Pulse 2013 - Mobile strategy and user centered design, an IBM interactive primer
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IBM Interactive is one of the largest interactive agencies in the world. Recently named among the top five digital marketing agencies in the world by Gartner, it is home to IBM's Mobile Practice ...

IBM Interactive is one of the largest interactive agencies in the world. Recently named among the top five digital marketing agencies in the world by Gartner, it is home to IBM's Mobile Practice services. Come and learn how IBM Interactive works with clients on mobile strategy, user-centered design and mobile strategy realization that will accelerate your mobile application creation, and delight your customers with compelling user experiences on the fastest-growing, user-facing device on the planet.

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Pulse 2013 - Mobile strategy and user centered design, an IBM interactive primer Presentation Transcript

  • 1. Mobile Strategy andUser-Centered Design,an IBM InteractivePrimerChris Pepin, Mobile Enterprise Executive @chrispepin cpepin@us.ibm.com © 2013 IBM Corporation
  • 2. Agenda IBM Interactive Solutions Mobile strategy and IBM MobileFirst User Centered Design 1
  • 3. IBM Interactive Solutions 2
  • 4.  Today’s Marketplace 3
  • 5. Consumer adoption and usage of digital, mobileand social media is changing how we learn, workand interact with each other 30.2% of the world is 5.3 billion mobile U.S. mobile commerce online subscriptions WW reaches $6.7 billion2.1 billion people are online 940 million subscriptions to U.S. Mobile Commercetoday 3G services Sales expected to reach $31 billion by 201663% research via social 83% of holiday shoppers 800 million active, 400 networking influenced by reviews million daily users47% consumer are Consumer reviews are A ‘Facebook Like’ from a friendinfluenced by what see on 12x more trusted than info. carries same weight as 100social media outlets from marketers positive reviews from strangers. Average user has 130 friends 4
  • 6. Digital transformation will have profound societalimpact at all levels, creating new opportunities butalso significant challenges Individuals • The digital consumer creates new possibilities for customer engagement, but rising expectations creates challenges • The networked workforce engages in new ways to collaborate both inside and outside the enterprise • Empowered citizen – increasing engagement and power of the networked population Enterprises • Digitally enabled business models – transformation to monetize and capture value across channels, products, services and customers • Maturing digital operations – transformation of how products and services are created, delivered and serviced • Enabling the digital enterprise – change to organization & people Industries • Value migration – value is shifting along the value chain as digital business models, often moving closer to the end consumer • Value chain redefinition – the roles and relationships and industry player across the value chain are changing • Fragmentation – the emergence of new industry players is changing broader industry ecosystems, with new entrants capturing significant value Source: IBM Institute for Business Value Analysis 5
  • 7. Transformation is achieved by optimizing combination of value proposition and channel capabilities at the same time Digital Transformation Framework Optimize Path 1 – Create and integrate digital operations and processes to deliver customer value proposition The challenge: Realize value of optimized operations byReshaping Operating Model extending into new revenue models and transforming the customer experience The “how” Leverage Path 2 – Enhance, extend or reshape the customer value proposition with digital content, information, insight and engagement The challenge: Delivering innovative value proposition effectively and efficiently, and being ale to continuously innovate in lock-step with customers Create Path 3 – Build a new set of capabilities around the transformed customer value proposition and operating Enhance Extend Re-Define model in lock-step Reshaping customer value proposition The challenge: How to continuously balance and stay The “what” aligned across the dimensions 6 Source: IBM Institute for Business Value Analysis
  • 8.  Solutions Overview 7
  • 9. Interactive Solutions portfolio Physical Digital Social Mobile Contact Broadcast CenterPLAN, ALIGN, Business StrategyENVISION Digital Brand and Marketing StrategyDESIGN, CREATE, Creative and Experience DesignIMPLEMENT Interactive User Experience Implementation of SolutionsENSURE, User Research and MeasurementPREDICT Business, Web, and Social AnalyticsMAINTAIN, Campaign Management,ENHANCE, Digital Productive and Maintenance ServicesOPERATE Financial Communications Distribution Industrial Public SMB Services 8
  • 10. Interactive Solutions expertise USER EXPERIENCE BUSINESS User Experience Design Business Strategy Information Architecture Digital Strategy Creative Design Branding Strategy Graphic Design Requirements Analysis Rich Media Architecture Industry Subject Matter Expertise Content Strategy Social Media Strategy Usability Engineering Marketing Strategy Accessibility Engineering Business Analytics 120+ PhD’s TECHNOLOGY PROJECT MANAGEMENT Solution Architecture Program and Project Management Rich Internet Application Technology Change Management HTML & Java Development Testing Management Mobile Architecture Communications Management Data Architecture Risk Management SecurityCustomer and Data Analysis Issue Management Testing Maintenance and Support 9
  • 11. Interactive Solutions clientsOur clients come to us to help them understand the future, develop differentiated brand strategies anddesign relevant experiences across all points of interaction. Our solutions are designed to achievebusiness results and increase overall customer satisfaction, leading to greater levels of customeracquisition, retention, and loyalty.  National Bank  Bank of America  Samsung VI  Wells Fargo  Segway  RBS  Discover Card  Nationwide  Pfizer  Target  Walmart  ING USA  Royal Bank of Canada  STA Travel  IBM  Altria  Barclays  Client  MetLife  Lufthansa  American Express  Circuit City  Travelers  Allianz  Panasonic  Tiffany  JCPenney Genentech  Sears   Mercedes Benz  Mass Mutual  DC Comics  Gateway  CNL  Prudential  Chubb and Sons  LL Bean  Nestle Strategy  US Open  Unilever  Wimbledon  Hallmark  “Company B”  The Home Depot  Norwegian Cruise Lines  Banco Fidurum  Mexx  World Bank  Monster.com  Audi  NCAA Design 10 10
  • 12. Interactive Solutions is global Toronto London Chicago Boston Vancouver Washington, DC Tokyo AtlantaAs a global integrated organization, IBM conducts business in 170 countries. IBM Interactive CentersAIS Interactive Solutions has offices & studios in the Americas, Europe & Asia. Atlanta TokyoEach center serves as a regional hub, enabling clients to get to know their Bangalore Torontoteam. IBM’s worldwide reach gives us insight into local markets & cultures, Boston Vancouverallowing us to sense global trends & directions and incorporate this insight Chicago Washington, DCinto client solutions before other companies. London 11 11
  • 13. Interactive Solutions leverages the best of IBMOur greatest is our ability to bring the best of IBM together to provide innovativeand comprehensive solutions for our clients’needs IBM.com Industrial Design Accessibility Center User Branding + Research Design Operations Custom Strategy Application Strategy Development + Change Campaign Management IBV Digital Global Video Social Technology Production Media services IBM Lab Software Labs IBM Research 12
  • 14. Thought leadership centered around front office digitization and infusion of technology into business functions IBM Thought Leadership Publications and Web Sites Collective Smarter Digital Interaction Point 2011 CMO Study Intelligence Consumers Transformatio Analysis Beyond Digital n © Cross-channel Customer Beyond Digital Experience Empowered Consumer User Experience Benchmarking Social Media Design * Final title TBD 13For more information, see www.ibm/iibv
  • 15. Mobile strategy and IBMMobileFirst 14
  • 16. Mobile is everywhere 5 Trends with significant implications for the enterprise1 Mobile is primary 91% of mobile users keep their device within arm’s reach 100% of the time2 Insights from mobile data provide new opportunities 75% of mobile shoppers take action after receiving a location based messages3 Mobile is about transacting 96% year to year increase in mobile cyber Monday sales between 2012 and 20114 Mobile must create a continuous brand experience 90% of users use multiple screens as channels come together to create integrated experiences5 Mobile enables the Internet of Things Global Machine-to-machine connections will increase from 2 billion in 2011 to 18 billion at the end of 2022 15
  • 17. Clients have lots of mobile challenges What’s my mobile strategy How do I support a for B2E? B2B? B2C? How do I become a growing mobile social business? workforce? How do I secure mobile How do mobile devices endpoints? Can I migrate from connect securely to How do I leverage laptops to tablets? the corporate virtualization and network? cloud? How should I How do I deliver support mobile BYOD? applications?How do I support multiple mobile How do I reduce platforms? costs? 16
  • 18. IBM has increased its mobile enterprise capabilities10 acquisitions to strengthen 125+ patents for wireless Doubling 2013our position in mobile since inventions in 2012, bringing investment ……2006…… the total to 270….. 200+ IBM Software apps Cited as a leader in app design and available in App Stores; ~ managed services by Forrester and 1M downloads… Gartner……… 17
  • 19. The industry’s most comprehensive mobile portfolio The Broadest The Deepest New Industry Portfolio of Set of Partnerships Mobile Services and Solutions Expertise Resources for Developers 18
  • 20. IBM MobileFirst offering portfolio Industry Solutions Banking Insurance Retail Transport Telecom Government Healthcare Automotive Development & Integration Services IBM & Partner ApplicationsStrategy & Design Services Application & Data Platform Management Security Analytics Devices Network Servers Cloud & Managed Services 19
  • 21. A few of our clients Concord Hospital improved patch compliance 50%, reduced software license costs 25%, and has not had a single malware infection since implementation of IBM Endpoint Manager for patch management and core protection 20
  • 22. Getting started: mobile strategy & roadmap Activities Deliverables Team/Location TEAM I. Business, Market and Customer Analysis Business Vision Core team of 4-6 IBM for Mobile Strategy staff representing Understand and align the business objectives, team structure and business strategy, design employee/customer needs in order to create a mobile vision for identifying and Mobile differentiating capabilities. Define specifically how mobile capabilities can be IT/Architecture leveraged and integrated with other multi-channel initiatives (e.g. web). IBM staff work Mobile Customer II. Future-State Experience cooperatively with key Experience ModelsEstimated 4-10 weeks client staff to ensure the Develop the required future-state mobile experience and depict how users will (User Personas and recommendations are interact with in conjunction with other channels to accomplish key common and Task Scenarios) grounded in the reality of complex tasks. Identify specific enabling mobile technologies and processes your business aligned to recommended capabilities. Mobile Technology & LOCATION Work is typically handled III. Technology and Architecture Evaluation Architecture on-site in order to provide Assess current mobile technology infrastructure and Identify key mobile Evaluation access to project technology capabilities and systems that will be needed to support the future- stakeholders. IBM may state customer experience for mobile. Identify gaps or considerations that should staff parallel, co-located be addressed. teams up front to gather data across both firms and locations Mobile IV. Mobile Solutions Roadmap Implementation In addition, separate in- Develop mobile recommendations and an Implementation Roadmap for designing Roadmap field observations will and developing the next generation mobile experience. Identifying dependencies (3-year) need to be done across and enablers required to estimate the cost, resources and timing of initiatives that both gas and electric as will support the mobile strategy. well as key employee types and tasks. 21
  • 23. Assessment method and toolsOur assessment uses proven tools and methods to assist you in developing your strategyMobile Strategy Accelerators• Data Collection Guides• Questionnaires• User Research/Field Observation Techniques• Decision Models• Mobile experience models• Non-Functional Requirement samples• Capability Maturity Models• Templates of evaluation metrics for vendor analyses in the areas of Mobile Device Management, Enterprise App Store, Hybrid application platforms, UI and Controller frameworksMobile IT Tools and Accelerators IBM has conducted research focused on understanding media and entertainment• Product & Portfolio Management (IBM Rational Focal Point) customer needs as well as overall industry trends• Reuse through Model-Driven Development• Enhanced Collaboration (Rational Team Concert)• Web2.0 and Mobile Feature Pack Update (WebSphere Application Server)• Widget set for Mobile Web Apps (Dojo Mobile)• Tools – Core features for mobile tools• Testing Applications on Mobile Devices (Rational Quality Manager integrated with DeviceAnywhere)• Rapid Ideation & Agile Application Development 22
  • 24. Sample mobile engagement Technology and Mobile Solutions Business, Market and Future-State Architecture Evaluation Roadmap Customer Analysis Experience A directional strategy and framing of the mobile vision. This vision will be integrated across all work streams including business, user experience, and IT. Business, Market and Customer Analysis  Develop an mobile strategy and vision that will be informed by stakeholder interviews, customer research and a marketplace assessment of leading cross-industry mobile functionality and practices. A summary of the first stage of the project and will outline the initial business and customer-focused vision and business strategy. The Strategy & Vision activities will include synthesized findings. And will include the following deliverables Deliverables: Business Vision for Mobile Strategy  Strategic Mobile Hypotheses & Objectives  Summary of Stakeholder Interviews (3-5 primary stakeholders)  Analysis Target Audience Mobile Usage  Mobile Trend & Marketplace Assessment  Mobile Services Prioritization Framework* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope. 23
  • 25. Sample mobile engagement Business, Market and Future State Technology and Mobile Solutions Customer Analysis Experience Architecture Evaluation Roadmap Weeks 3-6* Envisioning the mobile experience and capabilities that support the future mobile strategy. Future-State Experience Design  Design and develop scenario-based narrative and journey map of the future-state mobile experience and differentiating capabilities as well as high-level requirements needed to support the strategy, and identification of key enablers (i.e., people, process and technology). A detailed narrative and journey map of the future-state mobile user experience and differentiating capabilities as well as high-level requirements needed to support the mobile strategy. This analysis will be used to define a technical blueprint to support the business vision and strategy.  The Future-State Experience activities will provide a foundation for future definition, scoping, and budget planning of specific business and IT initiatives. And will include the following deliverables Deliverable: Mobile Customer Experience Models (3-5 User/task based models)* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope. 24
  • 26. Sample mobile engagement Technology and Mobile Implementation Business, Market and Future-State Mobile Solutions Customer Analysis Architecture Evaluation Roadmap Experience Roadmap Weeks 2-7* Defining current and required technologies and architecture to support the future mobile strategy. Technology and Architecture Evaluation  Security (data-on-device, authentication, authorization)  Application Paradigm (Native, Mobile Web, Hybrid)  Integration of existing services into mobile solution  Privacy of user applications and data in a BYOD (Bring Your Own Device) Model  Breadth of Platform Support (iPhone, iPad, Android-based smart phones and tablets, BlackBerry smart phones and tablets, Windows7 smart phones)  Certification and Deployment of mobile apps  Governance (Mobile Device Management, Mobile Application Management)  Infrastructure Support Deliverable: Technology and Architecture Overview* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope. 25
  • 27. Sample mobile engagement Business, Market and Technology and Mobile Solutions Future-State Customer Analysis Architecture Evaluation Roadmap Experience Weeks 7-10* An actionable, integrated plan for designing, developing and managing the mobile strategy. Mobile Solutions Roadmap (prioritized / phased)  This document will outline a high-level description of the key business and technical projects to be undertaken in the next 12-36 months, in terms of their scope, objectives, dependencies, risks, resource requirements, timeframe to execute, costs and benefits, and potential solution options.  The Roadmap document will include findings and recommendations for the IT framework and future-state technical and application architecture, a high-level gap analysis of technical capabilities required to support the future state vision and an outline of potential risks and challenges.  This Strategic Execution Roadmap will provide a foundation for future definition, scoping, and budget planning of specific business and IT initiatives. And will include the following deliverables Deliverables  Prioritized Capability List, Gap Analysis and Supporting Mobile Initiatives  Mobile Implementation Roadmap (3-year)* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope. 26
  • 28. User-Centered Design 27
  • 29. What is User-Centered Design?How do designers come up with an interface thats not in your face?That just does what you want and doesnt make you waste time doingwhat it wants?Easy-to-use software doesnt just happen. It requires focusing on theproducts potential users from the very beginning and checking at eachstep of the way with these users to be sure they like and arecomfortable with the final design.“Ease of use may be invisible, but its absence sure isn’t...” 28
  • 30. Why User-Centered Design? Because your users expect it! 29
  • 31. Who will be using the product?When the target audience has been identified,representative users can be recruited to work with theteam. These users help establish the requirements for theproduct by answering questions that include the following: – What do you want the product to do for you? – In what sort of environment will you be using the product? – What are your priorities when using the software? For example, which functions will you use most often? “Learn from experience -- the user’s” 30
  • 32. User-centered design principlesMeeting the ease of use challenge is largely a matter ofadhering to the following principles. For each principle, thegoal is to involve users -- to ask the right people the rightquestions. Putting yourself in their shoes is a sure way to putyour product at the front of the pack. Set Business goals Superior design user seesongoing Everything a requires and Understand Users awareness designed life of theby a A commitment tocompetition and touches is of the understand Throughout the together User feedback is gathered early Assess Competitiveness product, continue toteam. This Determine the target market, multidisciplinary monitor and involve the intended user is its customers. When you and often, using prototypes of understandtheusers, and let their essential your wayand primary If listen to to your users process. includes the design tasks, is intended users, a product you Design the Total User Experience widely ranging fidelity, and this feedback inform your responses you want a user to understand advertised,those same tasks competition is central to all must test ordered, bought, Evaluate Designs feedback drives product design packaged, maintained, installed, againstproduct, you alternatives designcompetitive must first your market changes and to and user participation and development. Manage by Continual User and compare their results with administered, documented, understand the user. competitive activity. Observation upgraded,yours. and supported.“Nobody buys ease of use. But nobody buys products without it either…” 31
  • 33. Getting started User-Centered Design (UCD) offers businesses a number of critical advantages. It enables them to develop easy-to-use products, satisfy customers, decrease expenditures on technical support and training, advertise ease-of-use successes, and ultimately increase market share. Despite these advantages, many organizations do not practice UCD. Instead, technologically savvy developers often assume they understand the needs of common users and that UCD is implicit in their designs. These assumptions often allow the technology itself to guide the development of products. The difficulty of adopting UCD within such environments requires attention. 32
  • 34. Top ten list for successful user centered design1. Simplify the message2. Tailor your messages to the concerns of each audience3. Demonstrate the problems that poor usability causes your organization4. Provide evidence that demonstrates the value of UCD5. Establish a set of UCD principles6. Use simple messages to promote the need for UCD7. Provide UCD education8. Get the right set of skills9. Leverage existing collateral10. Select a pilot project 33
  • 35. Summary IBM Interactive Solutions Mobile strategy and IBM MobileFirst User Centered Design 34
  • 36. Questions? Chris Pepin Mobile Enterprise Executive IBM Global Technology Services cpepin@us.ibm.com @chrispepin 35
  • 37. Acknowledgements and Disclaimers:Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in allcountries in which IBM operates.The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They areprovided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance oradvice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in thispresentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damagesarising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation isintended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or alteringthe terms and conditions of the applicable license agreement governing the use of IBM software.All customer examples described are presented as illustrations of how those customers have used IBM products and the results theymay have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in thesematerials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specificsales, revenue growth or other results.© Copyright IBM Corporation 2013. All rights reserved.  U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.IBM, the IBM logo, ibm.com, are trademarks or registered trademarks of International Business Machines Corporation in the UnitedStates, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information witha trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time thisinformation was published. Such trademarks may also be registered or common law trademarks in other countries. A current list ofIBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtmlOther company, product, or service names may be trademarks or service marks of others. 36