 You've just tuned in into the recording of one of the presentations that was part of our webinar on how to link journeys to business goals. Florian Forma is the service design lead at NCR, a multi-billion dollar company. At NCR they are managing hundreds of journeys. So how do you make sure that all these journeys are linked and aligned to the top level business objectives? How do you make sure that you're working on the stuff that matters most and make sure that you keep and stay relevant as a service design practice? Florian lifts the curtains and shares how they are working towards that. Fascinating stuff. So make sure you grab your pen and paper and get ready to make some notes. Let's dive right in. All right, let me share my screen here. Get the technology out of the way. Are we coming through okay? Yes. Loud and clear. All right. Super. Yeah. Let me spend the next 15 minutes or so share my experiences here at NCR, how we link journeys to business goals. I'll give you a little bit of perspective and background as we go. And yeah, Mark, if you want to monitor the Q&A and throw in the question as we go along, that'd be great as well. So my group of really, really smart service designers, we are integrated within our experience design team. And for the last few years, we've been mainly focused on UX work, service design for UX, service design for new product development, these journeys that define new features, new experiences within the suite of the products that we sell to in a B2B setting, right? And more recently for about the last year or so, we have been asked to focus a lot more on the CX and the customer experiences, right? How is it to buy from NCR? How is it to be actually a customer? How is it to be serviced and supported from NCR, the end-to-end lifecycle journey? And then very exciting for us too, is we have been asked to really look at the employee experience, the internal experience, and it's really, really cool to work for a company where the executive leadership team believes that a good employee experience creates a good customer experience and really having that dependency and that philosophy and that support. So that's my practice, that's what we do. And a lot of the value is connecting the dots and seeing which capabilities, which pieces of our tech stack may serve our products, maybe used in our web CX experiences and maybe used internally to drive efficiencies at that corporate scale. Just a level set, I thought a chair sort of the hierarchy in which I think we think about business goals and how that interrelates with journeys, journey management, service design. We are very intentional at the core of it, and Jochim said this earlier, sort of the journey is not, it's a means to an end, it's not the presentation artifact. We look at the journeys as that connecting tissue that enables cross-functional collaboration, that enables us to focus on the right things, make better decisions faster and so forth. And they're just one part of the puzzle, right? Above that for us sits sort of the overall business goals, the North Star, if you will, whereas NCR supposed to be going, the business trajectory, if you will. And then since we are such a large company with different functional areas, different business units and so forth, there's a pretty intentional cascading of those high level business goals, a certain revenue goal, a certain customer satisfaction goal, NPS goal, and how does that cascade into the different business units? So that's the high level hierarchy that we have there. That then informs our journeys, the insights of StandShade from below, we measure, right? We listen to the market for data, we plug in wherever we can, tools and methods to get metrics and attach those then to the journeys. And then of course, there is the doing part. And for us at this scale, it's been really awesome to use journey management and the journey management platform here to be very intentional with hundreds and hundreds of opportunities and capabilities and solutions that we are managing to say, hey, where can we do what? Now, how do we link these goals to journeys? How do we link these goals to the specific opportunities to help us make better decisions? Be very intentional with our resources and with our direction. That's what I want to talk about. I want to make it a little bit more real and a little bit more specific, one more slide before I get into a specific screen share. So this is just sort of recapping that cascading, right? The high level corporate goals there on the top left, overall revenue, revenue mix, NPS, I just said this, that then cascades into group objectives, simplification, reoccurring revenue as examples there. And so those are sort of, I think of those as macro objectives, macro business objectives. And that then cascades into more specific micro business objectives. What is it specifically that we want to accomplish with a project or with a set of initiatives, with a new product launch, whatever it may be? Business results, how do we measure that specific outcome? What is then, how do we translate that into specific outcomes? And then on the right here, just some ideas for this conversation amongst service designers, what are some of the journey related initiatives that we can take that can drive those goals? So when I think about this as examples, user experience, business objectives may be improving the productivity, improving overall user satisfaction, the adoption of a specific feature, attach rate. And in italics here is the example that I'm taking to the right. So the adoption of the feature, maybe we want that feature to be used by 10,000 net new users. And to get there in the journey context, we may recommend an in-app guided experience and a campaign, different nudging approaches and so forth. Just a few examples, right? In the customer side, we may have business objectives like a close rate in the sales cycle and your recurring revenue numbers and pushing that up. The attach rate, attach rate being if we sell product A, how many people are also buying product B as a package, if you will. Really important for our business, better customer service, more efficient customer services, those kinds of things along again, the B to B customer journey and to end customer journey. So the example here, attach rate of product A to product B is whatever percentage, right? Journey related measures that we can take, education campaigns, recommendations, business impact, projections, automation, those kinds of things. Last one at least, employee experience. I'll go a little quicker on that. But satisfaction, retention, the overall culture, a lot harder to perhaps measure, but really, really important for any company out there, any organization out there. Productivity, those kinds of things. What's the business result? We have a culture where people feel safe to fail, psychological safety. That is not something that you just measure numerically, right? That's a survey that you have to get to that through other means, but it's a really, really important business result, if you will. And then on the right, you see some of the things that we maybe do and to get there, more comprehensive reviews from people to people, the way we approach project management, the way we approach debriefs and continuous learning, those cultural things that maybe things that a journey recommends. I want to dive into an example that sits in the world of customer experiences for that top down example that Mark mentioned. So let's dive into the specifics. Here are some of the group goals. Here are some examples of those group goals. The group goal may be meaningful, actionable insights. The group goal may be a continuous shift from the old way of selling hardware and software in a one-up to reoccurring revenue in a subscription model. It may be overall simplification. It may be expanding a wallet share. We have a pretty robust set of different offers that perform different things for these restaurants and stores and banks. So we may get in with one product. How do we add on additional products within that same customer concept of wallet share? So those are some of the goals in our group here. And if we cascade that down into the journey, we are diving right into the second phase of a six-step end-to-end customer journey from evaluate to purchase to onboarding to use to maintain to renew and grow. You see that there on the left on your screen. And we are zooming in into a moment of the buying experience. And our insights, our research has shown, okay, you know, help me know what to choose and help me create a quote myself, right? If those are the things that I want to actually enable the customer, how does that actually layer up to the bigger picture goals? Before I move over the slide, I also want to mention that we have a very robust culture around measuring and managing by the high-level NPS, Net Promoter Score. And we track that at the sort of the high-level journey level. It's a little hard to cascade down an NPS score into a specific action, a specific moment in a journey. So that's sort of more the guiding NOSTA overall is the collective of all the things that we do and pushing that NPS score up. Or are we doing something wrong? That's what that tells us, right? In that example step of the journey, how do we now cascade those bigger picture goals down? And I'm trying to move one of the windows here, so I can actually read my screen. There we go. So what we have here is, OK, if the challenge is that they want to be able, if the customer need is that they want to be able to do more things by themselves, maybe the opportunity for innovation in a broader sense here is this notion of self-service configuration of their solution. So it's not something that a sales person necessarily needs to do any longer. It's something that they can do themselves, just as an example here. And we'll be now able to say, OK, we have these bigger picture goals. We have these higher-level goals of simplification of wallet share, of asset service. We can drive these down and say, OK, here are now things that this opportunity answers to in terms of the goals, the close rate. You see that here in the top right, the close rate, the annual reoccurring revenue, the attach rate, right? How much of this am I selling with another solution, the overall CX efficiency? So now in our conversations, we can make that clear link between higher-level corporate goals and how this one specific project would help solve for that. We can dive one level deeper here, looking at the specific capabilities or solutions or features that make this happen. And we can cascade this down as well. And you see here, if you compare, we're missing one, right? We have close rate, ARR, and efficiency. We do not have attach rate. This specific idea of a next-generation customer self-service account may not be directly related to the attach rate. But it's one of those things that we need to create a better self-serve experience. So we can get even more granular in having those goals. Being very specific, one specific feature may solve for one aspect of the overall goal, but we may not answer to all, but several goals, several capabilities will then enable the overall response to the goal. So pretty granular, pretty detailed, and it helps us to be very, very actionable in our execution. Also, what do we measure at those moments? Can we actually pull in metrics from our sales organization, from Salesforce, and say, OK, what is the current attach rate as we're building this capability? And after we deploy this capability, do we see any movement in the attach rate? That tells us it gives us a correlation. It doesn't give us causation necessarily. There is something, there's a signal that's moving. We're now getting closer in terms of net business results. That attach rate is actually moving, which is pretty cool. But we don't know exactly if our customers really think that self-service experience had everything to do. What's the only thing that drove that attach rate or if there was a conversation with the sales person and those kinds of things? How do we get there in our workflow with the insights feature that friends that they do just released? It's cool to use that to document insights along the journey. We're also using it the other way around, where we're saying, OK, we do want to understand more about this moment in the purchase segment here in the buying experience and say, hey, could you guys run a new and different analytics report? We may have baked in analytics into that part of the website anyways, but can you run a customer report that specifically tells us where they clicked in terms of adding features, adding things to their basket, so to say. And same thing with the survey of the customers there. So it's kind of cool that we can now send upstream more specific, more qualitative research requests. So that's the top down. I'm just going to go real quick in the bottom up and then hand it over to you, Johan. One of the examples that I wanted to share is not the full walkthrough in the journey management environment, but I mentioned our work in the employee experience. And we did some discovery around the new hire journey mapping here and found some onboarding pain points. And we cascaded out from there and said, OK, you know what? Really what's behind that is one of the key reasons is faster, simpler availability of information, a push to people that are involved in the hiring process versus a pull for them to having to find this. In this case, we actually did one round of co-creative workshops with stakeholders to drive a little bit more engagement. But in this bottom up kind of scenario, ultimately what this led to was a high level business goal in the HR organization that is all around improving information availability and flows and also highlighting the availability of existing information itself, so an internal marketing campaign. So this would be an example where a bottom up is very specific, very detailed journey mapping project ultimately led to a establishment of a higher level business goal. OK, so Florian just shared a top down approach that helps you to align and connect your journeys to business objectives, making sure that you're working on the stuff that is most relevant. But there's also a bottom up approach where you allow your journeys to inspire new and better business goals. If you curious how that approach works, click the video over here. If you ask me, this way of working unlocks the true power of working with journeys. I'm really curious if you will feel the same after seeing that presentation. So click the video over here and I'll see you over there.