Customer Journeys: Learning Journeys – beyond ‘nudge’ to digital decisioning at scale

The Learning Emergence team hosted an International Centre for Infrastructure Futures workshop at the Systems Centre  yesterday to explore the synergy between ‘customer journeys’ as developed in the digital architecture of retail banking – and ‘learning journeys’ as developed by the Bristol team to capture the personal and social processes which contribute to the development of ‘resilient agency’.

the achievable goal of true ‘customer at a time’ value management with many millions of customers

Dec Blue Partner  Tim Crick, also a Learning Emergence Partner, showed how advanced customer decisioning technology can help organisations deliver agile and adaptive ‘customer at a time’ value management strategies across digital, assisted and face-to-face  channels. This transformation in approach to customer management is radical – from a product/campaign centred approach to a ‘customer at a time’ Next Best Action Journey, from siloed channels to ‘joined up’ channels, and from  ‘old data’ to ‘real time insight’ – its all about how to engage the individual in becoming resilient agents of their own financial journeys, rather than ‘telling them what to do’ and ‘selling them products they don’t really want’.  Dec Blue is partnering with the Learning Emergence Partnership to explore this ‘joined up thinking’ through research and development. Untitled

Lets just suspend our suspicion of the banks for a minute and explore these ideas.

Ok – this is ‘commercial speak’ but we are Analogical Scavengers....and if we look at this from a different viewpoint,then it has many of the characteristics of learning journeys.  The ‘person’ has a desire or a purpose. That purpose gives fuels their learning power.  They figure out how to go about achieving that purpose, to persevere and explore all the relevant data and options available to them, in their unique context. They accumulate all that information, no doubt feel overwhelmed, and challenged as they figure out how best to achieve their goal. They get the help they need (online and offline) and finally settle on their preferred outcome. Once they move in they’ve achieved their purpose…they got what they wanted and needed which was a home of their own (not a mortgage!).   This is what we call a ‘single loop’ learning journey – just getting the job done. But if we use the same digital decisioning capability to ‘make the journey visible’  so that the individual learns how to go about navigating the journey itself more reflexively, asking more questions, challenging more assumptions and exploring more alternatives, then we’re actually enabling people to strengthen their learning power and become more discerning and effective in creating value. 

customer journey

Justwillingly suspend your disbelief’ about the banks for a moment. The focus here is on enabling the individual to identify a purpose, to creatively explore what their options are, to find people and resources to help them, to collect the data they need to explore options, to make a decision and to implement it. Maybe the outcome is a NO. Still it’s a job done and its a learning journey. The journey has an architecture – stages, steps, transitions, interactions, triggers, beginnings and endings. The point is we have the technology and the know how to build this sort of digital decisioning infrastructure at scale.

what if we tuned this technology to the challenge of CO2 reduction?

customer journey fuelled by learning

double loop learningThe ‘customer needs cycle’ matches the ‘authentic enquiry cycle’ ….. what we know about learning power and resilient agency adds value to this by locating the ‘customer’  (aka ‘learner’ or  ‘individual’) as the primary agent of purpose and thus the driver of the process. Resilience is about mindfully navigating the journey between purpose and performance fuelled by learning power, which is the way in which we regulate the flow of energy and information over time in the service of a purpose of value’.   The dimensions of learning power simply provide a language and a focus for how we can go about this and get better at navigating learning journeys when we don’t know what the outcome is in advance. Learning Emergence Partner Steven Barr took us through the first steps of designing a customer/learning journey focused on ‘cycle to work’ as a job to be done which, if done at scale would have an impact on the overall outcome of CO2 reduction.

linking the the knowledge and know how about digital customer journeys with learning journeys and applying this at scale to an important social  ‘job to be done’ is the next big research and development challenge

 

 

 

 

 

 

About the author

Ruth Deakin Crick

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