we never
talk about innovation we never have so much
not
and user experience it’s a
father market that becomes a place of life
in which one can sit on a
armchair drink coffee between two purchases
it’s a vtc driver who will you
give a bottle of water that will you
to charge your smartphone
in the united states the yale experience is
become the first criterion for choosing a
digital service in front of the price for
pure digital players looking for
the best user experience is
deeply rooted in their DNA
it’s one of the two pillars of
disruption with their business model in
revenge for most companies
traditional
that is, those that are not
natively from the digital world
switch to a logic of
the experience of excellence
experiential implies a transformation
in depth
a transformation of the model
innovation to reorient it towards
the customer experience for years
the customer experience was the parent
poor innovation innovation
was to create new
features add new ones
new options services
it was the golden age if we can say
functional innovation of the
functionality in this model the
differentiation between a product and a
service whether it’s a machine to
to wash or a credit card
this differentiation is based on
all the features we’re going
able to offer customers the whole
services there will be in this
package and finally to the limit on
would even be tempted to say that is that
this feature is going to be useful to a
vast majority of users or not
ultimately this question and secondary
the functionality must be visible
it’s a selling point
in this model there the raison d’être of
innovation is to bring in
permanent new features
to render obsolete the products of
previous generations and so incite
would have purchases nevertheless we feel
is at a tipping point of this model
I will take a small example a
remote control TV remote
an object that we touched is a
TV remote control I do not know
if you’re having fun counting the pimples
it’s 50 buttons on average 50 functions
and then a few years ago to
the initiative precisely always pure
digital remote control players
much simpler a lot more
sober have arrived on the market
focus on the main functions
and we know that the new generation of
remote control will no longer be material
she will be vocal
how do we interpret this
evolution and well simply because
that innovation does not escape the
cycle logic and innovation
functional and most likely happened
after one cycle
a cycle where finally the experience
would replace the function the reasons
for which we reach the limits of
this exercise of functionality are
the following
a point of view the user
stacking function makes
used experience of basic service
more and more complicated textbooks
users become so thick
that nobody reads them anymore
interfaces be they physical on
electronic equipment
cover of buttons and icons that are
not always obvious the interfaces
digital become drop-down menus
spread over several pages
it’s complicated from the point of view of
now
this complexity stemming from the services that
we add to each other this
complexity of the functions that one
add that also a shot a
impact an impact on the system
information because it is necessary
absorbed all this complexity
the unit cost of evidence and
products feels a remote control
about fifty touches it costs 8
times more expensive than a remote
basic so that it is for
the user is complicated to
the company is expensive and it’s
complicated we feel that we are finally
is reaching the limits of
model
the second reason that made this
model of innovation works is
arrived at the limits
it’s once again the arrival of
pure digital players that have made
emerge a business apart so who have
brings out an innovation model
alternative based on yale experience
if I continue with the logic of the
remote control a remote control
it is neither more nor less than
interface
but an interface is always forgotten but
it is an obstacle a necessary obstacle
but an obstacle between a need I want
see a film and the realization of the need
is in a logic of innovation
experiential we will seek to render
this interface this obstacle the most
intuitive possible the least painful
possible so that the client
the user puts the least expense
time to access what he wants
four years ago I worked with
netflix at the launch of this service on
our TV decoders
needless to say that in terms
netflix user experience is a
true pioneer but what had me
struck at that moment
there was a feature
that I found interesting that
did not exist at netflix
it was the download this is the
ability to download on his
smartphone
a video a movie or a series for
to be able to look at him in a plane citing
if we are outside a blanket eh
well it was not basically a
problem for for netflix because if
we look and well where are we
watch the videos or do we keep
his films, including over 90% of
case it’s home house cover
wifi so in terms of allocation of
resources
netflix deliberately chose to
put the whole priority on the use
principal who was the visualization of
movies at home and they would treat the
case of downloading in a second
time in a second time so explains
user experience expertise
that they have deployed primarily on there
where the service was the most used
how do we implement a
model of experience a model
of experiential innovation is something
global thing that will concern
all the entities of the company
but there are three key points
firstly the simplicity
where the functional innovation model
will try to stack the functions on
saw the innovation model
experiential will seek to be
focus on the features on
the simplest services is the
back to basic
secondly experiential innovation
is a process that concerns the whole
world in the business
the experience of a user she is
global it starts from the discovery of the
Service to the use through
the purchase see the claim is therefore in
result
where in an innovation model or
functional, we could leave
departments of the directions manage this
innovation in contrast 120 models
experiential innovation is good
the whole company that is involved
third thing we can not imagine
to do experiential innovation
without putting the customer at the center is the
must find it in all stages
of the innovation process
from conception to design
prototyping test of prototypes of the b
testing and in continuous improvement
by feeding on customer feedback
in the end the innovation obeys this
rule cycles to this notion of cycle
and we can see that we are in the process of
switch gradually from one system
of innovation based on the function to a
innovation model based on
experience for a company
traditional
the challenge is a transformation into
depth to be able
to address this this new model
of innovation to get there he goes
have to show a lot of
conviction and a lot of innovation there
must re-learn innovation reinvent
innovation thank you
[Applause]
talk about innovation we never have so much
not
and user experience it’s a
father market that becomes a place of life
in which one can sit on a
armchair drink coffee between two purchases
it’s a vtc driver who will you
give a bottle of water that will you
to charge your smartphone
in the united states the yale experience is
become the first criterion for choosing a
digital service in front of the price for
pure digital players looking for
the best user experience is
deeply rooted in their DNA
it’s one of the two pillars of
disruption with their business model in
revenge for most companies
traditional
that is, those that are not
natively from the digital world
switch to a logic of
the experience of excellence
experiential implies a transformation
in depth
a transformation of the model
innovation to reorient it towards
the customer experience for years
the customer experience was the parent
poor innovation innovation
was to create new
features add new ones
new options services
it was the golden age if we can say
functional innovation of the
functionality in this model the
differentiation between a product and a
service whether it’s a machine to
to wash or a credit card
this differentiation is based on
all the features we’re going
able to offer customers the whole
services there will be in this
package and finally to the limit on
would even be tempted to say that is that
this feature is going to be useful to a
vast majority of users or not
ultimately this question and secondary
the functionality must be visible
it’s a selling point
in this model there the raison d’être of
innovation is to bring in
permanent new features
to render obsolete the products of
previous generations and so incite
would have purchases nevertheless we feel
is at a tipping point of this model
I will take a small example a
remote control TV remote
an object that we touched is a
TV remote control I do not know
if you’re having fun counting the pimples
it’s 50 buttons on average 50 functions
and then a few years ago to
the initiative precisely always pure
digital remote control players
much simpler a lot more
sober have arrived on the market
focus on the main functions
and we know that the new generation of
remote control will no longer be material
she will be vocal
how do we interpret this
evolution and well simply because
that innovation does not escape the
cycle logic and innovation
functional and most likely happened
after one cycle
a cycle where finally the experience
would replace the function the reasons
for which we reach the limits of
this exercise of functionality are
the following
a point of view the user
stacking function makes
used experience of basic service
more and more complicated textbooks
users become so thick
that nobody reads them anymore
interfaces be they physical on
electronic equipment
cover of buttons and icons that are
not always obvious the interfaces
digital become drop-down menus
spread over several pages
it’s complicated from the point of view of
now
this complexity stemming from the services that
we add to each other this
complexity of the functions that one
add that also a shot a
impact an impact on the system
information because it is necessary
absorbed all this complexity
the unit cost of evidence and
products feels a remote control
about fifty touches it costs 8
times more expensive than a remote
basic so that it is for
the user is complicated to
the company is expensive and it’s
complicated we feel that we are finally
is reaching the limits of
model
the second reason that made this
model of innovation works is
arrived at the limits
it’s once again the arrival of
pure digital players that have made
emerge a business apart so who have
brings out an innovation model
alternative based on yale experience
if I continue with the logic of the
remote control a remote control
it is neither more nor less than
interface
but an interface is always forgotten but
it is an obstacle a necessary obstacle
but an obstacle between a need I want
see a film and the realization of the need
is in a logic of innovation
experiential we will seek to render
this interface this obstacle the most
intuitive possible the least painful
possible so that the client
the user puts the least expense
time to access what he wants
four years ago I worked with
netflix at the launch of this service on
our TV decoders
needless to say that in terms
netflix user experience is a
true pioneer but what had me
struck at that moment
there was a feature
that I found interesting that
did not exist at netflix
it was the download this is the
ability to download on his
smartphone
a video a movie or a series for
to be able to look at him in a plane citing
if we are outside a blanket eh
well it was not basically a
problem for for netflix because if
we look and well where are we
watch the videos or do we keep
his films, including over 90% of
case it’s home house cover
wifi so in terms of allocation of
resources
netflix deliberately chose to
put the whole priority on the use
principal who was the visualization of
movies at home and they would treat the
case of downloading in a second
time in a second time so explains
user experience expertise
that they have deployed primarily on there
where the service was the most used
how do we implement a
model of experience a model
of experiential innovation is something
global thing that will concern
all the entities of the company
but there are three key points
firstly the simplicity
where the functional innovation model
will try to stack the functions on
saw the innovation model
experiential will seek to be
focus on the features on
the simplest services is the
back to basic
secondly experiential innovation
is a process that concerns the whole
world in the business
the experience of a user she is
global it starts from the discovery of the
Service to the use through
the purchase see the claim is therefore in
result
where in an innovation model or
functional, we could leave
departments of the directions manage this
innovation in contrast 120 models
experiential innovation is good
the whole company that is involved
third thing we can not imagine
to do experiential innovation
without putting the customer at the center is the
must find it in all stages
of the innovation process
from conception to design
prototyping test of prototypes of the b
testing and in continuous improvement
by feeding on customer feedback
in the end the innovation obeys this
rule cycles to this notion of cycle
and we can see that we are in the process of
switch gradually from one system
of innovation based on the function to a
innovation model based on
experience for a company
traditional
the challenge is a transformation into
depth to be able
to address this this new model
of innovation to get there he goes
have to show a lot of
conviction and a lot of innovation there
must re-learn innovation reinvent
innovation thank you
[Applause]
Please follow and like us: