In the story opening this preface, sales managers and
customer care agents had separately shared their obsta-
cles and inefficiencies with their managers. But it was
not until decision makers could see connected factors
that both the problem and the solution became appar-
ent. Reports and slide decks don’t have this causal
effect. Visualizations do.
But visualizations don’t provide answers outright, they
foster conversations. Diagrams are compelling artifacts
that draw interest and attention from others in the orga-
nization. They are a means to engage others in discourse.
Visualizations point to opportunities and serve as spring-
boards into innovation.
In a broader sense, visualizations inform strategy. They are
a key way of seeing the market from the customer’s per-
spective. Mapping experiences isn’t a nice-to-have design
tool; it’s a must-have for strategic alignment.
Finally, as practices like lean product development take
hold in organizations, the need for alignment only
increases. Small, empowered teams need to be on the
same page as the rest of the organization. A compelling
visualization gets everyone moving in the same direction
for the same reasons. Your organization’s agility depends
on shared purpose.
Aligned organizations have their kitchen in order. They
move together in the same direction for the same
cause—to create brilliant experiences. And they don’t
focus on parts of the experience. They consider the end-
to-end interaction. The sum of local optimizations does
not guarantee optimization at the global level.
Note that “alignment” is already an inherent part of the
business strategy vernacular. Typically managers speak of
upward alignment—getting everyone in the organization
to work toward a stated strategy from above. My inter-
pretation of the term focuses on
value alignment:
looking
first at the value an organization needs to create from the
individual’s perspective, and then figuring out the strat-
egy and technology needed to deliver that value.
3. Create visualizations as shared references.
The challenge of alignment lies in the difficulty of seeing
interdependencies across the organization. Each depart-
ment may be functioning fine on its own. But from the
users’ perspective, the experience is a patchwork of inter-
actions they have to navigate themselves.
Visualizations are a key device to break down siloed
thinking. A diagram of the individual’s experience serves
as a tangible model for the teams to rally around. More
importantly, visualizations allow the viewer to grasp inter-
locking relationships at once.
xiv Preface
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