Strategic UX

talk given at General Assembly, London 23 May 2012

Transcript

1. Strategic User Experience General Assembly, London May 2012 Leisa Reichelt |disambiguity.com |@leisa
2. welcome!
3. UX interested primarily in the design of digital touch points that make people pleased to be our customers STRATEGY sequence of tactics executed in order to achieve a stated goal. +
4. ‘simples!’ - Aleksandr Orlov CompareTheMeerkat.com
5. ‘everyone has a plan, until they get punched in the face’ - Mike Tyson, World Heavyweight Boxing Champion
6. strategic ux v ux strategy?
7. handwaving about UX Strategy is not hard. executing is hard. all UX wants to be strategic, but
8. why most UX is shite UX is a symptom of organisational culture disambiguity.com/why-most-ux-is-shite/ most organisations don’t really care about UX
9. Christopher Simmons - http://www.aiga.org/content.cfm/what-design-cant-do If you want to be a brand, you have to work from the inside out. A great logo isn’t going to make a shitty product any less shitty, any more than a hard worker is going to make a bad boss a compelling leader.’
10. ‘People don’t buy what you do, they buy why you do it’ ‘Do business with people who believe what you believe’ The Golden Circle - Simon Sinek
11. Top Down Strategic UX designing better environments for doing better UX
12. Bottom Up Strategic UX a model for infiltrating strategy into your organisation
13. strategy is simple 1. Have a vision of a future state 2. Set goal to help achieve vision 3. Work out plan to achieve goal 4. Execute plan 5. Celebrate
14. coming up with a strategy is the easy part. 1. Being brave enough to share a vision (that might be wrong) 2. Being brave enough to set a goal (and stick to it long enough) 3. <Come up with strategy - simples> 4. Be able to maintain focus on executing strategy (allowing for feedback to correct path but not be distracted) 5. <Stop celebrating launches>
15. the way most business works these days makes good UX hard to do. - Short term focus - Functional accounting - Functional silos - Hierarchical rewards - Distance of management from customers - Shareholder value rather than customer value
16. probably the biggest design challenge we face
17. a model for enabling strategic UX
18. target audience value proposition customer experience strategy strategy driven tactical execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology
19. no framework or methodology cannot replace a vision ... and the guts to back it
20. how will the world be different if you pull this off?
21. value proposition why should your customers care about what you’re doing?
22. ‘With respect to the definition of business purpose and business mission, there is only one such focus, one starting point. It is the customer. The customer defines the business’ - Peter Drucker Management: Tasks, Responsibilities, Practice
23. What the customer thinks he or she is buying, what he or she considers value is decisive – it determines what a business is, what it produces, and whether it will prosper. And what the customer buys and considers value is never a product. It is always a utility – that is, what a product or service does for him or her. And what is value for the customer is anything but obvious. - Peter Drucker, Management: Tasks, Responsibilities, Practice
24. a customer doesn’t buy a drill...
25. http://blog.intercom.io/when-personas-fail-you/ Des Traynor
26. our brand is the only ____________ that _____________ - Marty Neumeier Zag: The #1 Strategy of High Performance Brands
27. ‘make mantra’ - Guy Kawasaki Authentic Athletic Performance - Nike Fun Family Entertainment - Disney Rewarding Everyday Moments - Starbucks
28. you need to get this in an agreed set of words and use those words, often.
30. ‘How can you deliver a unique value to meet an important set of needs for an important set of customers’ - Michael Porter
31. Business Model
32. Customer Experience (not the same as User Experience) (yeah, I know, it’s a bit nuts)
35. > Systems & Infrastructure > Leadership & Culture > Customer Touchpoints > Alignment with Brand > Use of Insight CX Responsibilities
36. target audience value proposition customer experience strategy strategy driven tactical execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology
39. http://www.servicedesigntools.org/tools/8
40. http://www.servicedesigntools.org/tools/8
41. http://desonance.wordpress.com/2010/06/16/customer-experience-mapping/
43. http://www.thosepeskyusers.com
44. http://www.shmula.com/dont-waste-the-customers-time/128/
45. Indi Young, Mental Models
48. A team that has a shared mission that is important, does not get thrown off by a bad quarter or a bad press report. - Gary Hemel
49. personas
50. Design Principles
51. http://principles.adactio.com/
52. Jared Spool’s guide to #1 Principles come directly from research #2. Helps you say ‘no’ most of the time #3 Distinguishes you from your competitors #4 Might be reversed in a future release #5 Was evaluated for this project #6 Its meaning is constantly tested http://www.uie.com/articles/creating-design-principles/ creating great design principles
53. government digital service design principles gov.uk/designprinciples
54. you need to get this in an agreed set of words, written down. use those words, often.
55. get the information into the world - Don Norman, Living with Complexity
56. what’s measured matters.
57. guerrilla CX metrics 1. new customers: volume & value 2. lost customers: volume & value with reasons 3. renewals with reasons 4. referrals by customer group 5. revenue and profitability by customer group ref: Jeanne Bliss in Chief Customer Officer: Getting Past Lip Service to Passionate Action,
58. actionable metrics - Split tests (A/B, Multivariate) - Funnel analysis - Cohort analysis - Per Customer analysis - Keyword analysis ref: Eric Ries, Lean Startup
59. http://www.ashmaurya.com/2010/07/3-rules-to-actionable-metrics/
60. ‘The behaviour your seeing is the behaviour you’ve designed for’ - Joshua Porter
61. ‘Culture eats strategy for breakfast’ - Peter Drucker
62. Make change emotional Make the next step clear ref: Switch: How to Change Things When Change Is Hard, Dan & Chip Heath
63. what does strategic UX look like?
64. UX is more than just a pretty face image: Jena Ponti
65. facilitating company-wide empathy for the end user. encouraging exploration, understanding, collaboration and shared ownership of the user experience.
66. creating sharable ideas focusing work on improving the end user experience
67. prioritising work with reference to research end user needs & clearly communicating business and experience goals
68. actively and clearly referencing business strategy in design (creation & evaluation)
69. development methodologies that allow the team to engage regularly in UX research & design activities
70. target audience value proposition customer experience strategy strategy driven tactical execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology
71. this the biggest design challenge we face great UX make good orgs so we can make
72. some resources:
73. thank you. disambiguity.com leisa.reichelt@gmail.com @leisa