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Strategic Experience Design - Polish IA Summit 2012
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Strategic Experience Design - Polish IA Summit 2012

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Presentation on a strategic approach to experience design, looking at the larger enterprise ecosystem and tying vision work to business strategy.

Published in: Design, Business, Technology

Transcript of "Strategic Experience Design - Polish IA Summit 2012"

  1. 1. --------------------------- ---------------------------strategic 2012-04-20experience --------------------------- Polish Informationdesign Architecture Summit 2012, Warszawa --------------------------- Milan Guenther Partner, eda.c
  2. 2. --------------------------- -----------------------------------------------------------------------------your presenter Milan Guenther Currently – artner with eda.c enterprise design associates. consultancy P living in Paris – Working on Strategic Design projects at the intersection of – Business, People and Technology – onsultant for the Intranet Benchmarking Forum (part of the C Digital Workplace Group, London) Previously – Projects as contract UX Designer – Launched a Social Software company in 2001 Background – Since 10 years working as designer and consultant – Designer by trade: graduated in Communication Design – Business IT connection: MBA focused on Information Systems Speaker on User Experience, Brand Identity, Design, Business and Enterprise Architecture, Process Management, Intranet Portals and the Digital Workplace Blogging infrequently at www.blurringboundaries.eu Twittering occasionally at @eda__c Slides on http://slideshare.net/eda.c
  3. 3. mobile assistence besides the common display of the fuel consump- measures can be calculated.- - - - - - - - - - - - - - - - - - - - - - - - - - -system-for - - - - - - - - tion,-values like tyre - - - - -or the condition-of - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - sustainable - - - - - - - - - pressure - - - - - - - -about eda.c driving the driving surface can be analysed. thus bluetrack does not only promote an environ- We are a Strategic Design Consultancy. driving behaviour, but also com- mental friendly for volkswagen bluetrack is a mobile platform where volkswagen municate green technologies and strenghen the wolfsburg drivers analyse their driving data. hints on energy brand image of a sustainable company. saving and good driving styles help them to im- We are working at the intersection of organisational identity, dennis middeke prove their fuel economy. exchange of information overview of activated challenges and group challenges with other members of the 2009 architecture and experience. We combine a design-led approach bluetrack community give an additional incentive to improve individual driving behaviour. with a business mindset and technical expertise to create and support of collaborative retain enterprise-people relationships for our clients. decision-making smartphone used as monitor in the cabin selecting candidates to view together from a tablet device analysis display © 2010 eda.c. all rights reserved
  4. 4. ---------------------------01strategy anddesign---------------------------02experiencingthe enterprise---------------------------03elements ofstrategicdesign
  5. 5. ---------------------------01strategy anddesign
  6. 6. ----------------------------------------------------------------------------------------------------------strategy?
  7. 7. ----------------------------------------------------------------------------------------------------------like, in businessconsulting?
  8. 8. ---------------------------------------------------------------------------------------------------------- złour strategy is...making money!
  9. 9. ----------------------------------------------------------------------------------------------------------business strategycustomer strategyoperational strategy everything isinteractive strategy strategy!marketing strategyIT strategy...
  10. 10. ----------------------------------------------------------------------------------------------------------too much strategy?
  11. 11. ----------------------------------------------------------------------------------------------------------not exactly:the problem ofpredeterminedresults
  12. 12. ----------------------------------------------------------------------------------------------------------Projects following a trend, but not solving a problem“I need an app” (but I don’t know what for)Projects about beautifying somone else’s mess“Here are 1000 requirements, please make it usable”Projects with too many constraints to be successful“We have to use that product, follow process, and...”Projects chasing an arbitrary goal instead of a real one“Make us a new logo” (our sales results are declining)Projects about technology but not their meaning“The product is ready but we need some CSS work”...sounds familiar?
  13. 13. ----------------------------------------------------------------------------------------------------------The true scope of designing experiences requiresdesigners to look at the Big Picture:Media BoundariesPages Sites Applications Services NetworksContext BoundariesBrowsers Devices Situations JourneysHuman BoundariesClients Users Stakeholders PeopleExperience BoundariesIsolated Media Cross-Channel Cross-OrganizationDesign BoundariesVisuals Concepts Systems Strategies
  14. 14. ----------------------------------------------------------------------------------------------------------big picture:enterprise canhelp with that!
  15. 15. ---------------------------02experiencingthe enterprise
  16. 16. ----------------------------------------------------------------------------------------------------------en·ter·priseFrom Old French via Middle English and Middle French,feminine past participle of entreprendre (“to undertake”)entre (“in between”) + prendre (“to take”)A company, business, organization, or otherpurposeful endeavor.An undertaking or project, especially a daringand courageous one.A willingness to undertake new or risky projects;energy and initiative.
  17. 17. --------------------------- -----------------------------------------------------------------------------enterprise Investors Enterprise Organisation Suppliers Sales Customers Channels Partners Competitors
  18. 18. --------------------------- -----------------------------------------------------------------------------structures Investors Enterprise Organisation Suppliers Sales Customers Channels Partners Competitors
  19. 19. --------------------------- -----------------------------------------------------------------------------structures Information Systems Operating Models Sales Channels Business Processes Decision Rules Communications Services ... Can be – modeled – analysed – optimised – redesigned
  20. 20. --------------------------- -----------------------------------------------------------------------------relationships Investors Enterprise Organisation Suppliers Sales Customers Channels Partners Competitors
  21. 21. --------------------------- -----------------------------------------------------------------------------relationships Users Customers Employees Investors Candidates Stakeholders Members ... Can be – identified – talked to – observed – addressed
  22. 22. --------------------------- -----------------------------------------------------------------------------design Investors Enterprise Organisation Suppliers Sales Customers Channels Partners Competitors
  23. 23. --------------------------- -----------------------------------------------------------------------------design Elements Products Services Tools Media Interfaces Environments ... Can be – designed – prototyped – validated – iterated
  24. 24. --------------------------- -----------------------------------------------------------------------------experiences Investors Enterprise Organisation Suppliers Sales Customers Channels Partners Competitors
  25. 25. --------------------------- -----------------------------------------------------------------------------experiences Elements Use Meaning Expectations Motivation Perception Understanding Context ... Can be – captured – understood – influenced – co-created
  26. 26. --------------------------- -----------------------------------------------------------------------------predetermineddesign Investors Enterprise Organisation Suppliers Sales Customers Channels Partners Competitors
  27. 27. --------------------------- -----------------------------------------------------------------------------enterprisedesign Investors Enterprise Organisation Suppliers Sales Customers Channels Partners Competitors
  28. 28. ---------------------------03elements ofstrategicdesign
  29. 29. --------------------------- -----------------------------------------------------------------------------plug Enterprise Design is an emerging design approach to bridge the Gap between Business, People and Technology. We are working on an upco- ming book on this subject, scheduled for automn 2012. If you are interested to learn more, please get in touch! More info: www.intersectionbook.com
  30. 30. --------------------------- -----------------------------------------------------------------------------strategicalignment Operational Excellence Product Leadership Customer Intimacy A model from Michael Treacy and Fred Wiersma
  31. 31. --------------------------- -----------------------------------------------------------------------------product Quickly delivering innovative andleadership disruptive offerings to young markets, Operational Excellence and immediately generating revenue.ProductLeadership Design Strategy Customer Intimacy – ontinous inquiry into the enterprise C ecosystem, generating ideas and opportunities, and turning them into concept cars and experiments Strategic Vision – nticipate future offerings, (re)shape A your enterprise and its assets as a dynamic system to deliver them
  32. 32. --------------------------- -----------------------------------------------------------------------------implications – uild a strong brand synonymous B with cutting-edge offerings Operational Excellence – ddress a dynamic system of part- A ners, lead users, and other actors – hase opportunities within the CProductLeadership existing structures of the enterprise Customer Intimacy – esign communication channels and D modes to facilitate an open exchange – everage technology to create novel L products and services – ake many products that embody M offerings and make them accessible
  33. 33. --------------------------- -----------------------------------------------------------------------------customer Focusing on the individual relation-intimacy ship to customers and what they Operational Excellence experience when interacting with the enterprise.ProductLeadership Design Strategy Customer Intimacy – esigning all parts of the enterprise D to delight and surprise customers, empowering all actors to contribute Strategic Vision – nvision platforms to entertain such E a relationship in daily business, picture meaningful roles to play in people’s lives
  34. 34. --------------------------- -----------------------------------------------------------------------------implications – esign the enterprise to make remark- D able customer experiences happen Operational Excellence – nderstand customers on a personal, U empathetic level – Design customer interactions thatProductLeadership reflect personal relationships and in- Customer Intimacy dividual behaviours – reate an organisation that empowers C front-line staff to make informed ad-hoc decisions when needed – reate places to bring customers, staff C and other actors together and foster exchange
  35. 35. --------------------------- -----------------------------------------------------------------------------operational Optimising the way the enterpriseexcellence works, using mindful automation Operational Excellence and intelligent operations to out- perform the competition.ProductLeadership Design Strategy Customer Intimacy – esign the enterprise to support D process execution, striving for a smooth flow of information and work Strategic Vision – llustrate future systems such as I tools, procedures and services to support running the enterprise
  36. 36. --------------------------- -----------------------------------------------------------------------------implications – nvision the enterprise as a system E and design for the operational flow Operational Excellence – nable staff to unlock that flow when E it blocks – utomate touchpoints by designing AProductLeadership streamlined interactions Customer Intimacy – evelop systems of signs guiding D people on their journeys – esign information architectures that D enable people to take the next step
  37. 37. --------------------------- -----------------------------------------------------------------------------the enterpriseas a story www.ted.com
  38. 38. ------------------------------------------------------eda.centerprise designassociates. consultancymilan guentherpartnerp +49 211 24 860 360milan.guenther@eda-c.comwww.eda-c.com@eda__cspecial thanks tosylvie daumal,benjamin falke,dennis middeke,eva pika
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