Strategic UX Workshop at UX London

slides from my workshop on Strategic User Experience

Transcript

1. Strategic User Experience UX London April 2012 Leisa Reichelt |disambiguity.com |@leisa
2. welcome!
3. strategic ux v ux strategy?
4. 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. +
5. ‘simples!’ - Aleksandr Orlov CompareTheMeerkat.com
6. ‘everyone has a plan, until they get punched in the face’ - Mike Tyson, World Heavyweight Boxing Champion
7. handwaving about UX Strategy is not hard. executing is hard. all UX wants to be strategic, but
8. Top Down Strategic UX designing better environments for doing better UX
9. Bottom Up Strategic UX a model for infiltrating strategy into your organisation
10. ‘when a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed’ http://www.chathamhouse.org/about-us/chathamhouserule
11. let’s get started!
12. exercise 1. what are the top three factors in your organisations that restrict your ability to deliver excellent user experience? - individual thought. 5mins - share experiences
13. 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.’
14. ‘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
15. choose an organisation from the deck provided imagine you are starting that organisation from scratch. how might you design the organisation in a way that will make it easier for it’s people to deliver great UX? ? exercise 2. design the ORG chart. where does UX fit in your organisation? how does a project come about in your organisation? How do you make sure it makes sense & is well designed? how do you incentivise good user experience in your organisation?
16. 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
17. 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>
18. 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
19. is this the biggest design challenge we face?
20. Bottom Up Strategic UX a model for infiltrating strategy into your organisation
21. 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
22. no framework or methodology cannot replace a vision ... and the guts to back it
23. how will the world be different if you pull this off?
24. value proposition why should your customers care about what you’re doing?
25. ‘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
26. 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
27. a customer doesn’t buy a drill...
28. thanks Gamestorming
29. http://blog.intercom.io/when-personas-fail-you/
30. our brand is the only ____________ that _____________ - Marty Neumeier Zag: The #1 Strategy of High Performance Brands
31. ‘make mantra’ - Guy Kawasaki Authentic Athletic Performance - Nike Fun Family Entertainment - Disney Rewarding Everyday Moments - Starbucks
32. you need to get this in an agreed set of words and use those words, often.
34. ‘How can you deliver a unique value to meet an important set of needs for an important set of customers’ - Michael Porter
35. Business Model YES! you need to understand it NO! you don’t need an MBA (unless you want one) Make sure you understand where the money comes in and goes out (both costs or customers lost).
37. Customer Experience
38. An experience strategy is that collection of activities that an organization chooses to undertake to deliver a series of (positive, exceptional) interactions which, when taken together, constitute an (product or service) offering that is superior in some meaningful, hard-to-replicate way; that is unique, distinct & distinguishable from that available from a competitor. - Steve Baty http://johnnyholland.org/2009/06/04/what-is-an-experience-strategy/
39. ‘you press the button, we do the rest’ via Peter Merholz
40. ‘a star to sail your ship by’ - Jesse James Garrett
43. > Systems & Infrastructure > Leadership & Culture > Customer Touchpoints > Alignment with Brand > Use of Insight CX Responsibilities
44. CX is a Real Thing UX is not CX UX needs CX
45. CX Strategic Toolkit
46. 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
49. http://www.servicedesigntools.org/tools/8
50. http://www.servicedesigntools.org/tools/8
51. http://desonance.wordpress.com/2010/06/16/customer-experience-mapping/
53. http://www.thosepeskyusers.com
54. http://www.shmula.com/dont-waste-the-customers-time/128/
55. Indi Young, Mental Models
58. 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
59. personas
61. you need to get this in an agreed set of words, written down. use those words, often.
62. get the information into the world - Don Norman, Living with Complexity
63. what’s measured matters.
64. guerrilla CX metrics 1. new customers: volume & value 2. lost customers: volume & value with reasons 3. renewals with reasons 4. referals by customer group 5. revenue and profitability by customer group ref: Jeanne Bliss in Chief Customer Officer: Getting Past Lip Service to Passionate Action,
65. actionable metrics - Split tests (A/B, Multivariate) - Funnel analysis - Cohort analysis - Per Customer analysis - Keyword analysis ref: Eric Ries, Lean Startup
66. http://www.ashmaurya.com/2010/07/3-rules-to-actionable-metrics/
67. ‘The behaviour your seeing is the behaviour you’ve designed for’ - Joshua Porter
68. ‘Culture eats strategy for breakfast’ - Peter Drucker
69. Make change emotional Make the next step clear ref: Switch: How to Change Things When Change Is Hard, Dan & Chip Heath
70. executing strategically
71. exercise 3. design your homepage (and present it) (opt for something relatively simple over really tricky interactions, something like a product page is a good choice) 1. defining (writing down) the primary persona for the page & their primary goals/desires for the interaction. 2. working out how you would measure success for this interaction 3. brainstorm key elements to include on the screen (individually then aggregate ideas) 4. prioritise elements using persona/business goals as criteria 5. designing the screen use a collaborative, strategic approach to the design by: capture your workings, you’re going to present this.
72. prioritising projects strategically
73. strategic experience modelling
75. design evaluation framework
76. strategy driven methodology
77. 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
78. summing up.
79. top down current business practices make it virtually impossible for companies to deliver consistently good UX this is our most important, long term, strategic UX design project. don’t accept that business as usual is the way it should be.
80. bottom up big change takes time (optimistic estimate 5yrs) use strategic UX model to frame ‘naive’ questions for clarity around business strategy and offer assistance by facilitation we can’t wait for change before we act. use strategic UX create frameworks for bridging silos to build a shared understanding of a more holistic customer experience conduct & present UX project work in relation to business & CX strategy.
81. your action items
82. how can you immunise yourself against ‘how we do things round here’ but still get stuff done.
83. this the biggest design challenge we face get to it. it’s hard.
84. some resources:
85. thank you. disambiguity.com leisa.reichelt@gmail.com @leisa