MUSINGS ON EXPERIENCE, TRANSFORMATION, STRATEGY AND MORE
To me, customer experience management has always been about making a difference.
Literally, by helping the companies I worked for differentiate.
Metaphorically, by enriching their customers’ lives.
Every exponential curve eventually takes you by surprise. Even if you’re watching.
In generative artificial intelligence, for me, that moment was last week.
I’ve played with it since 2017. But I looked at it as a toddler writing or drawing. The effort and creativity were endearing. Though I felt it had a long way to go.
Earlier this year, my views started changing.
Over the years, I’ve worked on quite a few ‘corporate transformation’ programmes. Some were highly successful. Others we don’t talk about.
Typically, success and failure depended on the behaviour of the people in charge. Including my own.
Though looking at each experience as a learning opportunity, I have identified a few behaviours of which I remind myself every time I work on a new project or with a new team. They typically live as a reminder in my (digital) drawer. So I cleaned them up a bit, to share in this article.
Alain Thys is an experience architect who helps organisations drive profit and transformation through experience.