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Customer experience in large orgs: Lou Shapiro, CEO of Hospital for Special Surgery, at Gel 2015

June 29, 2015 By Mark Hurst No Comments

How can a large organization create a good experience?

As CEO of America’s top-rated hospital for orthopedics, Lou Shapiro (see video) knows a thing or two about creating a good patient experience. His team at Hospital for Special Surgery, several thousand people strong, works together to consistently create top-rated patient outcomes.

Below, watch Lou speak at our recent Gel 2015 conference about how HSS does it.

What’s the key to creating a good experience in the large organization? Lou argues that, at HSS, it comes down to culture. Somewhat reminiscent of Danny Meyer’s talk at Gel 2007, Lou describes the importance of…

• hiring the right people
• setting strong expectations for including customers
• following up to ensure the culture is emphasized repeatedly
• and making people accountable for their actions that affect the customer experience.

Any team, large or small, can learn from this excellent talk. Watch it!

(See also: more info on Hospital for Special Surgery)

VIDEO: Nancy Lublin, CEO of Crisis Text Line, at Gel 2015

June 10, 2015 By Mark Hurst

I’m excited to announce the first video from Gel 2015, our annual get-together of the Creative Good community from a few weeks ago.

Nancy Lublin was one of the audience favorites from Gel 2015. In her talk (see video), she described her latest project, Crisis Text Line, which allows people in crisis to text privately and anonymously with trained counselors. (Lublin was previously CEO of DoSomething.org and founder of Dress for Success.)

Lublin’s team is admirably innovative: using what’s available to users – in this case, their built-in texting app – in order to help them through a difficult or dangerous situation. CTL also uses data and analytics to further improve the user experience – for example, shortening wait times for people who display critical needs.

Note that this presentation includes explicit references to traumatic events.

(See also: more info on Crisis Text Line and DoSomething.org.)

Every product manager should learn this skill

May 19, 2015 By Mark Hurst

I was happy to be interviewed by the “This is Product Management” podcast to discuss what every product manager should learn: namely, how to include customers.

Listen to the interview here.

Stories I mention in the interview (taken from my book Customers Included, 2nd Edition):

• how Ford failed by using a rapid-iterative design method, and task-based research, without first fully baking in what customers wanted – and didn’t want – in the product

• how a Google product failed by using the public launch as, apparently, the first time customers were truly included

• how a public park in New York City was brought back to life by the simple process of (a) spending time with customers, (b) finding out what they want, and (c) giving it to them.

• how to quantify the cost of ignoring customers, using the example of Walmart’s failed initiative to declutter its stores.

Including customers is not difficult. Every product manager should learn how to do it right. (If it seems obvious and common-sense, ask around to find out if teams you know are making time for including customers!)

Next step: Send this interview to anyone who needs some encouragement. If you’d like to dive in further, you can read the introduction and first chapter of my book right now on this page.

And if your team could use some inspiration on this topic, invite me to speak at your company, on my 2nd Edition book tour.

Just launched: Customers Included, 2nd Edition

April 15, 2015 By Mark Hurst

I’m delighted to announce the brand new 2nd Edition of Customers Included, which I’ve been working on for months. I’m also starting a 2nd Edition Book Tour – you can invite me to speak to your team or event, presenting on all the fully updated material and case studies in the 2nd Edition.

All attendees of my Gel 2015 conference (starting in one week – still time to sign up for Gel!) will get a copy of the book at Gel. But you can order multiple copies for the team: bulk discounts here.

Customers Included coverWhat’s New in the 2nd Edition

Fully updated for 2015, this new 2nd Edition of Customers Included includes lots of additional material:

• New case study about the Toyota Sienna (big launch that succeeded with careful customer observation, instead of a quick MVP) to round out my discussion of The Lean Startup

• New case study about the OXO measuring cup, including quotes from my interview with Alex Lee, president of OXO (showing the difference between asking customers what they want, and finding out)

• New case study about managing change, inspired by a story from the U.S. Navy in 1904 (based on Elting Morison’s classic case study “Gunfire at Sea”)

• Updated the Google Wave case study to include a discussion of Google Glass

• Updated the border fence case study to discuss the problematic launch of healthcare.gov

• New interview of Alan Cooper, inventor of personas, to round out an updated discussion of personas

• Updated several case studies with recent news (i.e., Ford dropping Microsoft from its MyFord Touch system … and Netflix recovering, finally, from its 2011 mistake)

• New images in several chapters bring the case studies to life.

Order Customers Included, 2nd Edition:

How to get the book:

Paperback
Kindle ebook
Bulk discounts for multi-copy orders

You can also invite me to speak at your team or event on my new 2nd Edition Book Tour.

Meantime, hope to see you at the Gel conference next week!

The Internet of Things needs 1 thing most of all

March 24, 2015 By Mark Hurst 7 Comments

For anything to succeed on the Internet of Things, it has to be better than the alternative.

For 20 years, digital teams have tried to create great user experiences where there were few to no comparable experiences in the physical world. But now the Internet of Things promises to bring digital experiences to the physical world, where users often have access to longstanding products that work just fine.

This means that success or failure on the Internet of Things will come down to one question: Is it better than what users already have?

For example, let’s compare these two wristwatches:

twowatches

On the left is my trusty Casio G-Shock – an offline, 1980s-era watch. On the right is, of course, the Apple Watch.

• The G-Shock has an easy user interface, battery life of 10 years, zero security vulnerabilities, and a price under fifty dollars.

• As for the Apple Watch, remember the key question: Is it better than what users already have? Apart from any other considerations, will people buy a watch for hundreds or thousands of dollars when it has a battery life of a few days? And which requires a (perfectly fully featured) smartphone to be kept nearby? Many will, of course, but it’s hard to make the case for the wider market that Apple has relied on.

Some argue that the Apple Watch is mainly a fashion statement (and, granted, my Casio isn’t – believe me, I’ve heard). There are, after all, luxury-brand watches that cost even more. But what happens in two years, when the technology in this smartwatch is out of date? Moore’s Law never applied to luxury goods until now.

The best argument in favor of the Apple Watch is that it isn’t yet better than the alternative, but it will be in the future. You have to start somewhere, and Apple is starting with customers who can afford to pay the price for “first on the block” bragging rights. It reminds me of early cell phones, those ridiculous bricks carried around for show in the 1980s. They quickly went out of date and were replaced with much more useful, and less expensive, devices in the 1990s.

Regardless of the timing, the user experience is the crucial ingredient to success for any Internet of Things product. And I don’t mean tactical UX stuff like where to put the Preferences link (though I suppose that is important in its own place). Rather, it’s the overall user experience that matters: what do people already use in the physical world? Do people, in fact, need a “smart” device, if something offline is less expensive, more durable, and equally functional? What do people actually want, and what will actually improve their lives?

The winners in the Internet of Things will be those teams that really think about the customer.

And that’s largely the point we’ll explore at my Gel 2015 conference next month (Thur-Fri, Apr 23-24 in New York). The teams that include customers in their thinking, the teams that invest in the overall user experience, are poised to succeed in the next digital era. Be there.