The reluctance to take risks goes against the inherent nature of entrepreneurism. Over the next few weeks I will engage some industry professionals with a short questionnaire (bold), and this week we have Tina Øvad, Senior UX & Usability Lead at Bang & Olufsen.

1. What are the industry trends affecting your business?

Since I am primarily working on a strategic level, the main trends currently are agile UX (User Experience) and scaling agile to suit larger organisations. I can see there is a lot of interest for these fields from many different companies, from a variety of industries.
From a design perspective, we have had positive feedback for our award-winning BeoSound Shape, a bespoke speaker system that can be position on your wall in the same way as a piece of art. And it also helps to improve the room's acoustics, so living with sound is very interesting, as well as voice activated systems.
For more information about BeoSound Shape: - https://www.bang-olufsen.com/en/collection/wireless-speaker-systems/beosound-shape

2. What are you doing now that you feel good about? Is there anything that you could be doing better?

Right now, I am so lucky that I really feel good about the things we are doing and the direction we are heading. I truly believe in the value of working agile with UX and bringing the users closer to our developers. And I am so fortunate that my colleagues at Bang & Olufsen believe in the same.

3. When you start a new project, how do you set yourself up to win?

I never win alone, we are a team! With that said, I think it is so important that we allow ourselves to fail from a UX perspective, as for us we never really fail, we either win or we learn! We are working with "Informed Design" and listening to our customers even though we are not implementing everything we get feedback on.

4. We know that feelings and emotions drive human behaviour, but why do you think that storytelling is a powerful tool to build culture?

By being a great storyteller you set the scene and create a story which hopefully the customer would like to be a part of and share. The fundaments of Bang & Olufsen are engrained within the Danish culture, both due to our role in the Danish history and, also because we originate from the mould of West Jutland. Furthermore, many people are raised with Bang & Olufsen products, and they are recognised for great design and high quality. Continuing this story, and in fact, spreading this story to our global partners is extremely important for us.

5. Based on a prism of what's working and what's not from the customers' perspective, how can your organisation realign to meet your customers' needs?

In the software department, we are working on bringing the users closer to development. This approach is based on Agile UX, UX KPIs, autonomous teams, a UX toolbox, easy access to test participants, use of beta- & VIP testers, and utilise data and information we already have, e.g. Analytics, NPS and CSI.
I am fortunate to be working at Bang & Olufsen where I have been given the freedom to bring the customers closer to us, and these new values are spreading throughout the company.

6. How does trust relate to the customer experience and customer relationships? And what about its impact on employee engagement?

Trust is one of the agile core values and a key factor both when it comes to us working together, but also in relation to making a great user experience. As without a mutual trust between our customers and ourselves, we could not make a great user experience.

7. How do you use customer experience in the battle to win the hearts and minds of your customers?

I work with user experience, so from my point of view, it is important to design and develop products that are easy to use. With both customer experience and user experience being the foundation of our cultural heritage. I believe that with good storytelling and excellent products, these products will become products our consumers will be proud to own.

8. In your experience, are external consultants better suited to engage employees in dialogue when discussing risks and benefits of customer experience management?

Yes, sometimes senior management tend to listen more to external consultants than to in-house specialists. In these cases, I think it is important to acknowledge whether the in-house specialists have experience in the given project or whether an external consultant would be better suited for the task. Usually, the in-house specialists are the ones who have the knowledge about the feasibility, market, etc., and therefore, they should have the final say, as ultimately, they will be the ones who implement the ideas.

9. Engagement is a challenge, but in your opinion, when you bring the suggestion to hire an external consultant to your bosses, what questions do you expect them to ask?

I would expect my boss to ask for a full description of the specific task the external consultant would be hired for and why we are not able to cover these tasks ourselves. "Why not in-house?"

10. If your boss asks – "What extra value will this service bring?" How will you prepare for that from a business justification stand-point?

I would never hire an external consultant without having a clear idea of how that person would bring value to the company. The preparation would be completely dependent on the specific task.

Many thanks to Tina for her time and engagement.
Tina Øvad - https://www.linkedin.com/in/tinaoevad/