The main objective of a digital experimentation program normally is to optimise the customer experience. The belief is that an optimal customer experience creates loyalty with existing customers, helps to acquire new customers and therefore is the best driver for profit and future growth. So if we want more customers than why is that we know so little about them?

Because we don’t know that we did know.

If you have been running a CXO program for some time you have lots of learnings and insights on customer behaviour. So you do have the knowledge, you do have the insights. But value can only be created if this knowledge is available to everyone and most importantly that this knowledge does not get forgotten. If insights only live in someone’s head, they don’t exist. If information is stored locally in different documents on someone’s computer, they don’t exist. Your colleagues will never be able to know what you know or in other words: We don’t know we did know.

A centralised library and a structured process will certainly help to overcome the problems mentioned in the title of this article. A structured process will create the feedback loop that you need. A well defined process starts with the customer and ends with the customer. It starts with the customer as the first step is to do research. What is the current customer experience and how can this be improved? You can dive in the data but proper user research as in actually talking to real customers should be included in this first step.

It ends with the customer because after you’re done with your experiments you want to implement the improved version of your website, your app or just introduce this new proposition you have been testing. After in implementation you should see the results, a higher level of customer satisfaction, more revenue and a better paycheck for you. 

It is important to document everything, not just the outcome of your experiments but every step of the process should be documented in a centralised library. Only then will you benefit from the full potential of your CXO program. Companies without a centralised library are doomed to repeat the same experiments over and over again

Technology does not disrupt companies, losing touch with your customers does. The faster your feedback loop is, the more you knowledge you create the better you adapt to changing consumer behaviour. 

This series is inspired by an article published by GO Group Digital. Check out the other posts that are part of this series on Why experimentation programs fail:

  1. The experimentation program is not tied to an overarching business purpose and lacks a central guiding metric
  2. Teams are siloed and experiments do not consider the entire customer journey
  3. Experiments have to be perfect before they see the light of day
  4. Losing experiments are disregarded, rather than investigated
  5. A lack of trust and a fear for failure cripple innovation
  6. Experiment ideation is not derived from listening to customers