In a long series of posts I investigated the concept of experience which is returning on the front stage as digital transformation becomes a major concern. We’ve seen
– how experience and digital transformation related with one another
– how, step by step, the concept of experience took a central role in digital
– a draft of a ddefinition of what experience is
– indicators to manage an experience strategy
– that beyond a soft concept there is a real link between experience and value
– customer experience explained (and how to design one)
– same for employee experience (that’s too often forgotten)
– same again for partners (that are even more often forgotten)
– the impact of becoming an “experience company” on your organization
– the steps to becoming an experience company
– experience as a platform to conquer new markets and sectors
At that point I can draft a conclusion.
In the age of digital transformation, experience can be a pivotal concept that helps bringing coherence to multiple and sparse initiatives. And that’s a lot !
Experience makes your digital transformation strategy more coherent
Then, but it’s strongly related with my first point, it helps to reconcile customer and employee facing initiatives, to align them. Give meaning to the second and fuel to the first.
It looks essential to me. From the middle of the 2000s everyone has been talking of digital transformation, even with other names. Something used to surprise and even upset me. The ones where talking about customers, the others about employees. The ones about CRM, marketing and communication, the others about management, HR, processes, collaboration, organization. The ones about campaigns, the others about projects. The ones about brands, the others about enterprises as it was two different things, different entities that had nothing to do the one with the other, different concepts.
An experience strategy reconciles the brand with the enterprise
A brand and an enterprise are the same things. The first is how it projects forward to the customer, the other how it operates but that are the two sides of a single reality. If experience helps, both in minds and actions, to reconcile enterprises and brands, it will be a big step forward.
In fact, internally as externally, only two things were unanimously seen as critical : culture and services. Culture as a vector for change and resistances, services because that’s what is proposed to the ones and must me delivered by the others. If bring both together we have “culture of services”. One of the best way to define experience is “culture of services to the power of digital”. A sentence to keep in mind to use it for an enterprise program.
Experience is a change management platform
Experience is a change management platform. I wrote that “There is no customer experience without employee experience” many times. I repeat and stand by this. Building an employee experience that’s coherent with the customer experience, the corporate culture and the identity of the brand is, in my opinion, a good way to instigate change by leveraging the work environment (human and technological), to favor new behaviors, new ways to work, to think, to consider things. Since we know that no one can deliver what he does not receive from his environment…
As many businesses are starting their digital transformation journey with customer experience and, later, try to align the organization, experience seems to be an interesting means to share a vision, to make things sounder and more coherent.
In my opinion the experience company is a pivotal and meaningful concept businesses should consider.
Photo credit : Experience by SingkhamÂ via shutterstock