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Combining experience and operational data for continuous improvement
Challenge
(Large) enterprises struggle with establishing and maintaining deep levels of empathy for their customers, end user needs, goals and pain points. Can experiences be managed by collecting outside-in feedback data systematically and such data be combined with the inside-out operational information to improve the way of doing business?
Context
Organizations yet unfamiliar with state-of-the-art experience management as a discipline and practice can benefit from functional proof-of-concepts that illustrate embedded 'listening posts' for user feedback. These may start at relevant touchpoints along user journeys with highest impact on the customer relationship.
My Role
Survey Design & Configuration, Site Intercept Configuration, Analytics Dashboard Design & Configuration, Storytelling Demo Materials (Videos, Board-level presentations), Enablement / Training Sessions
Solution Detail
Integrating operational data (e.g. conversion rates) from transactional enterprise software with experience data (e.g. customer satisfaction / CSAT) from customer feedback mechanisms
Collecting digital feedback as an integral part of business processes
Combined analysis to reveal more profound insights compared to analyzing operational data or experience data in isolation
Leveraging operational data allows for setting triggers for touchpoint surveys precisely in moments of truth, where engagement levels and willingness to provide feedback are highest
Experience data can be further utilized for fine-granular segmenting and personalization, or serve as data points for production planning / forecasting or handling incidents in customer support
How to get there
Involving responsibles at client organizations end-to-end, identifying relevant use cases in Design Thinking workshops
Mapping the as-is journey and drafting the desired to-be state in workshops with clients is very well suited to elicit use cases and requirements
Working together as an interdisciplinary team (developers, designers, service leads) in an agile and lean team setup (Kanban)
Embracing the client's respective maturity level regarding established experience management practices
Key Takeaways
In-the-moment surveys are very crisp and concise - unlike the conventional 5-10 page market research surveys. When spread along a journey at relevant touchpoints in a standardized format, insights gained can be as profound or have even superior quality, are highly contextualized and actionable. Experience data typically answers the "why", whereas operational data details "what" is happening.
Making dashboards accessible organization-internally ensures process owners can benefit from insights gained through feedback collection. Proof-of-concepts not only demonstrate feasibility and business value, but they may also serve as first step towards operationalizing and maturing experience management. As organizational maturity grows, customer experience becomes measurable along specific customer journeys, pain points surface, and decisions to improve the experience can be systematically based on data.
Ultimately, gaps diminish between outside perceptions and organization-internal view on the provided customer experience. Continuous improvement will take place on individual/tactical levels as well as holistically by closing feedback loops.
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