Lately, I have become a bit obsessed with evaluating the linkage between good process design and good experience design. This obsession was initially sparked by primary research I led earlier this year around reinventing andredesigning business processes for mobile. The mobile imperative is driving a laser focus for companies to create exceptional user experiences for their customers, employees, and partners. But this laser focus on exceptional design is not only reshaping the application development world. This drive for exceptional user experience is also radically changing the way companies approach business process design.
Over the past six months, I have run across more and more BPM teams where user experience is playing a much larger role in driving business process change. Some of these teams highlighted that they see experience design playing a greater role in driving process change than the actual process modeling and analysis aspects of process improvement.
Revolutions take two forms. The most familiar kind is the noisy, conspicuous, disjunctive event that marks a clean break from the past. Yesterday, George III was our monarch. Today, he's not. The other kind of revolution is a more gradual and subtle event, when multiple forces pointing in the same direction push people into a new world. The shock of Pearl Harbor, the power vacuum left by a devastated Europe and Japan, a reinvigorated economy, and an aggressive superpower adversary made Americans feel, for the first time, that they needed to be far more deeply involved in international affairs than ever before. Without any formal declaration, Americans became internationalists after 1945.
Something like that second kind of revolution has happened with software requirements. Over the past decade or so, organizations grew increasingly worried about the problems that took root in bad requirements. The problems took many forms (portfolios filled with applications no one was using, users unhappy with the software that complicated their lives more than helped them, ideas that no one vetted carefully, etc.) and arose from just as many sources.
All of these discontents pointed in a common direction: Take requirements more seriously. In Forrester's Q1 2011 Application Development And Delivery Organization Structure Online Survey, "improvements of requirements" appeared at the top of the list of initiatives that would improve software development the most.
It’s hard to find a firm that says: 1) We don’t care about customers, and 2) we don’t care about being good corporate citizens. That said, it’s astounding to see companies on a daily basis act in ways that show complete disregard for customers and their general well-being. For anyone within companies who cares about brand, this ought to sound alarm bells, particularly as customers become more empowered with global platforms to let others know about their dissatisfaction and as they have increasing ability to take their business elsewhere.
Two relatively new executives within companies are spending their days trying to get company actions aligned with marketing messages: the chief customer officer (or more often a VP of customer experience) and the chief sustainability officer (or more often a VP of sustainability). There is a great opportunity for these two executives to form an alliance that could strengthen both. Why?