As you run your business, you focus on what you know. You're great at that. You'll tweak and optimize moments in a customer's journey, with the intention of improving their experience.
We often find there are blind spots in the picture of a person's experience with your product and service. These unknowns could include things like:
- What motivates them to use your product or service
- The environment they are in
- Who they interact with all along the way
- What they are thinking and feeling, and
- What they are doing...
...just to name a few.
Dozens, if not hundreds, of moments happen before they ever visit your website, purchase your product, or call customer support. All of these details are important to understand, for one simple reason: experience matters! The whole experience, from start to finish. Make no mistake, users will move on to something better if they have a bad experience.
At Domain7, we believe that success only comes when we fully understand the entire customer journey, and build experiences that put users first.
The process of Experience Mapping has been a valuable...
It’s easy to see how Domain7 lives out our mission to humanize the web: it shouts from our empathetic approach to solving client problems and our user-centred design.
But until they engage with us for a little while, many of our clients don’t understand that our mission extends beyond our products, and right into our operations.
As a junior accountant, my work stays behind the scenes, but in two years at Domain7 I’ve seen how empathy seeps into our processes, and have been invited to build upon that—both in how we engage with the wider team and with clients.
Here’s a peek behind the curtain at how your “human” Domain7 experience carries through right to the administrative level:
Involved at every level
Accountants can slip into bad habits: we’re more removed from projects so it’s easy to feel disconnected from the daily mission of a company. But not at Domain7.
We’re engaged throughout projects—not just when it's time to bill clients after launch. We take part in brainstorming sessions with the Strategy team; we share biweekly internal updates on team initiatives, company happenings, new projects, or ones on the...
More and more people are realizing the value of co-creation, facilitation and workshops in general as a means of creating innovative breakthroughs. But, if you’re not accustomed to actually wielding a roomful of people’s creative energy, it may seem a bit daunting.
I’ve collected a few of my favourite tips to help you on your journey as a workshop leader.
Invite with intention and inspiration: The way you communicate expectations around a workshop couldn’t be more important. Participants’ attitudes will make or break your workshop. Do everything you can to be clear about what the workshop is for, to provide an agenda in advance, and to help people feel comfortable. If you can help inspire participants in advance that it will be a way to collaborate and solve problems together, that they need only bring their own selves, it helps a lot. If you detect skepticism, invest up-front in showing examples of helpful workshops and explaining the purpose.
Match the activity to the problem: Choosing exercises appropriately, depending on the opportunity you’re trying to find. Some exercise are better suited to brainstorming, others to team-building...
On a balmy day in August, the Domain7 Custom Development team met up at our top secret Abbotsford hardware labs for a day of learning and building. The main goal was to tackle a new platform: the Raspberry Pi.
I have a confession to make: hardware programming and wiring terrify me.
I'm not talking about consumer electronics—laptops, phones, audio/video systems—but the cool stuff that involves circuit boards, jumper pins, resistors, diodes, and probably some C code: platforms like Arduino, Raspberry Pi, or even simple transistors.
Despite many hours studying and building electronics since I was a kid, a full year of Physics, and nearly two decades of development experience, hardware still frustrates me.
Which is why the Raspberry Pi platform caught my interest: it runs Linux and I can actually use...
I’m a sucker for modern art and, for me, no travels are complete without spying a local collection of 19th and 20th century greats. A recent visit to Brussels and Amsterdam offered a deep dive into two of my favourites: Magritte and Van Gogh, respectively.
Truth be told, I favour Magritte with his hyperreal detail and his way of challenging our perceptions of reality with accessible wit. I had the museum mostly to myself, and I had splurged on an audioguide. It was a diverse and interesting collection…. and yet I couldn’t wait to get out.
The experience was jarring and unmetered—and it was nothing I could blame on Surrealism.
Its shortcomings were only further illuminated when I visited Amsterdam’s Van Gogh Museum a few days later. It was packed, and yet, like everything in Amsterdam, the crowd followed an invisible but understood rhythm—a natural flow. I absorbed more; I didn’t feel like I was constantly backtracking or missing key pieces; I didn’t feel overwhelmed...
Retention is such a stuffy word for something that’s rooted in emotion and personal satisfaction. Most often, keeping talent isn’t transactional; it’s everyday, human conditions that keep someone engaged.
Great, human companies don’t churn through employees. You hire people for a reason—because you value their expertise and them as individuals. When you do lose someone, it should be for the right reasons: because you’ve given them a platform to take an irresistible step up, or because they have an opportunity to try something completely new and exciting.
As I look at the retention equation, I’ve seen that dollars and cents are just one part.
What conditions create an environment where people stick around, invest and grow?
1/ Purpose & Vision
If you can build a clear connection between what the company stands for and the work you do, it becomes easy to answer the questions: Do I believe in that mission? Is it something I care about? Can I support it? and it means employees aren’t bumping up against conflicting or competing visions. Alignment brings engagement. At Domain7 we try to make our purpose clear: empathetic digital...
You’ve got a problem. We all know it. So let’s get it out on the table—the over-crowded, boardroom table, that is. It’s a problem with group approvals.
You can’t help it! It’s how your organization is set up! But we want to help.
We agencies do our best to get around committees—stipulating a single point of contact (POC) and giving firm decision deadlines. But behind every POC is a cacophony of opinions and ideas which are all valuable but almost always conflicting.
Rather than work against committees, we try to equip our clients with the tools to use them and, more importantly, give groups a chance to convey their heart and soul for a project. Not every idea is the right idea, but truly humanizing the web means representing the human voices behind companies—in a way that’s smart and cohesive.
So, how do we ensure everyone is heard without pivoting to accommodate every opinion?
1/ Clearly define a core objective
This is the single most valuable tool we can offer. Your objective should never be to “build a website” or “make an app.” It should be a real business objective—like doubling...
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