Designers have always deserved a seat at the planning table. We have an important message: Don’t treat design as the last, final stage in the process; it limits what design can do.
But now that we are at the table, we have to deal with the broader challenges: competing priorities, different world views, and multiple, seeming valid ideas about what to do and how to do it.
What is actually needed is a framework for helping all sides work through complex situations when it’s not always clear what forward should look like.
Design matters. Business has not missed this point, although some have had to learn it the hard way. Design mediates utility, usability, desirability, and maintainability. All are important aspects of creating a satisfying product or service experience.
Businesses rely on design to increase the quality of experiences. Yet both business and design often evaluate their work from a myopic perspective: does it live up to what we had in mind when we started? The true context in which the solution will be measured — the continuum of the customer’s relationship with the business — is often not considered.
In all likelihood, tomorrow’s technology will be in market before the future value of today’s technology is exhausted. This raises some interesting questions: How should business and design handle this kind of change? What’s the correct approach for designing a product that has never existed? What criteria should be used to determine great design?
What business and design need is to redefine how they collaborate by making sure that it is based on a shared perspective: what creates value for real customers, in real contexts, in the face of real change. That’s what Experience Design is all about.
We define Experience Design as the recognition that for any business there are four attributes that are all integrally related:
The dynamics of this relationship changes over time, but the objective must be for ongoing customer engagement. Experience Design is a post-disciplinary approach, one that integrates brand relevance and a focus on engagement in order to sustain the business/customer relationship. It is inclusive of all the design disciplines and methodologies which focus on addressing the requirements and behaviors of real people at the forefront during the design process, creating value for the human experience, accelerating time to market, etc.
While the Experience Design perspective provides a good foundation for business and design to collaborate, it doesn’t provide the answers to questions in advance. It’s a multi-purpose tool, and part of a tool’s value and effectiveness lies in people understanding what it can do, why to use it, and how best to use it:
Businesses are generally structured for operational efficiency. Exposing this structure to customers is not a good strategy. It can result in gaps, inconsistencies, contradictions, and redundancies that create a fragmented experience. In most cases buying the best design services or hiring the talent in-house is done to address needs at the resource level, but it’s not a systemic solution. Getting the entire business to see the interrelationship of brand, product/service and customer relationship makes it more likely that the right design talent can be used to address needs correctly, even if the responsibilities cut across business functions and divisions.
As a business you have a brand whether you actively manage it or not. Your brand is an asset that can both appreciate and depreciate, depending on how it is used. Figuring out how to “be true” to the brand means that it must be defined, used, and managed in a holistic way. Experience Design provides a way to integrate all the different constituents concerned with the meaning of the brand, including the customer.