The True User Experience
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The document discusses user experience through two contrasting case studies: one negative involving a gallery's website that frustrated a potential visitor, and one positive detailing a smooth transition for a new energy supplier. It emphasizes the importance of understanding user needs and continuous improvement in service design, advocating for a user-centric approach within organizations. Additionally, it instructs on how to enhance user experiences by focusing on real user behavior, collaboration across teams, and abandoning outdated internal policies.
![– Paul Boag, The User Experience Revolution
“Experience design […] is not about designing pretty interfaces
or creating compelling brands. It’s about better serving today’s
connected consumers. […] And to do that, companies need to
redefine their relationships with their customers.”](https://image.slidesharecdn.com/thetrueuserexperiencedigitalmeetupmarch2018-180403101025/85/The-True-User-Experience-41-320.jpg)
The True User Experience
- 1. The True User Experience Wojtek Kutyla, Digital Meet Up March 2018 Photo by rawpixel.com on Unsplash
- 3. What’s today about? The True User Experience
- 4. Problematic buzzwords User Experience Design, Innovation, Digital Transformation, Service Design, Big Data, Small Data, any kind of data, Digital Marketing, Content Marketing… Put your own term here.
- 5. Two different experiences: case study one Imagine someone, who really wants to attend a gallery event.
- 6. Meet John. John likes photography. He’s a finance specialist. He lives in London. Photo by Firza Pratama on Unsplash
- 7. He’s heard of a new talk on the work of Joel Meyerowitz. It’s exciting. John really wants to go.
- 8. John is on the bus and looking at the website of the organiser — a major gallery. All that John can see visiting the site is the Cookie alert, obscuring half of the page. It can’t be easily closed and reappears on every page. But he’s determined.
- 9. At lunchtime, he’s visiting the site from his office computer. Much better. It works. Yay!
- 10. It takes him a while to find the talk. It’s buried on the site and the search shows him past talks from last 5 years. He doesn’t have time to waste.
- 11. Yet, it takes him a while to find the talk. Excited to go, John looks at details. To find that the talk is at 2 pm on Friday afternoon. The gallery closes at 5 pm anyway. John’s working hours are 9am-5: 30 pm.
- 12. John is mildly annoyed, to say the least. He’s mumbling something about academics and people who don’t need to work. He’s deciding to watch a Netflix documentary on Meyerowitz instead.
- 13. What just happened? • The gallery lost a visitor. He’s negatively biased towards its services. • The website delivered only the bare-minimum experience and wasn’t easy to use. • The talk will not be attended by many working, interested individuals. • Yet, something was right… Perhaps? The gallery has organised a talk and it will have some attendees.
- 14. Is this a good customer experience — or bad?
- 15. Two different experiences: case study two Let’s look outside the sector.
- 16. Meet Anna. Anna just moved into a new flat. She needs to change an energy supplier. She lives in a Scottish town. Photo by Nicholas Green on Unsplash
- 17. She’s found a new one through a referral — and both she and her friend will get a discount after she joins.
- 18. The experience is painless. No jargon, no stress, no limiting policies, and all is explained very well. Anna’s got no clue what kWh is, but she knows how much she’ll pay every month.
- 19. The account is set up in five minutes, and on the train home from work, Anna checks the mobile app of the supplier. They have already applied the discount.
- 20. When there’s a time for a new reading, Anna can photograph the home meters — instead of typing numbers in. The app recognises all digits. So easy.
- 21. Anna’s partner, Morag, moved in with her and would like her name to be added to the bill.
- 22. Anna replies to a generic marketing email received earlier. One of consultants replies within 10 minutes. He’s making the change on the account without a problem.
- 23. Super-happy with the service, Anna shares her referral code with Chris, her colleague. Together they enjoy another discount and the service. Chris is blind but can use the website and the app with no problem.
- 24. What just happened? • The organisation fulfilled its goals and now has THREE new clients. • The website and the app worked coherently and delivered a fantastic experience. • Customer support was phenomenal. • The network will grow with every new referral.
- 25. How come that these two experiences vary that much? It’s 2018, after all! Things should just work out…
- 26. How do they work? The Gallery The Energy Provider Long decision chain, multiple stakeholders Empowered, decisive teams and company- wide collaboration Complicated internal politics Common understanding of working for the same goal Technology decisions driven entirely by goals established without consideration of users Technologies build to address user and business needs Lack of understanding of the customer Perfect understanding of the customer
- 27. Problem 1 We’re always comparing our experiences to the best ones. Across all sectors.
- 28. Problem 2 User experience is always present, whether we like it or not. It’s only good, or bad.
- 29. Problem 3 To create an exceptional user experience, we often need to step out of many comfort zones — and to win many battles. Funnily enough, mostly inside our own organisations.
- 30. Problem 4 By not improving services in a continuous fashion we are regressing.
- 31. How do we build a great user experience?
- 32. 1. Our service is a product for real people. It’s not means of fulfilling a mission, corporate needs or unidentified business goals.
- 33. 2. We should base our design decisions on the understanding of user needs and business needs. Constant research with real users, customers, visitors… You name them.
- 34. Sources of data on customer behaviour and needs • Website analytics • Observation — direct and through a proxy • Focus groups, public research, in-depth interviews • Surveys • Events • Competitor analysis • Publicly available data
- 35. 3. We need to realise that user journey doesn’t start and end with a website. There’s so much more beyond!
- 36. 4. We should expose all teams in our organisations to user behaviour. Do you know that GOV.UK has a policy on user research observation?
- 37. 5. We need to think of the future — not only in terms of contracts and budgets. We have to consider the long-term growth of our customer groups.
- 38. 6. We shall look outside the sector — for inspiration and guidance. The truth is, truly exciting pathways are mostly opened by private sector organisations.
- 39. 6. We have to work towards a common goal of customer satisfaction. Abandoning the silos of individual team KPI’s and indicators based on vanity metrics.
- 40. 7. We need to rewrite old internal policies and focus on the user/ customer experience at their cores. Most policies are badly written and can’t challenge the rapidly changing situation on the experience market.
- 41. – Paul Boag, The User Experience Revolution “Experience design […] is not about designing pretty interfaces or creating compelling brands. It’s about better serving today’s connected consumers. […] And to do that, companies need to redefine their relationships with their customers.”
- 42. Keep asking yourself • Is our product (or service) really helping anyone? • Is my work bringing real value to our end-users? • Are we focusing on the user, or on our own organisation? • Do we have real influence over our approach to defining success measures? And, most of all…
- 43. What could I do to develop myself as a designer of this service?
- 44. Let’s have a short break. Photo by freestocks.org on Unsplash
- 45. Time to have some fun. Let's work on some user journeys together.
- 46. Pick a scenario • Visiting a zoo with two young children • Moving to a new area and registering for a council tax account • Booking a visit to a guided gallery tour • First visit to a new coffee place • Registering for an online course
- 47. The user journey The website 543 87621 9 Goal Steps How can we engage with the user? 543 87621 9
- 48. How did it go?
- 49. Actions outside our typical remit present opportunities for design. An outcome is only good if it’s actioned.
- 50. Innovation does not exist in the world of stiff politics and legacy systems. Start changing the world around you — from the inside.
- 51. Thank you. Questions? Please, ask. Find me on Twitter: @wojtekkutyla Email: wojtek.kutyla@codeclan.com