the apparatus need not be inclined when buildings or high trees are being photographed. The door, E, performs the role of a shade. When the apparatus has been fixed upon its tripod and properly directed, all the operator has to do is to close the door, P, and raise the mirror, M, by turning the button, B, and then expose the plate. The sensitized plates are introduced into the apparatus through the door, I, and are always brought automatically to the focus of the objective through the pressure of the springs, R. The shutter of the frame, B, opens through a hook, H, with in the pocket, N. After exposure, each plate is lifted by means of the extractor, K, into the pocket, whence it is taken by hand and introduced through a slit, S, behind the springs, R, and the other plates that the frame contains. All these operations are performed in the interior of the pocket, N, through the impermeable, triple fabric of which no light can enter.

An automatic marker shows the number of plates exposed. When the operations are finished, the objective is put back in the interior of the camera, the doors, P and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically closed, and, containing all the accessories, forms one of the most practical of systems for the itinerant photographer.—La Nature.

[EASTMAN] recognized that

his roll film could lead to a

revolution if he focused on the

experience he wanted to

deliver, an experience

captured in his advertising

slogan, “You press the button,

we do the rest.”

Photographers

The Ask

Solutions that merely please, serve,

meet the needs/specs, or delight

customers don’t go far enough. They

represent yesterday’s marketing and

design paradigms. They misunderstand

innovation’s real impact – transforming

customers.

Entrepreneurs

Who does Google ask us to become?

Wierdo

Supersize

Unhealthy

Using "The Ask" with Alignment Diagrams

1. At each phase ask: Who do we want our customers to become?

2. Use metaphors. These are often experts of some kind.

3. Reframe the solution space to transform users based on the transformations.

VIP Club Member

House guest

Royalty FriendFoodi

e

EXERCISE

In groups, discuss who you want your customers to become

Citizen Explorer Documentary Filmmaker Activist Reporter

Danke schön!

@JimKalbach

Jim.Kalbach@Gmail.com

www.experiencinginformation.com

Strategy Myopia

You've got to start with the customer

experience and work back toward the

technology – not the other

way around.

1997

An industry begins with the customer and his needs, not with a patent, a raw material, or a selling skill. Given the customer’s needs, the industry develops backwards, first concerning itself with the physical delivery of customer satisfaction.

1960

Growth slows not because industries stop growing, but because companies fail to continue to meet ever-expanding customer needs.

Why did Kodak fail?

• From the end of World War II until the late 1970s, a retain-and-reinvest approach to resource allocation prevailed at major U.S. corporations.

• This pattern began to break down in the late 1970s, giving way to a downsize-and-distribute regime of reducing costs and then distributing the freed-up cash to shareholders.

• By favoring value extraction over value creation, this approach has contributed to employment instability and income inequality.

Profits Without Prosperity

WILLIAM LAZONICK, “Profits without Prosperity,“ HBR Sept 2014

Companies … remain trapped in an

outdated approach to value

creation. They continue to view

value creation narrowly, optimizing

short-term financial performance

in a bubble while missing the most

important customer needs.

Shared Value

MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)

Figure out what your product is and

what your value chain is. Understand

where those things touch important

social needs and problems. If you’re in

financial services, let’s think about

‘saving’ or ‘buying a home’ - but in a

way that actually works for the

consumer.

Shared Value

MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)

Story

Interaction

Individual

Business