Taking the driver’s seat: our journey to change hearts and minds

Cf9808b306096a913709da756edeb665?s=47 UXAustralia
March 14, 2019

Taking the driver’s seat: our journey to change hearts and minds

Cf9808b306096a913709da756edeb665?s=128

UXAustralia

March 14, 2019
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Transcript

  1. Taking the driver’s seat: our journey to change hearts &

    minds Kate Tilbrook & Leah Mackenzie
  2. Who is UniSuper? $70+ billion in funds under management Low

    member fees relative to other funds One of Australia’s largest super funds: over 400,000 members 2.4 million visits to MemberOnline Nearly 40,000 members use our financial advice services $158,000 the average member account balance
  3. journey NOUN An act of travelling from one place to

    another. 1.1 A long and often difficult process of personal change and development. 1.2 Overuse of the word is an integral part of participating in a reality television show.
  4. Today, we’re going to take you on a journey of

    our journey…
  5. Today, we’re going to take you on a journey of

    our journey… …and it’s going to look a little something like this:
  6. PHASES DOING THINKING FEELING PAIN POINTS OPPORTUNITY CHALLENGES Our journey

    – changing hearts and minds Numbers & benchmarking. Bringing UniSuper on a CX journey. 25+ CX definition workshops. We started walking the walk, but it was 2 steps forward 1 step back. New business unit, team, leaders and empowerment. Journey mapping and deep qual research. Coming to see ourselves as storytellers. Running walkthroughs. Making some changes, and keeping some things the same. The ripple effects and feeling like a rubber band. Creative ways to get buy in. Market research is the name, tracking is the game. This is pretty exciting, but we don’t know where to start… I had no idea this much craft was involved in CX. Build it and they will come, right? This is exciting! Now we’ve got the ‘how’. We’ve got permission. Wait but there’s no benchmark? It’s nice to see an output, but how is this going to be used by others? Will they want to? Wow, starting at the top has really worked. The stakeholder piece is so much bigger than we expected. Boredom. Challenging to get traction. Suddenly two introverts have become facilitators. This is …awesome …scary …what I wanted …hard …uncomfortable A bit of self doubt. We can’t do all the things! Insights not getting the cut-through or driving the change we would have liked to see. Constrained by current environment. Constant PR. Inadequate craft skills. Not knowing what you don’t know. Trying to do something totally new at UniSuper. Feeling like we were starting new jobs at a new organisation, yet with some familiar faces… Unsure of the value in and appetite for the work we were doing. Bringing stakeholders along the journey with us. Showing the value of qual. Limited hours in the day. Too much repetition isn’t great for sanity (remember, we’re introverts) Continuing the momentum we’ve gathered. Managing our growing backlog. How could we do this better? There has to be another way. Surround ourselves with the right people. Trust. Grow our skills. Connect with others across the business. Share the CX story widely. Uncover deep insights. Show the value of qual. Taking the driver’s seat: help to shape these new boundaries. Start with the tools you know. Just start somewhere. Be the voice of the customer. Help others to walk in the shoes of our customers. Empower our stakeholders to champion for change. Continue to challenge ourselves by finding ways to creatively, efficiently, effectively share insights. O U R A I M S W O R K S H O P F E S T J O H A R I W I N D O W N E W W O R L D O R D E R D E E P E N D T E L L I N G S T O R I E S R E T R O O N W A R D S T H E S T A R T
  7. What happened at each stage How we were feeling What

    we were thinking Some challenges to be overcome Our pain points Opportunities for improvement Key phases in the journey
  8. Numbers & benchmarking. Market research is the name, tracking is

    the game. Boredom. Challenging to get traction. Insights not getting the cut-through or driving the change we would have liked to see. How could we do this better? There has to be another way. T H E S T A R T
  9. We used to be traditional Market Researchers. Our days were

    full of numbers and benchmarking…
  10. Bringing UniSuper on a CX journey. This is pretty exciting,

    but we don’t know where to start… Constrained by current environment. Surround ourselves with the right people. Trust. O U R A I M S
  11. We started to bring UniSuper on a CX journey

  12. W O R K S H O P F E

    S T 25+ CX definition workshops. I had no idea this much craft was involved in CX. Suddenly two introverts have become facilitators. Constant PR. Inadequate craft skills. Grow our skills. Connect with others across the business. Share the CX story widely.
  13. And so began “Workshop Fest”… 25+ 200+ CX Definition workshops

    rolled out Staff reached, in person
  14. We thought we had the buy in… in practice, we

    were all on different pages.
  15. Then, last year, we were in your seats.

  16. We took a lot of photographs...

  17. … and left feeling validated & inspired.

  18. J O H A R I W I N D

    O W We started walking the walk, but it was 2 steps forward 1 step back. Build it and they will come, right? This is exciting! Not knowing what you don’t know. Trying to do something totally new at UniSuper. Uncover deep insights. Show the value of qual.
  19. Statistics Empathy

  20. Our Field of Dreams moment: “Build it, and they will

    come.”
  21. Our Field of Dreams moment: “Build it, and they will

    come.” Well, not quite. • we ‘reimagined retirement’ • and got some great insights • but it was unfinished… • and hard to gather momentum • then we got stuck
  22. N E W W O R L D O R

    D E R New business unit, team, leaders and empowerment. Now we’ve got the ‘how’. We’ve got permission. Feeling like we were starting new jobs at a new organisation, yet with some familiar faces… Taking the driver’s seat: help to shape these new boundaries.
  23. The new world order A lot of new-ness: • business

    unit • leadership • team • empowerment • boundaries we could help shape
  24. T H E D E E P E N D

    Journey mapping and deep qual research. Wait but there’s no benchmark? This is …awesome …scary …what I wanted …hard …uncomfortable Unsure of the value in and appetite for the work we were doing. Start with the tools you know. Just start somewhere.
  25. Then we found ourselves in the deep end.

  26. If I don’t have red, I use blue. - Pablo

    Picasso
  27. T E L L I N G S T O

    R I E S Coming to see ourselves as storytellers. Running walkthroughs. It’s nice to see an output, but how is this going to be used by others? Will they want to? A bit of self doubt. Bringing stakeholders along the journey with us. Showing the value of qual. Be the voice of the customer. Help others to walk in the shoes of our customers.
  28. None
  29. We’re not just researchers. We’re storytellers.

  30. R E T R O Making some changes, and keeping

    some things the same. Wow, starting at the top has really worked. We can’t do all the things! Limited hours in the day. Too much repetition isn’t great for sanity (remember, we’re introverts) Empower our stakeholders to champion for change.
  31. Before After Managing quant research & trackers Running deep, qual

    research (+ some quant still) Emailing reports, running ad hoc presentations Storytelling with small groups, audio quotes, videos, workshops Underestimating internal appetite Open door for stakeholders at all levels
  32. Never go into user research to prove a point, and

    never create goals that seek to justify a position or reinforce a perspective. The process should aim to uncover what people really want and how they are, not whether an opinion (whether yours or a stakeholder’s) is correct. - Mike Kuniavksy
  33. O N W A R D S The ripple effects

    and feeling like a rubber band. Creative ways to get buy in. The stakeholder piece is so much bigger than we expected. Continuing the momentum we’ve gathered. Managing our growing backlog. Continue to challenge ourselves by finding ways to creatively, effectively share insights.
  34. And, we’re still finding creative ways to get buy-in.

  35. Thank you.