Taking a design-led,data-driven
approach to experiencetransformation

Contents

03

Customer experience in theera of modern business			
04
Why exceptional experiences
create competitive advantage
07

Driving business transformation
with human-centered design10

Embracing data and AI to scale
CX personalization

12

Tackling technology complexity
and investing to innovate

15

Organizational collaborationand new ways of working
			18
Advancing your journey of
CX transformation

2

Customer experiencein the era ofmodern business
Delivering compelling, relevant customer and employee
experiences is an imperative in the digital-first era. According to
the IBM Institute for Business Value, organizations that prioritize
customer experience (CX) reported three times higher revenue
growth over the past two years than organizations that place lessemphasis on it.

“The last best experience anyone
has anywhere becomes theminimum expectation for theexperience they want everywhere.”Paul Papas
Managing Partner
IBM Consulting Americas

But companies are encumbered by numerous hurdles in theirjourney of experience transformation — from data governanceto technological complexity to organizational misalignment thathinders CX collaboration. 56% of organizations struggle withdifferent platform requirements across their business, and 49%
with siloed data sources that lack sharing and transparency,
according to the Institute for Business Value. As a result, many
companies aren’t using their data or technology investments tothe fullest.
With people’s expectations continuing to evolve in the wakeof the pandemic, companies are under increasing pressure toelevate customer and employee experience and tackle thesechallenges to create competitive advantage.
Modern CX businesses are design-led, data-driven, technologyenabled and multidisciplinary. This paper will examine four
foundational pillars for organizations to explore on their journeyof digital transformation:
1.
2.
3.
4.

Leading with business design
Harnessing data and AI
Tackling technology complexity
Adopting a multidisciplinary approach to CX transformation

In addition, we’ll provide resources for CX leaders looking todrive competitive advantage in the experience era.

3Why exceptional
experiences createcompetitive advantage

To differentiate themselves from the pack, companies
should lean into data-driven insights and skillful design
to create personalized, contextually relevant experiences
for customers and employees.

4Fast-track customer experiencetransformation now
When the pandemic hit, luxury brands like
Swiss watchmaker TAG Heuer that had
traditionally sold through retail stores werechallenged to deliver a better digital shopping
experience for their luxury collectors, fans
and aficionados. As TAG Heuer developed its
customer transformation strategy, it wanted tocreate a 360 view of each customer that would
enable a personalized, seamless digital journey
across channels. It worked with CX design
specialists at IBM Consulting™ to create a
guided purchasing experience using Salesforce
CRM and the Salesforce cloud platform.
Tag Heuer enhanced customer profiles, started
celebrating customer birthdays and special
occasions, and brought well-being and mindset
into its customer interactions. As a result of
the brand’s digital commerce strategy andnew online purchasing journey, it saw tripledigit growth in 2020, thanks to more bespoke
customer experiences.

Stories like TAG Heuer’s — of customer experiencetransformation enabled by data-driven insights, purposefulexperience design, and the use of leading customer platforms— underscore the potential for businesses to use experience
to differentiate themselves. With people’s expectations
ever-increasing, companies are under pressure to deliver
personalized, contextually relevant experiences for customers
and employees — making both their personal and professional
lives easier and putting time back into their day.
Companies’ digital transformation journeys gathered speed
because of the global pandemic. 60% of organizations
surveyed by the Institute for Business Value indicatedthat they dramatically accelerated their company’s digitaltransformation during the pandemic. Businesses had to quickly
pivot to add digital commerce, curbside pickup, and remote,self-service capabilities and find innovative ways to bridge
their physical and digital properties. This growing customer
expectation and need for choice continues. Today, more thanever, customers are demanding relevancy, personalization andnew ways to purchase and engage with brands. As a result,organizations are laser-focused on customer retention asa growth driver and means to build loyalty and trust — putting
CX transformation on the fast track. The key is providing
exemplary, interconnected experiences across channels
throughout the customer lifecycle to support the new,experience-driven modern era of business.

Why experience must be a
strategic C-suite priority

90% of decision makers say
personalization is imperative totheir overall business strategies.
Forrester Consulting

5

In the Institute for Business Value 2021 CEO Study, 60%of surveyed CEOs leading the most financially successfulorganizations said that “delivering better customer experiences”
is among their highest priorities in the next two to three years.
These leaders are using customer feedback to propel businessdecisions and technology investments.
To compete and win in the experience era, companies will needto make CX and employee experience (EX) a strategic priority
and unite the organization to quickly execute on that priority.
Yet, there remains a disconnect. While firms emphasize theimportance of CX personalization, it doesn’t always translate
into a tangible difference for customers. According to Forrester,“more than half of consumers say they feel brands are trying
to get to know them, but they don’t see their shopping
experiences improving because of it.” The pandemic also
demonstrated that plenty of organizations weren’t ascustomer-centric or adaptive as they thought.

The business impact of investingin experience transformation
Prioritizing and investing in CX transformation offer numerous
business benefits — from economic returns and operational
efficiencies to customer retention and employee satisfaction.
To name a few:
Audi UK is another leading brand that
accelerated innovation by investing inexperience transformation. Given the fact that
90% of car purchases now start online, Audi
UK partnered with IBM iX® — the customer
experience arm of IBM Consulting — toreimagine its digital experience as part ofthe complete automotive customer journey.
For example, Audi UK is giving customers
immersive online opportunities to learn about
vehicle features and book a test drive. To
anticipate the needs and preferences of thenext generation of Audi drivers, it started withuser-centered design. It also deployed Adobe
Experience Manager and Adobe Analytics toaugment the digital experience and deepen
each driver’s connection and loyalty to thebrand, and adopted new, agile ways of working
with the IBM Garage™ Methodology. Now Audi
UK is delivering tools up to 75% faster andseeing a significant increase in leads — over
59% in 2020.

Contextual awareness is “theability to sense, process and use
customer and contextual data andintelligence in an appropriate andtimely manner to make customer
interactions and communications
personalized and relevant to theirneeds and wants.”
IDC

6

Increased revenue. Sales and revenue growth are criticalpriorities to every company. A 2021 Institute for Business Value
survey on digital experience platforms found that organizations
that formally prioritize customer experience reported threetimes higher revenue growth over the past two years thanorganizations that place less emphasis on it. A Zendesk survey
found that 86% of customers will spend more with companies
that personalize customer service, and 91% will spend morewith companies that offer their preferred option to reachcustomer service. And in a Forrester survey of personalization
strategy decision makers, CX personalization efforts resulted in
an almost 6% increase in sales revenue, a 10% increase in orderfrequency and a 2.5% increase in average order value.
Improved marketing KPIs. According to McKinsey & Company,
CX personalization efforts can reduce marketing and sales
costs by around 10% to 20%. The Forrester report justmentioned found that strong personalization strategies leadto improvements in marketing KPIs like conversions, which
increase more than 2.5%, and click-through rates, which
increase almost 11%.
Higher customer satisfaction. Keeping customers happy is
critical in an atmosphere of high consumer expectations. A
Gartner survey found that 75% of organizations can now showthat customer satisfaction leads to revenue growth throughincreased customer retention or lifetime value. Forrester showedthat after firms improved their personalization strategies, net
promoter scores (NPSs) increased by an average of more than 18
points and customer loyalty improved by 33%.
More innovation. Some benefits of CX investment are lessquantifiable but no less important. The Institute for Business
Value survey found that “Experience Leaders” who prioritize
CX transformation outperform their peers in both customer
satisfaction and innovation.
“Experience is becoming the future of business,” said Matt
Candy, Global Managing Partner of the IBM Consulting customertransformation service line, IBM iX. “Organizations that meet thischallenge are more likely to be leaders in the marketplace. In
both tangible and intangible ways, delivering exceptional CX andEX sets businesses apart.”Driving business
transformation withhuman-centered design
Putting people at the heartof every businessNo matter the industry or whether your business operates in the
B2C or B2B space, everything you do directly or indirectly serves
people — humans who have multilayered identities, who arebusy, who have work and personal lives, and who are looking for
products and services that add value, time or ease to their day.

“Now, what is good design?
In IBM, we have always felt that
good design must serve people.
The most important things weare dealing with are the humanbeings who work for the company
and who work for our customers,
and who use our products. Our
machines should be nothing morethan tools to extend the powersof the people who use them …
Design can help make a goodbusiness great. In short, we think
good design is good business.”Thomas J. Watson, Jr.

7

Delivering human-centered transformation requires companies
to work at the intersection of emerging business strategies,
design and hybrid multicloud technology to serve the ultimate
goal of delivering smarter, more human experiences.

A design-led approach to customer
experience transformation
To generate compelling experiences in the face of ever-growing
customer expectations, many organizations are adopting adesign-led approach with Enterprise Design Thinking® — acreative problem-solving method rooted in human empathy andagile development.
Enterprise Design Thinking offers three guiding principles thatare highly applicable to CX and EX transformation:• A focus on user outcomes• Restless reinvention• Diverse empowered teams

These principles keep teams focused on user outcomes as
they design new offerings, driving better product adoption, as
well as customer loyalty.
Etihad Airways wanted to provide customized,
frictionless customer experiences by
personalizing its customers’ preferences formeals, in-flight services, transportation toand from the airport and other areas throughtheir digital journey. To accomplish this goal,
it took advantage of cloud computing anda microservices architecture that supports
AI-driven analytics for personalization. The
company used Enterprise Design Thinking tocreate an experience-led customer journey.
Experience design helped Etihad Airways
better understand its customers’ needs so
it can create a better, more personalized
journey — starting with faster, easier checkins. “Everything we do is for our guests, andeverything is about customer experience,” said
Mike Papamichael, Vice President, Technology
and Innovation at Etihad Airways. “I wanted
the digital journey to match our really fantastic
in-flight experience. I wanted the team totransform our current system, leveraging cloudtechnology and microservices, and build thiscomplex solution in less than three months.”

IBM Consulting takes this method a step further with its
approach to business design, which conjoins the creative
methodology of Enterprise Design Thinking with the strategic,
operational and technological concerns of a business. So,
you’re focusing not just on user experience but also on thebusiness need and broader cultural concerns to create value
while benefiting customers and society at large.
For its 2021 report Design Thinking isn’t enough, the Institutefor Business Value studied organizations — which it dubbed
the “Design Vanguard” — that fully embrace the key principles
of business design. These companies:• Have made design principles the basis of theirorganizational culture• Invest in and modernize their technical anddigital capabilities• Effectively scale solutions to meet business demands
The research found that 82% of Design Vanguard businesses
see design as a revenue-generating capability. And it pays off:
these leaders see a revenue growth rate premium of 175%compared to others.
Design-led companies are transforming their business models
to reach new customers, grow revenue and garner loyalty.

Broadening the experience lens
The benefits of human-centered design extend well beyond
the customer experience. Design-led businesses take awider view of enterprise experience, which involves a rangeof stakeholders and relationships: customers, employees,
ecosystem partners and more.

82% of Design Vanguard businesses see design as arevenue-generating capability. These leaders see a revenue
growth rate premium of 175% compared to others.

8Companies that prioritize customer experience
showed three times higher revenue growth over thelast two years than those that don’t.

To improve customer experience acrossdigital channels, CaixaBank knew it needed
to simplify its customer service and moveto a single technology platform. Choosing
Salesforce as its platform and IBM Watson®
chatbots to handle simple customer service
inquiries, CaixaBank then designed an
improved user experience with IBM Consulting.
As a result of the project, the bank reduced
over 50 customer service numbers to one
and now provides call center agents withtools and information to enhance customer
relationships.

9“Ultimately, a great customer experience starts with a great
employee experience,” said Billy Seabrook, Global Chief
Design Officer, IBM iX. “When you empower employees andarm them with solutions that make their jobs easier, it fosters
better experiences for the customer — and this extends beyond
customer service. Across every department and function
experience transformation is about human dynamics — notjust technology solutions that support better experiences.
Therefore, focusing on the people who encompass the enterprise
experience, and building a high degree of empathy into
interactions, will produce better business outcomes.”
When City Furniture empowered its retail employees with realtime data in iOS applications on the sales floor, they were able tooffer customers a more efficient, informative and personalized
shopping experience. As a result, City Furniture saw a 13%
increase in average order volume, 18% more warranties sold and
17% higher stain protection sales. When you enable employees
to work smarter and feel more empowered at work, it leads to abetter CX.

Embracing data
and AI to scale
CX personalization
Data and AI capabilities are
essential to customer experience
According to Forrester, 55% offirms say technology limitations
inhibit their ability to executeon personalization strategies.
These limitations include difficulty
managing customer data, lackof data integration, difficultyusing customer data effectively,
and database maintenance andmanagement.
Forrester Consulting

If technology is the engine for more human customer andemployee experiences, data is the fuel.
Modern experiences are not only personalized but proactive
and even predictive. The most successful experience leaders
use data and AI to anticipate people’s wants and needs — often
before they even realize they have them. Data-driven insights
enable deeper, more meaningful, real-time experiences. To
deliver them, you need a robust data and AI strategy.

Tackling data challenges
Data is everywhere inside modern businesses. But the explosionof enterprise data — and where and how companies collectit — has challenged businesses’ ability to effectively use it for AIdriven and insight-driven CX transformation.
Most businesses are inundated with data but lack a central
platform or strategic approach to use it to its full potential. Add
to the enormous volume of data the problem of data silos — inwhich data is separated into multiple, disconnected systems
across an enterprise. Organizations are failing to join their data
sources together across the company and focus on the right data
for the purpose. As a result, customers end up with disjointed
experiences that leave them dissatisfied and reflect poorly on
the company.

10

Only with the use of strategic AI and analytics capabilities canbusinesses derive insights from data that help them create highly
personalized experiences. Companies that manage to connect
their data sets, apply analytics and AI, and enable omnichannel
activation continue to set themselves apart.
2021 Institute for Business Value research indicates that AI andanalytics are among the top four technologies organizations plan
to invest in within two years.

Orchestrate experiences
across the CX journey
An orchestra is a complex ensemble of skilled musicians working
independently and collectively to create beautiful sounds.
Likewise, experience orchestration involves many moving partsof a business — employees, processes and technologies —working together to create exceptional experiences.

Technology that connects
data connects humans
Given the technical complexity of many IT environments,
connecting customer data from across different applications
and business systems can be a challenge for companiesof all sizes. An abstraction layer commonly referred to as adata fabric or data mesh helps enterprise-scale organizations
sync all their customer data points so they can apply AI andanalytics tools at scale. The insights can then be used to shape
an infinite number of optimized experiences across customerled journeys. Such an architecture dynamically orchestrates
disparate sources of data across a hybrid cloud landscapeto make it business-ready for AI in real time. It’s exactly thekind of solution firms need to support personalization andcontextualization across a customer journey.

How do you orchestrate better experiences across the customer
journey using data and AI?
1. Capture the best, most relevant data.
2. Use the data you have more effectively.
3. Enable a CX orchestration ecosystem to harness your data.
Customers make countless microdecisions in their touchpoints
with a brand — all of which provide opportunities for data
capture. But you need to be strategic to ensure you’recollecting the right information and protecting customers’sensitive personal data. From there, companies need to ensure
they’re fully taking advantage of the relevant data to informthe customer journey. Advanced analytics and AI can mine
vast quantities of data for deeper insights into customer andemployee behavior. And finally, enabling and evolving a broader
CX ecosystem of partner capabilities helps activate the fullpotential of technologies to drive dynamic, engaging, frictionlessexperiences. The companies that have succeeded in delivering
those right-time, right-place tailored experiences are the ones
that disrupt industries and set new standards for customer
expectations.

11State of Rhode Island leaders use nearreal-time information to update publichealth policies and notify Rhode Island
citizens, if needed, within hours. IBM
Consulting — in collaboration with the Rhode
Island Department of Health (RIDOH), thestate’s Department of IT, and Amazon Web
Services (AWS) — helped build a platform
to support the COVID data lake running on
an AWS cloud. IBM connected the data lake
to the Salesforce platform, used for caseinvestigation and contact tracing, so that data
sets could be automatically produced andmade available each morning for generating
critical reports. IBM also automated thecreation of geospatial analytics in three hours— versus four days previously — as well asother data to highlight concentrated areas ofinfection in Rhode Island.

Tackling technology
complexity andinvesting to innovate

Companies that take advantage of cloud computing
and AI-driven analytics for personalization can design
greatly enhanced customer experiences.

12

Technical debt: A major hindrance
to CX transformation
Harry Rosen is a great example of a company
whose technology investments for CX paid off.
The luxury menswear retailer has a long historyof commitment to customer relationships.
In its early days, one of its founders recorded
customer details on recipe cards to provide
personalized recommendations. Today,
the retailer delivers one-on-one customer
experience through its clothing advisors anddigital commerce platform. When the
pandemic started, its website struggled tohandle traffic and it needed to fast-track digitaltransformation to uphold its commitment to
exceptional CX. Working with IBM Garage
to align people, processes and technology,
Harry Rosen invested heavily in IBM Cloud®
and modernized its customer relationshipmanagement (CRM) system to support
personalized digital shopping. As a result of
the engagement, the retailer increased its
website performance speed by 100 times andwas able to stay nimble through the twists
and turns of the pandemic.

Technology challenges can be a significant barrier toorganizations as they try to evolve how they deliver experiences.
The technology landscape has modernized so rapidly thatorganizations struggle to keep up with the latest changes andoften adopt new technology in a piecemeal fashion, especially ifthey’ve grown through acquisitions. Through all these changes,
many organizations inadvertently introduced more complexity
into their architectures — and now it’s hindering their ability totransform experiences.

How to address technicalcomplexity to enable an experienceled, data-fueled tech ecosystem
There’s no one-size-fits-all solution to tackling technical debt
and its implications for CX. However, there are ample methods,
best practices and tools to help you simplify and integratetechnologies to serve your business objectives. Depending on
where you are on your experience transformation journey, one ormore of the following approaches could help you take the next
step:
Create a reference architecture for better visibility.
Companies are often challenged to balance the demandsof today against the needs of the future. Without a clear,strategic reference architecture, you can end up with shadow
IT operations, duplication and a limited ability to create orparticipate in ecosystems. A reference architecture withtechnology radars aligned to your organizational structure
provides a visual of your current portfolio and underpins yourchoice of strategic platforms and ecosystems. This visibility into
the IT estate empowers organizations to execute at speed andscale, in line with their strategic priorities. It helps employees
see how they fit into the strategy and how to collaborate to build
on each other’s success.
IT architecture is a lot like gardening: you start with a design
and a vision, but for the garden to succeed, it must be shaped,
pruned and allowed to grow and evolve. Likewise, your strategicarchitecture must grow and evolve with your organization,
without getting overrun with weeds.

Addressing technical complexity — and investing in cloudand cutting-edge technology — will enable an experienceled, data-fueled tech ecosystem.

13

Southwest Airlines is known for almost exclusively flying one
type of plane, which allows pilots, cabin staff and ground staff
to speak a common language and easily switch between routes.
This approach helped the airline reduce costs, increase skill
levels and deliver faster turnarounds. In the same way, being
strategic about technology choices allows companies to gain
advantages with their architecture. You can build common
assets like design systems or technology assets like component
libraries, microservices, APIs and DevOps platforms. The
reference architecture, strategic platforms and roadmap form
the foundation, and tools like IBM iX Experience Orchestrator
and the Red Hat® OpenShift® Platform become the technology
embodiment of your reference architecture — all of which
supports CX transformation.
Modernize with cloud-based platforms.
Some companies decide that remodeling the business toprioritize CX requires a technology overhaul — replacing older
platforms and tools with a new standardized one. This approachis, in many ways, harder and more disruptive to organizational
workflows, but there are times when it’s the right path forward.
Wrap abstraction layers around existing platforms.
A somewhat easier approach is to use abstraction layers toessentially hide the details of subsystems and make platforms
and solutions more interoperable. A data fabric is an example
of one such abstraction layer. Another example is an API or
microservices mesh in a hybrid cloud architecture. IBM iX
Experience Orchestrator is a framework for abstracting an“experience layer” from the data, technology and infrastructurethat support it.
Invest in ecosystems and partnerships.
As new and established players across the tech industry create
products and services that work together, fostering healthybusiness ecosystems is becoming critical to any organization’s
success. The technologies and platforms that support
experience transformation are constantly evolving. Businesses
therefore need to be on a course to evolve with them. A flexible,
open modern architecture that’s designed for strategic growth
and the ability to quickly test, iterate and deploy new capabilities
equips your company for the future.
Whatever direction your business chooses, working with apartner that combines deep technical experience, data analytics
skills, and the design and CX expertise needed is an importantpart of the transformation. The goal of reducing technicalcomplexity is straightforward: simplifying your technology
landscape frees skilled employees to focus on high-value tasks
that underpin innovation, growth and experience transformation.

14

What’s next: The technologies
fueling the future of CX and EX
Which new and future technologies will you invest in to support
experience transformation?
While the metaverse and nonfungible tokens (NFTs) may be
grabbing today’s headlines and will no doubt have an impact
on the future of customer and employee experience, they
may not be immediate priorities for investment by companies
still focused on the foundational elements of their digitaltransformation. However, the businesses that will be successful
in the metaverse are those that have invested in a modern,decoupled, API-driven cloud architecture and follow an
omnichannel approach. In many ways, the metaverse is a naturalextension of an omnichannel strategy — because you want tomeet your customers wherever they are in a consistent, brandauthentic manner. If a customer buys digital assets for theiravatar in the metaverse, that purchase needs to be integrated
in your CRM and commerce platforms to form a 360 view.
Companies that invest in their architectural platforms today witha view to the metaverse will be successful in adapting to these
new hybrid physical and digital worlds.
Many companies have yet to take full advantage of moreestablished cloud and AI capabilities — modernizing apps
or moving critical workloads to cloud — leaving plenty ofopportunity to take advantage of the capabilities of Web 2.0.
Survey data from the recent Institute for Business Valuebusiness design study offers insight into how organizations
are prioritizing technology investments to transform CX. Thosefirms that are most dedicated to transforming experiences
for customers and employees are investing heavily in cloudcomputing, with 77% currently investing in it because more
open, connected, intuitive platforms enable more innovation
around experience. Other planned technology investments for
CX in the next few years include robotic process automation(RPA), AI, chatbots, advanced analytics and natural language
processing (NLP).
The stakes will continue to rise as companies invest in nextgeneration technologies to drive CX innovation in order tooutpace the competition.

Organizational
collaboration and new
ways of working
Overcoming operational obstacles
Technology complexity isn’t the only thing burdening CX
transformation efforts. Complex organizational structures andbusiness silos similarly hinder a firm’s CX and EX transformation.
In large companies, business units are often siloed, with distinct
requirements, priorities and budgets. Delivering personalized,
contextualized experiences requires cross-functional
collaboration. CX strategy, likewise, needs to span the fullenterprise.

An organization’s ideal CX … canbecome a reality when everyone
across the enterprise has adopted
a customer-centric mindset.
From executives to employees
to ecosystem partners, they all
must be empowered with thetechnologies, tools, data insights
and processes they need.
IBM Institute for Business Value

15

Who’s in charge of experience?
Leadership for CX inside a business has evolved over time anddepends on the organization.
• Traditionally, marketing has been the driver of CX, as well as
the technology that supports it. IT and the chief information
officer (CIO) were often disconnected from front-end
marketing technology systems but are today increasingly
essential partners.
• Newer roles like chief digital officer (CDO), chief experience
officer (CXO) and chief customer officer (CCO) may also
now set the vision and strategy for CX. However, theirleadership in vision-setting doesn’t necessarily translate into
empowerment to execute on CX priorities throughout theorganization.
• Chief financial officers (CFOs) are also taking greater interest
in CX since it directly affects revenue and costs.

“The truth is that CX transformation must be multidisciplinary to
be successful,” said Matt Candy, IBM iX Global Managing Partner.
“Businesses have to get all the parts of an organization working
together to successfully deliver great experiences. In mostcases, CX must be a CEO-driven priority that’s then supported
by other leaders across the organization. CMOs, CDOs and CXOs
should be empowered beyond just setting a strategy and vision;
the more power they have, the more they’ll be able to influenceand determine CX success.”

Changing the business culture to alignaround experience transformation
Companies using intelligent workflows in Salesforce
have increased business productivity by 76%, customer
satisfaction by 86% and employee satisfaction by 83%.

Injecting people-centered design principles and agile ways ofworking across a company strengthens and supports experiencetransformation.
“Internal cultural transformation is vital,” said Billy Seabrook,
IBM iX Global Chief Design Officer. “Organizational culture — justlike CX — can be revolutionized through design-led, agile ways ofworking that put human outcomes first. The principle of leadingwith design should be imbued into your company culture andthen extend out into how you engage with customers.”
But how can you align diverse internal organizations, rallying
people and bringing together multiple skills around CX?

Frito-Lay offers an example of an intelligent
workflow that highlights the interconnectednature of internal and external transformation.
The North American snack empire wanted toempower its employees to delight customers
by modernizing tools and streamlining
frontline employees’ workflows. To that end,
Frito-Lay created a Sales Hub on Salesforce
Service Cloud to connect frontline workers
to the back office — giving them a seamless
mobile experience that provides valuable
information about delivery routes and timing,
stocking instructions, and HR and schedulingfunctions. At the same time, Frito-Lay createda digital commerce solution, allowing smaller
retailers to directly order Frito-Lay snacks
through an app that uses AI to understandand predict their needs. Working with IBM
Garage and IBM iX has helped Frito-Lay build
a more agile culture inside the company, gain
greater visibility into its processes and makeemployees and customers happier.

16

IBM Garage is an end-to-end model designed to help businesses
accelerate digital transformation through a set of principles andpractices. Its methodology draws on agile principles, DevOps
and Enterprise Design Thinking to help companies scale andcreate a culture of innovation — co-creating, co-executing andco-operating — while putting human outcomes first.

Embracing intelligent workflows toconnect the enterprise and ecosystems
Also critical to cultural change is the development of more open,
agile and intelligent workflows that connect stakeholders acrossenterprise functions to help them work more efficiently andeffectively to break down silos and share a common vision.

The Institute for Business Value describes these intelligent
workflows as a “Golden Thread” that animates the modern
enterprise, connecting not only employees but also ecosystem
partners to a core purpose, intent and value. With moreconnectivity across enterprise functions, employees see how
their work links to the bigger picture.
Good design puts humans at the center of every businessdecision — infusing user outcomes into entire product lifecycles
and customer journeys. And AI and world-class technologies
and digital experience platforms enable this human-centeredbusiness transformation by putting data to work to helporganizations understand and anticipate the needs — of
employees, customers, ecosystem partners and society at large.
Paired with a collective company-wide commitment and new
ways of working that align all functions around a shared vision,organizations today have an opportunity to create relevant,timely, more personalized and contextual experiences thatcreate competitive advantage.

17

Cultural change may be required: Setting who is in chargeof transformation and experience within a company cannecessitate creating new (yet essential) roles.

Companies using intelligent
workflows in Salesforce
have increased businessproductivity by 76%, customer
satisfaction by 86% andemployee satisfaction by 83%.
The State of Salesforce 2020-2021

Advancing yourjourney of
CX transformation

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18

As CX becomes increasingly connected to business outcomesand growth, experience transformation for employees,
customers and the enterprise is becoming a mandate. If yourbusiness is ready to advance your digital transformation witha deeper commitment to transforming human experiences,
IBM Consulting can help. Our experienced consultants and an
ecosystem of strategic partners like Adobe, Salesforce, SAP
and more can help you envision, design and deliver smarter
experiences across the whole customer journey, as well as helporganizations transform talent, skills and employee experiences.
IBM iX — the experience design arm of IBM Consulting — works
at the intersection of strategy, design and technology to help
companies digitally reinvent their business. We provide CX
consulting across the customer lifecycle — spanning product,
marketing, sales, commerce and service — with humancentered, design-led, outcomes-focused transformation.
• If you need help making design core to your company’s
experience transformation …
• If you want to take better advantage of data and AI to create
smarter experiences …
• If you’re looking to implement and optimize CX investments
in solutions from Adobe, Salesforce, SAP and other worldclass independent software vendors (ISVs) …
• If you’re ready to unravel technology complexity to drive
more innovation …
• If you want to adopt new business models and organizational
structures that empower you to work differently …
IBM Consulting can help.

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