Wilson Fletcher: The Client of the Future – Innovating around the Client Experience
If you want to design tomorrow’s client experience, don’t start in the past
Genuinely innovative services inspire new behaviours in customers. The best way to conceive the kind of breakthrough ideas that make this possible is to free yourself from the past. In this article, the latest in Alternative Insights Client of the Future series, Rae Digby-Morgan and Mark Wilson from Wilson Fletcher discuss why current state analysis can stop you achieving a bold step forward.
“So… how do you approach analysing our existing performance: I assume that’s something you want to do before starting to design the future experience?”
This question was posed a few days ago by a prospective media client. Their assumption was, quite logically I suppose, that we would interrogate their analytics and conduct a detailed analysis of their diverse digital estate before we kicked off work on shaping an entirely new service. This comes up in law firms relentlessly: surely we must spend many weeks mapping established complex legal processes before we produce something worth the post-its it’s written on.
Our answer to the earlier question was:
“Our approach is always the same: we don’t start with the past.”
We get posed questions like this all the time. Understanding the minutiae and loops of a current process, what works (and what doesn’t) tells us what aspects of the service customers currently value, or at least use, the most. Conventional wisdom would suggest that this should be an excellent foundation for designing a new generation.
That premise, in many cases, proves to be entirely wrong. The reason, when you think about it logically, is blindingly obvious: these are historic data points based on historic experiences. Essentially, they’re answers to old questions.
So imagine if we were genuinely trying to reinvent the interface between law firms and their clients. Imagine that we wanted to actually bring meaningful innovation to a relationship that has remained largely unchanged for decades (or centuries). Where would we start?
Not with today’s experience, that’s for sure. Starting with the current state always leads to weaker future state solutions. The two most common analyses of current state information are performance data and service functionality, and both can set you off in the wrong direction. It’s inevitable that you will carry through legacy thinking and industry if that’s where you start.
I won’t labour the point about language but I’m not going to talk about legal processes anymore. If we are to drive a better relationships with the clients we work with, we need to start talking about services, outcomes and value instead.
You wouldn’t dress for yesterday’s weather, so why design for yesterday’s behaviour?
That quote I started with was in the context of an ambitious target to increase revenue 10x from a suite of services that are heavily used but don’t operate efficiently.
To achieve the commercial goals, the service needs to be completely reinvented, and an entirely new value proposition created that reframes it in the minds of its target customers – essentially teaching them how to think about its value in future.
Law is, again, no different. Law firms want to grow and increase their income. At the same time, clients are expecting much better outcomes from their relationships with law firms: this is particularly evident in the tensions between in-house counsel and law firms, where they are under increasing financial and resource pressures and they are expecting a step-change in the efficiency and fluency of the relationship they have with their external partners. Just as every other department in their respective businesses does with its own partners.
A slightly improved version of the old way gets judged using the old value equation. Create a new way to do something and you have an opportunity to capitalise on that change in behaviour. New behaviours, driven by new levels of utility, can drive new value.
New, new, new. That is the crux of my answer to that initial question. The last place to turn when trying to release yourself from the shackles of an under-performing service is the current state. What performs well now could be exactly what kills you tomorrow.
In an established company outside the legal sector, the core aim of any step-change innovation or generational reinvention is usually to create new customer behaviours that can generate new or expanded commercial returns. When you boil it down, that’s it.
The elephant in the room is that this is no different in law.
Empowering new customer behaviours tends to make even the best historic data obsolete. The digital age is littered with the corpses of terrible decisions built on world-class insight into current performance. Who cares today what the most used/best-selling/highest rated 35mm film is? It largely doesn’t matter, because new technology switched on an entirely new set of consumer behaviours, which in turn rapidly made all of that historic performance data worthless. The legal sector has a reputation for complacency – but let’s face it, there’s a very high likelihood of disruption.
No firm wants to be law’s Blockbuster, which was doing great by every measure – until suddenly it wasn’t.
Performance data – information on what has happened up to now – is a fundamentally important part of operational performance for any modern company. But you have to understand its limitations and know when to set it aside to take bigger steps forward.
I guarantee that 10x increase will not come from any of the areas identifiable as the best performing today – not least because the definition of ‘best performing’ will have changed completely.
Looking too hard at how things work today will stop you from thinking inventively about the future
“We’re currently undertaking an extensive programme to map all of our existing services. We aim to be ready to design their replacements in around nine months.”
This (also real) quote came from a large public sector client. Their challenge is to design new generations of services that are relied on by thousands of people every day, most of which have been in operation for many years.
Again, this sounds like an entirely sensible approach: fully understand everything you do today before creating a new generation of services for tomorrow. Years have been spent making these processes work, and a hive of industry around each ponderous step exists in abundance. By understanding how these services function today, they will be able to fully inform the design of future services. Right?
This is the functional equivalent of performance data: how things work today may have no relevance whatsoever to how they should work tomorrow, because, again, the greatest gains come from enabling new, not just better, ways to do things.
Now we know that’s not always possible, especially in a legal context where some steps are set in stone. But it has to be the aim at the outset or you guarantee that you’ll never achieve anything but an incremental improvement.
More importantly, in every case we can think of, it saves a ton of wasted time and money.
As with performance data, getting into the weeds of current functionality inevitably clouds future thinking. People ask, consciously or unconsciously, ‘how do we do this better?’ instead of ‘how might we achieve a new level of service?’ or ‘what could this experience look like in 5 years?’ or even ‘what if we didn’t do this at all?’ – or a hundred more fundamental questions like these.
Create a new customer behaviour by coming up with a new way to achieve something and a large percentage of that current state analysis that has taken so long, and cost so much, is now of no value at all. All you’ve achieved is a compromised view of the future.
Jump ahead, focus on the future, and only look back if you really need to
In both cases, there’s a better way. Start in the future, and check that against the past if it’s needed.
In our work, we always start by envisioning the ideal future state of a service before we even consider paying attention to current performance or function. It spans every aspect of the work we carry out: for example, our early stage work with customers always focuses on achieving broader empathy with them and their worlds so that we can identify opportunities for the future. We rarely ask them about current service performance (where one exists) early on because it’s then hard for them to think beyond that.
Our initial aim, typically after a very short phase of work, is to articulate a ‘clean’ vision of what the future state could be: harnessing new technologies, emerging customer behaviours and new business models in the most value-rich way possible for both customer and organisation.
This should be the first step in the design process for any step-change reinvention or new innovation: imagining an optimal (and realistic) future state that is rich in insight and free of hindsight.
This embeds a new mental model of how things might work, and insulates our collective brains against the effects of historic characteristics. We can then dig back into more detailed current performance analysis or mapping of current functionality where it is relevant (and it often is) – and can freely leave it behind where it is not.
We have approached dozens of major programmes this way, and in every case there were also clear advantages beyond better qualitative service outcomes; cutting months off of programme durations; saving man-years of current state analysis; reducing low-value resource costs by de-prioritising work on areas that will not be carried forward; making technology investments with more clarity and greater focus… to name but a few.
You can’t escape human nature
In our work, our job is always to help our clients think ahead. If we started with a deep analysis of current state behaviour, we’d have to be superhuman not to let that influence how we shape new ideas – even in the knowledge that it shouldn’t. It’s a basic part of human nature: fill your brain up with the detail of today and it’s hard to step outside of that to imagine a genuinely different future.
Dwell in the current state and you will fail to ask the more profound questions, you’ll be allergic to leaving out something that works well today, and you’ll never take a meaningful step away from the client experience of today.
Focus on ‘what if?’ not ‘what is?’ and you’ll give yourself the best chance of a genuine breakthrough.
Rae Digby-Morgan, Consultancy Director
Mark Wilson, Founder Partner