This piece of market research explores the hypothesis that embedding design practices in digital CX strategies creates a tangible and measurable business advantage.
Today’s digitally empowered customers expect seamless experiences that allow them to interact with brands on their own terms, which poses a complex creative challenge.
A Forrester Consulting thought leadership paper commissioned by Adobe.
Forrester’s study yielded three key findings:
› The impact of collaborative design processes, which are embraced and facilitated by users and leadership alike, is broad-reaching in a differentiated practice. In design-led firms, design permeates the organization beyond the product teams; it’s embedded in the culture.
And there is an ambition to always do better.
› Design staff, leaders, and overall employee belief in the value of design are all important components of a design-led organization. These companies support a range of skills, from more senior or more strategically oriented designers to more junior or more tactical
designers. Teams use collaborative processes and tools to unify working groups.
› Design-led firms embed tactical and production-level design from strategy through application across the user’s experience. Design is used both at the strategysetting level and to tell a consistent story across the user experience. Design focuses on experience design as much as visual design, and there is a shared brand vision among employees, who internalize design as a core value of the organization.
Companies hoping to drive customer loyalty and stand out in an increasingly completive landscape filled with a growing number of digital touchpoints and rising customer expectations must put design at the core of their business.
Brands should assess their design maturity and follow these recommendations to deliver superior, design-led digital experiences that ultimately drive business results:
› Include a variety of roles under the rubric of design. For design-led companies, the scope of design incorporates not just visual or interactive design, but research, interactive wireframing, and other processes for uncovering customer needs, planning and mapping customer goals, and executing customer experiences. Make sure your definition of design is not limiting from the start.
› Foster design leadership across roles and seniority, from individual mentors to the C-suite. As we saw from the survey and interviews, those firms that were design led placed greater emphasis on training, mentorship, and support for design across the organization. And teams that are well supported are better positioned to feed their own stated ambitions for continuous improvement.
› Establish cross-functional design processes and champion them throughout the organization. Design-led firms know that this is not just a one-department initiative and that success is achieved when a design mentality permeates the organization. To do this requires concerted effort involving hands-on exercises, shared learnings,cross-functional project teams, and vocal advocates.
› Allocate design capabilities across the full experience spectrum, from visioning to execution. Our high achievers in the survey considered both short-term needs and long-term aspirations, enabling them to bridge both strategy and practice. To do this requires that companies put dedicated effort to fostering the craft of design as well as a design-thinking approach across the organization.Design-Led-Firms-Win-The-Business-Advantage_Adobe-TLP