The truth is, however, it’s likely that delight isn’t the goal. The result is a team often in disagreement around when the work is “good enough” to move on to the next thing. Missing this up-front alignment inevitably creates dissonance between individual team members and their subjective interpretation of the customer feedback. In my experience, however, these teams frequently lack a shared definition of what “delight” looks like in the context of their current initiative. Getting Real about Customer Delight: The Strategy of Emotional Outcomes So, each day, well-intended product teams across the globe rally behind delight as an outcome in their work, eagerly awaiting their customers’ reaction as a barometer for success. I’d bet that at least 75% of those reading this post would say that “Customer Delight” is somewhere in the top 3 stated goals of their company for the year. It’s all the rage, and is often the reason we get out of the bed each day – we want to delight our customers in everything we do.
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