FromHereOn hosted the second RPA for Developers MeetUp at Basecamp in Sydney this week, and we're still amazed at the relative obscurity of something that has such disruptive power. MeetUp attendees are all developers seeking community, but also real solutions to the challenges they face in their day jobs. And while blockchain has some street cred, robotic process automation just doesn’t register. Well not yet.
At the outset of a successful startup your efforts may centre exclusively on your one unique service or product concept. However, it is not uncommon for this to morph over time into several related but distinct products or services – driven by the particular needs of distinct customer segments.
The question then becomes how to design services that are mutually complementary and not competing, and how to do this in a way that naturally ensures continuity of great customer experience? There are certainly many examples where the introduction of a new product or service has led to confusion for new customers or disenfranchisement of existing customers.
The question soon arises though as to how to choose the most appropriate business model to support your disruptive ambition? Conventional wisdom says that it’s a matter of selecting an appropriate business model architype or pattern to match your situation. Business model architypes (e.g., Freemium) are common patterns for business models to suit differing requirements. So simply identify your requirements, select your architype and job done – right?
In a nutshell – Purpose Design is about being clear about who you are and what you stand for – both as an organisation or as an individual. Conventional wisdom says that a company’s executive team should develop a Vision or Mission statement to do this. And conventional wisdom would be responsible for all the over blown, grandiose Vision and Mission statements that nobody believes and nobody embraces.
Value Design seeks to answer the question – “How might we deliver value to customers that enables them to realise the benefits they seek, in a way that delivers ongoing value to our business?”. This is a fine balancing act that all companies need to achieve – even in the not-for-profit sector. The poor community sentiment experienced in both the banking and aged care sectors is a product of the perception at least of a single minded obsession with profit.
Consistently delivering a service offering that not only matches your competitors, but delights customers and exceeds their expectation - is a company-wide undertaking, and certainly not something left to Customer Service, Marketing or IT alone to deliver. Experience Architecture provides a means to understand the customer centric, cross-functional, ‘joined up’ view of all necessary contributors to achieve outstanding customer experience.
Our Business Design Method has evolved over 14 years of professional practice in architecture and design. It is not tightly scripted; the choreography is reshaped according to the business problem we are seeking to solve. The value add is less about the process itself but the insight, experience and judgment of those applying it to customise the steps, calibrate content and detail and choreograph the engagement process for a specific purpose.
In progressive organisations much attention is given to a desired customer experience, with service designers fashioning digital and physical interactions to satisfy and delight. We have found there is often a disconnect between the experience vision and the ability for the organisation to execute
We are in a new era of humanism.1 Soon, through augmented reality devices, digital information will no longer be consumed through rectangular phones and screens but will be overlaid onto our physical environment. Already, customer and employee experience is the axis of business strategy for brands seeking to build loyal followers and advocates in an increasingly fragmented and volatile marketplace.