Chapter 1 The Experience Is the Product

1. You Press the Button, We Do the Rest

2. Increasing the Importance of Design

3. Technology, Features, Experience

4. The Experience Is the Product

Chapter 2 Experience as Strategy

1. Competitive Advantage: A Little History

2. Escaping Parity

3. The Escape of Novelty

4. Why Experience Matters

5. An Experience Strategy Isn't a Brand Strategy

6. Embodied Experience Strategy

7. Creating Effective Experience Strategies

Chapter 3 New Ways of Understanding People

1. Empathy

2. Old Models and Their Problems

3. What's Been Missing?

4. A New Model

5. Embracing Complexity

Chapter 4 Capturing Complexity, Building Empathy

1. Why Research Is Essential

2. Capturing Complexity with Qualitative Research

3. Where Organizations Go Wrong

4. Making Research an Organizational Competency

Chapter 5 Stop Designing "Products"

1. Doing It Right

2. Doing It Wrong: A Classic Mistake

3. Doing It Right Online

4. When Services Behave Like Products

5. Symphony or Cacophony?

6. Don't Over-Engineer

7. The System Is the Product

Chapter 6 The Design Competency

1. Obstacles to Adopting Experience Design

2. Understanding and Affecting Experience

3. About Design

4. Design as an Organizational Competency

5. Advantages of a Design Competency

6. The Idea Lab

7. Creating the Long "Wow!"

8. Four Steps to Your Long "Wow!"

9. Relinquishing Control

10. DIY Design: The Customer as Designer

11. Design Competency: A Strategic Advantage

Chapter 7 The Agile Approach

1. The Agile Manifesto

2. Less than Agile: The Waterfall Approach

3. The Emergence of Lean Manufacturing

4. The Agile Approach

5. The Iterative Approach: A Little History

6. How Companies Create Agile Environments

7. The Shifting Landscape: Embedded and Networked Systems

8. MIT's Fab Lab

9. Overcoming Obstacles

10. How to Get There

Chapter 8 An Uncertain World