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Panel Discussion
Digital Strategy: Making The Case


Andrew Foley 
Experience Strategy Director 


Kevin O'Connell
VP, Global Lead Digital Practice Service
MasterCard Labs

Kunal Vaed 
Former SVP, Head of Digital 

Scott Wilkinson
Director, UX Strategy and Design, GWIM
Bank of America Merrill Lynch

Discussion Observations:

  • The power of executive commitment to UX/CX processes and lenses. The further up digital competence/vision sits in the organization the greater the ability to make rapid and well informed decisions on product initiatives.
  • The pervasiveness and relative maturity of adoption of early stage concepts and prototypes. This is now a best practice for executive communications and organizational alignment. There is also an inherent efficiency to these types of early stage investments.
  • The power of customer involvement – not just field research and usability but in the actual solution definition and development. Helps to ensure that your product idea will be pre-disposed to adoption. · What it really takes to derive value from investment in metrics. Requirements specific to measurement and analytics, dedicated team members with the right skill sets, and the desire (and project budget/time) to investigate and ascribe behavioral drivers.
  • The need to expand beyond traditional business case methods and analytics to help target and justify investments – customized quality of experience metrics, customer satisfaction, baseline KPIs as well as user performance and behavior.

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