In the process of writing the book (A Practical Guide to Strategic User Experience, yes, it’s coming, I promise!) I found myself surprisingly flummoxed when it came to writing about Experience Strategy and the role it plays (or should play) in business strategy. I’ve talked about Experience Strategy with clients over the years, written Experience Strategies for projects I’ve worked on, and worked under the illusion that I was clear about what this actually entailed… however, in coming to write about and thereby define what it meant, it all of a sudden felt very fuzzy.
What is Experience Strategy?
Having done a review of some of the significant contributions to this topic from the UX community, I found myself dissatisfied… Steve Baty wrote a detailed essay on the topic for Johnny Holland some time ago. This essay does address a lot of significant issues around what businesses should be doing to create better experiences as differentiating opportunities… but at the end of it I can’t help asking myself – isn’t this just a part of a good value proposition? And where and how does/should a User Experience person get involved in these kind of activities that go way beyond the interface and into the mechanics of how the entire company functions?
Then I discovered Customer Experience (CX).
Turns out there is this whole other profession, born, it seems, mostly from the marketing discipline, who have an active interest in orchestrating company wide good experience for their customers. They are experienced in making strong, financially driven business cases to management at the highest level, getting decent budgets and then investing in infrastructure that enables an organisation to deliver good customer experience (such as ‘single view of the customer’Â and ‘voice of the customer’ programs that enable an organisation to aggregate their understanding of a customer into one view (how rare is this for most established organisations, and how crippling is the typical fragmentation), and enables an organisation to hear and respond to what their customers are saying to and about them.
Reading some of their books (I particularly enjoyed this one) it strikes me that they have a much more mature and structured way to approaching company wide good experience than we User Experience people (generally) do. Given the choice of having a Chief Experience Officer (CXO from a UX background) or a Chief Customer Office (CCO from a marketing/CX background), I’d probably choose the latter – for the more comprehensive, well rounded view of the organisation and all its working parts than the interface obsessed UXer is likely to be.Â And I’m more confused about where Service Design fits into all of this than ever.
I’m writing up a lot more about what people who do CX do, and what they think about in the book (and I’ll no doubt share some more of that here, now that I’m back writing again!) but I wanted to take a moment to flag how – from my own experience and a lot of the people i’ve been talking to – we don’t really know people who do Customer Experience, in fact, most of us probably don’t even know they exist and will be immediately skeptical upon discovering them.
Similarly, in reading what they write about, it is disturbing how little reference Customer Experience people make to User Experience people. I’ve come across several references to human factors and usability, but you’ll almost never find Customer Experience and User Experience in the same book/article/room.
This worries me.
It worries me because I think that actually, this is possibly one of the best, strongest alliances that could exist in companies. It worries me because so much of what CX people do is what we need done so that the experiences we’re designing have a real chance of being good. And it worries be because I think we as UXers could really benefit from understanding, in greater detail,Â a lot of the structure and discipline and business focus that CXers bring to our combined cause.
We’ve done a lot of hand waving about Good Experience and Experience Strategy over the past few years, but we’ve done very little to explain HOW to make this happen. Getting to know our Customer Experience colleagues, getting more of them in our organisations andÂ making them aware of our existence could really help move this forward.