Strategic UX Workshop - FFWD.PRO 2012

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

Transcript

1. Strategic User Experience FFWD.PRO Workshop June 2012 Leisa Reichelt |disambiguity.com |@leisa
2. welcome!
3. what is strategic ux?
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. ‘everyone has a plan, until they get punched in the face’ - Mike Tyson, World Heavyweight Boxing Champion
6. 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
7. Top Down Strategic UX designing better environments for doing better UX
8. Bottom Up Strategic UX a model for infiltrating strategy into your organisation
9. ‘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
10. let’s get started!
11. ‘outies’ this side ‘innies’ this side
12. 1 2 3 4 5 6 7 8 9 10 pretty rubbish pretty awesome how well is your organisation executing user experience?
13. 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.
14. we need time.
15. we need walls.
16. we need regular contact with our customers.
17. we need a vision.
18. we need to be able to fail.
19. we need to work together.
20. we need to understand the big picture.
21. we need a way to prioritise
22. we need to make the customer experience more measurable.
23. 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.’
24. ‘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
25. 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
26. 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
27. 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
28. is this the biggest design challenge we face?
29. Bottom Up Strategic UX a model for infiltrating strategy into your organisation
30. 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
31. no framework or methodology cannot replace a vision ... and the guts to back it
32. how will the world be different if you pull this off?
33. value proposition why should your customers care about what you’re doing?
34. ‘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
35. 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
36. a customer doesn’t buy a drill...
37. thanks Gamestorming
38. http://blog.intercom.io/when-personas-fail-you/
39. our brand is the only ____________ that _____________ - Marty Neumeier Zag: The #1 Strategy of High Performance Brands
40. ‘make mantra’ - Guy Kawasaki Authentic Athletic Performance - Nike Fun Family Entertainment - Disney Rewarding Everyday Moments - Starbucks
41. you need to get this in an agreed set of words and use those words, often.
43. ‘How can you deliver a unique value to meet an important set of needs for an important set of customers’ - Michael Porter
44. 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).
46. Customer Experience
49. > Systems & Infrastructure > Leadership & Culture > Customer Touchpoints > Alignment with Brand > Use of Insight CX Responsibilities
50. CX is a Real Thing UX is not CX UX needs CX
51. CX Strategic Toolkit
54. http://www.servicedesigntools.org/tools/8
55. http://www.servicedesigntools.org/tools/8
56. http://desonance.wordpress.com/2010/06/16/customer-experience-mapping/
58. http://www.thosepeskyusers.com
59. http://www.shmula.com/dont-waste-the-customers-time/128/
60. Indi Young, Mental Models
63. 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
64. ‘a community of purpose’ - Gary Hemel
65. 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
66. 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:
67. 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:
68. personas
70. you need to get this in an agreed set of words, written down. use those words, often.
71. get the information into the world - Don Norman, Living with Complexity
72. what’s measured matters.
73. 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,
74. actionable metrics - Split tests (A/B, Multivariate) - Funnel analysis - Cohort analysis - Per Customer analysis - Keyword analysis ref: Eric Ries, Lean Startup
75. http://www.ashmaurya.com/2010/07/3-rules-to-actionable-metrics/
76. ‘The behaviour your seeing is the behaviour you’ve designed for’ - Joshua Porter
77. ‘Culture eats strategy for breakfast’ - Peter Drucker
78. Make change emotional Make the next step clear ref: Switch: How to Change Things When Change Is Hard, Dan & Chip Heath
79. executing strategically
80. prioritising projects strategically
81. strategic experience modelling
82. design evaluation framework
83. strategy driven methodology
84. 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
86. 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.
87. summing up.
88. 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.
89. 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.
91. What can you do now to make the UX work you do more strategic and less reactive. your action item:
92. this the biggest design challenge we face get to it. it’s hard.
93. some resources:
94. thank you. disambiguity.com leisa.reichelt@gmail.com @leisa