The Experience-Centric Organization

Conclusion

Conclusion

Becoming an experience-centric organization is not a choice you make, but an imperative driven by the market. Where there is competition, all organizations are competing on experience in one way or another, and all are inevitably on a trajectory toward experience centricity. You can choose to move quickly along this trajectory and gain competitive advantage, or you can wait and watch others speed past you.

In this book I have shown what it means to be experience-centric as an organization, and the steps that you need to take to reach experience centricity. You can obtain quick wins by embracing an experiential journey approach, so that is a good place to start. However, this is something your competitors will also be doing, and my experience is that you need to think long-term and start an organizational transformation. Key to this transformation is experience thinking, a way of thinking that is powered by design. If there is one discipline that can accelerate your transformation to experience centricity, it is design—but not design in the traditional sense. Experience centricity requires that you embrace design thinking as a way of thinking, and design doing as a way of doing. A central part of this design-driven experiential competence is being one step ahead of your customers by being able to see them, hear them, and be them. This understanding is not enough on its own, though; you have to translate it into experiences in order to deliver a combination ...