In-store CX experimentation

Challenge

Argos had introduced a digital browser (iPad) and had a lean resourcing model. Therefore, the team hypothesized that customers with enquiries were walking out without making a purchase.

Approach

We suggested adding a concierge button into the iPad, which customers could press to request assistance. However, doing so would be costly and time-consuming. Therefore, we purchased a set of off-the-shelf IoT enabled physical buttons and programmed them to send an SMS whenever pressed. We installed them and recorded how often customers pressed them as well as the reason for doing so.

Impact

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The experiments proved there was significant demand for the button, and delivered a c10% sales uplift. Subsequently, it was integrated into the digital browser and rolled out to 800+ stores nationwide.

Lean Venturing in maritime supplies

Context

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As the maritime supplies market was becoming commoditised, we developed a growth strategy based on creating an ecosystem of smart/connected products. Subsequently, we lead several venture team to bring innovations to market using lean methods rapidly.

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Challenge

Ropes often snap unexpectedly due to tension which causes severe injuries and fatalities. As there’s no way to measure tension ropes, they have to be retired prematurely which leads to significant cost inefficiencies (large vessels require circa 21 ropes, and they costs $5,000+ each).

Approach

We created a series of MVPs (see images on the right) to validate there was demand and customers were willing to pay a premium for the solution. Crucially, we secured letters of intent before entering the costly production process.

Impact

The rope was launched in just six months and was a blockbuster success. It is now installed on thousands of vessels globally. Moreover, it has spurred on a wave of related innovation, such as ropes-as-a-service (a fixed price rope subscription service).

Practical Creativity

Prudential, a leading global financial services company, wanted their group HQ functions (Finance, HR, IT, Procurement, etc.) to be more creative in their everyday work.

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The course was delivered several times and was consistently rated as ‘Excellent’. The impact was tracked via an intranet community page, and the course is credited with triggering dozens of new initiatives including a reverse mentoring programme (HR); the adoption of Viso dashboards (Finance); and a streamlined onboarding process for start-ups (IT).

Creative Problem Solving

Incremental, a leading B2B software company, wanted to equip all colleges with a way to identify novel solutions and make better decisions when faced with complex issues.

Colleagues were asked to bring examples of problems they were working on so they could apply the RAPID reframing canvas to experience the framework being applied in the real world. Several novel solutions were
identified. For example, after identifying a bright spot (positive exceptions) in the US operation, a UK manager mirrored and streamlined the customer onboarding process, which is credited with reducing sales
leakage.

Testing
Business Ideas

HP’s large format printing team wanted to test a wide portfolio of new ideas for printing hardware and business services which went beyond split testing and market research.

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Colleagues were taught the theory (based on the Lean Startup methodology) using a relatable case study. They then applied the appraoch to live business challenges in the afternoon. This involved codifying ideas, identifying leap of faith assumptions (LOFA) and designing and prioritising a series of experiments.

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Subsequently several experiments were completed using the methodology and the course is credited with catalysing changes in ways of working and culture, as evidenced by the fact it was repeated and rolled out across the division.

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