Is success linked to user-centred strategy?
In a warm-up session for GDS assessor's training workshop we were presented with a narrative looking at UCD and the success of companies vs some of their failed competitors.
The idea presented was the top row of logos are companies once well known as leaders in their field vs competitors that are now better known for doing the very same thing.
The observation given was that the bottom row has stayed relevant to their users by having user centred design.
This got me thinking…
How is success connected to user-focused 'service' being at the core of business? Can we validate this idea via a comparison of high level statement of intent, organisational vision statements?
I compared topline vision statements, for some well-known companies who used to be at the top of their game compared with their newer, more successful competitors.
Vision statement comparisons
HMV vs Spotify
"HMV is the UK and Ireland's leading specialist retailer of Music, DVD/Video, Computer Games and Related Products." — HMV, 2009
"With Spotify, it’s easy to find the right music for every moment" — Spotify, 2014
Blockbuster vs Netflix
"Blockbuster's goal is to be a complete source for movies and the company is continually looking for ways to offer its customers more value, choice and convenience." — Blockbuster, 2009
"People love TV shows & movies. We love being the best possible place to enjoy them." — Netflix, 2014
Yahoo vs Google
"Yahoo!'s vision is to be the center of people's online lives by delivering personally relevant, meaningful Internet experiences". — Yahoo, 2010
"Yahoo is focused on making the world's daily habits inspiring and entertaining - whether you're searching the web, emailing friends, sharing photos with family, or simply checking the weather, sports scores or stock quotes." — Yahoo, 2014
"Our goal is to make it as easy as possible for you to find the information you need and get the things you need to do done."
"We provide a variety of tools to help businesses of all kinds succeed on and off the web."
"We build products that we hope will make the web better—and therefore your experience on the web better."— All Google, 2014
Myspace vs Facebook
"MySpace is an online community that lets you meet your friends' friends." — Myspace, 2009
"Myspace is a place where people come to connect, discover, and share." — Myspace, 2014
"Facebook's mission is to give people the power to share and make the world more open & connected." — Facebook, 2014
Observations
It is interesting to see from these that some visions are about products and some are about services for people. For example "finding the right music for every moment" is not about selling a particular medium, like a CD, or about making a single product, such as an online music streaming service. It's about delivering a service that helps people listen to music.
In much the same way, "being the best possible place to enjoy shows and movies" is not about where you get them from or what medium. It's about delivering a service that helps people watch shows and movies.
More than semantics its intent
This may seem semantic, but it does make a big difference to the organisational intent.
If we compare the vision statements of Spotify and Netflix with their failed competitors, HMV and Blockbuster; the former are user service statements the later a are business goals and objectives. (Of note, Blockbuster didn't see value in buying Netflix back in 2000. They chose to pursue downloads and DVD mailouts, not offering streaming until 2011 – 4 years after competitors Hulu and Netflix. For them, not staying in touch with what people wanted was a downfall!)
In summary
It seems the successful companies visions are about delivering a user-focused service intent not just products or business needs. This allows them to have a longer-term ambition, that can adapt to changes in technology or behaviour with out needing constant redrawing.
If you don't have this user-focused intent it is difficult to understand how to adapt for the future.
Opportunities for the future are limited by the scope of today.
Being business focused means internal narratives are prioritised over external ones. Potentially at the detriment of the organisations survival.
