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Strategic UX Workshop - FFWD.PRO 2012

leisa
June 12, 2012

Strategic UX Workshop - FFWD.PRO 2012

Slides from my strategic UX workshop given at the FFWD.PRO conference in Zagreb, Croatia in June 2012

leisa

June 12, 2012
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  1. Strategic User
    Experience
    FFWD.PRO Workshop June 2012
    Leisa Reichelt |disambiguity.com |@leisa

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  2. what is
    strategic ux?

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  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.
    +

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  4. ‘everyone has a
    plan, until they
    get punched in
    the face’
    - Mike Tyson, World Heavyweight Boxing Champion

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  5. handwaving about UX Strategy is not hard.
    executing
    is hard.
    today we’re looking at the hard part.
    all UX wants to be strategic, but

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  6. Top Down
    Strategic UX
    designing better environments for doing better UX

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  7. Bottom Up
    Strategic UX
    a model for infiltrating strategy into your organisation

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  8. ‘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

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  9. let’s get
    started!

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  10. ‘outies’
    this side
    ‘innies’
    this side

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  11. 1 2 3 4 5 6 7 8 9 10
    pretty rubbish pretty awesome
    how well is your organisation
    executing user experience?

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  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
    - top three factors on a post it note each.

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  13. we need time.

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  14. we need walls.

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  15. we need regular
    contact with our
    customers.

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  16. we need a vision.

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  17. we need to
    be able to fail.

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  18. we need to
    work together.

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  19. we need to
    understand
    the big picture.

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  20. we need a
    way to prioritise

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  21. we need to make the
    customer experience
    more measurable.

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  22. 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.’

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  23. ‘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

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  24. org chart
    methodology
    incentives
    e n v i r o n m e n t
    budgets &
    accounting
    infrastructure
    processes
    reporting
    communications
    tools
    culture
    l e a d e r s h i p
    technology
    SOME AREAS TO CONSIDER, TO GET YOU STARTED. FEEL FREE TO GO BEYOND THIS LIST.
    . SIZE IS NOT INTENDED TO INDICATE RELATIVE IMPORTANCE. IS JUST TO MAKE THE PAGE LOOK PRETTIER.
    Text

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  25. 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

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  26. 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

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  27. is this the biggest
    design challenge
    we face?

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  28. Bottom Up
    Strategic UX
    a model for infiltrating strategy into your organisation

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  29. 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

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  30. no framework or
    methodology
    cannot replace a
    vision
    ... and the guts to back it

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  31. how will the world
    be different if you
    pull this off?

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  32. value proposition
    why should your
    customers care about
    what you’re doing?

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  33. ‘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

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  34. 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

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  35. a customer doesn’t buy a drill...

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  36. thanks Gamestorming

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  37. http://blog.intercom.io/when-personas-fail-you/

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  38. our brand is the
    only ____________
    that _____________
    - Marty Neumeier
    Zag: The #1 Strategy of High Performance Brands

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  39. ‘make mantra’
    - Guy Kawasaki
    Authentic Athletic Performance - Nike
    Fun Family Entertainment - Disney
    Rewarding Everyday Moments - Starbucks

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  40. you need to get
    this in an agreed
    set of words and
    use those words,
    often.

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  41. ‘How can you deliver a
    unique value to meet
    an important set of needs
    for an important set of
    customers’
    - Michael Porter

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  42. 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).

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  43. Customer
    Experience

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  44. > Systems & Infrastructure
    > Leadership & Culture
    > Customer Touchpoints
    > Alignment with Brand
    > Use of Insight
    CX Responsibilities

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  45. CX is a Real Thing
    UX is not CX
    UX needs CX

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  46. CX Strategic
    Toolkit

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  47. http://www.servicedesigntools.org/tools/8

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  48. http://www.servicedesigntools.org/tools/8

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  49. http://desonance.wordpress.com/2010/06/16/customer-experience-mapping/

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  50. http://www.thosepeskyusers.com

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  51. http://www.shmula.com/dont-waste-the-customers-time/128/

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  52. Indi Young, Mental Models

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  53. 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

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  54. ‘a community
    of purpose’
    - Gary Hemel

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  55. exercise 2.
    using the business strategy elements provided
    in the deck, design some a customer journey
    map for the key persona and scenario for your
    chosen organisation

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  56. 1. Grocery Company
    Value Proposition:
    Eat amazingly well but don’t spend hours shopping and chopping.
    Target Audience:
    Our typical customer lives in a large city. They are highly career focussed
    professionals, spending a lot of time working but are well rewarded for their efforts.
    They are time poor and often sacrifice their health through not making time to eat well
    or exercise, however they say that their health is important to them and they are
    willing to invest in effective solutions to achieve better health. If they got to impress
    their friends/colleagues in the process that would be an added bonus. Tech savvy.
    Business Model:
    The business has dual revenue sources: membership fees and goods/services sold.
    The model requires a relatively small number of high value customers predominantly
    acquired through referral. Relationships with suppliers are critical to maximise
    margins.
    Experience Strategy:
    Offer a highly personalised experience and seek to achieve the high standards of
    customer service our target audience expects.
    Business Strategy
    Tom Treto
    Head of IT at international bank.
    42yrs, long term girlfriend, Sara (36yrs)
    KEY SCENARIO:
    It’s Sunday night, Tom is getting ready for a big
    week at work and planning his schedule, while
    he is doing this he is trying to plan to eat some
    healthy meals at home and at work and place an
    order for food he needs for the week.
    Works long hours and socialises a lot but likes
    to entertain at home occasionally and really
    making an effort to watch what he eats.
    Recently started doing the ‘Paleo’ diet because
    friends recommended it.
    Price sensitivity
    Leisure time availability
    High
    High
    High
    Low
    Low
    Low
    Health & Nutrition Knowledge
    PERSONA:

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  57. Value Proposition:
    Finding you the best way to work.
    Target Audience:
    Our typical customer lives in a large city. They travel to work on weekdays and have
    up to 3-4 destinations that they regularly travel to (eg. their office + a couple of
    clients/partners offices). They have multiple transport options available to them and
    want to get to work as quickly and easily as possible every day.
    Business Model:
    The business relies on the typical ticketing/pay per use revenue but will be looking
    to supplement this with either advertising revenue or a ‘premium’ offering in the
    near future
    Experience Strategy:
    We think so you don’t have to. Wherever possible making the system smart and
    predicting our customers needs to minimise the thought and effort they need to put
    into commuting.
    Business Strategy
    2. Commuting System
    Greta Feric
    Account Manager at Advertising Agency
    28yrs, single, loves her bicycle and dancing
    KEY SCENARIO:
    It’s Tuesday morning and Greta has a meeting
    with a new client at their offices. She was
    planning to cycle but has woken to find it raining
    so now needs to find the best travel route.
    Greta is the main representative for her
    company to some of their biggest clients and
    is often going out to visit them in their offices,
    Most days she cycles to work but not when it’s
    raining.
    Environmental Awareness
    Price Sensitivity
    High
    High
    High
    Low
    Low
    Low
    Requirement to be punctual
    PERSONA:

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  58. you need to get this
    in an agreed set of
    words, written
    down. use those
    words, often.

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  59. get the
    information
    into the world
    - Don Norman, Living with Complexity

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  60. what’s
    measured
    matters.

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  61. 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,

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  62. actionable metrics
    - Split tests (A/B, Multivariate)
    - Funnel analysis
    - Cohort analysis
    - Per Customer analysis
    - Keyword analysis
    ref: Eric Ries, Lean Startup

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  63. http://www.ashmaurya.com/2010/07/3-rules-to-actionable-metrics/

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  64. ‘The behaviour
    your seeing is the
    behaviour you’ve
    designed for’
    - Joshua Porter

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  65. ‘Culture eats
    strategy for
    breakfast’
    - Peter Drucker

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  66. Make change
    emotional
    Make the next
    step clear
    ref: Switch: How to Change Things When
    Change Is Hard, Dan & Chip Heath

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  67. executing
    strategically

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  68. prioritising
    projects
    strategically

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  69. strategic
    experience
    modelling

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  70. design
    evaluation
    framework

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  71. strategy
    driven
    methodology

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  72. 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

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  73. exercise 3.
    Design one screen of user interface to support
    your persona’s key scenario using all the strategic
    information available to you.
    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.

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  74. 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.

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  75. 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.

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  76. What can you do now
    to make the UX work
    you do more strategic
    and less reactive.
    your action item:

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  77. this the biggest
    design challenge
    we face
    get to it.
    it’s hard.

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  78. some resources:

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  79. thank you.
    disambiguity.com
    [email protected]
    @leisa

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