Customer Value propositions are powerful tools helping the organization discover what it takes to deliver on their strategy. I’ve always found that the Internet was missing a good guide to creating Customer Value Propositions so I decided to make one. — This is the second of a three part article introducing the Customer Value Proposition and offering a canvas for everyone to find their own. Read the first part, an introduction to the Customer Value Proposition Canvas here.

Customer Value propositions are powerful tools helping the organization discover what it takes to deliver on their strategy. I’ve always found that the Internet was missing a good guide to creating Customer Value Propositions so I decided to make one. — This is the first of a three part article introducing the Customer Value Proposition and offering a canvas for everyone to find their own. Read the second part, a step by step walk-through of the elements in the canvas, how to use it and an example.

Designing a customer way-of-working means subtle shifts within the organization leading to radical changes in outcomes. It’s not a disruptive exercise. It only requires using key levers motivating the company to want to change. — The impact can be enormous: “.. however when you see companies, entities that are actually doing it [changing to a new logic, business model, commercial framework] you see enormous growth and success and enormous release of economic value” — Shoshana Zuboff (1)

The customer is not a touch point she is a rich resource for the organization, fueling decisions and inspiring new questions across and deep into how we organize, make decisions about and listen to the world. — Here is a brief take from my own experience of four areas where the customer shows up to make a big difference.

What is systems thinking and how does it add value to a designer’s thinking, methods and practice? These are learnings from my own experience as both a systems thinking practitioner and from up-skilling leadership and teams around the world. — 1. What is a system? A system is a a group of interrelated elements organized towards a shared outcome. e.g. a breakfast table with dishes, utensils and food stuffs is not a system. One does not influence the other. …

Before you can measure anything, you need to know what you want to measure. The first question to ask when attempting to measure customer value is, therefore: what is customer value? — This is not a trick question: do you know what you mean when you think about customer value? What is the literal and measurable meaning? In my experience organizations haven’t yet defined what they mean by customer value only that it should be measured. …

In order to measure something we first need to agree on what we are measuring. If not any measure will do the job. — What is customer experience?: Customer experience is the design and improvement of any process in the organization (organizational, way-of-working, strategy, planning, execution, continuous improvement etc.) that leads to value for the customer that drives value for the business. …

An organization is led by it’s mental models. These are our frameworks for “how we understand the world” (1). — A mental model is not the truth, it’s an assumption about how the world works. A business commonly operates based on its own mental models e.g.: “cars are primarily status symbols. Styling is therefore more important than quality” — GM (2) Mental models consciously and/or subconsciously gets reflected in a…

Metrics serve decisions, not the other way around. — Metrics are essential, but they are also misunderstood and misused. They are too easily treated as the goal in itself when in fact nobody needs metrics, what we need are better decisions. How can we design for decisions — not metrics and dashboards? 1. Are we over-marketing our metrics? “While all metrics can be gamed, this…