A sneak peek inside a hothouse sprint week extravaganza

Most public and private sector leaders are acutely aware that they are supposed to be living and breathing digital: working smarter, serving people better, collaborating more intuitively. So why do front line realities so often make achieving a state of digital nirvana feel like just that: an achievable dream? The world is much messier and more complex for most organisations than they dare to admit, even internally. Achieving meaningfully digital transformation, with my staff/ customers/ deadlines/ management structure/ budgets? It’s just not realistic.

That’s where the Innovation Practice at Sopra Steria steps in.

I count myself lucky to be one of our global network of DigiLab Managers. My job is not just to help our clients re-imagine the future; anyone can do that. It’s to define and take practical steps to realising that new reality in meaningful ways, through the innovative use of integrated digital technologies, no matter what obstacles seem to bar the path ahead.

This is not innovation for the sake of it. Instead, our obsession is with delivering deep business performance, employee and customer experience transformation that really does make that living and breathing digital difference. Innovation for the sake of transformation taking clients from the land of make-believe to the tried and tested, in the here and now.

The beautiful bit? The only essentials for this process are qualities that we all have to hand: the ability to ask awkward questions, self-scrutinise and allow ourselves to be inquisitive and hopeful, fearlessly asking “What If?”.

Welcome to five days of relentless focus, scrutiny and radical thinking

The practical approach we adopt to achieving all this takes the form of an Innovation Sprint: a Google-inspired methodology which lets us cover serious amounts of ground in a short space of time. The Sopra Steria version of this Sprint is typically conducted over 5 days at one of our network of DigiLabs. These modular and open creative spaces are designed for free thinking, with walls you can write on, furniture on wheels and a rich and shifting roll-call of experts coming together to share their challenges, insights and aspirations. We also try to have a resident artist at hand, because once you can visualise something, solving it becomes that bit easier.

The only rule we allow? That anything legal and ethical is fair game as an idea.

Taking a crowbar and opening the box on aspiration

Innovation Sprints are the best way I know to shake up complex challenges, rid ourselves of preconceptions and reform for success. I want to take you through the structure of one of the recent Sprints we conducted to give you a peak at how they work, using the example of a Central Government client we have been working with. Due to the sensitive nature of the topics we discussed, names and details obviously need to stay anonymous.

In this Sprint we used a bulging kitbag of tools to drive out insight, create deliberate tensions, prioritise actions and, as one contributor neatly put it, ‘push beyond the obvious’. That kitbag included Journey Maps, Personas, Value Maps, Business Model Canvases and non-stop sketching alongside taking stacks of photos and videos of our work to keep us on track and help us capture new thinking.

Before we started, we outlined a framework for the five days in the conjunction with two senior service delivery and digital transformation leads from the Central Government Department in question. This allowed us to distil three broad but well-defined focus areas around their most urgent crunch points and pains. The three we settled on were ‘Channel shifting services’, ‘Tackling digital exclusion’  and ‘Upskilling teams with digital knowhow and tools’.

Monday: Mapping the problem

We kicked off by defining the problems and their context. Using a ‘Lightning Talks’ approach, we let our specialists and stakeholders rapidly download their challenges, getting it all out in the open and calling out any unhelpful defaults or limited thinking. In this particular Sprint, we covered legacy IT issues, employee motivation, citizen needs and vulnerabilities and how to deliver the most compassionate service, alongside PR, brand and press challenges, strategic aims and aspirations and major roadblocks. That was just Day One! By getting the tangle of challenges out there, we were able to start really seeing the size and shape of the problem.

Tuesday, Wednesday and Thursday: Diving into the molten core

This is where things always get fluid, heated and transformation. We looked in turn at the  three core topics that we wanted to address, following a set calendar each day. We would ‘decode’ in the morning, looking at challenges in more detail again using ‘Lightning Talks’ from key stakeholders to orientate us. Our experts shared their pains in a frank and open way.  We then drilled each of our key topics, ideating and value mapping, identifying  opportunities to harness innovation and adopt a more user-centric approach to technology.

At the heart of this activity we created key citizen and employee personas using a mixture of data-driven analysis and educated insight. An exercise called “How might we…?” helped us to free-think around scenarios, with key stakeholders deciding what challenges they wanted to prioritise for exploration. We were then directed by these to map key user journeys for our selected personas, quickly identifying roadblocks, testing or own assumptions, refining parameters and sparking ideas for smarter service design.

On each day we created Day +1 breakaway groups that were able to remain focused on the ideas generated the day before, ensuring that every topic had a chance to rest and enjoy a renewed focus.

Friday: Solidifying and reshaping for the future

On our final day, we pulled it all together and started to make the ideas real. We invited key stakeholders back into the room and revealed the most powerful insights and synergies that we had unearthed. We also explored how we could use the latest digital thinking to start solving their most pressing challenges now and evolve the service to where it would need to be in 3-5 years’ time. Our expert consultants and leads in automation and AI had already started to design prototypes and we honestly validated their potential as a group. Some ideas flew, new ones were generated, some were revealed to be unworkable and some were banked, to be pursued at a later date. We then discussed as a team how to achieve the transformations needed at scale (the department is predicting a rapid 4-fold growth in service use) while delivering vital quick wins that would make a palpable difference, at speed. This would help us to secure the very senior buy in our clients needed for the deeper digital transformations required.  To wrap up, we explored how we could blueprint the tech needed, work together to build tight business cases, design more fully fledged prototypes, strike up new partnerships and financial models and do it all with incredible agility.

Some photos from the week

Fast forward into the new

My personal motto is: How difficult could that be? When you’re dealing with huge enterprises and Central Government departments devoted to looking after the needs of some of the most vulnerable and disenfranchised in our society, the answer is sometimes: Very! But in my experience, there is nothing like this Sprint process for helping organisations of all stripes and sizes to move beyond unhelpful default thinking and get contributions from the people who really know the challenges inside out. With this client, we were able to map their challenges and talk with real insight and empathy about solutions, in ways they had never experienced before. We were also able to think about how we could leverage Sopra Steria’s own knowledge and embedded relationships with other government departments to create valuable strategic synergies and economies of scale.

A Sprint is never just about brainstorming around past challenges. It’s about fast-forwarding into a better, more digital, seamless and achievable future, marrying micro-steps with macro-thinking to get there. It’s an incredibly satisfying experience for all involved and one that delivers deep strategic insight and advantage, at extreme speed. And which organisation doesn’t need that?

Let’s innovate! If you’d like to book your own hothouse sprint week extravaganza or just want to know more about the process, please get in touch

Looking Ahead to Customer Experience Design in 2019

As we get into the new year here’s a look ahead at some things I hope to see more of in Customer Experience Design during 2019.

Conversational Graphical User Interface (GUI)

While voice UI continued to be a big focus in 2018 and will no doubt carry on advancing in 2019, I hope to see more GUI’s taking a steer from conversational design, chatbots replacing forms for common interactions with an organisation (like updating stored details) and even guiding customers in product selection and decision making instead of traditional navigation structures. Add a dash of AI and you could see apps and websites becoming more and more like virtual assistants – with or without voice enablement – making digital experiences feel ever more natural and personal.

Augmented Reality (AR)

Virtual Reality (VR) is still finding its place in the world of commerce and although we have some great examples of VR applications in training and recruitment (including some developed by our colleagues in Shared Services Connected Ltd for the Ministry of Justice) I expect AR to really come into its own next year, with a multitude of possible uses in a variety of fields such as commerce, government, and healthcare. Although mobile AR has been around for some time I can see it becoming more widely used as product designers recognise the untapped potential in the device we all carry around every day, so that AR capabilities can be brought into everyday experiences, not just preserved for those with specialist kit.

Hyper-Personalisation

Again, not a new fad but something that has been steadily building for a few years. As we continue to take more of a holistic view of customer journeys – designing the service not just the digital product – I can see the application of big and dynamic data to tailor end-to-end journeys to the specific needs of an individual. At the micro level, when designing products I expect to see less segmentation by traditional demographics and more thought given to mindsets, motivations, behaviours and attitudes, underpinned by data. If we are going to be given permission to keep collecting customers’ data we need to be very quick to use it to improve their experiences and demonstrate value back to the customer.

Investment in Customer Experience

And at a market level, it is becoming clear that brands will increasingly compete on Customer Experience in coming years, with an Econsultancy report this year showing that 69% of companies believe they will be competing on customer experience by 2020*. As experience becomes a key differentiator I expect more focus on the skills and tools needed to deliver great experiences, with design becoming a core part of any Digital Transformation programme and organisations continuing to build their own in-house capability to support this. External creative teams (such as ours) working with client organisations, will need to demonstrate how we can establish and support blended in-house/external teams, with a strong focus on DesignOps and close collaboration, ensuring that we can provide the right support and specialist skills to complement existing teams. Nelson Hall recently announced that Sopra Steria have been identified as a ‘Leader’ their NEAT assessment for UX/UI services and we are continuing to focus on this vital capability to make sure we deliver world-class experiences for our clients and their customers.

2019 looks set to be a bumper year for customer experience design, and I’m really excited about what we can achieve with a renewed focus on improving lives by putting customers at the heart of digital transformation.

For more information about how Sopra Steria can help you get closer to your customers and design transformative experiences, please contact:

Bethany Jarroussié
Digital Practice Director – Experience Design
bethany.jarroussie@soprasteria.com

* ‘Bridging the customer experience gap’ 2018 by Econsultancy and Zone

 

How the Equality Act 2010 affects you

Most of us use online services such as banking, travel and social media everyday with little thought as to how we can access or use them. However, this isn’t the case for many users, including employees.

The Disability Discrimination Act 1995 legislation, which previously provided protection against direct discrimination, has been updated to the Equality Act 2010 (except Northern Ireland). The Equality Act became legal on 6 April 2011, and changes the law to brings disability, sex, race, and other types of discrimination under one piece of legislation.

One major change is that the Equality Act 2010 now includes perceived disability and in-direct discrimination, making it easier for claimants to bring successful legal proceeding against businesses and public bodies.

What it means

The Equality Act essentially means that all public bodies or businesses providing goods, facilities or services to members of the public, including employees (For example: retail, HR, and councils) must make fair and reasonable adjustments to ensure services are accessible and do not indirectly discriminate. Being fair and reasonable means taking positive steps to ensure that disabled people can access online services. This goes beyond simply avoiding discrimination. It requires service providers to anticipate the needs of disabled customers.

Benefits of compliance

UK retailers are missing out on an estimated £11.75 billion a year in potential online sales because their websites fail to consider the needs of people with disabilities (Click-Away Pound Survey 2016).

In addition, 71% (4.3 million) of disabled online users will simply abandon websites they find difficult to use. Though representing a collective purchasing power of around 10% of the total UK online spend, most businesses are completely unaware they’re losing income, as only 7% of disabled customers experiencing problems contact the business.

How to comply with the Equality Act

The best way to satisfy the legal requirement is to have your website tested by disabled users. This should ideally be undertaken by a group of users with different disabilities, such as motor and cognitive disabilities, and forms of visual impairment. Evidence of successful tests by disabled users could be invaluable in the event of any legal challenge over your website’s accessibility.

The World Wide Web Consortium (W3C), is the international organisation concerned with providing standards for the web, and publishes the Web Content Accessibility Guidelines 2.0 (WCAG 2.0), which are a good indicator of what standard the courts would reasonably expect service providers to follow to ensure that their websites are accessible.

WCAG provides three ‘conformance levels’. These are known as Levels A, AA and AAA. Each level has a series of checkpoints for accessibility – known as Priority 1, 2 and 3 checkpoints. Public bodies such as the government adhere to Priority 2 – Level AA accessibility as standard.

According to these standards, websites must satisfy Priority 1 – Level A, satisfying this checkpoint is a basic requirement and very easy to implement. Priority 2 – Level AA, satisfying this checkpoint will remove significant barriers for customers. Finally, Priority 3 – Level AAA, is the highest level of accessibility and will ensure most disabled customers can access services, and requires specific measures to be implemented.

Read the Equality act 2010 quick start guides to find out more about how this affects you.

Game, set, match!

Off we go… 3 workshops, 31 teenagers, 100 post-its, 60 Sharpies, bundles of energy, and ideas and innovation to bounce off the wall.

Wow, it was a great day at #DigiInventorsBootcamp at CitizenM in Glasgow, the final stage in the #DigiInventorsChallenge, in association with Andy Murray and the Digital Health & Care Institute, to create a new digital health innovation.

When you ask a teenager to join a bootcamp to help them develop a pitch that could sell their idea to Mark Zuckerberg, that’s quite a workshop to organise for 45 mins. My task was to get our young Digi-Inventors to think about design thinking, or whatever you want to call it, service design, UX, prototyping, role playing.

Partnered with the Glasgow School of Art, I got the pleasure of working with Sneha Raman, a Research Associate at the art school. When we first discussed the idea of the workshop we both agreed that the first thing to do was look at how we can help a group of teenagers learn innovative ways of working that will change their view on IT and on how digital experiences are created (putting people and context first). We wanted to give them the creative confidence to look at creating a digital solution a little differently. It wasn’t about a PowerPoint presentation telling them what to do – we needed a hands-on approach giving the team a meaningful experience using design thinking.

In case you haven’t heard what design thinking is, it’s about taking a human centred approach to accelerate innovation. In fact, IDEO (leading the way) sum it up rather nicely…

“Taking a human-centered approach to translating ideas into tangible strategies and offerings. Design thinking accelerates innovation, helping create better solutions for the challenges facing business and society.”

Design Thinking is something Sopra Steria has been focusing on for the last four years and I wanted to translate the experience and the knowledge we have across our business into an energising and practical workshop. Sharing how IT can create an incredible impact on citizens, employees and organisations using design thinking techniques with the Digi-Inventors was a great privilege.

So what did we do in the workshop?

We created a scenario to work from around promoting healthy ways to commute to and from university. Thinking about who and what people do at university and their everyday lives, the students had to:

  • create profiles of different people
  • map out stories in context of their lives
  • put in context the positive and negative experiences they have throughout a day

 Using this knowledge and insight, the students then looked at different ways to travel and what could enhance their experience, using the data that they had gathered on people. Very quickly, we prototyped and mapped out the experience using props. We made it real, fast. This was the best way to learn what works, and what doesn’t.

As the 45 minutes drew to a close, the teams had to think about their pitch, how would they communicate their idea? They didn’t pitch the technical idea using a cool piece of tech, they pitched an entire experience, a service, and the impact it has on changing someone’s life for the better. They shared outcomes and they shared WHY they are creating a better experience.

Hearing their great storytelling at the end of the workshop gave me that fuzzy feeling inside that we achieved creative confidence in the Digi-Inventors.

Good Luck Digi-Inventors!

Find out more about Sopra Steria’s experience in design thinking and service design, and about the inaugral #DigiInventorsChallenge and the six shortlisted teams.

Accessibility: The path less trodden

“Diversity is the world’s biggest asset and inclusivity is our biggest challenge.”

These are the words of the renowned design researcher Jutta Treviranus, and this powerful thought was shared at the recent Accessibility Scotland 2017 conference in Edinburgh. The event was a brilliant congregation of accessibility experts, enthusiasts and advocates. The topics ranged from the fantastic new innovations from the likes of Microsoft, to accessible ideas in gaming technology. Many insightful thoughts were exchanged in great spirit, making it a highly engaging event.

One of the interesting exercises tried out at the event was to have open discussions about accessibility matters of common interest. I was involved in the one about the implications of Brexit on laws and regulation around accessibility. Amongst the various arguments we made in this connection, there was one question that we all debated intently –

Should we have a culture driven by legislation or should it be the other way round – and have legislation empowered by common culture?

If the latter, we perhaps have to invest in a strategy on how to go about it. We should be encouraging learning on these concepts early on. Hence there is a need to perhaps develop awareness about inclusivity at schools and universities. We should also be ensuring that web accessibility is included in study materials for new recruits in companies. We definitely have a long way to go in making accessibility a default feature of all our work.

It is a well-known fact now that not many countries have been very successful in making accessibility an obvious aspect in their technology domain.  This less trodden path could very well be taken by the UK, to set an example to other societies. There are innumerable charities working across the country for this cause, which reflects the amazing work done here for the disabled community. We have a great opportunity in the world of technology too to become leaders on this front. This call goes out to everyone, irrespective of working in public or private sectors, to think about the impact we can potentially make by being inclusive – in our web designs, in our programming, in our testing and above all in our attitudes.

It is ironic that people with disability were one of the early adopters of technology (like speech processors etc.) but have been left behind as the new innovations are arriving in unbelievable speed. As the famous writer William Gibson has said,

“The future has arrived but it is not evenly distributed.”

Our world today boasts of advancement in technology which is beyond imagination but it is very much our battle of the moment to make sure it is in reach for everybody.

Read more about how Sopra Steria drives digital inclusivity through improved web accessibility.

Everything is connected. Don’t innovate in isolation

…These are the words Alberta Soranzo left the audience with as she drew the final keynote speech of this year’s UX Scotland conference to a close.

Alberta, who was recently appointed Director of End-to-End Service Design at Lloyds Banking Group, strives to make a real impact on the financial outcomes of people by taking a look at both the big picture as well as focusing on the very small things, which she believes ‘matter a lot’.

Alberta stressed the importance of nurturing diverse talent and stated that it is vital to foster a culture of continuous learning within a design team. This is something that resonated with me as a culture we are striving to cultivate here at Sopra Steria — through hiring a diverse range of people from a whole range of different backgrounds and with differing areas of expertise. However, most importantly, each of these individuals share a desire to learn and continually improve. This allows the design team to avoid the previously mentioned isolated innovation which Alberta warned about and work as a team to grow and develop.

Those who attended UX Scotland may well have met the various members of the Sopra Steria team who were there – either during the various workshops and seminars on offer or at our stand in the foyer. Some may even have entered our interactive competition which invited people to ‘step into out customers shoes’. Through sponsoring the stand we were afforded the chance to speak to a whole host of interesting people during our time at the conference, including a couple of people who have since interviewed for and accepted roles within the Service Design team at Sopra Steria.

Over the course of the three day conference we got the chance to experience a number of great talks by a range of different speakers. We were given the opportunity to hear from leading industry experts such as Jared Spool and Dana Chisnell. We were also able to take part in the various workshops on offer which allowed us to develop our existing skills as well as learning new ones.

With many of the talks and workshops occurring at the same time, there were understandably frustrating moments where we were unable to attend all the talks that we would have liked to. Thankfully, with so many members of the team present at the conference, we were able to minimise the effects of timetable clashes by spreading ourselves across the events which occurred at the same time. By taking notes during each session, team members were able to report back and share their knowledge with the team who were unable to attend.

Our Service Design team listening to Jared Spool’s keynote speech
Our Service Design team listening to Jared Spool’s keynote speech

 

This notion of shared knowledge strikes right to the core of what Alberta Soranzo was talking about during her Keynote speech. By avoiding innovating in isolation, and looking at development at a wider level, it allows the team to grow and develop their skills at a greater rate.

By allowing everyone to benefit from the knowledge gained at events like this, we help cultivate the culture of continuous learning and as the old adage goes, allow the team to become more than the sum of its parts.

What do you think? Do leave a reply below or contact me by email.

“AI Neutrality”: A proposed manifesto for artificial intelligence user experience design

What makes a great artificial intelligence (AI) driven user experience? Here are my thoughts…

1. Design AI services end to end – the disruptors that have transformed the travel, holiday and retail sectors over the last twenty years succeeded by focusing aggressively on improving their own single channel online experience. AI user experience design must also adopt this strict one channel approach to service delivery – every user journey should be simple, relevant, no fuss and always getting better because it’s being delivered by an artificial intelligence end to end.

2. Go beyond mobile  The interconnectivity of AI enables any environment or physical object to positively affect all of our five senses (such as connected home technology like heating and lighting devices that responds to a user’s mood). AI design should always be pushing to transcend the user interface constraints of existing service platforms (particularly the visual and audio experience of mobile) to truly reflect and improve how we use our senses to interact with the world around us.

3. Addressable media is a key user journey –  AI has the potential to utilise a complex range of historic and contextual customer data to deliver targeted, personalised advertising – for example, UK broadcasters are adopting programmatic technology to deliver specific adverts at individual households in real time. Yet if designed poorly such disruptive engagement risks coming across like hard selling that overwhelms or irritates a customer (consider the negative reaction of customers to pop up web ads that apply a similar approach). Consequently, it’s vital that AI driven addressable media is treated as a form of user experience that requires research, design and testing to ensure customers are empowered to consume it on their own terms.

4. Hardwire ethics and sustainability –  the positive disruption to our lives from social media has enabled these services to grow rapidly and organically by billions of users worldwide. Yet this has also led to these platforms becoming so big it’s challenging for their service providers to effectively manage and safeguard the user content they share. Drawing from this experience, and combined with public calls for the proactive regulation of AI, it’s essential artificial intelligence products and services have the right ethics and sustainability values in their core design as they are likely to grow even faster and bigger than social media.

5. Champion “AI Neutrality” – artificial intelligence has the power to transform all our lives like the internet before it. A fundamental principle driving the success of the web has been “net neutrality” – that internet data services should be supplied as a form of utility (like electricity, gas, water) in a non-discriminatory way to all customers. Access to simple AI services should be similarly “neutral” – a basic human right that is complemented by differentiated, chargeable products and services from over-the-top producers.

If you would like more information about how artificial intelligence can benefit your business, please leave a reply below or contact me by email.