The first email I received at work in 2014 was from a bank; along with a festive new year’s greeting, the email touted the bank’s new mobile app and a new feature that let customers set up travel notifications directly from the bank’s website. Later that day, I was in an airport reading a friend’s Facebook post about how she wished “more apps were like Uber.”
These are just a few small anecdotes about ongoing digital trends impacting businesses and banks both large and small. I recently spoke with a banking executive who put it simply: “Digital is what we do now.” (This quote is now the header of my Twitter feed.)
Forrester recently published our Trends 2014: North American Digital Banking report, in which we identify major forces impacting banks and lay out five actions that we recommend digital strategists take to prepare for the future of digital banking. Here’s a sample of some of our findings:
Banks will face a sustained – yet unclear – regulatory environment. In both the US and Canada, banks are confronting an uncertain regulatory future. The Dodd-Frank Act was signed into US law on July 21, 2010, but a large number of the rules and regulations remain unwritten. It's unclear when they'll be finalized, and the fact that 47% of deadlines have already been missed – according to the law firm Davis Polk & Wardwell – doesn't bode well.
Smell that? That’s the smell of digital customer experience delivery technologies converging. Just kidding . . . but closer to the truth, you might be going deaf from the sheer volume of M&A and branding announcements over the past few years. Along with normal versioning announcements, 2013 held two key branding changes. Q1 witnessed Adobe’s shedding of the CQ moniker to adopt “Adobe Experience Manager” and cement its place among the expanding Adobe Marketing Cloud, and Q4 just witnessed salesforce.com’s debut of its “Salesforce1” customer platform.
If you somehow tuned out all of the marketing/sensory overload, I’ll prove this to you another way. No peeking yet . . . OK, open your eyes! (see graphic).
Represented visually, it’s clear that M&A activity in the marketing automation space never even paused after Oracle purchased eloqua last holiday season: Salesforce bought ExactTarget in June, Adobe bought Neolane in July, and Oracle came back for seconds with its Compendium Software grab in October. Commerce continues its three-year hot streak: SAP grabbed hybris in June and Sitecore bought Commerce Server in November. Mobile and social haven’t completely lost their mojo either, as SDL picked up bemoko to further it’s mobile/omnichannel street cred and IBM hoovered up Xtify, a mobile messaging platform, in October.
Last month, I delivered a webinar about digital CX teams in the post-PC era. I described the importance of having a clear strategy for the digital customer experience and how it should align with the overall customer experience vision in nondigital touchpoints. I shared examples of how companies hire and train essential in-house skills like journey mapping and storytelling to avoid overreliance on partners. And I talked about how companies should take an ecosystem approach to organizing their digital resources. There were some great questions posed during the call, and I wanted to answer them here.
Q. What is the typical team structure of a post-PC CX team?
A. There is no one standard model for digital CX teams — we see a variety of different structures. Some teams, like the one at Target, are quite large and encompass many disciplines and skills. Others, like the team at Express Scripts, are smaller and focus more on the high-level vision and orchestration of projects.
What is consistent across teams is that they build strong connections with key stakeholders throughout the company. Teams actively foster collaboration and skills development both within the team and with key partners inside and outside of their organizations. Many teams provide career paths for individual contributors and mentors for junior team members by promoting strong performers to manage subteams within the larger digital CX team.
Simultaneously: using two devices at the same time to “multitask for efficiency.” Despite overwhelming evidence that humans cannot really split their attention among multiple tasks, 82% of global consumers believe that multiscreening makes them more efficient, and they act on that belief.
In the days when web applications were king, this type of insight was doable with simple web analytics and similar tools. Today, continual experience optimization is much more difficult because of:
Multiple interaction channels. You must collect, correlate, and analyze data in a coherent way across multiple channels of customer interaction. A single customer interaction may cross between channels or even use more than one channel at the same time.
Many back end servers. You must integrate data from multiple back end servers including recommendation engines, commerce, mobile application servers, digital asset management, community, collaboration, messaging, and more.
The need for rapid change. You must quickly change any or all of your digital experiences and back end services based on what you’ve learned.
The need for contextual experiences. You must use each individual customer’s context to dynamically adjust experiences in real-time.
It’s time again for our annual survey about all of the digital customer experience improvements, redesigns, and new digital experiences you’re working on this year. Please consider taking the survey, where we’ll ask you about:
What projects, if any, you have planned for this year.
Details about those projects, like budgets, staffing, and research tools.
Incremental improvements you’re working on in addition to — or instead of — the big projects.
To what extent all those projects and improvements are integrated.
Not planning anything? That’s okay — we still want to hear from you!
The info you provide will help shape an upcoming report. And good news: To thank you for your time, we’ll send you a copy of that report when we publish it.