pen-idea-bulb-paper
Posted: Sun Dec 22, 2024 4:07 am
The first question assumes that a target group knows pretty well what it wants and how. That is not the case. The second question assumes your own knowledge and feelings about your products and services and how they contribute to people's lives.
By focusing directly on the customer, you block the view of all kinds of other perspectives. Moreover, your thinking quickly becomes compartmentalized in the direction of optimizing that customer relationship. In doing so, you cut off all kinds of other paths before you have explored them. The roots for a happy customer do not lie with that customer, but with yourself, your own organization and the way you think about your services and your products.
Stompff sees the development of various personas when developing a product or service primarily as a means to playfully discover why and how people would want to use your offering. For him, a persona is therefore not a 'mold' into which you can cram a target group and for which you can create content according to a general idea of what those people are like. Stompff calls these 'platitudes': simplified images that are more likely to be counterproductive in practice. Because you are doing people an injustice by treating them too one-dimensionally - like a cartoon character.
Setting up a good ' customer journey ' only belongs at the end of this process, intended to dot the i's and cross the t's of your end product. That can be a thing or a service.
The components of the manufacturing process
Design Thinking: radical change in small steps (aff.) ignores the often very different reality within an organization. This is usually structured around the idea of hard targets and clear objectives, which are translated into growth of turnover, profit and reach. The creative corner of the company, the creators and makers of all kinds of content, are sometimes still given the space to apply design thinking. But the rest of the company, including marketing and sales, is often kept on a tight leash: it australia whatsapp number is determined in advance what achievable goals are, and then everything is done to achieve those goals. That is painful.
On the one hand, you have the departments that would do best if you could adjust the agreed goals as you go along and perhaps even come up with new goals that you had not even considered at the beginning.
On the other hand, elsewhere in the company, it is all about standardization, structuring and linear operations: first come up with a plan, break it down into a number of parts, then add the budget and then a campaign plan (which is executed step by step – each step after the previous one – and without the possibility to learn something new and adjust your goals).
Setting up a good 'customer journey' should only be done at the end of this process, which is intended to put the finishing touches to your end product.
The author subtly explains why this linear way of thinking and working has led to a lot of misery, such as in several major IT projects.
By focusing directly on the customer, you block the view of all kinds of other perspectives. Moreover, your thinking quickly becomes compartmentalized in the direction of optimizing that customer relationship. In doing so, you cut off all kinds of other paths before you have explored them. The roots for a happy customer do not lie with that customer, but with yourself, your own organization and the way you think about your services and your products.
Stompff sees the development of various personas when developing a product or service primarily as a means to playfully discover why and how people would want to use your offering. For him, a persona is therefore not a 'mold' into which you can cram a target group and for which you can create content according to a general idea of what those people are like. Stompff calls these 'platitudes': simplified images that are more likely to be counterproductive in practice. Because you are doing people an injustice by treating them too one-dimensionally - like a cartoon character.
Setting up a good ' customer journey ' only belongs at the end of this process, intended to dot the i's and cross the t's of your end product. That can be a thing or a service.
The components of the manufacturing process
Design Thinking: radical change in small steps (aff.) ignores the often very different reality within an organization. This is usually structured around the idea of hard targets and clear objectives, which are translated into growth of turnover, profit and reach. The creative corner of the company, the creators and makers of all kinds of content, are sometimes still given the space to apply design thinking. But the rest of the company, including marketing and sales, is often kept on a tight leash: it australia whatsapp number is determined in advance what achievable goals are, and then everything is done to achieve those goals. That is painful.
On the one hand, you have the departments that would do best if you could adjust the agreed goals as you go along and perhaps even come up with new goals that you had not even considered at the beginning.
On the other hand, elsewhere in the company, it is all about standardization, structuring and linear operations: first come up with a plan, break it down into a number of parts, then add the budget and then a campaign plan (which is executed step by step – each step after the previous one – and without the possibility to learn something new and adjust your goals).
Setting up a good 'customer journey' should only be done at the end of this process, which is intended to put the finishing touches to your end product.
The author subtly explains why this linear way of thinking and working has led to a lot of misery, such as in several major IT projects.