Gym membership is about to undergo its traditional annual boost; even now the introductory offers have been readied to greet the queues of earnest individuals who feel that the time has come to make that long–overdue change to their regimen. Sports shops will be visited, gym wear and protein shakes will be purchased.
Television ads, with easy answers to any number of personal improvement and personal transformation challenges, will race to fill the vacuum left by the stores trying to convince us that they ‘do’ Christmas better than all the others. Exercise gadgets, diet plans, fitness DVDs by an endless string of B and C list celebrities will be paraded across our screens. We all know the pattern. It is recurrent, seasonal.
In boardrooms and meeting rooms across the land, similar cyclical activities may be underway: discussions centering around the need to improve performance in particular areas. Just possibly, this may involve performance online. Maybe that website that no–one believes is really pulling its weight for the organisation has had its time. Yes, that’s it, it’s time for a new website.
Fulfilling Einstein’s definition of insanity – “doing the same thing over and over again and expecting a different result every time” – a lack of attention to underlying challenges will result in repeated, failed attempts to meet any tangible goals. No questions are asked of the old website. No specific, relevant targets are set for the new one. Clarity of purpose gets lost in inter–departmental wrangling.
In many cases a vague sense of the website having to achieve something will exist, but what that something is will too frequently be weighted towards the organisation’s view of the world.
Increasingly, discussion of this nature will turn towards the need for a UX/UI/[insert your acronym of choice here] guru. Sometimes this will involve hiring a single individual to provide the essential missing ingredients – as evidenced recently, with a company seeking to recruit a “Creative Front–end / UI / UX Engineer”. Nothing could signal more clearly “we don’t know what we’re doing but we hope that by throwing some terms around something magic will happen”.
Without something changing beyond the veneer then, like the hopeless dieter who is all talk at the water cooler while gorging out on nachos and chocolate at night, very little is likely to change. Without a commitment to a customer–centred approach the new digital venture, be it an app, a website, whatever, becomes that oddest of man–made endeavours: a folly.
The lessons from recent history are clear, right across the digital industries – that innovation and market advantage are gained through customer insights and user–centred thinking.
GOV.UK is quietly revolutionising transactional services through a commitment to understanding the needs of the user. If you have renewed your car tax online recently, you’ll perhaps know what we mean.
Umpqua Bank has gone from 6 branches in 1994 to almost 364 branches today, across 5 U.S. states, counter to conventional wisdom which says that physical branches are a thing of the past. Through deeper understanding of customer needs, Umpqua created spaces that customers actually want to visit.
Zappos built a billion dollar business by eschewing traditional media and investing instead in a superior user and customer experience, well ahead of that offered by its competitors.
These advantages require a change that is more than just a fad – or a diet if you like. It is a lifestyle change, a cultural change that requires buy–in from all levels within an organisation.
So when those familiar conversations begin again around you, ask yourself: ”How are we actually going to win this time? What is going to be different this time round?”.
A Happy and Prosperous New Year to you, and whatever your New Year resolutions are, may they bring the lasting change that you aspire to.
