Category: lean thinking
Shamir Duverseau

How Mature is Your Digital Experience?

According to MIT Sloan Management Review, “digital maturity goes beyond technology … it’s about how businesses are adapting in a digital environment.” Organizations must strive to make digital core to their business—in all areas of their business—in order to succeed. As a marketing leader you have a key question to answer: Are you fundamentally adapting your customer experience to compete effectively in the digital era?

Answering this charge requires an understanding of what digital maturity looks like vis a vis the experience you are providing to customers—from awareness to conversion and beyond—as well as the ability to measure where your organization falls on the spectrum of digital development. The closer you can get to a real-time, 1:1 experience with each person, the more mature your digital experience. Why? Because the more personal the experience, the more likely someone is to take action in the short term and build lifetime value for your organization in the long term. 

To illustrate the importance of the 1:1 experience, consider this example. Smart Panda Labs worked with a real estate development company offering luxury apartment rentals in metropolitan areas including New York, Chicago, and Los Angeles. As with many organizations, the homepage was one of most frequented pages on their website and featured general messages about the company and their newest properties. As we helped this brand mature their digital experiences, homepage content became more personalized. Direct visits to the site prompted location-specific content. Visitors coming to the site by way of a paid search campaign would see content related to their search query. Their behavior on the site further informed home page content, as they searched specific neighborhoods or property types. As this personalization increased, so did engagement and conversions.

Just as no child grows up overnight, no organization can become digitally mature overnight, either. The arc of digital experience growth can be summarized in four stages: Early, Developing, Maturing, and Leading.

The Early Stage

If your organization is in the early stage of digital maturation, the digital experience you are providing to consumers is not fully formed. Maybe you are still just talking about how to personalize the journey, but you have yet to put those wheels in motion. 

To progress to the next stage, you’ll need to focus on clarifying your vision, goals, and strategy and communicating that vision across the organization. What are the fundamental ways you will build awareness for your brand in the digital space? How will you get prospects to consider your products or services? What can help them make a decision and choose your brand over the competition? How can you keep them as customers? And finally, how can you transform them from loyal customers into adoring fans?

As you answer these questions, focus on how you’re building your foundation—the elements necessary to execute, measure, and learn from basic tactics. The emphasis here should be on learning, which is a critical thread that must be pulled through each stage of your organization’s growth and maturity.

The Developing Stage

In the developing stage, your organization is focused on framework—the parameters and processes that must be in place to engage in slightly more advanced digital tactics. Not only will these more robust tactics begin to drive better results, they will also begin to provide more meaningful data, and data is the gas that will fuel the personalization to which every brand aspires.

While the basics afford you the ability to gather data, a framework enables you to  gather meaningful customer data on which you can act.  

It is this kind of data that positions you to explore personalizing the experiences you are creating, if not to individuals at least to groups (audience segments).  

The Maturing Stage    

Jeff Bezos once said of Amazon: “Our success is a function of how many experiments we do per year, per month, per week, per day.” In today’s digital world, more and more companies are turning to experiments to discover how best to create or improve online experiences. A maturing stage organization is concerned about having an organizational culture that promotes experimentation, and one where learning is part of every digital tactic. 

Personalized experiences are driven by the needs and desires of your  prospects and customers. Experimentation is essential to uncovering what those needs and wants are. 

The mindset that fosters experimentation is one of trusting the process. It’s about the journey, not the destination. People’s circumstances and, therefore, preferences change constantly. Add to that the effects of the marketplace, and you quickly come to recognize that personalization is never fixed. Knowing an individual’s (or a segment’s) needs and desires requires constant testing, which can only be supported by a thriving organizational culture of experimentation. (Learn more about the importance of such a culture and how to achieve it in the Harvard Business Review article “Building a Culture of Experimentation”.)

 The Leading Stage

When you have arrived at the leading stage, you’re focused on your team. You have invested in your organization, and your team has used that investment to build you a strong foundation, a solid framework, and a pervasive culture. Now it’s time to make sure you are investing in their learning and growth.  

Remember, while data may fuel the digital experience, it is people who fuel your organization. The right team will not only enable your strategy to thrive, they will have the mindset and the skills to evolve and iterate that strategy in an ever changing world. Those iterations will necessitate changes to your foundation and framework to provide the proper support. It is your team that will lead and manage those changes. Furthermore, it is people who bring life to and maintain culture, so it will take the right people to live the culture you have built as a maturing organization.

Ultimately, the right people will bring you the greatest return on your investment.

What’s Next?

Every organization is different, varying by size, industry, and market. However, the tactics that lead to a mature digital experience are fundamentally the same. How well you execute on these tactics, across all digital experiences, is what will win you loyal customers and increase their lifetime value.

Knowing where you are in this trajectory requires asking yourself some direct questions about the digital experiences you are (and aren’t) currently providing. Understanding your baseline is essential to your growth. Ready to find out? Take this quiz.

Once you decide you’re ready to evolve your digital experiences to the next stage, you’ll need a roadmap to get there. Understanding these next steps will be the subject of a future article. 

Category: lean thinking
Shamir Duverseau

Maximize Data with Lean Thinking

Build. Measure. Learn. Those three words are at the core of Lean methodology, a way of doing business that incorporates elements from Six Sigma, agile development, design thinking, and other sources. Lean methodology is a modern application to business that has a longer history in the manufacturing industry, originating in the Toyota Production System in the 1950s. It has since been used by successful startups and large corporations alike, across industries. Lean’s continuous improvement cycle enables companies to make meaningful progress by getting the best use of customer data and intelligence.

When it comes to the digital experience, Lean thinking can be a tool of immeasurable power. From acquiring qualified traffic to converting those prospects into customers to retaining those customers to build lifetime value, a Lean viewpoint can help optimize every touchpoint of the customer journey. As this is especially the case in a considered purchase industry, Lean is now at the heart of how we at Smart Panda Labs are helping our clients drive customer lifetime value.

Here’s how.


Everyone knows that building products and services that meet customer needs is a primary goal of any business. But customer needs are varied and nuanced, requiring answers to a long list of questions. If you wait to answer all the questions at once, or worse, assume you already know the answers, you risk high costs and wasted time at best. At worst, you risk the failure of an initiative, a division, or an entire organization.

This is why the term “minimal viable product,” or MVP, has become so popular and so important. A tenet of Lean and Agile methodologies, an MVP is a product with just enough features to satisfy early customers and provide feedback for future product development.  Each iteration of this streamlined product or service is meant to answer a question or two, or meet a set of demands, but not all demands at once.

We have learned the value of MVPs for our clients’ products as well as our own. So, we build new services and processes, not as fait accomplis, but as MVPs in order to ensure that are meeting client needs.


Objectivity does not come easily to modern day organizations. While gathering unbiased data is becoming easier, there remains a persistent risk of a biased interpretation of the data.

Lean accounts for this through customer-centric experimentation and measurement, allowing customer interactions and feedback to live at the center of the story. Actionable metrics inform whether your customer is experiencing your product in the way you hypothesize, or if you need to pivot. Either way, customer data and creative intelligence are guiding your decisions, thus maximizing the results.

Our own actionable metrics include feedback from our clients. How do they feel our innovation is helping them? Is it making things easier or harder? Is it aiding them in meeting goals or communicating with teams? The answers to these questions, along with many others, will help us to know whether or not we are moving in the right direction. And these decisions can be based on real feedback, and not simply cool ideas that we fall in love with but bring no benefit to the client.


“If you cannot fail, you cannot learn.” Eric Reis, the author of The Lean Startup, makes this simple but important point. Not everything works out the way you envisioned. Lean tells us that with every failure comes a wonderful opportunity to learn and iterate. The key is to embrace the opportunity.

For example. One of our clients engaged us to run an experiment on their website. The first test we helped them run failed miserably and quickly. It was designed to be a quick win … but turned out to be far from it. However, the resulting learnings from this failure yielded another experiment that was impactful in both its effect on the business goals (adding seven figures of incremental revenue for the year) and the additional customer insights it yielded.

Failure can’t always be the primary concern. Whether or not we are learning from these failures is what matters. We use our learnings to improve products and services on behalf of our clients, and also to improve the client experience we provide. What makes us better at our jobs also makes for better relationships.

Build. Learn. Measure. This is the backbone of how we harness data and creative intelligence to help our clients drive value from their customers, and it is becoming the method by which we serve our clients, period. If you are reading this, you are more than likely someone’s client. Should you expect any less?


Key Takeaways:

  • Lean methodology is a continuous improvement approach that enables companies to make meaningful progress by getting the best use of customer data and intelligence.
  • A key tenet of Lean is the “minimum viable product,” or MVP, which encourages the release of a product with just enough features to satisfy early customers and provide feedback for future product
  • Lean also emphasizes customer-centric experimentation and measurement, so that customer data and creative intelligence are guiding decision making.
  • Lean tells us that with every failure comes a wonderful opportunity to learn and iterate. The key is to embrace the opportunity.
  • As applied to digital marketing strategy, a Lean viewpoint can help optimize every touchpoint of the digital experience—from acquiring qualified traffic to converting those prospects into customers to retaining those customers to build lifetime value,
  • Lean and its backbone of Build, Measure, and Learn is now at the heart of how we improve products and services for clients. It also informs how we improve the overall experience we provide our clients.