Mapping Experiences

Mapping Experienceswith Alignment Diagrams

@JimKalbach

Jim.Kalbach@Gmail.com

@JimKalbachMURAL

Agenda

10:30 Alignment11:00 Initiate11:45 Investigate 12:00 Illustrate

12:30 Break

13:30 Exercise14:30 Align15:30 Strategy16:00 End

Alignment Diagrams

INDIVIDUALS

ORGANIZATION

Value

Value-Centred Design

“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

Customer Journey Maps

Experience Maps

Service Blueprints

Mental Model Diagrams

Spatial Maps

Alignment Diagrams

Customer

Business

Touchpoints

Customer Journey Map

Individual

Organization

Interactions

Experience Map

Service Blueprints

Mental Models

Customer

Business

Touchpoints

Isometric Maps

Paul Kahn, “Information Architecture for the Web: Applied IA“ http://www.slideshare.net/pauldavidkahn/04-appled-ia

STORY INTERACTION INDIVIDUALS ORGANIZATION

Experience Map Chronological

Interactions Goals, actions, thoughts, feelings, pain points

Physical, artefacts, opportunities, recommendations

Customer Journey Map

Chronological

Touchpoints Actions, thoughts, feelings, moments of truth, pain points

Customer facing artefacts and roles, opportunities

Service Blueprint Chronological

Line of Interaction

Stages, artefacts Front-line services, back-office systems, gaps

Mental Model Hierarchical

Centre Line Tasks, intent, feelings, philosophy

Support, features, gaps

Isometric Map Spatial Overlays Content usage,

categoriesData systems, departments, workflow

Holism Experiences, not products.

Multiplicity Multiple facets of activity.

Interaction Touchpoints between people and a system.

Visualization Graphical overview.

Self Evidence Little explanation.

Relevance Address real business problems.

Validity Grounded in investigation

http://experiencinginformation.wordpress.com/2012/01/04/principles-of-alignment-diagrams

Principles

Design & Development DeliveryDiscoveryStrategy

Alignment Diagrams

1. Initiate

2. Investigate

General Process

3. Illustrate

4. Align

1. Initiate

What is the difference between:

Customer Journey Map

Experience Map

Service Blueprint

1. Frame the effort– Point of view – whose experiences? unit of analysis?– Scope – where do you begin and end?– Focus – which aspects are highlighted?– Structure – how will you arrange elements?– Use – what will you do with the diagram?

2. Align with business goals

Initiate

Customer Value Chain

Relationships

Customer Value Chain

Relationships

The Bristol Tourism Office (BTO) would like to improve the overall experience guests have when visiting the city, particularly holiday travelers. They already have some ideas what to do, but need to see the big picture in order to prioritize funding and to focus on areas that will have the most impact.

First, the BTO is planning to significantly overhaul its website. The site has grown organically over the past decade, and there are many complaints about finding information. In particular, the federated reservations system for hotels is incomplete, outdated and hard to use.

Second, the BTO wants to offer mobile services and apps for travelers. With so many options in the mobile arena, they are not sure where the best place to start would be.

Finally, BTO believes partnering with key service providers would improve the travel experience of visitors. BTO already has information kiosks in tourist areas, but they are looking to integrate more with partner services.

You work for a research agency specializing in experience mapping. The BTO has hired you to investigate and identify the most salient ways to bring the most value to visitors. They are also looking for new opportunities previously overlooked. The insight they hope to gain will help structure a multi-year program for improvement.

SCENARIO

PART 1

In groups, draw a model of the value chain around travel to Bristol.

1.List all of the actors involved

2. Place the primary actors in the centre

3.Arrange the other actors around to show relationships

4.Show the flow of value from left to right

EXERCISE 1 – VALUE CHAIN (20 MINUTES)

PART 2

What type of diagram would you recommend to start with?

2. Investigate

1. Gather existing reports and studies • Qualitative & quantitative

2. Conduct internal interviews• Sketch experience• Identify gaps in knowledge

3. Conduct external interviews• Contextual interviews• Surveys or quantitative data

2. Investigate

Who might you want to interview?

Internal interview participants External interview participants

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

EXERCISE 2: INTERVIEWS

What themes or topics might you include in a guide for interviews internally at the BTO and externally with travellers?

Internal interview themes External interview themes

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

EXERCISE 2: DISCUSSION GUIDE

3. Illustrate

Analyse Data

Interviews (texts) Clusters & Patterns Flow & Experience

Text coding software, e.g., MaxQDAAnalyse – The LongWay

Analyse – The Short Way

• Create a spreadsheet with phases and information types

• Fill out the diagram from notes

• Adjust structure as you go

Analyse – The Short Way

• Cluster and discuss themes on a whiteboard

Guideline Example 1 Example 2Start with insights

Research cluster 1: People indicated they sometimes hesitate and reconsider during the customer acquisition phase because of our premium pricing model

Research cluster 2: There is a clear pain point around deploying the solution, primarily due to lack of necessary technical knowledge.

Use natural language

People reconsider when making a purchase because they may be nervous or anxious about the high cost

Users struggle to install the software for the first time if they don’t have the required technical skills

Keep voice consistent

I reconsider when making a purchase because I’m anxious and nervous about the high cost 

I struggle to install the software for the first time because I don’t have the necessary technical skills.

Omit pronouns and articles 

Reconsider when making purchase due to anxiousness and nervousness over high cost 

Struggle to install software for first time without the necessary technical skills.

Focus on the root cause

Feel anxious and nervous when making purchase due to high cost, and then reconsider

Struggle during installation due to lack of necessary technical skills

Be concise Feel anxious during purchase about cost, and then reconsider

Struggle due to lack technical skills during installation

Use abbreviations sparingly

“” Struggle due to lack of tech skills during installation

Rely on context of map

anxious about cost(In the cell for the column for “purchase” and row for “feelings”)

Reconsider (In the cell of a column for “purchase” and a row for “actions”)

Struggle due to lack of tech skills OR Lack tech skills

(assuming a column for “installation” and a row for “pain points”)

Consider different layouts

Starbucks

Phases in Middle

Adam Richardson, in HBR Blog

Process Lines and Icons

by nForm (CA)

Curved Lines

Circular

Circular with Key

www.businessmodelcreativity.net

Network

Spatial Maps

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

Table

Wheel

Timeline “Chutes and Ladders” Spider

Circles Spatial Map Tower

Strive for Visual Clarity

Representation

• Fit to space• Font selection• Colour coding• Icons and shapes

Format Text

• Actions: Start each with a verb,• Thoughts: Phrase as a question• Feelings: Use adjectives• Pain points: start each with a gerund• Touchpoints: Use nouns• Opportunities: Begin each with a verb that

shows change, e.g., increase the ease of installation, eliminate unnecessary steps.

Chronology

EXERCISE 3 – SKETCH OUTLINE FOR DIAGRAM (20 MINS)

In groups, create a draft diagram for the BTO scenario

How will you tell the story of interaction?

Use the following phases•Plan Trip•Travel to Bristol•Arrive in Bristol•Stay in Bristol•Depart•Return Home•Visit Again

Include the following aspects•Customer

• Actions• Thoughts• Feelings• Pain points

•Touchpoints•BTO

• Support• Goals

4. Align

Collaborate

• Hold extended workshop (included in proposal!)

• Invite diverse group• Diagnose performance • Engage in creative exercises

Empathize

Collaborate

Discuss

Envision

Evaluate

b. Align for value

Look for

1.GAPS

2.WEAKNESSES

3.EFFICIENCIES

4.COMPETITORS

Author Involvement Levels

Example: “Author Experience Map“

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 operBTOr 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 operBTOr 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

SupersizeUnhealthy

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.

Citizen Explorer Documentary Filmmaker Activist Reporter

EXERCISE

In groups, discuss who you want your customers to become

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. Then it moves back further to creating the things by which these satisfactions are in part achieved. How these materials are created is a matter of indifference to the customer, hence the particular form of manufacturing, processing, or what-have-you cannot be considered as vital aspects of the industry.

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

What business is the BTO really in?

How can they create shared value?

EXERCISE 5 (15 MINUTES)

Evangelize

What are the benefits of alignment diagrams?

____________________________________

____________________________________

____________________________________

____________________________________

____________________________________

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EXERCISE 6: ADVANTAGES (5 MINS)

• Visualization of a lot of data

• Longevity of information

• Diagnosis of problems

• Indicate where to create value

• Common big picture

• Opportunities for growth

• Informs strategy

1. Know the Benefits

1. Know the benefits

2. Know the objections

3. Prepare pitch

4. Read the literature

5. Pitch and convince

Evangelize

Danke schön!

@JimKalbach

Jim.Kalbach@Gmail.com

www.experiencinginformation.com