customer journey design jobs

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Director of Design, Customer Journey Management

The opportunity.

Are you passionate about leading products that impact enterprise users? Adobe is looking for a Director of Design for Adobe Customer Journey Management portfolio (Experience Cloud). You will lead a group of passionate designers and managers that enable B2B and B2C brands to deliver the right experience, to the right person, at the right time. Working closely with Product and Engineering executives, you will provide strategic design direction, feedback to the design and engineering teams to uplevel craft, and find resolution to ambiguous problem spaces. You will have a tremendous impact on how people work with enterprise experiences at large.

What you'll do

• Coach and mentor designers and design leaders, hire and attract top-notch talent to the team, and foster a culture where the designers grown, learn and do their best work.
• Build a collaborative environment and encourage deep partnership with cross-functional teams, setting a high bar for design craft, and define and execute design.
• Own the creation and articulation of design strategy for creating more continuity across B2B and B2C experience in Adobe Experience Cloud
• Contribute to the product strategy discussions through expressing vivid design visions.
• Incite action in cross-functional partners to deliver better user and business outcomes.
• Guide the teams in weekly, monthly and quarterly product release.

What you need to succeed

Design Leadership Deep knowledge and expertise across design methodologies (incl., design systems, OOUX), and clear dedication to evolving their practice and mentoring other design managers and designers. Ideal candidate balances vision and execution, demonstrates innate curiosity, surfaces novel connections in the work of their teams. Lead empathically by fostering an inclusive and empowering culture in the design org.

Enterprise Expertise Should have a deep understanding of complex, multi layered enterprise systems Should have prior experience in the enterprise space or show a clear ability to lead design in complex industries. Should be able to demonstrate leadership in making complex things simple. Should be able to articulate the difference between users and buyers. Ability to be able to connect the user’s success to the org and business success would be a huge bonus.

Storytelling and Communication Excellent communication skills, with the ability to clearly articulate a multi-level problem space and strategy behind design decisions. Strong presentation and story-telling skills. Compelling and engaging speaker. Should show experience and expertise in understanding the audience and delivering a relatable point of view.

Open-minded and Collaborative Enterprise design is an endurance sport. Individual should show experience with bringing partners along and leaning into creating a user centric culture in a way that is inclusive of our product, engineering and product marketing partners.

Global Leadership Demonstrates experience with leading, mentoring and growing globally spread teams. Understands how to create an environment in which the team succeeds despite challenges that come with spread out time zones.

Our compensation reflects the cost of labor across several  U.S. geographic markets, and we pay differently based on those defined markets. The U.S. pay range for this position is $156,200 -- $315,600 annually. Pay within this range varies by work location and may also depend on job-related knowledge, skills, and experience. Your recruiter can share more about the specific salary range for the job location during the hiring process.

At Adobe, for sales roles starting salaries are expressed as total target compensation (TTC = base + commission), and short-term incentives are in the form of sales commission plans. Non-sales roles starting salaries are expressed as base salary and short-term incentives are in the form of the Annual Incentive Plan (AIP).

In addition, certain roles may be eligible for long-term incentives in the form of a new hire equity award.

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How to design a customer journey map (A step-by-step guide)

A customer journey map is a visual representation of how a user interacts with your product. Learn how to create a customer journey map in this practical step-by-step guide.

Free course: Introduction to UX Design

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Successful UX design is rooted in empathy. The best designers are able to step into their users’ shoes and imagine what they think, feel, and experience as they interact with a product or service. 

One of the most effective ways to foster user empathy and consider different perspectives is to create customer journey maps—otherwise known as customer journey maps.

If you’re new to journey mapping, look no further than this guide. We’ll explain:

• What is a customer journey map?

Why create customer journey maps?

When to create customer journey maps, what are the elements of a customer journey map, how to create a customer journey map (step-by-step).

If you want to skip straight to the how-to guide, just use the clickable menu to jump ahead. Otherwise, let’s begin with a definition. 

[GET CERTIFIED IN UX]

What is a customer journey map? 

A customer journey map (otherwise known as a user journey map) is a visual representation of how a user or customer interacts with your product. It maps out the steps they go through to complete a specific task or to achieve a particular goal—for example, purchasing a product from an e-commerce website or creating a profile on a dating app. 

Where does their journey begin? What’s their first point of interaction with the product? What actions and steps do they take to reach their end goal? How do they feel at each stage? 

You can answer all of those questions with a user journey map.

A user journey map template from Miro . 

Creating customer journey maps helps to:

• Centre the end user and foster empathy. Creating a user/customer journey map requires you to step into the end user’s shoes and experience the product from their perspective. This reminds you to consider the user at all times and fosters empathy.
• Expose pain-points in the user experience. By viewing the product from the user’s perspective, you quickly become aware of pain-points or stumbling blocks within the user experience. Based on this insight, you can improve the product accordingly.
• Uncover design opportunities. User journey maps don’t just highlight pain-points; they can also inspire new ideas and opportunities. As you walk in your end user’s shoes, you might think “Ah! An [X] feature would be great here!”
• Get all key stakeholders aligned. User journey maps are both visual and concise, making them an effective communication tool. Anybody can look at a user journey map and instantly understand how the user interacts with the product. This helps to create a shared understanding of the user experience, building alignment among multiple stakeholders. 

Ultimately, user journey maps are a great way to focus on the end user and understand how they experience your product. This helps you to create better user experiences that meet your users’ needs. 

User journey maps can be useful at different stages of the product design process. 

Perhaps you’ve got a fully-fledged product that you want to review and optimise, or completely redesign. You can create journey maps to visualise how your users currently interact with the product, helping you to identify pain-points and inform the next iteration of the product. 

You can also create user journey maps at the ideation stage. Before developing new ideas, you might want to visualise them in action, mapping out potential user journeys to test their validity. 

And, once you’ve created user journey maps, you can use them to guide you in the creation of wireframes and prototypes . Based on the steps mapped out in the user journey, you can see what touchpoints need to be included in the product and where. 

No two user journey maps are the same—you can adapt the structure and content of your maps to suit your needs. But, as a rule, user journey maps should include the following: 

• A user persona. Each user journey map represents the perspective of just one user persona. Ideally, you’ll base your journey maps on UX personas that have been created using real user research data.
• A specific scenario. This describes the goal or task the journey map is conveying—in other words, the scenario in which the user finds themselves. For example, finding a language exchange partner on an app or returning a pair of shoes to an e-commerce company.
• User expectations. The goal of a user journey map is to see things from your end user’s perspective, so it’s useful to define what their expectations are as they complete the task you’re depicting.
• High-level stages or phases. You’ll divide the user journey into all the broad, high-level stages a user goes through. Imagine you’re creating a user journey map for the task of booking a hotel via your website. The stages in the user’s journey might be: Discover (the user discovers your website), Research (the user browses different hotel options), Compare (the user weighs up different options), Purchase (the user books a hotel).
• Touchpoints. Within each high-level phase, you’ll note down all the touchpoints the user comes across and interacts with. For example: the website homepage, a customer service agent, the checkout page.
• Actions. For each stage, you’ll also map out the individual actions the user takes. This includes things like applying filters, filling out user details, and submitting payment information.
• Thoughts. What is the user thinking at each stage? What questions do they have? For example: “I wonder if I can get a student discount” or “Why can’t I filter by location?”
• Emotions. How does the user feel at each stage? What emotions do they go through? This includes things like frustration, confusion, uncertainty, excitement, and joy.
• Pain-points. A brief note on any hurdles and points of friction the user encounters at each stage.
• Opportunities. Based on everything you’ve captured in your user journey map so far, what opportunities for improvement have you uncovered? How can you act upon your insights and who is responsible for leading those changes? The “opportunities” section turns your user journey map into something actionable. 

Here’s how to create a user journey map in 6 steps:

• Choose a user journey map template (or create your own)
• Define your persona and scenario
• Outline key stages, touchpoints, and actions 
• Fill in the user’s thoughts, emotions, and pain-points
• Identify opportunities 
• Define action points and next steps

Let’s take a closer look.

[GET CERTIFIED IN UI DESIGN]

1. Choose a user journey map template (or create your own)

The easiest way to create a user journey map is to fill in a ready-made template. Tools like Miro , Lucidchart , and Canva all offer user/customer journey map templates that you can fill in directly or customise to make your own. 

Here’s an example of a user journey map template from Canva:

2. Define your persona and scenario

Each user journey map you create should represent a specific user journey from the perspective of a specific user persona. So: determine which UX persona will feature in your journey map, and what scenario they’re in. In other words, what goal or task are they trying to complete?

Add details of your persona and scenario at the top of your user journey map. 

3. Outline key stages, actions, and touchpoints

Now it’s time to flesh out the user journey itself. First, consider the user scenario you’re conveying and think about how you can divide it into high-level phases. 

Within each phase, identify the actions the user takes and the touchpoints they interact with. 

Take, for example, the scenario of signing up for a dating app. You might divide the process into the following key phases: Awareness, Consideration, Decision, Service, and Advocacy . 

Within the Awareness phase, possible user actions might be: Hears about the dating app from friends, Sees an Instagram advert for the app, Looks for blog articles and reviews online. 

4. Fill in the user’s thoughts, emotions, and pain-points

Next, step even further into your user’s shoes to imagine what they may be thinking and feeling at each stage, as well as what pain-points might get in their way. 

To continue with our dating app example, the user’s thoughts during the Awareness phase might be: “ I’ve never used online dating before but maybe I should give this app a try…”

As they’re new to online dating, they may be feeling both interested and hesitant. 

While looking for blog articles and reviews, the user struggles to find anything helpful or credible. This can be added to your user journey map under “pain-points”. 

5. Identify opportunities

Now it’s time to turn your user pain-points into opportunities. In our dating app example, we identified that the user wanted to learn more about the app before signing up but couldn’t find any useful articles or reviews online.

How could you turn this into an opportunity? You might start to feature more dating app success stories on the company blog. 

Frame your opportunities as action points and state who will be responsible for implementing them.  

Here we’ve started to fill out the user journey map template for our dating app scenario:

Repeat the process for each phase in the user journey until your map is complete.

6. Define action points and next steps 

User journey maps are great for building empathy and getting you to see things from your user’s perspective. They’re also an excellent tool for communicating with stakeholders and creating a shared understanding around how different users experience your product. 

Once your user journey map is complete, be sure to share it with all key stakeholders and talk them through the most relevant insights. 

And, most importantly, turn those insights into clear action points. Which opportunities will you tap into and who will be involved? How will your user journey maps inform the evolution of your product? What are your next steps? 

Customer journey maps in UX: the takeaway

That’s a wrap for user journey maps! With a user journey map template and our step-by-step guide, you can easily create your own maps and use them to inspire and inform your product design process. 

For more how-to guides, check out:

• The Ultimate Guide to Storyboarding in UX
• How to Design Effective User Surveys for UX Research
• How to Conduct User Interviews

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Customer Experience Design

What is customer experience design.

Customer experience (CX) design is the process design teams follow to optimize customer experiences at all touchpoints before, during and after conversion. They leverage customer-centered strategies to delight customers at each step of the conversion journey and nurture strong customer-brand relationships.

Discover why CX is important and what good CX design involves.

“ You’ve got to start with the customer experience and work back toward the technology, not the other way around. ” — Steve Jobs, Co-founder of Apple & user experience guru

CX Design is about Building Strong Bridges between Customers and Brands

A common misconception is that CX design is user experience (UX) design . While both are concerned with the overall experience of using a product or service, CX design refers to a further dimension. When an organization focuses on CX design, it usually wants to optimize the experience users have in interacting with it as a brand . This experience isa journey that includes many touchpoints , from initial awareness and research to conversion and retention. When your design team works in CX design, you must optimize those touchpoints so that customers perceive the brand more favorably and the brand distinguishes itself as customer-centered . That’s why organizations must focus on areas such as advertising campaigns , customer service and consistency and adopt a customer-centric viewpoint. A brand may have a superior product but still fail if it doesn’t reach users at their various stages of encountering it.

Make sure your CX Design revolves around the Customers

Customers develop their perceptions of products and services across many touchpoints and channels . Think of a brand you’ve engaged with. How many ways can you encounter it? How did you discover it? How do you feel about it? There are many factors behind how customers make contact with brands and perceive them over time. These vary from person to person. For instance, a brand that releases an app which helps people buy train tickets can reach many types of customers through various types of advertising. Some of these commuters, tourists and casual local users will buy their tickets in advance, others in a rush. What about their phones’ signal strength? How easily might they get confused in their context? With CX design, a brand reaches deep into customers’ minds across many situations. So, organizations influence CX, but can’t control it directly. That’s why brands need a strategy on how to engage customers to make them feel highly valued . To do that, you have to meet or exceed their needs consistently . You must acknowledge thatcustomers are informed individuals. In several clicks, they’ll do extensive research. You should anticipate their mindset/needs/desires in a variety of contexts. You should also appreciate :

What customers spend depends on their impression and experience of a brand . They can leave and seek a competitor at any touchpoint, and leave bad feedback.

Customers should feel in control of their own relationship with a brand . This is the all-important sense of agency where customers feel they’re part of a conversation with a brand—i.e., that the brand speaks to them, cares about what they care about and has tailored solutions just for them. Here, you should understand a major pitfall to avoid: Regardless of the transaction-based reality of the brand-customer relationship, if customers feel your brand is just selling them something, they will lose not only that sense of agency but also trust.

The right level of intimacy in the customer experience depends on the brand/industry . Customers seek solutions to various human problems – what’s appropriate in some contexts (e.g., personalized marketing) isn’t in others. When you consider how your brand fits in customers’ day-to-day lives, decide where they might perceive involvement as interference .

CX design is measurable (e.g., via satisfaction reports) but also subjective . Customers’ situations will vary as widely as their idiosyncrasies, and that means a potentially enormous range of opinions about how well they perceive your brand seems to care about them—and how your brand’s values match what they care about as consumers. Customer journey maps can help you examine customer touchpoints, understand a brand’s CX and expose gaps . The dynamics between customers and brands vary according to the type of organization, product, etc. and length of journey involved. They can be intricate.

When you do CX design well, your organization can build or maintain a strong brand presence because customers feel involved , enabled and (above all) valued . So, always look on customers as discriminating individuals who demand exceptional experiences, not groups of loyal consumers on the other end of a transaction.

Learn More about Customer Experience Design

The Interaction Design Foundation offers courses examining what goes into delivering brand promises consistently and impressively to customers: User Research – Methods and Best Practices and Emotional Design — How to Make Products People Will Love .

UX Magazine discusses the growing relevance of CX design .

This insightful blog addresses CX design’s far-reaching scope (including tips).

Answer a Short Quiz to Earn a Gift

What is the primary goal of Customer Experience (CX) design?

• To create visually appealing products
• To optimize customer interactions at all touchpoints
• To reduce the cost of customer service

How does Customer Experience (CX) design differ from User Experience (UX) design?

• CX focuses on user interfaces only.
• CX includes all brand interactions, while UX focuses on specific products.
• UX is more important than CX.

Why are touchpoints important in Customer Experience (CX) design?

• They are opportunities to influence customer perception.
• They reduce the need for user feedback and user research.
• They simplify the design process.

How does customer feedback contribute to effective Customer Experience (CX) design?

• It helps identify and address customer pain points across the journey.
• It is irrelevant to CX design.
• It provides data to improve products only.

What strategic advantage does effective Customer Experience (CX) design provide?

• It makes the brand stand out through customer loyalty.
• It reduces marketing costs.
• It simplifies product development.

Better luck next time!

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Literature on Customer Experience Design

Here’s the entire UX literature on Customer Experience Design by the Interaction Design Foundation, collated in one place:

Learn more about Customer Experience Design

Take a deep dive into Customer Experience Design with our course User Experience: The Beginner’s Guide .

If you’ve heard the term user experience design and been overwhelmed by all the jargon, then you’re not alone. In fact, most practicing UX designers struggle to explain what they do!

“[User experience] is used by people to say, ‘I’m a user experience designer, I design websites,’ or ‘I design apps.’ […] and they think the experience is that simple device, the website, or the app, or who knows what. No! It’s everything — it’s the way you experience the world, it’s the way you experience your life, it’s the way you experience the service. Or, yeah, an app or a computer system. But it’s a system that’s everything.” — Don Norman, pioneer and inventor of the term “user experience,” in an interview with NNGroup

As indicated by Don Norman, User Experience is an umbrella term that covers several areas . When you work with user experience, it’s crucial to understand what those areas are so that you know how best to apply the tools available to you.

In this course, you will gain an introduction to the breadth of UX design and understand why it matters. You’ll also learn the roles and responsibilities of a UX designer, how to confidently talk about UX and practical methods that you can apply to your work immediately.

You will learn to identify the overlaps and differences between different fields and adapt your existing skills to UX design. Once you understand the lay of the land, you’ll be able to chart your journey into a career in UX design. You’ll hear from practicing UX designers from within the IxDF community — people who come from diverse backgrounds, have taught themselves design, learned on the job, and are enjoying successful careers.

If you are new to the Interaction Design Foundation, this course is a great place to start because it brings together materials from many of our other courses. This provides you with both an excellent introduction to user experience and a preview of the courses we have to offer to help you develop your future career. After each lesson, we will introduce you to the courses you can take if a specific topic has caught your attention. That way, you’ll find it easy to continue your learning journey.

In the first lesson, you’ll learn what user experience design is and what a UX designer does. You’ll also learn about the importance of portfolios and what hiring managers look for in them.

In the second lesson, you’ll learn how to think like a UX designer. This lesson also introduces you to the very first exercise for you to dip your toes into the cool waters of user experience.  

In the third and the fourth lessons, you’ll learn about the most common UX design tools and methods . You’ll also practice each of the methods through tailor-made exercises that walk you through the different stages of the design process.

In the final lesson, you’ll step outside the classroom and into the real world. You’ll understand the role of a UX designer within an organization and what it takes to overcome common challenges at the workplace. You’ll also learn how to leverage your existing skills to successfully transition to and thrive in a new career in UX.   

You’ll be taught by some of the world’s leading experts . The experts we’ve handpicked for you are:

Alan Dix , Director of the Computational Foundry at Swansea University, author of Statistics for HCI : Making Sense of Quantitative Data

Ann Blandford , Professor of Human-Computer Interaction at University College London

Frank Spillers , Service Designer, Founder and CEO of Experience Dynamics

Laura Klein , Product Management Expert, Principal at Users Know, Author of Build Better Products and UX for Lean Startups

Michal Malewicz , Designer and Creative Director / CEO of Hype4 Mobile

Mike Rohde , Experience and Interface Designer, Author of The Sketchnote Handbook: The Illustrated Guide to Visual Note Taking

Szymon Adamiak , Software Engineer and Co-founder of Hype4 Mobile

William Hudson , User Experience Strategist and Founder of Syntagm

Throughout the course, we’ll supply you with lots of templates and step-by-step guides so you can start applying what you learn in your everyday practice.

You’ll find a series of exercises that will help you get hands-on experience with the methods you learn. Whether you’re a newcomer to design considering a career switch, an experienced practitioner looking to brush up on the basics, or work closely with designers and are curious to know what your colleagues are up to, you will benefit from the learning materials and practical exercises in this course.

You can also learn with your fellow course-takers and use the discussion forums to get feedback and inspire other people who are learning alongside you. You and your fellow course-takers have a huge knowledge and experience base between you, so we think you should take advantage of it whenever possible.

You earn a verifiable and industry-trusted Course Certificate once you’ve completed the course. You can highlight it on your resume , LinkedIn profile or website .

All open-source articles on Customer Experience Design

The principles of service design thinking - building better services.

• 1.3k shares
• 11 mths ago

What are Customer Touchpoints & Why Do They Matter?

• 1.2k shares
• 3 years ago

Customer Journey Maps — Walking a Mile in Your Customer’s Shoes

• 1.1k shares
• 3 weeks ago

The Moment of Truth: Build Desirable Relationships with Users and Customers

Customer Lifecycle Mapping - Getting to Grips with Customers

User Experience and Customer Experience - What’s the Difference?

The Tipping Point in UX Design

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New to UX Design? We’re Giving You a Free ebook!

Download our free ebook The Basics of User Experience Design to learn about core concepts of UX design.

In 9 chapters, we’ll cover: conducting user interviews, design thinking, interaction design, mobile UX design, usability, UX research, and many more!

Back To Search Results

Design producer, customer journey, culver city, california, $76.00-$96.00/hour, job id: 74955, posted today.

Onward Search is a specialized staffing and talent solutions company that helps professionals find top jobs with the nation’s leading brands. We’re looking to hire a DESIGN PRODUCER, CUSTOMER JOURNEY  for a global technology company.

You’ll join the Design team and will be responsible for managing projects, partners, and people within a creative design organization.   This is a full-time 12-month opportunity that is hybrid onsite in Los Angeles, CA. The application deadline for this opportunity is Thursday, June 6, 2024. 

DESIGN PRODUCER, CUSTOMER JOURNEY Responsibilities:  

DESIGN PRODUCER, CUSTOMER JOURNEY Requirements:  

Perks & Benefits:  

To learn more about this DESIGN PRODUCER, CUSTOMER JOURNEY opportunity, apply now. Our recruitment team will be in touch, guide you through the interview process, and advocate on your behalf.

Employer Details:

• Onward Search is an equal opportunity employer, dedicated to a policy of non-discrimination in an employment with regard to race, color, religion, gender, sexual orientation, national origin, age, disability, genetic information, veteran status or any other classification protected by federal, state and local laws and ordinances. Candidates must be at least 18 years old to be considered for employment. EOE/M/F/D/V/SO.
• In compliance with federal law, all persons hired will be required to verify identity and eligibility to work in the United States and to complete the required employment eligibility verification document form upon hire.
• Onward Search is unable to support 1099 / Corp-to-Corp or Independent Contractor arrangements at this time. All freelancers will be paid as W2 employees.
• Onward Search offers medical, dental, vision benefits, as well as a 401k program, for all eligible full time temporary assignments.
• Onward Search is a drug-free workplace.
• Onward Search is a nationwide staffing agency and talent solutions provider specializing in creative, marketing and technology. Our clients are continuously turning to us to fill their open positions. Therefore, there is no application deadline for this position, as we are seeking candidates for this type of role across all our clients on an ongoing basis.

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Onward Search is a specialized staffing and talent solutions company that helps professionals find top jobs with the nation’s leading brands. We’re looking to hire…

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Senior Manager, Customer Campaign Journey Designer

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• Function: Commercial
• Area of Interest: Business Technology Solutions
• Job Type Full-time

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AbbVie's mission is to discover and deliver innovative medicines and solutions that solve serious health issues today and address the medical challenges of tomorrow. We strive to have a remarkable impact on people's lives across several key therapeutic areas – immunology, oncology, neuroscience, and eye care – and products and services in our Allergan Aesthetics portfolio. For more information about AbbVie, please visit us at  www.abbvie.com . Follow @abbvie on  Twitter ,  Facebook ,  Instagram ,  YouTube  and  LinkedIn . 

The Senior Manager, Customer Campaign Journey Designer is a member of the Digital Transformation   team, responsible for supporting both international brand   teams and affiliate brand teams in the creation of customer journey designs. The position will work closely with cross-functional teams to help integrate data science capabilities, customer profiles, personalization, and measurement across online and offline channels to design customer journeys. The Sr. Manager will partner with members of our BTS organization to support the evolution of marketing automation technologies and the customer data platform to deliver the processes, tools and operating model that enables us to deliver and optimize campaign journeys for our customers. 

Omni-channel customer journey design

• Translates international brand team omnichannel campaign objectives into tactical customer journeys and supports the building of customer journeys at international brand and affiliate levels.
• Drive customer data profiling and orchestration strategy across multiple brand  and field team channels, to enable personalization and right time/ channel/ message.
• Analyze the impact and performance of specific customer journeys to enable ongoing optimization. 
• Maintain the existing library of international brand customer journeys, and update the library based on new insight from ongoing journey analysis.
• Partner with team members across BTS, marketing, MABI and data science to brainstorm, define and implement forward thinking, advanced customer experience flows.

Solution Development and Delivery

• Partner with brand team members  on customer journey design, based on an understanding of the available marketing technology capabilities and desired business outcomes.
• Design, develop, test, deploy and analyze internationally scalable customer journeys, with personalization and dynamic content elements across face-to-face and digital channels.
• Understand data requirements and collaborate with BTS and data science to ensure data is fed correctly into customer orchestration systems.

Customer Orchestration Capability Development

• Partner with International and affiliate team members across commercial, medical, operations and technology to help implement modern marketing technology architecture and roadmap including the Customer Data Platform, Marketing Automation, Customer Orchestration and Decisioning engines.
• Support strategy, implementation and affiliate adoption of marketing technology platforms driving customer orchestration.
• Marketing automation, journey orchestration and decisioning platform.
• Identity management, consent, and preference management solution.
• International customer data platform including integration of new data sources and usage in operational, reporting, and analytical use cases.
• BS in marketing, social sciences, digital marketing technology, or digital media.
• Combined Marketing/Tech savvy background in omnichannel marketing with demonstrable experience with multiple components of the marketing technology stack including personalization, segmentation, campaign orchestration.
• 5+ years of experience working in the build and delivery of data-driven marketing campaigns across multiple channels.
•  3+ years’ hands-on experience with Enterprise Marketing technologies such as Audience Management (Adobe Audience Manager), Campaign Management (Salesforce Marketing Cloud), Decision Management (Pega Systems), Customer Data Platforms (Redpoint, Adobe Experience Platform, Salesforce C360), and Content/Testing/Optimization platforms (AEM, Adobe Target).
• Understanding of customer profile segmentation and experience in 360-degree view of customers in CDP for further analytical processing, decision making and activation of the data.
• Experience in managing project teams and working across organizational boundaries to deliver positive results.
• Experience in working with data science teams in refining and optimizing data science and machine learning models and algorithms, specifically with models common to marketing solutions and customer data.
• Experience in working with data governance, data quality, and data security teams and specifically and privacy and security officers in moving data pipelines into production with appropriate data quality, governance and security standards and certification.
• Experience working in international environments and with non-US markets preferred.
• Demonstrated proficiency in managing complex technology and operations projects; can effectively define/ scope projects and propose a structured and practical approach to solving complex problems.
• Strong communication and influencing skills with the ability to clearly communicate technical information to a non-technical audience.
• Experience in a Pharmaceutical, Life Science or Medical Device environment is preferred but not required.

Applicable only to applicants applying to a position in any location with pay disclosure requirements under state or local law: ​

The compensation range described below is the range of possible base pay compensation that the Company believes in good faith it will pay for this role at the time of this posting based on the job grade for this position. Individual compensation paid within this range will depend on many factors including geographic location, and we may ultimately pay more or less than the posted range. This range may be modified in the future.​

We offer a comprehensive package of benefits including paid time off (vacation, holidays, sick), medical/dental/vision insurance and 401(k) to eligible employees.​

This job is eligible to participate in our short-term incentive programs. ​

This job is eligible to participate in our long-term incentive programs​

​Note: No amount of pay is considered to be wages or compensation until such amount is earned, vested, and determinable. The amount and availability of any bonus, commission, incentive, benefits, or any other form of compensation and benefits that are allocable to a particular employee remains in the Company's sole and absolute discretion unless and until paid and may be modified at the Company’s sole and absolute discretion, consistent with applicable law. 

AbbVie is committed to operating with integrity, driving innovation, transforming lives, serving our community and embracing diversity and inclusion.  It is AbbVie’s policy to employ qualified persons of the greatest ability without discrimination against any employee or applicant for employment because of race, color, religion, national origin, age, sex (including pregnancy), physical or mental disability, medical condition, genetic information, gender identity or expression, sexual orientation, marital status, status as a protected veteran, or any other legally protected group status.

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The state of AI in early 2024: Gen AI adoption spikes and starts to generate value

If 2023 was the year the world discovered generative AI (gen AI) , 2024 is the year organizations truly began using—and deriving business value from—this new technology. In the latest McKinsey Global Survey  on AI, 65 percent of respondents report that their organizations are regularly using gen AI, nearly double the percentage from our previous survey just ten months ago. Respondents’ expectations for gen AI’s impact remain as high as they were last year , with three-quarters predicting that gen AI will lead to significant or disruptive change in their industries in the years ahead.

About the authors

This article is a collaborative effort by Alex Singla , Alexander Sukharevsky , Lareina Yee , and Michael Chui , with Bryce Hall , representing views from QuantumBlack, AI by McKinsey, and McKinsey Digital.

Organizations are already seeing material benefits from gen AI use, reporting both cost decreases and revenue jumps in the business units deploying the technology. The survey also provides insights into the kinds of risks presented by gen AI—most notably, inaccuracy—as well as the emerging practices of top performers to mitigate those challenges and capture value.

AI adoption surges

Interest in generative AI has also brightened the spotlight on a broader set of AI capabilities. For the past six years, AI adoption by respondents’ organizations has hovered at about 50 percent. This year, the survey finds that adoption has jumped to 72 percent (Exhibit 1). And the interest is truly global in scope. Our 2023 survey found that AI adoption did not reach 66 percent in any region; however, this year more than two-thirds of respondents in nearly every region say their organizations are using AI. 1 Organizations based in Central and South America are the exception, with 58 percent of respondents working for organizations based in Central and South America reporting AI adoption. Looking by industry, the biggest increase in adoption can be found in professional services. 2 Includes respondents working for organizations focused on human resources, legal services, management consulting, market research, R&D, tax preparation, and training.

Also, responses suggest that companies are now using AI in more parts of the business. Half of respondents say their organizations have adopted AI in two or more business functions, up from less than a third of respondents in 2023 (Exhibit 2).

Gen AI adoption is most common in the functions where it can create the most value

Most respondents now report that their organizations—and they as individuals—are using gen AI. Sixty-five percent of respondents say their organizations are regularly using gen AI in at least one business function, up from one-third last year. The average organization using gen AI is doing so in two functions, most often in marketing and sales and in product and service development—two functions in which previous research  determined that gen AI adoption could generate the most value 3 “ The economic potential of generative AI: The next productivity frontier ,” McKinsey, June 14, 2023. —as well as in IT (Exhibit 3). The biggest increase from 2023 is found in marketing and sales, where reported adoption has more than doubled. Yet across functions, only two use cases, both within marketing and sales, are reported by 15 percent or more of respondents.

Gen AI also is weaving its way into respondents’ personal lives. Compared with 2023, respondents are much more likely to be using gen AI at work and even more likely to be using gen AI both at work and in their personal lives (Exhibit 4). The survey finds upticks in gen AI use across all regions, with the largest increases in Asia–Pacific and Greater China. Respondents at the highest seniority levels, meanwhile, show larger jumps in the use of gen Al tools for work and outside of work compared with their midlevel-management peers. Looking at specific industries, respondents working in energy and materials and in professional services report the largest increase in gen AI use.

Investments in gen AI and analytical AI are beginning to create value

The latest survey also shows how different industries are budgeting for gen AI. Responses suggest that, in many industries, organizations are about equally as likely to be investing more than 5 percent of their digital budgets in gen AI as they are in nongenerative, analytical-AI solutions (Exhibit 5). Yet in most industries, larger shares of respondents report that their organizations spend more than 20 percent on analytical AI than on gen AI. Looking ahead, most respondents—67 percent—expect their organizations to invest more in AI over the next three years.

Where are those investments paying off? For the first time, our latest survey explored the value created by gen AI use by business function. The function in which the largest share of respondents report seeing cost decreases is human resources. Respondents most commonly report meaningful revenue increases (of more than 5 percent) in supply chain and inventory management (Exhibit 6). For analytical AI, respondents most often report seeing cost benefits in service operations—in line with what we found last year —as well as meaningful revenue increases from AI use in marketing and sales.

Inaccuracy: The most recognized and experienced risk of gen AI use

As businesses begin to see the benefits of gen AI, they’re also recognizing the diverse risks associated with the technology. These can range from data management risks such as data privacy, bias, or intellectual property (IP) infringement to model management risks, which tend to focus on inaccurate output or lack of explainability. A third big risk category is security and incorrect use.

Respondents to the latest survey are more likely than they were last year to say their organizations consider inaccuracy and IP infringement to be relevant to their use of gen AI, and about half continue to view cybersecurity as a risk (Exhibit 7).

Conversely, respondents are less likely than they were last year to say their organizations consider workforce and labor displacement to be relevant risks and are not increasing efforts to mitigate them.

In fact, inaccuracy— which can affect use cases across the gen AI value chain , ranging from customer journeys and summarization to coding and creative content—is the only risk that respondents are significantly more likely than last year to say their organizations are actively working to mitigate.

Some organizations have already experienced negative consequences from the use of gen AI, with 44 percent of respondents saying their organizations have experienced at least one consequence (Exhibit 8). Respondents most often report inaccuracy as a risk that has affected their organizations, followed by cybersecurity and explainability.

Our previous research has found that there are several elements of governance that can help in scaling gen AI use responsibly, yet few respondents report having these risk-related practices in place. 4 “ Implementing generative AI with speed and safety ,” McKinsey Quarterly , March 13, 2024. For example, just 18 percent say their organizations have an enterprise-wide council or board with the authority to make decisions involving responsible AI governance, and only one-third say gen AI risk awareness and risk mitigation controls are required skill sets for technical talent.

Bringing gen AI capabilities to bear

The latest survey also sought to understand how, and how quickly, organizations are deploying these new gen AI tools. We have found three archetypes for implementing gen AI solutions : takers use off-the-shelf, publicly available solutions; shapers customize those tools with proprietary data and systems; and makers develop their own foundation models from scratch. 5 “ Technology’s generational moment with generative AI: A CIO and CTO guide ,” McKinsey, July 11, 2023. Across most industries, the survey results suggest that organizations are finding off-the-shelf offerings applicable to their business needs—though many are pursuing opportunities to customize models or even develop their own (Exhibit 9). About half of reported gen AI uses within respondents’ business functions are utilizing off-the-shelf, publicly available models or tools, with little or no customization. Respondents in energy and materials, technology, and media and telecommunications are more likely to report significant customization or tuning of publicly available models or developing their own proprietary models to address specific business needs.

Respondents most often report that their organizations required one to four months from the start of a project to put gen AI into production, though the time it takes varies by business function (Exhibit 10). It also depends upon the approach for acquiring those capabilities. Not surprisingly, reported uses of highly customized or proprietary models are 1.5 times more likely than off-the-shelf, publicly available models to take five months or more to implement.

Gen AI high performers are excelling despite facing challenges

Gen AI is a new technology, and organizations are still early in the journey of pursuing its opportunities and scaling it across functions. So it’s little surprise that only a small subset of respondents (46 out of 876) report that a meaningful share of their organizations’ EBIT can be attributed to their deployment of gen AI. Still, these gen AI leaders are worth examining closely. These, after all, are the early movers, who already attribute more than 10 percent of their organizations’ EBIT to their use of gen AI. Forty-two percent of these high performers say more than 20 percent of their EBIT is attributable to their use of nongenerative, analytical AI, and they span industries and regions—though most are at organizations with less than $1 billion in annual revenue. The AI-related practices at these organizations can offer guidance to those looking to create value from gen AI adoption at their own organizations.

To start, gen AI high performers are using gen AI in more business functions—an average of three functions, while others average two. They, like other organizations, are most likely to use gen AI in marketing and sales and product or service development, but they’re much more likely than others to use gen AI solutions in risk, legal, and compliance; in strategy and corporate finance; and in supply chain and inventory management. They’re more than three times as likely as others to be using gen AI in activities ranging from processing of accounting documents and risk assessment to R&D testing and pricing and promotions. While, overall, about half of reported gen AI applications within business functions are utilizing publicly available models or tools, gen AI high performers are less likely to use those off-the-shelf options than to either implement significantly customized versions of those tools or to develop their own proprietary foundation models.

What else are these high performers doing differently? For one thing, they are paying more attention to gen-AI-related risks. Perhaps because they are further along on their journeys, they are more likely than others to say their organizations have experienced every negative consequence from gen AI we asked about, from cybersecurity and personal privacy to explainability and IP infringement. Given that, they are more likely than others to report that their organizations consider those risks, as well as regulatory compliance, environmental impacts, and political stability, to be relevant to their gen AI use, and they say they take steps to mitigate more risks than others do.

Gen AI high performers are also much more likely to say their organizations follow a set of risk-related best practices (Exhibit 11). For example, they are nearly twice as likely as others to involve the legal function and embed risk reviews early on in the development of gen AI solutions—that is, to “ shift left .” They’re also much more likely than others to employ a wide range of other best practices, from strategy-related practices to those related to scaling.

In addition to experiencing the risks of gen AI adoption, high performers have encountered other challenges that can serve as warnings to others (Exhibit 12). Seventy percent say they have experienced difficulties with data, including defining processes for data governance, developing the ability to quickly integrate data into AI models, and an insufficient amount of training data, highlighting the essential role that data play in capturing value. High performers are also more likely than others to report experiencing challenges with their operating models, such as implementing agile ways of working and effective sprint performance management.

About the research

The online survey was in the field from February 22 to March 5, 2024, and garnered responses from 1,363 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 981 said their organizations had adopted AI in at least one business function, and 878 said their organizations were regularly using gen AI in at least one function. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.

Alex Singla and Alexander Sukharevsky  are global coleaders of QuantumBlack, AI by McKinsey, and senior partners in McKinsey’s Chicago and London offices, respectively; Lareina Yee  is a senior partner in the Bay Area office, where Michael Chui , a McKinsey Global Institute partner, is a partner; and Bryce Hall  is an associate partner in the Washington, DC, office.

They wish to thank Kaitlin Noe, Larry Kanter, Mallika Jhamb, and Shinjini Srivastava for their contributions to this work.

This article was edited by Heather Hanselman, a senior editor in McKinsey’s Atlanta office.

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