INDEX
A
actors, in experience ecosystems, 60–61
Adaptive Path, 69, 188, 226, 298
AEIOU method, 37
agents, as actors in experience ecosystems, 61
agile, in crafting tangible vision, 240
air travel example, 259–260, 276–278
Airbnb, 171–172, 180, 185, 247
Amazon channels, 51
Amazon Dash, 28
Amazon Marketplace, 58
Amazon Web Services (AWS), 182
Apple, 58
apprenticing, as research method, 126
artifacts, in experience ecosystems, 62
Automated Passport Control (APC) kiosks, 276–278
B
backcasting for orchestrating experiences, 258–261
barriers to well-designed end-to-end experiences, 282
context of situation, 283
documenting the current state, 283–284
identifying internal stakeholders, 284–285
lean into journey framework, 295–297
learning how stuff is made, 285–287
spark change, 298
taking it bird by bird, 302
behaviors (doing), as customer building block of end-to-end experiences, 100
Bird by Bird (Lamott), 302
Blecharczyk, Nate, 247
blueprints. See service blueprints
bodystorming, for idea generation, 211, 217–219
boundaries, in experience ecosystems, 68
boundary constraints, with experience principles, 154
brainstorming, visual, for idea generation, 211, 212–213, 216, 233–235
bridge, building, 288
business metrics, for research, 128
C
call center, channel data for research, 128
channel data, for research, 128
changing channel-centric mindset, 15–19
defined, 4
defined as destinations, 13, 15, 18
defined by interactions, information, and context, 12–13
as ecosystem entity in customer journey, 101
intent of touchpoints, 25
in opportunity identification, 188
organizations structured by, 5–9
touchpoint consistency across, 289
in touchpoint workshop, 51
commander’s intent, in crafting tangible vision, 239–240
communication, visual, as skill to build, 300
competitive relationships, as type of experience ecosystem, 67
complementary relationships, as type of experience ecosystem, 67
concept cards, templated, 216
constraints
compared to opportunities, 175–176
context
as building block of end-to-end experiences, 97, 102
research for experience map, 125–127
contextual prototyping, 270–271, 277
conversations as touchpoints, 39
cooperative relationships, as type of experience ecosystem, 67
creativity inspiration, with experience principles, 154
current-state service blueprints, 40, 76, 284
customer building blocks of end-to-end experiences, 97
doing (behaviors), 100
thinking (perceptions), 100
customer-centered approach, in ecosystem model, 71
customer journeys. See journeys, customer
customer relationship management (CRM), 22, 93
customers
as actors in experience ecosystems, 60
learning their stories through research, 118–130, 142–143
D
data, using in customer relationships, 93
decision-making, with experience principles, 154
design principles, compared to experience principles, 150, 151
air travel experience example, 276–278
contextual prototyping, 270–271
horizontal vs. vertical prototypes, 267–269
interactive vs. narrative prototypes, 273
macrointeractions and microinteractions, 266
prototype value proposition, 273–275
technical vs. experiential prototypes, 271–272
detailed touchpoint inventory, 42–44
directed storytelling, in experience map, 124, 136–137
DNA of the journey, 96
doing (behaviors), as customer building block of end-to-end experiences, 100
Doman, Brandon, 301
E
Eames, Charles, 175
ecosystem maps
for idea generation, 220
in opportunity identification, 173, 180, 186, 189
as tool for strategy and design, 73–74
uncovering the components, 69
as building block of end-to-end experiences, 97, 101–102
experience ecosystems, 59–68. See also experience ecosystems
workshop on landscape alignment, 80–86
efficiency, with experience principles, 154
emotional relationships, as type of experience ecosystem, 67
emotions
as customer building block of end-to-end experiences, 98–99
value in journeys, 94
empathy
journeys as hub of empathy and understanding, 94–97
end-to-end experiences
ambiguous intent, in crafting tangible vision, 240–241
barriers to well-designed, 282
optimizing, with opportunities, 176–179, 184
environmental changes, as factor of experience ecosystems, 62
backcasting for orchestrating experiences, 258–261
communication of evolutionary pathway, 261–263
determining evolutionary path, 257–261
experience blueprinting, 249
experience continuity, 94
artifacts in, 62
boundaries in, 68
factors of, 62
interactions in, 65
roles, 61
communication of research findings, 132–137
documenting current state, 284
finding patterns in research, 131
in opportunity identification, 187–188, 194
qualitative research, 69, 118–127, 135
quantitative research, 128–129
stakeholder involvement, 114–115, 129–130
experience orchestration, 287
experience principles, 149–168
crafting for adoption and impact, 157–160
defined, 150
design principles compared to, 151, 152
documenting current state, 283–284
example set of, 151
identifying draft principles, 154–157
in opportunity identification, 173
playing together like jazz ensemble, 152–154
for prototype value proposition, 274, 278
experiential prototypes, 272
F
face-to-face customer research, 122–125
facilitation, as skill to build, 300
factors, of experience ecosystems, 62
feasibility
in idea generation, 210–211, 225
of technical prototypes, 271–272
feeling (emotions), as customer building block of end-to-end experiences, 98–99
first-person documentation, 127
Fitbit, 271
forced provocation, 74
future-state service blueprints, 248
future-state touchpoint inventory, 254–255
G
Gebbia, Joe, 171
Google, technical prototyping, 271
government agencies, as actors in experience ecosystems, 61
granularity of channels, 17
H
Hamel, Gary, 238
happy paths, 251
Home Depot, 65
horizontal prototypes, 267–269
horizontal servitude, 5
“How Might We?” prompts, 183–184, 196–198, 220, 250
hub of empathy and understanding, journeys as, 94–97
hypothesis workshop for experience map, 116–117
hypothesizing an ecosystem, 70
I
crafting stories, 211, 214–216, 236
evaluation and prioritization, 219, 222–227
forced provocation, 74
improvisation, 217–219, 235–236
inputs and constraints, 209–211
leading the hunt for ideas, 206–207
value and feasibility ratings, 225, 226–227
visual brainstorming, 211, 212–213, 216, 233–235
workshop, from ideas to narratives, 230–236
workshops, going beyond, 220–221
workshops, remote, 229
impact vs. complexity prioritization method, 184
importance vs. satisfaction prioritization method, 185–186
improvisation
for idea generation, 217–219, 235–236
as skill to build, 300
influencer relationships, as type of experience ecosystem, 67
information, channels defined by, 12–13
innovation, in opportunity identification, 180–183, 186
intent
ambiguous intent and experience design, 240–241
commander’s intent and agile, 239–240
strategic intent and lean management, 238–239
interactions
in experience ecosystems, 65
macrointeractions and microinteractions, 266
in moments made of journeys, 89–90
interactive prototypes, 273
interactive voice response (IVR) system, 39
intercepts, as research method, 126–127
interviews, in call centers, 40
J
jazz, compared to experience principles, 152–153
journey framework, mapping projects to, 296
journey map, 109
as building block of end-to-end experiences, 97, 98
end-to-end experiences, 97–102
getting started, 102
as hub of empathy and understanding, 94–97
in opportunity identification, 173, 179–180, 187–188
stage definition in touchpoint workshop, 51–52
K
key moments, 31
L
lab research with customers, 122–123
Lamott, Anne, 302
landscape alignment, ecosystem workshop, 80–86
lean into journey framework, 295–297
lean management, in crafting tangible vision, 239
lean touchpoint inventory, 41–43
Lowe’s Home Improvement, 5–6, 65–66
M
macrointeractions, 266
maps. See ecosystem maps; evolution maps; experience maps; stakeholder maps
marketing, structured by channels, 7
marketing data, for research, 128
McMullin, Jess, 77
meet and greet, with stakeholders, 285
microinteractions, 266
Milan, Matthew, 258
mindset, channel-centric, 15–19
mobile analytics, channel data for research, 128
mobile customers, adapting to, for value in journeys, 93
modeling ecosystems
current-state service blueprints, 76
stakeholder maps, 75
moment enablers, channels as, 13–15
moments, customer
add or resequence in process design, 290–291
designing. See designing the moment
research for experience map, 125–127, 145–146
moments of truth, 31
Monarth, Harrison, 243
MoSCoW method, 184
N
narrative prototypes, 273
Net Promoter Score (NPS) surveys, 99
Nordstrom Innovation Lab, 270–271
North Star, 242, 246, 256, 287, 288
O
observation, as research method, 126
ability and resolve to change, 175–176
communicating and documenting, 187–189, 198–199
labeling with “How Might We?” prompts, 183–184, 196–198
multiple possible futures, 174
optimizing the end-to-end experience, 176–179, 184
prioritizing, 184–186, 199–201
reimagining experiences, 179–180, 184, 185
solutions, are not, 170
opportunity map, 188
orchestra, shifting channels as destinations to moment enablers, 18–19
organizations
cross-functional interaction with customers, 1–2
experience map involvement, 112–115
origami, modeling ecosystems, 77–78, 268
Outcome-Driven Innovation, 185
P
pain points, and opportunity, 177
Parnes, Sydney J., 183
passport control example, 276–278
people. See also customers
as ecosystem entity in customer journey, 101
experience map involvement, 112–115
training others, 298
perceptions (thinking), as customer building block of end-to-end experiences, 100
physical store touchpoint, 37
places
as context in customer journey, 102
in experience ecosystems, 62–63
Prahalad, C. K., 238
“Predators and Prey: A New Ecology of Competition” (Moore), 57
principles. See experience principles
prioritization
of capabilities, 254
and evaluation for idea generation, 219, 222–227
journey framework for cross-channel blueprint, 296–297
methods for opportunity identification, 184–186, 199–201
process maps, for calls, 40
product design, and prototyping, 271–272
product quarterbacks, 295
products
as actors in experience ecosystems, 61
as ecosystem entity in customer journey, 101
vs. services, 8
prototype value proposition, 273–275
prototyping options, in designing the moment, 267–273
contextual prototyping, 270–271
horizontal vs. vertical prototypes, 267–269
interactive vs. narrative prototypes, 273
technical vs. experiential prototypes, 271–272
Q
qualitative research
on customer emotions, 99
for experience maps, 69, 118–127, 135
synthesizing data, 127
quality control, with experience principles, 154
quantitative research, for experience maps, 128–129
question map, 130
R
Rail Europe, 34, 41, 129, 178–179
regulations, as factor of experience ecosystems, 62
regulatory relationships, as type of experience ecosystem, 67
relationships
as ecosystem entity in customer journey, 102
in experience ecosystems, 66–67
repair/recovery touchpoints, 28–29
research
beginning, 18
crafting experience principles in place of, 154–155
learning customer stories for experience map, 118–130
origami in, 78
using existing knowledge, 115
retail industry, virtual shopping in South Korea, 64
ride-a-longs, as research method, 126–127
roadmaps, 285
Robinson, John B., 258
roles, in experience ecosystems, 61
S
Saffer, Dan, 266
Samsung, 58
satisfaction vs. importance prioritization method, 185–186
scarcity formula, 226
Schauer, Brandon, 177
secure authentication example, 11–12
sequence, as context in customer journey, 102
service anticipation gap, 177
service blueprints
in crafting tangible vision, 247–252
documenting current state, 284
for idea generation, 222
toolkit to spark change, 298
touchpoint inventory framework, 32
service design, 22
Uber innovation, 181
service origami, 77
service safari, 284
service storming, 217
services
as actors in experience ecosystems, 61
as ecosystem entity in customer journey, 101
vs. products, 8
side-by-sides, in call centers, 40
South Korea virtual supermarket, 64
spreadsheets, for idea generation, 223–224
stages of journey, 30–31, 33, 98
staging experiences, not selling products and services, 92–93
stakeholders
as actors in experience ecosystems, 60–61
experience map involvement, 114–115, 129–130
idea generation, strategic engagement for, 209, 225
standards, compared to experience principles, 150
stories
crafting for idea generation, 211, 214–216, 236
from the future, in crafting tangible vision, 243–247
sharing to spark change, 298
storyboards
in crafting tangible vision, 243, 247
experience principles in, 160
templates for idea generation, 215–216, 236
storytelling
directed, in experience map, 124, 136–137
Strangers Project (Doman), 301
strategic intent, in crafting tangible vision, 238–239
strategic planning, from customer journey, 96–97
supportive relationships, as type of experience ecosystem, 67
survey data, for research, 128
T
tangible vision. See vision, crafting a tangible
technical prototypes, 271–272, 277
technology trends, as factor of experience ecosystems, 62
thinking (perceptions), as customer building block of end-to-end experiences, 100
throughline, 274
time, as context in customer journey, 102
timeboxed rounds, 212
toolkits for teaching, 298
touch, 22
touchpoint heuristics, for prototype value proposition, 274
touchpoint inventory
of customer experience, 32, 34
documenting current state, 283
in opportunity identification, 173, 188
touchpoint name, 43
touchpoint type, for prototype value proposition, 274
cataloging and communicating, 41–44
consistency across channels, 289
as ecosystem entity in customer journey, 101
measuring value in journeys, 93
reporting and evaluating, 29–30
traceability, 273
training others, 298
transactional relationships, as type of experience ecosystem, 67
transcripts of calls, 40
Twain, Mark, 106
U
Uber/UberEats, 180–181, 185, 186
Ulwick, Anthony, 185
urgency vs. value prioritization method, 184–185, 199–201, 226
V
value alignment, in defining opportunity, 172–173, 199
value rating, in idea generation, 225, 226–227
value stream mapping, 172
value vs. urgency prioritization method, 184–185, 199–201, 226
vertical ownership, 5
vertical prototypes, 267, 269, 272, 277
video research with customers, 122–123
virtual supermarket, in South Korea, 64
vision, crafting a tangible, 237–264
ambiguous intent and experience design, 240–241
commander’s intent and agile, 239–240
evolutionary pathways, 256–263
future-state touchpoint inventory, 254–255
intent, importance of, 238–241
stories from the future, 243–247
strategic intent and lean management, 238–239
visual brainstorming, for idea generation, 211, 212–213, 216, 233–235
visual communication, as skill to build, 300
Voice of the Customer reports, 99
voice touchpoint, 39
W
web analytics, channel data for research, 128
website touchpoint, Target and CVS, 35–36
Wizard of Oz prototype, 272
workshops
ecosystems, landscape alignment, 80–86
experience principles refinement, 162–168
idea generation, from ideas to narratives, 230–236
idea generation, going beyond, 220–221
idea generation, remote, 229
opportunity identification and prioritization, 190–201
Y
Young, Indi, 299
Z
zoom level