Оглавление
Chris Risdon. Orchestrating Experiences
ORCHESTRATING EXPERIENCES
HOW TO USE THIS BOOK. Who Should Read This Book?
What’s in This Book?
What Comes with This Book?
FREQUENTLY ASKED QUESTIONS. Do I have to do all these things in this book to orchestrate experiences successfully?
Isn’t this just a lot of deliverables?
You didn’t mention [insert tool here]. Does that mean I shouldn’t use it anymore?
Does this take a lot of time?
Isn’t this service design? (Or isn’t this just UX design or customer experience?)
CONTENTS
FOREWORD
INTRODUCTION
PART I. A Common Foundation
CHAPTER 1
Understanding Channels
From Theory to Reality
Structured by Channels
Channels Don’t Exist in Isolation
Channels Reflect Interactions, Information, and Context
Channels Support the Moment
Changing the Channel-Centric Mindset
Codify Your Channels
Build the Orchestra
CHAPTER 2
Pinning Down Touchpoints
A Unifying Approach
What’s Your Intent?
Making the Moment
Different Moments, Different Roles
Making Sure That Touchpoints Do Their Job
Two Helpful Frameworks
Touchpoints by Moment
Touchpoints by Channel
Identifying Your Touchpoints
Target Website and CVS Website
CVS Mobile App
Physical Store
Phone—Voice
Other Channels
Cataloging and Communicating Your Touchpoints
Keep It Lean
No Detail Left Behind
Workshop Objectives
Example Pitch to Participants (and Their Managers)
Agenda
Roles
Participants
Artifacts
Materials
Preparing for the Workshop
Running the Workshop
Review Key Concepts
Agree to Channels
Define Journey Stages
Fill in Touchpoints
Review and Refine
Reflect and Determine the Next Steps
After the Workshop
CHAPTER 3
Exploring Ecosystems
From Business to Experience Ecosystems
Business Ecosystems
Experience Ecosystems
Unpacking an Experience Ecosystem
Actors
Roles
Artifacts
Factors
Places
Interactions
Relationships
Boundaries
Ecosystem Mapping Tips
Uncovering the Components
Modeling an Ecosystem
Using an Ecosystem Map as a Tool
Other Sensemaking Approaches
Stakeholder Maps
Current-State Service Blueprints
Origami
Workshop Objectives
Example Pitch to Participants (and Their Managers)
Agenda
Roles
Participants
Materials
Preparing for the Workshop
Running the Workshop
Review Key Concepts
Create Individual Maps
Share and Compare
After the Workshop
CHAPTER 4
Orienting Around Journeys
What Is a Journey?
Journeys Are Made of Moments
There Are Many Types of Journeys
Journeys Are Valuable to Everyone
Staging Experiences, Not Selling Products and Services
Using Data to Build and Manage Customer Relationships
Measuring Each Touch
Adapting to the Mobile Customer
Meeting Expectations for Experience Continuity
Embracing Emotions
Journey: The Hub of Empathy and Understanding
From Journey to Microinteraction
From Journey to Enterprise Strategy
Unpacking End-to-End Experiences
The Journey
The Customer
Feeling (Emotions)
Thinking (Perceptions)
Doing (Behaviors)
The Ecosystem
The Context
Getting Started with Journeys
PART II. Insights and Possibilities
CHAPTER 5
Mapping Experiences
What’s an Experience Map?
Mapping with Confidence
Map with Intent
Choose Your Level of Zoom
Don’t Go Solo
Do Your Homework
Iterate
Build into Your Process
Learning Your Customers’ Stories
What Participants Should You Recruit?
What Are You Trying to Learn?
Which Methods Get the Best Results?
Face-to-face Customer Sessions
In the Moment and in Context
First-Person Documentation
What About Quantitative Research?
How Do You Involve Different Stakeholders Successfully?
Making Sense of What You Learned
Communicating What Matters
Workshop Objectives
Agenda
Roles
Participants
Artifacts
Materials
Preparing for the Workshop
Running the Workshop
Go Deep into Each Customer’s Story
Group Cohorts and Break Down Their Journeys
Compare Cohorts
Nail Down the Structure and Take-Aways
After the Workshop
CHAPTER 6
Defining Experience Principles
A Common DNA
Playing Together
Identifying Draft Principles
From the Bottom Up
Finding Patterns
Designing Principles as a System
Crafting for Adoption and Impact
Use a Consistent, Two-Tiered Structure
Make Your Headline Brief but Memorable
Provide Supportive Details but Don’t Go Overboard
Design for Adoption
Workshop Objectives
Agenda
Roles
Participants
Artifacts
Materials
Preparing for the Workshop
Running the Workshop
Introduce Candidate Principles
Refine Principles
Down-Select
Pressure Test and Iterate
Review and Reflect
After the Workshop
CHAPTER 7
Identifying Opportunities
Opportunities Are Not Solutions
What Is an Opportunity?
Value Alignment
Multiple Possible Futures
Ability and Resolve to Change
Opportunities, Intent, and Timing
Optimize the End-to-End Experience
Reimagine the Experience
Innovate from the Ground Up
Identifying Opportunities
Labeling Opportunities
Prioritizing Opportunities
Value vs. Urgency (Optimization or Reimagination)
Satisfaction vs. Importance (Reimagining and Innovation)
Communicating Opportunities
Workshop Objectives
Example Pitch to Participants
Agenda
Roles
Participants
Artifacts
Materials
Preparing for the Workshop
Running the Workshop
Share Key Insights and Strategic Context
Pull Out Customer Needs
Identify Opportunities
Cluster Opportunities and Label Categories
Document Opportunities
Prioritize Opportunities
After the Workshop
PART III. Vision and Action
CHAPTER 8
Generating and Evaluating Ideas
Leading the Hunt for Ideas
Structure and Focus
Inputs and Constraints
Expression and Form
Visual Brainstorming
Crafting Stories
Bodystorming
Evaluation and Prioritization
Play, Prototype, and Connect
Codify Your Ideas
Rate for Value and Feasibility
Prioritize
Workshop Objectives
Agenda
Roles
Participants
Artifacts
Materials
Preparing for the Workshop
Running the Workshop
Visual Brainstorming
Improvisation
Craft Stories
After the Workshop
CHAPTER 9
Crafting a Tangible Vision
The Importance of Intent
Strategic Intent and Lean Management
Commander’s Intent and Agile
Ambiguous Intent and Experience Design
Defining Your Vision
Stories from the Future
Service Blueprints
Capability Descriptions
Future-State Touchpoint Inventory
Charting Your Course
Determining Your Evolutionary Path
Communicating Your Evolutionary Pathway
CHAPTER 10
Designing the Moment
Prototyping Options
Horizontal vs. Vertical
In Context (or Not)
Technical vs. Experiential
Interactive vs. Narrative
The Prototype Value Proposition
Putting It Together
CHAPTER 11
Taking Up the Baton
Embrace Your Context
Document Your “As-Is”
Identify (and Get Close to) Your Internal Stakeholders
Learn How Stuff Is Made
Orchestrate Change
Start Small
Build a Bridge
Make a Touchpoint Consistent Across Channels
Attack a Leverage Point
Add or Resequence Moments
Fake the Backend
Make a Rough Cut
Lean into Your Journey Framework
Spark Change
Start with You
Take It from Here
INDEX. A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
Y
Z
ACKNOWLEDGMENTS. Both Authors Would Like to Thank
Chris Would Also Like to Personally Thank
And Patrick Warmly Thanks
ABOUT THE AUTHORS
Footnotes. Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
