Technology leaders like to believe human experience is a new concept. In reality it has always mattered, absolutely nothing has changed.
Way before our lives became reliant on the digital world, people gravitated to businesses with the best working experience and customer experience. Companies that got the human experience right built highly productive workforces and established successful brands over decades and centuries.
But as interactions with business have become increasingly digital for staff and customers, businesses are losing control of productivity and brand. This has caught companies by surprise. Many were unprepared and slow to adapt, plenty of others are unfortunately still asleep at the wheel.
As digital has reached critical mass, company boards have started asking executives to own digital customer and employee experience in order to regain control over productivity and brand. The business advantages generated from seamless, consistent staff and customer experiences are evident in today’s digital market leaders.
There are global benefits as well. Productivity is flatlining across the world. Actual Experience’s analytics show us that businesses are already relinquishing 1-3% of productivity each year to poor human experience. With a digital economy worth over $25T, assume every business is grappling with this issue (through our partners, we know they are) and extrapolate this productivity loss on a global level. It’s clear this problem needs solving for all our sakes.
Boards are realising that effective human experience management for their digital business is a competitive advantage
Thankfully, it seems some (but not all) businesses are waking up to the importance of experience. Boards are realising that effective human experience management for their digital business is a competitive advantage that increases productivity, strengthens brand and drives revenues.
For Human Experience to deliver business value ownership must be with senior executives that have responsibility for productivity and brand and not left to technical operational teams. Only when experience is understood and reported to the C-suite at board level can progressive organisations deliver consistent digital experiences, complete with dedicated budgets and resources to meet the business objective.
Believing that there is a difference between offline and online experience needs to be confined to history books. Many executives haven’t realised that fluid and consistent experiences is what people expect from their business, be it a customer in a store or an employee working from an office or even remotely. The world hasn’t changed as dramatically as some claim; technology is just another way of interacting with one another.
The businesses succeeding today are the ones with Executive teams who understand that it’s not about bridging the gap between technical management or business management. They know there is no gap, merely a common objective between both parties to deliver excellent experiences. Ultimately, it should be the same business processes, budgets, KPIs and strategies for digital and non digital experiences.
The overall experience, that interaction with services and brands, and consistency of these interactions is what matters.
Any business leader embracing human experience management for their digital business now will have a distinct competitive advantage in the next three to five years, as they will lead the brands that people love engaging with and staying loyal to.
Discover how Human Experience Management can demonstrate the effect a poorly performing digital ecosystem can have on employee productivity