Book Description

Delta CX is a refreshing model bringing CX and UX together in task and in name with the key goal of improving the products, services, and experiences (PSE) that we offer our potential and current customers. Rather than following trends or drinking the snake oil, Delta CX presents a time-tested, thorough approach that helps you establish values, vision, strategies, and goals. Great PSE require the right teams and strategies in place to proactively predict and mitigate the risk of delivering wrong or flawed PSE. Adopting Delta CX means we all finally speak the same language, from tasks and deliverables to job titles and required skills to where CX fits into Agile organizations to processes and teams. Calculate the ROI of investing more time and resources into building the right PSE the first time. Save time, money, and sanity. Replace guessing and assumptions with Lean customer research that is planned, conducted, and interpreted by experts. Learn why quality should be our #1 priority, and how to rededicate our organization to our external and internal customers.Target audiences: Managers, workers, practitioners, freelancers, consultants, contractors, execs, stakeholders, and everybody else working in CX, UX, Marketing, Product Management, Engineering, Project Management. Business Analysts (BAs), Data Scientists, Writers, Visual Designers, Information Architects, Interaction Designers, Product Designers, and Researchers.The long and problem-focused version: In an era of faster, faster, faster, our workplaces are sacrificing quality, collaboration, culture, and the customer experience to "just ship it." Business goals don't seem to align with customers' needs. Customers constantly raise their standards and expectations, and they notice when companies are out of touch or get it wrong. Competitors, investors, shareholders, the press, bloggers, social media, and Wall Street also notice. Brands are being surprised when their products, services, and experiences (PSE) are disliked or rejected by customers, or go viral for the wrong reasons. Companies claim they are customer-focused, user-centric, and designing for the needs of real customers. Initiatives to increase the ability to build the right PSE should have meant hiring more CX and UX talent. However, with UX still misunderstood, circumvented, overruled, and excluded at many companies, workplaces that didn't know how to assess CX and UX talent hired anybody who put "UX" on their resume. Poor hiring choices lead to silos and "bad design." Rather than wondering if "UX" workers were unqualified, leadership blamed UX and User-Centered Design (UCD): They must be bloated, outdated, not Lean, not Agile things we don't really need. We started imagining that "everybody can be a designer." Get people sketching in design sprints, and solve our company's biggest challenges. We called for democratization and decentralization of UX and design because perhaps taking some power away from these "high-ego UX people" we hired will fix this. Suddenly, everybody was a design thinker doing design thinking, yet few people can agree on what design thinking is.Everybody became quietly desperate. UX practitioners wanted to evangelize, and invited teammates to UX evangelism presentations, which often backfired. Companies of all sizes and ages, including Fortune 500s, tried methodologies designed for startups. Startups fail roughly 95% of the time. It's so rare that they innovate or build something the public actually wants. Why would we want to emulate a segment with such a high failure rate? We're lost. We need another business transformation, a return to prioritizing the quality of what we ideate, architect, design, test, build, and unleash on the public.(Return to the top for the short and happy version.)