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Experience Design &amp; Business Agility
&ldquo;Experience Design&rdquo; is the process of creating meaningful interactions and experiences, centered around the people involved. It&rsquo;s often associated with the &ldquo;customer experience&rdquo; or the &ldquo;employee experience.&rdquo; But it can be so much more than that. Business (and life) is an ongoing series of experiences. Every time people interact - there&rsquo;s an experience. By intentionally shaping those experiences, we can accelerate success.
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An Idea Worth Trying: Experience Design Using the Capabilities of Business Agility
Here&rsquo;s an experiment worth running - how might the Domains &amp; Capabilities of Business Agility help you create a better experience in the future? The following is a checklist of ideas - organized around the capabilities. All of the ideas may not be applicable to your particular experience, but they may spur other ideas not on the list!
Begin by considering what kind of experience you are designing. You might be planning a meeting. Or launching a team. Or championing a corporate initiative. What do you want people to experience?
Now consider each of the 18 Capabilities of Business Agility. How might each capability shape the experience? Does it give you an idea worthy of including in the experience design?
&nbsp;
<img style="display: block; margin-left: auto; margin-right: auto;" src="https://admin.businessagility.institute/storage/files/articles/BAI_Periodic-Table-Only_Transparent_cmr.png" alt="" width="600" height="638" />
&nbsp;
A Checklist:&nbsp;&nbsp; Experience Design Using the 18 Capabilities of Business Agility
Responsive Customer-Centricity
<ul>
<li>Fiercely Champion the Customer&nbsp; - Is it clear who is on the receiving end of this experience?&nbsp; What is important to them?&nbsp; How might this experience support them?&nbsp;</li>
<li>Sense &amp; Respond Proactively - Are there patterns or trends that should be addressed as part of this experience?&nbsp; How will you notice them?&nbsp; What kind of responses might you need?</li>
<li>Integrate Diverse Ideas - How can you seek diverse perspectives and ideas inside the organization?&nbsp; Outside?&nbsp; At different levels?)&nbsp; How would this impact the experience?&nbsp;</li>
</ul>
Engaged Culture
<ul>
<li>Cultivate a Learning Organization - does this experience provide time and space for people to generate new insights, share knowledge and learn from the experience?&nbsp; Is the experience set up as a series of small experiments with quick feedback, tolerance of failure, and course corrections?&nbsp;</li>
<li>Engage Transparently &amp; Courageously - Is the &ldquo;why&rdquo; behind the experience clear? How can we be transparent and courageous so that others can be as well?</li>
<li>Embed Psychological Safety - are we creating an experience where it is safe to be vulnerable?&nbsp;</li>
<li>Act as One - Is the theme of this experience a unifying one for everyone who is involved? Are the goals shared across teams and groups? Is the experience inclusive?&nbsp;</li>
</ul>
Flexible Operations
<ul>
<li>Adapt strategies seamlessly - when things change - how will we adapt our plans?&nbsp; How will we communicate changes?</li>
<li>Fund work dynamically - How can we redirect the time, funds, and people&rsquo;s energy when our current approach no longer serves us?&nbsp; How do we minimize the waste of continuing the status quo experience when we know there&rsquo;s a better alternative?</li>
<li>(Re)organize Structures Fluidly -&nbsp; when things change - how will we adapt the experience and the underlying structures?&nbsp;</li>
<li>Balance Governance &amp; Risk - What are the rules of engagement?&nbsp; Are they as simple as possible?&nbsp; Do they support the experience and desired outcomes or do they add unnecessary overhead?</li>
</ul>
Value-Based Delivery
<ul>
<li>Unleash workflow creatively - What creative approaches can we take to do the work (rather than the same old-same old).&nbsp; Do we understand where roadblocks may lurk?&nbsp; How can we tap into the creativity of the people involved?</li>
<li>Prioritize. Prioritize. Prioritize - Does everyone understand what&rsquo;s most important?&nbsp; When a new competing idea emerges - how we will handle it?&nbsp;</li>
<li>Deliver value sooner -&nbsp; Do we understand what value is being created through this experience and the criteria for its completion?&nbsp;</li>
<li>Seize emergent opportunities -&nbsp; When an emerging need or opportunity arises - how will we identify and handle it?&nbsp;</li>
</ul>
People-First Leadership
<ul>
<li>Foster authentic relationships - Is this experience designed to foster honest, respectful communication?&nbsp; Is conflict seen as a catalyst for progress or something to be avoided?&nbsp;</li>
<li>Empower with Accountability - Are the people involved in this experience able to act of their own volition or are they unnecessarily constrained?&nbsp; Do they have what is needed to proceed?&nbsp; How will they share their progress and outcomes?&nbsp;</li>
<li>Realize people&rsquo;s potential -&nbsp; Will people be &ldquo;better for the experience?&rdquo;&nbsp; How?&nbsp;</li>
</ul>

Experience Design Using the Capabilities of Business Agility

United States

Laura Powers

During the last decade, I have enjoyed many arguments relating to the various pros and cons of top-down vs bottom-up. And honestly, it doesn't matter what is going top-down or bottom-up; transformation, communication, strategy, etc. I posit that this is, in fact, a false dichotomy.
Let's start with top-down for a moment.
<img style="float: right;" src="https://api.businessagility.institute/storage/files/articles/on-false-dichotomies-top-down.gif" alt="" width="300" height="262" />The premise of top-down is that the will of business leadership exerts an undeniable influence on those below; that the organisation will follow a change if the leadership buys into it. In this scenario, those who are trying to influence an organisation to change want to use its leaders as a catalyst for the rest of the organisation. In many ways, this is a seductively simple approach. Change ten people and you change everyone. Of course, if you fail to change the top leader (or the top leader quits) the whole house of cards crumbles.
Ask yourself: is this true change? What happens when the leaders resign? Do they provide effective support as the rest of the organisation transforms? Are they willing to invest the time it takes for the change to become self-sustaining?
Let's look at the alternative for a moment; bottom-up.
<img style="float: right;" src="https://api.businessagility.institute/storage/files/articles/on-false-dichotomies-bottom-up.gif" alt="" width="300" height="262" />
The premise of bottom-up is that a critical mass, or groundswell, of change is more democratic and likely to be sustainable; the organisation will follow a change if the teams take it upon themselves to instigate it. In this scenario, those who are trying to influence an organisation to change want to use its teams as a catalyst to change processes, systems, measurements, and structure. While harder to execute, this approach does put the individual's decision rights at the heart of the change - a key principle to business agility. But it relies on a viral effect to be successful. That other teams will see the change and adopt it over their existing practices, processes, and values.
Again, ask yourself... Is it true change? Can the teams have an impact on business strategy or governance processes? Do the teams have enough information to make those decisions? Is there a glass ceiling to the change? Are the organisation's measures and KPIs supportive of such a change (or are people willing to risk their bonuses on the inevitable short-term productivity loss)? Can management override teams autonomy and demand things return to the status quo?
So why is this a false dichotomy?
<img style="float: right;" src="https://api.businessagility.institute/storage/files/articles/on-false-dichotomies-infusion.gif" alt="" width="300" height="262" />
Very simply, because it's the wrong metaphor entirely. I want you to imagine a cup of tea. You don't add tea leaves to the top or bottom of a glass and expect to make tea. Tea infuses. Tea saturates. Tea brews. With only a small amount of heat, a small amount of motion, and a small amount of time, the tea leaves spread and change every drop of water into tea.&nbsp;
The same is true of organisational transformation. Those small pockets of influence need to be everywhere; stirring things up, moving about, and influencing without imposing. Someone in HR, a team in technology, maybe the CFO - change agents across the organisation, loosely coupled in action but tightly aligned in purpose.
So stop arguing that change should be top-down or bottom-up. Change everything.
-Evan Leybourn, 27 October 2019

Experience Design Using the Capabilities of Business Agility

on False Dichotomies

Experience Design Using the Capabilities of Business Agility

on False Dichotomies

Experience Design Using the Capabilities of Business Agility

on False Dichotomies

Experience Design Using the Capabilities of Business Agility

on False Dichotomies

Experience Design Using the Capabilities of Business Agility

on False Dichotomies

Experience Design Using the Capabilities of Business Agility

on False Dichotomies

Experience Design Using the Capabilities of Business Agility

on False Dichotomies