Curated work
Overview
As an executive design leader, I drive design through the teams I lead. My functional leadership spans CX design, product, brand, and business leadership. I also work 1:1 with multidisciplinary designers to create compelling experiences that add real value to people.
As requested, here are some further materials about elevating maturity in a CX function.
Approach
Goals
- Upskill the craft, so experiences hit the mark.
- Look across the ORG and make it better.
- Go from output-based to outcome-based.
Action
- A comprehensive audit of CX design maturity.
- Diagnose the craft issues.
- Identify the 20/80.
- Build technical skills… and leadership skills.
- Develop the data-informed strategy muscle.
- Speak business, not design.
Outcomes
- Improved craft writ large.
- Improved Strategic Clarity & Trust.
- Identified D&I issues and developed programming against them.
- Leveled up the design maturity to Level 3 (tracking for 4 ).
- Benchmarked against Banking/Financial industry at 3rd highest ranking maturity.
How To Eat The Elephant
The Big Decisions:
- The check engine light – presenting problems vs. diagnostic problems.
- Breaking down craft into digestible parts – (Strategy, Business Leadership, Culture, Experimentation, & Fundamentals)
- How to deal with subjectivity?
Leadership:
- Work with the team to identify the big boulders to move.
- Bring cross-functional partners along.
- Co-create as much as possible.
- Empathy & active listening to legacy leaders.
- Specific tools to solve specific problems.
Define Quality Clearly
The Big Decisions:
- Craft vs. Style
- Longer timeline = more ownership
Leadership:
- Address the foundational issues.
- Co-create and bring the team along.
Data-Informed & Speaking To The Business
The Big Decisions:
- Trade off… tribe over the detractors.
- Step in vs. let them build the muscle.
Leadership:
- Shift the mental model.
- Celebrate the behaviors and teamwork that drive the results.
- Executive presence / selling the work.
- Give them the opportunity to fail… to learn.
The Messy Middle
Different people need different support.
Lots of failures, but lots of learning too.
Address D&I.
Navigate the politically charged aspects.
All our bosses were economists.
End Results
Impact
Elevated craft with incremental growth on individual, team, and function levels.
Increased tangible business outcomes of efficiency, productivity, cost reduction, and sales.
Improved user experiences by increased engagement, satisfaction, and conversion.
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