UXA2023 Sarah Heimeier - Digital transformation – A framework for success

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© 2023. All Right Reserved. Please credit Sarah Heimeier if you are using, reusing, or creating derivatives or variations of any of this. Thank you! Sarah Heimeier Digital transformation: a framework for success How to deliver a design project that gets results © 2023. All Right Reserved. Please credit Sarah Heimeier if you are using, reusing, or creating derivatives or variations of any of this. Thank you!

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The framework is technically there, but it’s moments away from collapsing because the foundations weren’t laid properly.

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…to support your digital transformation Build a strong framework

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Definition Digital transformation Using digital technologies to create new, or modify existing business processes, people, culture, technology and customer experiences to meet changing business and market requirements. Often focused on enabling the business to deliver on their strategy. Reference: Salesforce

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How can we make a meaningful change which will be good for customers and good for business?

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of projects fail to deliver the expected results or intended value 95% Up to

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Why projects fail? Being unprepared for setbacks ● There’s always the possibility of something unexpected happening ● Having a contingency plan in place 1 No clear vision + conflicting priorities ● You need a vision and strategy ● Have clear goals and targets to understand whether the project is successful 2 Doing too much, too fast, all at once ● Shiny toy syndrome ● Focusing on implementing things that don’t have a solid business case 4 Resistance to change ● Everyone is stuck in their ways ● They have culture shock to the change 3 Lack of leadership ● Lack of long-term commitment ● Lack of leadership support 5

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Poor foundations

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Strong framework The perfect blueprint to succeed and get in that 5%

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D D D

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Define 1

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Define your objectives Get everyone aligned Define the project and what you’re working towards Define PROJECT OBJECTIVES

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Example: Framework for defining the project Project X Project objectives Existing work Background information Deliverables Who is on the team? Ownership and responsibilities Scope Success metrics Define your objectives

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Example: Define your ways of working Define your objectives How do we collaborate? Who is responsible for what? How do we share updates? What are our team goals? Define your ways of working

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Example: Make it a Big Rock Define your objectives Strategy Goals Big Rock

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Example: Decision making framework – Steer Co Define your objectives Steer Co Share updates Accountability Honesty Clear any roadblocks Your Team Empowered to make decisions Transparency

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Define the current experience Define How does it all link together? Customer experience, front of house, back of house, systems, processes Understand all of the steps that are involved in the experience Positives, pain points, value, differentiators, opportunities

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Example: Observations of teams Define current experience Understand the end to end process Understand the activities that are completed Observe systems Listen to calls

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Example: Blueprint and workshop Define current experience Step 1 Step 2 Step 3 Step 4 Step 5 Positives What works well? Pain points What doesn’t work well? Opportunities, value, differentiators Experience blueprint Experience workshop

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Define the future experience Define Where are you heading? Get crystal clear What does your transformation involve? Strategy, success, direction Your plan may deviate - you need a North Star to guide you

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Example: Treasury observation Define future experience 10,535 5 YoY EBITDA 5,836

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Example: Define what you need to do Define future experience Objectives Experience Principles Vision Systems & processes Differentiators People Needs Capabilities Value Jobs to be done Roles

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Example: Sales and service future state workshop Define future experience Strategy♟ ● What is our vision statement? ● What are our objectives? Benefits and value 💎 ● What value are they delivering? ● What benefits do we want to deliver? People 󰳕 ● What does the team look like? ● How does the team change? ● What is the new structure? What are the roles that will exist? Processes & systems 🛠 ● How does technology support them to do their job? ● What technology do we need to deliver our desired experience?

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Decide 2

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Decide on your selection criteria Requirements of the new platform to allow for your future experience Create a checklist to assess different platforms Link to your future vision - the capabilities, requirements and needs Decide

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Example: Selection criteria for decision engine Decide on your selection criteria What exists in market Our vision Selection criteria

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Example: Selection criteria for decision engine Decide on your selection criteria What exists in market Our vision Selection criteria

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Decide on your technology Decide Refine your list of technology options against your selection criteria Understand the experience of current users of the technology Organise showcases with your selected organisations

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Example: Selection criteria for decision engine Decide on your technology What exists in market Our vision Selection criteria Tech company A Tech company B Tech company C Tech company D

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Example: Selection criteria for decision engine Decide on your technology What exists in market Our vision Tech company B Tech company A Each company showcases: ● The same specific case study ● How different experiences or scenarios would work on their system

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Vendor comparison Company A Company B Similarities Gaps Usability Engineer experience Scalability Logic Relationship Speed to market Recommendation Example: Selection criteria for decision engine Decide on your technology

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Decide on your Minimum Lovable Experience Decide You know the pain points you’re solving, technology and vision - now scale it back to what’s achievable Decide on an experience that delivers value and benefits to the business Align the value to the effort needed to deliver the experience

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Example: Role play Define Minimum Lovable Experience Role play and test the future experience

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Example: Increasing value with every release Decide on your Minimum Loveable Experience Value Value Value Value 💎 Value 💎 Value 💎💎 Value 💎💎💎 Q2 Q1 Q3 Q4 Value

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Example: Increasing value with every release Decide on your Minimum Loveable Experience Value Value Value Value 💎 Value 💎 Value 💎💎 Value 💎💎💎 Q2 Q1 Q3 Q4 Value

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Example: Launching product on a new platform Decide on your Minimum Loveable Experience Week 1: Experience planning Week 2: Delivery planning ❏ Vision ❏ Define the project – again! ❏ Identify dependencies ❏ Define the Minimum Lovable Experience ❏ Identify any assumptions / research needed ❏ Define rough stories and sprints ❏ Define our delivery plan ❏ Refine our ways of working Kick-off sprint: 2-week inception

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Example: Launching product on a new platform Decide on your Minimum Loveable Experience Phase Front of house Back of house Systems Customer actions Experience steps Line of interaction 🫱 Line of visibility 👀 Phase Phase Phase

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Deliver 3

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Deliver your technology Making choices to deliver the right experience Commit to what you will deliver each sprint Deliver Be iterative and incremental Think Plan Do Review Shout out to Terry Thornton

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Example: Unsuccessful delivery Deliver your technology Not enough discovery done Incorrect objectives from the start Too much commitment, not enough incremental iteration Experience didn’t match what users were looking for and their behaviour Users didn’t trust the tool and no one used it Do the right amount of discovery Define what the users need and accurate objectives from get-go Commit to what you’re building while being iterative and incremental The experience will be the meaningful change users needed Successful delivery!

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Example: Set up for delivery success Deliver your technology Get the first stories defined Refine the designs Create the research plan Get the environments set up Ensure everyone has the tools, capabilities and support they need

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Deliver your change management Deliver Change management is MORE important than delivery If the stakeholders and customers aren’t going to use it, then what is the point of it?

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Change management ≠ comms = continuous stakeholder management = engaging with stakeholders = working with stakeholders = having them part of the project

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Example: Stakeholder map Deliver your change management Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Decision maker Key influencer Product Tech Finance Design Legal + compliance

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Example: Core vs extended team Deliver your change management Extended team Name Role Name Role Name Role Name Role Name Role Name Role Core team Name Role Name Role Name Role Name Role

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Accountable Responsible (core team) Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Consulted (involved / extended team) Informed Name Role Name Role Name Role Name Role Example: RACI stakeholder map Deliver your change management Decision maker Heavy influencer Steer co Doing the work, full time on the project / team Responsible Accountable Answers for the work – often leadership Consulted Experts / SMEs to learn from. Regularly providing input or helping to move work forward, project isn’t their sole focus Informed Kept in the loop, stay up to date and will provide feedback / input when necessary

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Example: Decisioning project Deliver your change management Compliance Sales Finance Support Legal Data Discovery Ask assumptions Clarify assumptions Gain confidence Ask questions ⚖ Who to talk to about what?

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Showcase Playback Showcase Decision Decision Playback Decision Example: Stakeholder engagement plan Deliver your change management Kick off Discovery Insights Prioritisation Solution discovery Solution definition Workshop Workshop Workshop Workshop Workshop 🏛Compliance 💰Finance 🛠Support 🎯Sales ⚖Legal 🏛Compliance 📊Data ⚖Legal 📊Data

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Deliver your North Star Deliver It should have evolved over the project Marry value to effort As you figure out what worked, and what didn’t Evolve the Minimum Lovable Experience you delivered to get you closer to your North Star

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Example: Regular research plan between release Deliver your North Star How are the team finding the experience? What areas do we need to improve? Where do we have gaps in our knowledge? What areas are working well? What areas aren’t?

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Example: Regular research plan between releases Deliver your North Star Release Experience survey Interview teams on new experience Observations Define the problem Solution design + testing Synthesis + Insights Synthesis + Insights Synthesis + Insights Refine the experience Refine the experience

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Example: Screen and user flow Deliver your North Star User flow Apply Approve Adjust New New New

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Define Decide Deliver 3 1 2

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4 critical factors

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C C C C

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Culture Spend time building trust, connection and getting to know the people on your team You need an overall culture that supports you to deliver your best work 100% committed and belief in the vision 4 critical factors 1

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Culture 4 critical factors

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Culture: Company values 4 critical factors Customer obsessed One team Simplify Deliver value fast Be bold, open & real Think like an owner 🤩 💡 🗣 🚀 󰛕 󰛒 Allows us to give feedback and kudos in alignment with them Helps us to have common behaviours that we will all strive to achieve

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Culture: Define what’s important for a successful team 4 critical factors = Positive intent Shared values Trust Open conversations Vulnerability Build relationships Honesty Clear roles and responsibilities Successful team

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Culture: Cadences example 4 critical factors Ways of working: Defined roles, responsibilities and cadences M T W T F Week 2 Daily standup Daily standup Daily standup Daily standup Daily standup Showcase Kickoff Retro + kudos Planning Friday fun 🍕 Daily standup Friday fun 🍕 Daily standup Daily standup Daily standup Daily standup Steer co Week 1

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Communication Lack of alignment is key to failure of digital transformation projects Check-ins with executives and senior stakeholders Cadences to hold everyone accountable Honest and transparent 4 critical factors 2

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Communication: Scheduled sharing 4 critical factors Sharing cadences M T W T F Week 2 Daily standup Daily standup Daily standup Daily standup Daily standup Showcase Kickoff Retro + kudos Planning Friday fun 🍕 Daily standup Friday fun 🍕 Daily standup Daily standup Daily standup Daily standup Steer co Week 1 Sharing what has been done with the wider organisation Connecting with others Specific questions to answer Key decisions Areas you need feedback on Showcase Steer co Blockers

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Communication: Scheduled sharing 4 critical factors ⚠ Project status: Green Amber Red Blocked All hands

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Cost Balance value and effort Desirability, viability, feasibility Identify your business case and make sure it is valid Vision and strategy - align to where the company wants to head 4 critical factors 3

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Cost vs Value Cost: Business case analysis 4 critical factors Business case analysis Business value checklist: ❏ Scalable ❏ Efficiency ❏ Revenue ❏ Customer satisfaction ❏ Meet regulatory requirements Customer value checklist: ❏ Price ❏ Service ❏ Convenience ❏ Control and options ❏ Product ❏ Feel valued Why How Cost benefit analysis What Are you sure you want to do that? Maybe reconsider your business case?

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Business case analysis Cost: Cost vs Value 4 critical factors Opportunity area “How might we..?” Description / pain points Activity based costing Cost of delivery Cost savings for team Conversion numbers Time spent on activity Number of times pain point of activity occurs Cost vs Value

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Change You can depend on change happening Change is key to success Know and accept that your plan will change - and be prepared for it Your plan is out of date as soon as you make it 4 critical factors 4

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Keep evaluating how you’re going Understand what needs to change You can’t manage what you don’t measure Change: Success measures 4 critical factors Success measures

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Change: Retro 4 critical factors The bad The opportunity The good

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Change: Transition plans 4 critical factors

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70% confidence Because perfect is the enemy of good Change: Designing an experience 4 critical factors

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Change: Try and pivot 4 critical factors Week 1 Week 2 Week 3 Is everything good, or are we lost? Make a change when it’s needed Have the ability, courage, conviction and support Be iterative and incremental Explore Test Reset Give yourself an allocated amount of time to test something out

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Know when to accept the sunk cost Be open to changing Stop, and look back Try, then pivot Change: Try and pivot 4 critical factors

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Define Objectives Current experience Future experience Decide Selection criteria Technology Minimum lovable experience Deliver Technology Change management North star © 2023. All Right Reserved. Please credit Sarah Heimeier if you are using, reusing, or creating derivatives or variations of any of this. Thank you! Culture Communication Cost Change

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Your digital transformation project will have a lasting impact on the business

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Connect with me Sarah Heimeier I share my knowledge of design, and coach the next generation of super stars 🌟

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