Why do so many fall short when designing solutions and experiences for their customers? There are really many reasons, starting with not understanding the real needs and expectations of the customers well enough.
To deliver exceptional experiences, organizations need to be exceptional at understanding their customers and then designing products and services that are meaningful and enjoyable. Enter Customer Experience Design.
Data has been at the forefront as far back as one can remember, dominating every piece of human existence and transforming the way organizations innovate. Now, with the growth of information, Big Data analytics has taken center stage in most business circles.
Big Data—basically a term for large, complex data sets that go beyond traditional processing approaches—is growing at a compound annual growth rate (CAGR) of 42 percent. When it comes to adding business value with Big Data, almost 75 percent of organizations are keen on including it into the scheme of things.
With the uncertainty and complexity of today’s scenarios, an organization’s ability to make sense of the data will be a key differentiator. Product life cycles are diminishing rapidly, which calls for getting the new product not only right the first time but also faster to market. So how can Big Data help organizations innovate competitive and desirable products and services faster? The answer lies in looking at customer needs holistically.
“On your marks, get set, innovate!” appears to have become the rallying cry around the world as company’s rush to reinvent themselves with a renewed energy to not become the next Blockbuster or Kodak. While I really appreciate this sense of urgency, I have to admit to being a bit cynical as I see very smart people running in a direction or down a path without first checking if they are even at the right starting line or in the correct racing venue.
All the words and doctrine sound great: “We must develop fast and fail even faster so we can refine and perfect our new solution with the lowest risk to the corporate bottom line!” or my personal favorite “We are outsourcing our innovation to subcontractors and programmers so they won’t be encumbered by our corporate red tape and close-minded thinking.”
I believe it is time to hit the pause button, head back to the board rooms and first assess our strategy as a company. “We need to become more innovative” is not a strategy as much as it is a desired outcome.
If your annual objectives are stretch goals—and for many reasons they should be—then chances are there’s no straightforward way to achieve them. A simple decision tree and the consistent use of language can drive the required shared understanding of a strategic initiative.
A question that architects are beginning to ask more and more: How can we make better buildings that mimic or use the beauty of nature and actually add value? How can we design buildings that are unique, functional, congruous, and friendly to people and the planet?