Design Leadership, a career path for brave souls

When designers are presented with the opportunity to play a strategic role inside a corporation, a whole world of uncertainties lies ahead. Executive MBA programs for creative leaders are not very common. Lack of corporate training is almost the norm. Generic management principles are not quite applicable. In this context, becoming an equal partner with Business and Technology seems a very unrealistic goal to achieve, and, most importantly, an uncertain career path.

Transcript

1. design leadership a career path for brave souls pablo sanchez martin international conference 2017 Toronto @pabsanch v 1.3
2. Life is either a daring adventure or nothing at all. The first deaf-blind person to earn a bachelor of arts degree. – Helen Keller
3. This presentation is intended for UX designers who want to have a bigger impact and broaden their reach from crafting digital experiences/services to shaping organizations, processes and careers.
4. Undergraduate UX design education is gaining momentum in US z Google and the Savannah College of Art and Design (SCAD) developed in 2016 a BFA in User Experience Design, one of the first four-year undergraduate degrees to be offered in this field in US. https://www.scad.edu/academics/programs/user-experience-design
5. Executive training in Design Thinking is also highly demanded https://www.gsb.stanford.edu/exec-ed/programs/customer-focused-innovation The Hasso Plattner Institute of Design at Stanford (aka the d.school), co-founded by David Kelly in 2004 provides world-class education in design thinking and innovation. 360 view video | |
6. MBAs for Creatives can also be found in Europe and Asia The Berlin School of Creative Leadership was founded in 2006 and offers an excellent part-Time Executive MBA which participants complete in 18-24 months. https://www.berlin-school.com/
7. • No academic program prepares you to manage teams. • The challenge • When designers are presented with the opportunity to play a strategic role inside a corporation, a whole world of uncertainties lies ahead: • Becoming an equal partner to Business and Technology is not easy. • Creatives, in particular, don’t like to be managed. • Most companies don’t provide training nor mentor to new managers. • Most recipes found in management books don’t apply to design.
8. Design Leadership feels like a vast uncharted continent
9. my story Madrid My name is Pablo
10. Madrid I spent four years in the Fine Arts School of Madrid ( Picasso only three months ) Then we both realized we were born in the wrong place
11. years ago… I crossed this bridge leaving my country behind to move my career forward 10 Design Leadership takes you places Prague ( Jirásek Bridge over the Moldau )
12. Design Leadership takes you places lots of v years ago… 8 Singapore
13. years ago… 6 San Francisco
14. …the largest concentration of designers in the world The iPhone was born here Design Thinking was born here Airbnb was born here Cupertino VR is being developed here Facebook Oculus Rift in Menlo Park Google Daydream in Mountain View Silicon Valley
15. This place was built by brave souls ’00s 1955 1939 ’80s
16. … including many designers ( and design leaders ) ’80s ’00s 1955 1939
17. They came in three waves to transform the valley ’00s ’10s ’80s
18. The first wave of trailblazers set a rock-solid foundation… Robert Brunner co-founder of Lunar (+Jeff Smith and Gerard Furbershaw) Bill Moggridge, co-founder of IDEO Hartmut Esslinger, founder of Frog David Kelley, co-founder of IDEO Don Norman, co-founder of Nielsen Norman Group Designed the first laptop and established the practice of interaction design. Created Apple’s first design language: “Snow White”. Helped Jobs make Apple a ‘designful’ company. When he arrived in Silicon Valley in the late 70s, Bill saw opportunity in bringing British passion for design. Epitomizes innovation by design. Coined “Design Thinking”. Founded Stanford d.school. Cognitive Scientist, advocate of User- centered design. He invented “User Experience” at Apple in 1993. Founded frog in Germany and brought the Bauhaus heritage to Palo Alto with him. Represents American ingenuity at its best. A passion for doing things and teaching everything he knows at Stanford University (for 35 years) Academia meets design. One of his major contributions will be the development of usability as a discipline with Jakob Nielsen. Created and led the first in-house design studio at Apple (1989-1996). He hired Jony Ive in 1992. ’80s
19. The second wave shifted the focus from ID to digital experiences Peter Merholz, cofounder of Adaptive Path. Recently published “Org Design for Design Orgs” Jony Ive, Chief Design Officer at Apple Luke Wroblewski, former Chief Design Architect at Yahoo! ( now Product Director at Google ) Designed the iMac, iPod, iPhone, etc. In 2012, began to provide leadership to the Human Interface team. Matias Duarte VP, Design at Google Irene Au, former Global Head of User Experience at Google (now Design Partner at Khosla Ventures) Created Google’s first design language: “Material Design” and redesigned its corporate identity. Great mentor and coach of many designers while heading Yahoo! and, later, Google design teams. Brilliant speaker and author, Luke is one of the most authoritative voices in the field of mobile design. Coined “Mobile First”. ’00s
20. John Maeda, Head of Computational Design and Inclusion at Automattic Rochelle King, VP of Data, Insights and Design at Spotify Joe Gebbia, Chief Product Officer at Airbnb Julie Zhuo, VP Product Design at Facebook Margaret Gould Stewart, VP Product Design at Facebook Alex Faaborg, Daydream Design Lead at Google John Zeratsky Design partner at GV Jake Knapp Design partner at GV Braden Kowitz Design partner at GV These huge challenges typically involve entire organizations and requires not only boldness, but sharp leadership skills. Rich Fulcher, Design Lead at Google The third wave is pushing the boundaries of design into voice, VR, services, experiences, systems… and creating their own startups.
21. Watch the full interview with Rich Fulcher by Jared Erondu and Bobby Goshal highresolution.design is the best source for in-depth conversations with design leaders e.g. the organizational challenges behind Material Design
22. Think of your design organization as a start-up · let’s start with the basics ·
23. Skills Shared Values Structure Team Strategy Staff Style Mgmt. Systems Process & Your Your most critical asset is your team
24. Skills Shared Values Structure Team Strategy Staff Style Mgmt. Systems Process & Your The culture in your team will be the result of your hiring decisions and your own management style These are the core values of your team that are evidenced in the general work ethic and culture The style of leadership you have adopted.
25. Skills Shared Values Structure Team Strategy Staff Style Systems Process & Your The daily activities and methodology that the team members engage in to get the job done. These blue blocks are the pillars of your design organization… Your vision: the plan you have devised to achieve or support your company goals. The way your team is organized (who reports to whom) The actual competencies of your team Mgmt.
26. Skills Shared Values Structure Team Strategy Staff Style Systems Process & Your …If few of them fail, your team will collapse like a house of cards Every building block affect the others Every aspect is equally important Mgmt.
27. Skills Shared Structure Team Strategy Staff Style Systems Process & Your This is a modified version of the McKinsey 7-S model ( this tool will help you diagnose how your team works and identify areas for improvement ) Values Under Promise and Over Deliver –Tom Peters Mgmt.
28. Watch the HP story Steve Wozniak’s story Staff Your TEAMS HOW TO LEARN BUILD
29. TEAMS HOW TO LEARN EMPOWER INSPIRE HIRE BUILD SUPPORT
30. HP founder “The job of the manager is to support his or her staff, not vice versa, and that begins by being among them.” – Bill Hewlett • Make your team successful • Provide a great working environment • Serve your team… Bill helped Steve when he was 12
31. • Make yourself accessible • Listen • Don’t accept privileges • Serve your team…literally Bill Hewlett and Dave Packard serving the employees of HP and their families at the company picnic
32. BUILDING UP TEAMS IS NOT ABOUT HIRING IT’S ALL ABOUT BUILDING TRUST
33. Skills Structure Team Strategy Systems Process & Values Staff Style Your Mgmt. support trust Shared
34. This is our basic philosophy: Management by Objective as compared to Management by Control.” “People work to make a contribution and they do this best when they have a real objective when they know what they are trying to achieve and are able to use their own capabilities to the greatest extent. – Dave Packard The HP Way
35. a coincidence ? Design Thinking was born here Cupertino Silicon Valley was born here at the HP garage on Addison Avenue at David Kelly workshops at IDEO and Stanford HIRING is hard because the end result should be …
36. … a diverse group of people that are good at building on each others ideas. – David Kelley Founder of Ideo Watch IDEO's Approach
37. Would you hire “the carver”? · Your first “brave decision” · https://goo.gl/D8HTKf
38. Netflix co-founder “Do not tolerate brilliant jerks. The cost to teamwork is too high.” – Reed Hastings
39. Steve Jobs and Wozniak developed Breakout, which dominated arcades in 1976 Atari didn’t find Steve Jobs. We made it easy for him to find us. –Nolan Bushnell. Founder of Atari
40. “If you want to hire great people and have them stay working for you… you have to let them make lots of decisions. You have to be run by ideas not hierarchy. The best ideas have to win. Otherwise people don’t stay.” – Steve Jobs Watch Steve's Approach EMPOWER
41. • Becoming intimidating, manipulative, abusive… is not going to help your career in the long run • Learn how to use authority and power “Be a multiplier, not a diminisher.” Watch Bill ( the couch of Silicon Valley )
42. CEO of the agency Hill Holiday. Her first job in the company was receptionist “I love people to be empowered and feel that they are CEO of whatever role that they have at Hill Holiday.” – Karen Kaplan https://goo.gl/tGl5wA
43. ent perspiration, 1% 99% PERSPIRATION INSPIRATION Leadership is also
44. Do you think this is a bullshit-free workplace because of its motivational posters?
45. Nope. This is a bullshit-free workplace because this hard working guy happens to be its CEO Eric Migicovsky. Pebble CEO
46. Shared Values Style Mgmt. His work ethics is what shapes the culture of this workplace …the poster is just a reminder. ( posters never change culture ) Lead by example. You’re the boss. You set the culture.
47. Shared Values Style Mgmt. Staff Your supports shapes motivates Lead by example. You’re the boss. You set the culture.
48. Shared Values Style Mgmt. Staff Your supports shapes motivates Why is the culture really that important?
49. 5 Shared Values Style Mgmt. Staff Your supports shapes motivates Make your workplace and advertisement for your company –Nolan Bushnell. Founder of Atari
51. LEADER A DESIGN GROW AS Style Your
52. Watch Steve's Approach LEADER A DESIGN GROW AS FOCUS LEARN LOVE HAVE A MISSION YOU
53. ”The greatest people don’t need to be managed. What they need is a – Steve Jobs Watch Steve's Approach COMMON VISION. And that’s what leadership is”
54. You
55. © http://vardehaugen.no/ Your Vision
56. ` Vision Research Synthesis Implement Iterate Journey of Discovery Your © http://vardehaugen.no/
57. ` Vision Research Synthesis Implement Iterate Journey of Discovery Your Make a 30-60-90 plan to get there © http://vardehaugen.no/
58. Meet with Key Stakeholders Research ASK ‘WHAT DO YOU THINK I SHOULD BE DOING IN mY FIRST WEEK/MONTH AS (YOUR TITLE HERE)’ CONNECT with peers and identify opportunities for collaboration. Advice: DURING YOUR FIRST 30 days DON’t SIT IN YOUR P ANTS FOR TOO LONG. REACH OUT to everyone who can share valuable insights with you. Ask ‘Would you like to participate in my next Design Sprint’? (‘Design What???’) STAKEHOLDER INFLUENCE MAP BY Robert Curedale ASK ‘Who ELSE, DO YOU THINK, I SHOULD MEET?’
59. Stakeholder Influence Map POWER IMPACT LOW HIGH LOW HIGH Join forces (Influential doers, passionate contributors, grassroot organizers ) Keep informed Don’t Waste your time Gain their support ( keep happy because they are –or could become– executive sponsors of your program) Research ( namely, how high they are in the org chart ) ( This axis is the real influence in the company beyond their pay grade ) “ “
60. © Robert Curedale Research
61. Your 30-60-90 plan Look Inside • Obtain AN org chart (MAKE YOUR OWN IF YOU HAVE TO) • Take LOTS OF notes. Buy yourself a new moleskine. • Is there any project repository that you can access? Learn from the past. • Learn about the business KPIs and the tech infrastructure. • Identify BUSINESS strengths & weaknesses (SWOT ANALYSIS). • Know your USER (UserZoom) • GET FAMILIARIZE WITH THE competitive LANDSCAPE • What were your predecessor’s achievements? Identify ALSO THEIR failed projects, AND ASK YOURSELF “WHY did they fail?” Look Outside • Evaluate your team. • CONNECT WITH EVERYONE INDIVIDUALLY . IT COULD BE QUITE CONSUMING BUT it is A GOOD Time investment. m
62. Align your Strategy with the Business Goals (revolutionary) (evolutionary) (evolutionary) (incremental) innovate ADAPT EXPAND MANAGE existing offerings new offerings existing users new users Adapted from Diego Rodriguez & Ryan Jacoby from the book Change by Design by Tim Brown Synthesis
63. There are typically two evolutionary paths… (revolutionary) (incremental) innovate ADAPT MANAGE existing offerings new offerings existing users new users (evolutionary) EXPAND in 2014, WD BUSINESS STRATEGY WAS FOCUSED ON "MY CLOUD", A WEB-BASED, CONSUMER- FRIENDLY PRoDUCT, simple to use and install. (evolutionary) Adapted from Diego Rodriguez & Ryan Jacoby from the book Change by Design by Tim Brown
64. ? … and one revolutionary path (revolutionary) innovate ADAPT existing offerings new offerings existing users new users (evolutionary) EXPAND (evolutionary)
65. ? … and one revolutionary path (revolutionary) innovate ADAPT existing offerings new offerings existing users new users (evolutionary) EXPAND (evolutionary)
66. How the team needs to be structured ? (revolutionary) (evolutionary) (incremental) innovate ADAPT EXPAND MANAGE • AUGMENT PROTOTYPING & RESEARCH RESOURCES. POSSIBLY IXD AS WELL. • MULTIDISCIPLINARY PODS/TEAMS FOCUSED ON optimization. • EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team. • LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE) • EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH. • EXPERIMENTATION PROGRAM (E.G. OPTIMIZELY) RUN IN CONJUNCTION WITH PRODUCT-MARKETING TEAMS • design resources COLOCATED WITH THE product organization (OCCASIONALLY WITH SOME LEADS dotted lined to THEIR DIRECTORS) • Colocation OF design & PRODUCT RESOURCES NOT A BAD IDEA but a DEDICATED “WAR ROOM” WILL BECOME INCREASINGLY NECESSARY . • INNOVATION KITCHEN • MAKE SURE THE DAY- to-DAY OPERATIONS DON’T SLOW DOWN THE PROGRESS ON PRODUCT INNOVATION. SPLITTING THE TEAM COULD BE AN OPTION. Skills Structure Team Strategy Systems Process & Staff Your
67. The road to innovation (revolutionary) innovate • EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH. • INNOVATION KITCHEN Skills Structure Team Strategy Systems Process & Staff Your • LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE) • EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team.
68. "It was a fantastic experience [setting up the Apple design studio], and what it really taught me —and what you don’t learn when you’re a hired gun— is the depth that you need to be involved in the business to make things happen," – Robert Brunner FOCUS
69. Let’s take the Apple Design Studio tour… 1 Infinite Loop, Cupertino, CA 95014 | Building IL2 | Ground floor https://goo.gl/2v3Sl6
70. “Steve gets to see things in relationship to each other, which is pretty hard to do in a big company. Looking at the models on these tables, he can see the future for the next three years.” – Walter Isaacson Apple Design Studio: a place to retreat and focus
71. “There are no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations, we don’t run into major disagreements.” – Jony Ive
72. Skills Shared Structure Team Strategy Staff Style Systems Process & Your Values Mgmt. “There are no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations, we don’t run into major disagreements.” – Jony Ive Notice how many critical success factors of the Apple design organization are directly linked to the Design Studio
73. Everyday, improve yourself. Don’t just come to the studio. © Berto Martinez LEARN
74. Hartmut Esslinger’s frog design design arrives in California in 1984 and creates "Snow White”, a unified design language for all Apple products, first embodied by the Apple IIc . "Aside of Bill Moggridge who had come from London, there wasn’t any true design talent in all of Silicon Valley.” –Hartmut Esslinger Modern design languages emerged in the valley
75. Yes, Steve’s creative leadership was behind it
76. By 1984, Steve’s design training is complete… 1977 1984 The Apple IIc incorporates the Snow White design language by Hartmut Esslinger (also quite revolutionary) The Apple II became the first personal computer with a plastic enclosure (quite revolutionary back then) “So we wanted to put the Apple II in a housing that would reflect more of a humanistic point of view. Once we found a way to do that, the next question was, “What should it look like?” “What should it express?” “How should it work?” And that led us down the path of having to think about those things.“ – Steve Jobs Form follows function? Form (does) follows function
77. He hired only the best… to learn from them 1977 1984 The Apple IIc incorporates the Snow White design language by Hartmut Esslinger (also quite revolutionary) The Apple II became the first personal computer with a plastic enclosure (quite revolutionary back then) In 1977, Jerry Manock met Steve Jobs, 21, in the Homebrew Computer Club and got the $1,800 assignment to design a compact enclosure for the Apple II Jerry Manock H. Esslinger James Ferris 1979 1981 In March 1981, Jerry Manock and Terry Oyama present the Mac internally James Ferris become the first director of creative services Manock creates the Product Design Guild to achieve a “new unified appearance for the ‘80s” In March 1983, Hartmut Esslinger wins the competition to unify Apple’s seven product categories with a single design language. (Manock, Terry Oyama and Rob Gemmel led the project and traveled to Europe)
78. Hanging around great people was his innovation fuel 1997 2011 Steve Jobs appoints Jony Ive as Design VP “Tell me what’s wrong with this place. It’s the products. The products suck! There’s no sex in them anymore” – Steve Jobs “We made the buttons on the screen look so good you’ll want to lick them” – Steve Jobs on Mac OS X. 2001 Jobs returns to the company he cofounded twenty years ago. Cordell Ratzlaff redesigns OSX Tony Fadell designs the iPod
79. Mikael Silvanto Daniele De Iuliis Richard Howarth Alan Dye Christopher Stringer Rico Zorkendorfer Jeremy Bataillou Peter Russell-Clarke Eugene Hwang Jody Akana Marc Newson Evans Hankey Daniel Coster Imran Chaudhri Jony Ive …and that same spirit still marches on Julian Hoenig Hire people who are brave enough to learn constantly and humble enough to teach others
80. LOVE WHAT YOU DO ”I don’t think about legacy much. I just think about being able to get up every day and go in and hang around these great people and hopefully create something that other people will love as much as we do. (…) It’s really hard. And you have to do it over a sustained period of time. So if you don’t love it, if you’re not having fun doing it, you don’t really love it, you’re going to give up. “ – Steve Jobs
81. Atari founder Nolan Bushnell teams up with Spil Games to make mobile games – Nolan Bushnell, 73 founder of Atari ”I am always designing games“. https://goo.gl/7dOkwd LOVE WHAT YOU DO
83. PARTNER BUSINESS BECOME A Strategy Watch Daniel Burka's Approach
84. PARTNER BUSINESS GET ALIGNMENT BE DATA DRIVEN KPIs BECOME A Strategy PROVIDE VALUE SUPPORT
85. As a design leader Your major contribution is to GET ALIGNMENT between Business Design & Technology ( before your designers’ ideas get shot down ) without mercy v
86. Customer Experience First “You’ve got to start with the customer experience and work backwards to the technology. You can’t start with the technology and trying to figure out where you’re going to try to sell it.” https://goo.gl/I9Cx5f – Steve Jobs,WWDC 1997
87. Customer Experience First doesn’t mean Design Dictatorship
88. The design & business collaboration win-win v https://goo.gl/yu5zYV “Design is really a loaded word. I don't know what it means. We don't really talk about design a lot around here. We actually talk about how things work.” – Steve Jobs
89. What’s Desirable? Just a desirable concept is not enough. INSANELY GREAT also means feasible and insanely profitable. What’s feasible? What’s profitable? The road to an insanely great product is rough…
90. feasibility profitability Desirability DESIGN TECHNOLOGY BUSINESS … even if these three forces were balanced ( which rarely happens )
91. – Alan Cooper founder of Cooper, leading interaction design firm in SF That’s why…
92. In the context of a business and a meeting room, we tend to be much more comfortable talking about product attributes that you can measure with a number. https://goo.gl/8Np51w 04:00 There's a danger, particularly I think, in business: That's a fairly safe conversation to talk about: five is bigger than two and nobody is going to argue that. And so, we tend to talk, historically about price and speed. And those more emotive, those less tangible, product attributes can so easily be ignored. Now, the problem is, you and I make probably the most important decisions of our lives in the absence of numerical data. …even at Apple – Jony Ive
93. TECH DESIGN nah, THE USERS WANT A FASTER PROCESSOR and 2X mORE STORAGE WE NEED a new DELIGHTFUL and Minimalistic Look&Feel! In other words…
94. “Designers think they are artists but they are put in to play because of business objectives, economic advancement. Art is about making questions. Design is about making solutions. Designers need to understand business. They need to understand technology.” – John Maeda Watch Maeda's Approach
95. Target Users Profit Mechanism Value Proposition Cost Structure Operational Approach Risks Critical Success Factors Who are the users that the company wants to do business with? What metrics are used to evaluate the performance of the company? What is the source of value for the company? What value does the company provide to its users? What are the costs for the company associated with its business model? What will allow the company to sustain its business model? What are the inherent risks and barriers associated with its business model? How does the company uses its resources to execute its business model? Performance Model Understand Business
96. Target Users Profit Mechanism Value Proposition Cost Structure Operational Approach Risks Critical Success Factors Who are the users that the company wants to do business with? What metrics are used to evaluate the performance of the company? What is the source of value for the company? What value does the company provide to its users? What are the costs for the company associated with its business model? What will allow the company to sustain its business model? What are the inherent risks and barriers associated with its business model? How does the company uses its resources to execute its business model? Performance Model BUSINESS & DESIGN intersection Design needs to provide business value
97. Target Users Profit Mechanism Value Proposition increased value • more choices • more control • more convenience • saving time • saving money enhanced user understanding • behaviors • motivations • expectations • values improved interactions • simplicity • enhanced usability • personalization • customization • touch, gesture, voice interaction, etc. improved financials • improved conversion improved retention • improved costs • customer acquisition • new market entry Where can design be more valuable to the business?
98. Where can design be more valuable to the business? my design team v Target Users Profit Mechanism Value Proposition increased value • more choices • more control • more convenience • saving time • saving money enhanced user understanding • behaviors • motivations • expectations • values improved interactions • simplicity • enhanced usability • personalization • customization • touch, gesture, voice interaction, etc. improved financials • improved conversion • improved retention • improved costs • customer acquisition • new market entry • focus on just a few goals at a time • • be strategic • define the problem • • gather data • establish a baseline •
99. DESIGN TECHNOLOGY BUSINESS easy-to-implement solutions improved interactions increased value / quality increased budget collaboration enhanced user understanding shared assets : design patterns… shared resources: designers who can code improved business KPIs inspiration a seat on the table collaboration : design sprints, agile… These partnerships will determine your success No one can position your design team for you
100. Hire people with diverse interests and backgrounds that can speak natively to the business and technology teams. The best design teams are not only interested in design. Set up a multi-disciplinary team. Watch the IDEO’s approach How to strengthen your internal partnerships Nurture a culture of teamwork at the intersection of design, tech and business. Skills Strategy Staff Your
101. 2 Validate your company’s assumptions of how their products and services work. Use those insights to inform your design strategy. Gain the respect of your partners by validating your accomplishments with empirical data. Knowledge is power. How to strengthen your internal partnerships See facebook’s approach BE DATA DRIVEN
102. “Data and analytics will never be a substitute for design intuition. Data can help you make a good design great but it will never make a bad design good.” VP Design at Facebook – Margaret Gould Stewart Data-driven Design
103. Yahoo! Story My On a typical day in 2011, we served 45,000 variations of the homepage every 5 minutes (13 million variations very day). One third of our customers were in buckets (A/B tests)
104. Translate success metrics into actionable design challenges. Help your designers bridge the gap between abstract quantitative information and concrete solutions. How to strengthen your internal partnerships The approach of Spotify & Netflix SUPPORT KPIs
105. VP Design at Spotify – Rochelle King Translating metrics into behaviors https://goo.gl/pQ91bN “What’s actually the behavior that we’re trying to drive? Getting people to play more songs is a proxy metric for how to drive more engagement”
106. DO I USE DATA TO SUPPORT MY DESIGN STrATEGY? IS MY TEAM POSITIONED FOR SUCCESS? DOES MY TEAM PROVIDE VALUE? Three questions for a brave soul h
107. • IS MY TEAM PERCEIVED BY THE BUSINESS AS A P ARTNER OR AS AN EXECUTION TEAM? IS MY TEAM POSITIONED FOR SUCCESS? • DO I ENCOURAGE MY TEAM to STAY UP TO DATE WITH THE COMPETITIVE LANDSCAPE? TRENDS IN THE MARKET? • DO I HIRE CURIOUS MINDS? ‘T-SHAPE’ DESIGNERS that can extend bridges ACROSS teams? • DOES MY TEAM HAVE A ‘WAR ROOM’ (aka innovation Kitchen) TO brainstorm and engage with THE KEY STAKEHOLDERS? • IS MY TEAM WELL VERSED IN ALL THE PRODUCTS/ services OF OUR COMP ANY? v
108. • DO I USE BOTH QUALITATIVE & QUANTITATIVE DATA TO INFORM MY DESIGN STRATEGY? • AT YAHOO!, MY WEEKLY SESSION WITH THE RESEARCHERS working on the homepage WAS CALLED DUNKIN’DATA. It TOOK PLACE FIRST THING IN THE MORNING. I ALWAYS BROUGHT FREE DONUTS IN EXCHANGE FOR ALL THE DATA THEY COULD BRING. GOOD DEAL! DO I USE DATA TO SUPPORT MY DESIGN STrATEGY? • DOES MY TEAM VALIDATE OUR DESIGN HYPOTHESES WITH DATA? • DO I MEET REGULARLY WITH tHE ANALYTICS/RESEARCH TEAM to COLLECT NEW INSIGHTS and REQUEST SUPPORT? a
109. • DO I PROVIDE RESULTS THAT MATTER TO THE BUSINESS? DOES MY TEAM PROVIDE VALUE? • DOES YOUR DESIGN MAKE A DIFFERENCE in THE WORLD? • DO WE PROVIDE SOLUTIONS THAT MAKE THE END USERs HAPPY? CAN I QUANTIFY THAT IMP ACT? • IS THE WORK REWARDING AND MEANINGFUL to the TEAM? m (E.G. CUSTOMER SATISFACTION SCORE BEFORE AND AFTER A REDESIGN) (CAN I MEASURE MY DIRECT IMP ACT IN THE COMP ANY BOTTOMLINE?)
110. ( what kind of value? ) Design Leadership is not about managing designers but to generate value · the last word ·
111. The value you create for your customers…
112. The value you create for your company … 0 S&P design-driven companies $39,922.89 $17,522.15 228% 04 05 06 07 08 09 10 11 12 13 14
113. The value you create for your team…
114. Sharia, diagnosed with autism at the age of two, uses an iPad to help her communicate. Her father says it's "given her a sense of control she never had." The value you create for the society.
115. • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made Thanks! Let’s stay in touch @pabsanch