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By Sowmya Rao Donekal Business Analyst

*Views, thoughts, and opinions expressed in this post belong solely to the author, and not necessarily to SemanticBits.

Most business industries are beginning to recognize that the service provided by a product is equally important to the methods used by an organization to deliver that product or service to its customers. However, for firms that keep the user experience a vital preference, adopting a consumer-centric attitude can be difficult. Customer-experience transformations often fail to adhere to the user’s expectations. Organizations expect employees to adjust their practices, make developmental switches, and rewire processes both functionally as well as technically, while keeping in mind the customer’s requirements and desires rather than conventional organizational barriers.

Some questions to consider for successful user-experience transformation strategies include:

  1. Is the intent to radically transform the customer experience or to solely improve it at the boundaries?
  2. What is the gap between the demands and desires of customers and what they truly experience?
  3. How can the business win a customer-experience benefit against its competitors?
  4. How do the overall abilities of the team assist the customer experience the company wants to implement?

The following are seven strategies for successful user-experience transformations that can allow an organization to avoid design mistakes, deceived investments, and failures in vision.

1. Indifference: The difference it makes!

Often, the user-experience transformation does not achieve desired outcomes because it is not a priority for the CEO or leadership. Without their assistance, acquiring cross-functional alignment among teams and team members is challenging, and a project loses steam when internal friction or indifference evolves. The chances for success increase when members of management guide the latest trends and guarantee integration across internal teams.

2. Myopia: For those who cannot see far into future!

Most organizations focus on hastily enhancing the user experience and starting a transformation without establishing an authentic vision for the future position. Objectives are often nebulous and lack purpose, which might reflect a concealed fear of failure. Organizations demonstrate obvious and operationally associated objectives and acknowledge minimal results rather than stimulating an effectual vision for the future. Time is wasted with setting milestones that have no significant influence on the project’s course. Alternatively, some businesses make notable efforts in creating a distinctive vision, and adopt a narrower focus on explicit kinds of users and make efforts to provide them with user experiences in order to fulfill the set vision. The vision can be clear and long-term. Although, for employees to adopt it, it needs to be reasonable, significant, and appropriate. Organizations should take up projects that enhance the user experience, keeping the company’s vision in mind and spend time only on those requirements that may produce a delightful user experience or enhance the baseline. It is not wise for an organization to invest in a complete transformation, which, in turn, would affect the vision and mission of the organization.

3. Worthlessness: what is good, better, and best?

Several businesses launch schedules to achieve the consumer experience with no discernment to judge potential initiatives. Leaders of such a program will find it arduous to put together adequate resources for required investments if they don’t have proof that their efforts will produce a business advantage. Leadership demands business cases for the most minute changes under the assumption that an organization’s transformation effort will apparently otherwise come to a standstill. Using customer research and operational data, customer satisfaction can be linked to financial outcomes such as loyalty, customer churn, and revenue. Such an analysis will present the framework for determining what and how much each point of satisfaction is worth. Once a connection to value is ascertained, leadership needs to know where effort is most worthwhile, or what actually is significant to customers and can create value. Formulating a business case for enhancing the customer experience is a challenge.

4. Imbalance: Don’t fall to it!

Often, due to a project’s failure to impact short-term benefits, customer-experience transformations fail even if managers have precisely defined client requirements, articulated a definite connection to value, and presented reliable support. Most organizations concentrate on long-term differences and approach initiatives without expecting a monetary impact from them for an initial two to three years. Employees may become frustrated during this period and ultimately disengage, while clients may choose to take their interests elsewhere. Furthermore, organizations may concentrate solely on the higher-prioritized impacts like profits from increased loyalty and decreased churn rate. Exceptional customer-experience transformations comprise a balanced portfolio of initiatives (long and short term, profits and losses) to display early success and maintain drive over time.

5. Heedlessness: Pay heed to your clients!

Numerous customer-experience transformations start with an organization’s hypothesis concerning what matters. It is important that organizations see the real concerns of the client by placing themselves in the client’s shoes rather than overly considering the wishes of some unhappy, extremely vocal clients. Some organizations tend to transform all components of the business at once. Hence, they waste vital time and money on areas that don’t matter to consumers. Certain dilemmas also arise when customers cannot articulate their requirements clearly or respond to questions inconsistently. For a user-experience transformation to be successful, it is important to invest efforts in knowing what is significant from the customer point of view and building a clear perception of which advancements in the customer-experience domain can create value across the business. Such value factors include monetary gain, operational capabilities, and enhanced employee commitment.

6. Orthodoxy: Costs you more than you think!

Organizations should let go of outdated and traditional methods and embrace cutting-edge design and digital capabilities to accomplish successful user-experience transformations. Design thinking accompanied with digitization is essential to understanding the customer’s pain points and to making processes adequately seamless. Large businesses implement human-centered design concepts to create notable user experiences and isolate themselves from the crowd. In brief, some design-thinking concepts include: 

Empathy

For beginners, it’s essential to truly understand users and their requirements, to implant that spirit of empathy into the complete organization, and to determine how to use it in decision making.

Prototyping

A prototyping attitude encourages your corporation to iterate toward progress by testing and learning with actual users.

Feedback

The organization gathers feedback on each iterated prototype and operates toward final products, services, and experiences that fascinate the users through end-customer values, such as agility, simplicity, or bond to other experiences.

7. Fractionalism: Think quality. Don’t cut corners!

A number of managers believe that the user experience can be achieved by seeing it very narrowly, concentrating solely on specific issues and overlooking the complete system for delivering value. Few surpass at designing particular kinds of interactions with users but neglect the experience as a whole, both before and after the acquisition. The rest neglect to look at operations via the user’s perceptions. Various others develop measurement practices and concentrate on reporting and tracking, undervaluing the significance of the internal cultural differences required to accomplish and sustain a novel strategy. The notion that top-down administration, backed only by measurement, will enhance the user experience is a typical blunder of these transformations. Organizations should focus on all aspects of the product, including gathering ideas from the user to understand their pain points, ideating the products to satisfy their requirements, prototyping the ideas, and gathering feedback of the user on every iteration. Every detail is significant for developing a better user experience.

Conclusion

The possibilities are infinite in transforming user experience to achieve larger profits, increased client loyalty, and plentiful committed employees. Recognizing and combating the temptations that will influence a transformation agenda is the best way to begin.      

Citations

https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/developing-a-customer-experience-vision