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UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
 

UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic

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Nathan Shedroff's keynote presentation at UX STRAT 2013

Nathan Shedroff's keynote presentation at UX STRAT 2013

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    UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic Presentation Transcript

    • WHAT IT MEANS TO BE STRATEGIC Nathan Shedroff California College of the Arts designmba.org
    • MAKE IT SO Interaction Design Lessons from Science Fiction by NATHAN SHEDROFF & CHRISTOPHER NOESSEL foreword by Bruce Sterling Many designers enjoy the interfaces seen in science fiction films and television shows. Freed from the rigorous constraints of designing for real users, sci-fi production designers develop blue-sky interfaces that are inspiring, humorous, and even instructive. By carefully studying these “outsider” user interfaces, designers can derive lessons that make their real-world designs more cutting edge and successful. “Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and informative book on how interaction design in sci-fi movies informs interaction design in the real world.... You will find it as useful as any design textbook, but a whole lot more fun.” ALAN COOPER “Father of Visual Basic” and author of The Inmates Are Running the Asylum “Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.” ANNALEE NEWITZ Editor, io9 blog “Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.” MARK COLERAN Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider) “Every geek’s wet dream: a science fiction and interface design book rolled into one.” MARIA GIUDICE CEO and Founder, Hot Studio www.rosenfeldmedia.com MORE ON MAKE IT SO www.rosenfeldmedia.com/books/science-fiction-interface/ MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL Experience Design 1.1 a manifesto for the design of experiences by Nathan Shedroff product taxonomies 16 user behavior 116 100 years 22 information 42 takeaways 28 data 36 knowledge 48 subjectivity 78 consistency 96 navigation 84 product taxonomies 16 user behavior 116 experiences 4 experience taxonomies 10 100 years 22 wisdom 54 information 42 takeaways 28 data 36 knowledge 48 subjectivity 78 consistency 96 navigation 84 Design Strategy in Action Edited by Nathan Shedroff A publication from the MBA in Design Strategy program California College of the Arts 2011 2008 Edition Dictionary of Sustainable Management
    • MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT MBA IN PUBLIC POLICY DESIGN
    • STRATEGY
    • Strategy (Greek “στρατηγία”—stratēgia, “art of troop leader; office of general, command, generalship”[1]) is a high level plan to achieve one or more goals under conditions of uncertainty. Strategy is also about attaining and maintaining a position of advantage over adversaries through the successive exploitation of known or emergent possibilities rather than committing to any specific fixed plan designed at the outset. —Wikipedia
    • “a pattern in a stream of decisions” — Henry Mintzberg of McGill University
    • Strategic management analyzes the major initiative taken by a company’s top management on behalf of owners, involving resources and performance in internal and external environments.[1] It entails specifying the organization’s mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading
    • Strategic management analyzes the major initiatives taken by a company’s top management on behalf of owners, involving resources and performance in internal and external environments.[1] It entails specifying the organization’s mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs.
    • STRATEGY IS A HIGH-LEVEL PLAN (FOR ACTION)
    • “DESIGN IS A PLAN FOR ACTION” Charles Eames
    • STRATEGY IS ABOUT CONTEXT
    • TACTIC STRATEGY
    • TACTIC Usability STRATEGY
    • TACTIC Usability STRATEGY Experience
    • TACTIC Operational Effectiveness & Productivity Products & Services (Offerings) Features/Performance Price STRATEGY Intent, Goals, Mission, Vision, & Culture Systems Stakeholders (employees, investors, media, communities, etc.)
    • TACTIC How to make, deliver, and support the best <offering> possible STRATEGY What we should be in the business of (to begin with)
    • TACTIC How to make, deliver, and support the best <offering> possible STRATEGY What we should be in the business of (to begin with) THE ORGANIZATION THE PRODUCTS
    • EXPERIENCE CREATES VALUE
    • EXPERIENCE CREATES VALUE
    • EXPERIENCE CREATES VALUE
    • EXPERIENCE CREATES VALUE
    • Your Company customers (end users) NGOs media community (geographic) partners labor unions retailers local government wholesalers the Environment industry trade associations employees distributors regional government courts suppliers & manufacturers insurers & reinsurers shareholders banks investors institutional investors competitors Your Company customers (service providers)
    • STRATEGY TOOLS
    • Strengths Weaknesses Opportunities Threats
    • Strengths: • We’re us • We’re great • We know stuff • We’re fast • We’re easy to use! Weaknesses: • We work too much • We care too much • We’re perfectionists Opportunities: • Own the market • Expand product lines • Make more stuff • License stuff • Co-brand with Disney • Create an “experience” Threats: • Others can get fast • Others can be easy to use • Someone gets to Disney before us • We don’t have a “big data” strategy!
    • Strengths: • We’re us • We’re great • We know stuff • We’re fast • We’re easy to use! Weaknesses: • We work too much • We care too much • We’re perfectionists Opportunities: • Own the market • Expand product lines • Make more stuff • License stuff • Co-brand with Disney • Create an “experience” Threats: • Others can get fast • Others can be easy to use • Someone gets to Disney before us • We don’t have a “big data” strategy!
    • ENVIRONMENTAL ANALYSIS Social Issues: Customer Needs and Wants Political Issues: Legal, Regulations... Tech. Issues: Technology trends, opps... Economic Issues: Market trends, opps... Industry-Specific Issues: ???
    • ENVIRONMENTAL ANALYSIS • Customers seek clarity • Customers are afraid of technology • RIM is out, HTML5 is in • Lending is slowing • Customers worried about their future • etc.
    • COMPETITIVE ANALYSIS • Clarity • Fear of technology • HTML5 • Loan Help • Reassuring X X X X √ √ √ √ X X X X X √ X X X √ X X √ √ X X X
    • Strengths Weaknesses • Clarity • Fear of technology • HTML5 • Loan Help • Reassuring
    • Strengths Weaknesses Opportunities (Biggest Strengths vs. Biggest Weaknesses) Threats (Biggest Weaknesses vs. Biggest Strengths) • Clarity • Fear of technology • HTML5 • Loan Help • Reassuring
    • Better Worse Smaller Bigger
    • Better Worse Smaller Bigger Hey! A Blue Ocean Strategy!
    • For <target customers> that <need/ care about> , our <product, service>, company> is a solution that <benefit> . Unlike, <our competitor> , our <product, service>, company> is <unique differentiator> . POSITIONING STATEMENT
    • POSITIONING STATEMENT For Professor Plum that needs to kill someone , our noose is a solution that is silent . Unlike, Miss Scarlett , our noose is purple .
    • Our users want the most features possible in a fast , inexpensive application delivered in the cloud . MADLIBS OF UX
    • Where to start: • Who is your customer really? • What is their life life, what do they need, what do they want? • What value is being provided to them and what kind of value can you realistically provide? • How can you differentiate yourself based on this value? • What’s it going to take to be successful? • Are you ready? Is it worth doing? • Do you have the right people (who do really need)? Do you have the right culture?
    • RELATIONSHIP
    • EXPERIENCE RELATIONSHIP
    • VALUE EXPERIENCE
    • TOTAL VALUE EXPERIENCE
    • TOTAL VALUE FUNCTIONAL VALUE + FINANCIAL VALUE + EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE =
    • FUNCTIONAL VALUE + FINANCIAL VALUE + EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE = FUNCTIONAL VALUE + FINANCIAL VALUE + QUANTITATIVE TOTAL VALUE
    • FUNCTIONAL VALUE + FINANCIAL VALUE + EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE = FUNCTIONAL VALUE + FINANCIAL VALUE + QUANTITATIVE EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE = QUALITATIVE TOTAL VALUE
    • QUALITATIVE VS. QUANTITATIVE
    • TAKEAWAYS • Qualitative AND Quantitative • Strategy is derived from research • UX can (and should) play a role • Leadership is communicating vision • Relationships and value are built through experience
    • THANK YOU