Strategy Patois [WebVisions 2010]
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Strategy Patois [WebVisions 2010]

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Strategy Patois - Language and Tools to Connect Design and Business Value

Strategy Patois - Language and Tools to Connect Design and Business Value
A presentation given by Kate Rutter (Adaptive Path) at WebVisions 2010. Thu May 20.

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Strategy Patois [WebVisions 2010] Strategy Patois [WebVisions 2010] Presentation Transcript

  • Strategy Patois Language & tools to connect design and business value Webvisions 2010 #wv2010 #strategypatois Kate Rutter, Experience Designer kate@adaptivepath.com @katerutter Sailing the Cʼs of Change | December 2008 | p. 1"
  • Hi, I’m Kate. I’m a designer and strategist. Designing delightful experiences makes me tick. Making things visual and visible makes my heart sing. Over the past few years I’ve been highly motivated to get better at connecting design with business success. Adaptive Path Adaptive Path is a User Experience strategy and design consultancy. Our mission is to help companies make products and services that deliver great experiences that improve people’s lives. Strategy Patois | May 2010 | 2
  • e journey
  • the end result   blah blah blah what we what he blah blah blah blah blah blah blah blah blah blah said! expected blah blah blah blah blah blahblah blah blah blah blah blah Strategy Patois | May 2010 | 4
  • is was me on the outside. Strategy Patois | May 2010 | 5
  • (is was me on the inside.) Strategy Patois | May 2010 | 6
  • blah blah blah blah blah blah what we what he blah blah blah blah blah blah blah expected blah blah blah blah said! blah blahblah blah blah blah blah blah I literally didn’t have the words. Strategy Patois | May 2010 | 7
  • We had different languages ~ words ~ delivery style ~ perception of key points } Trying to answer the same questions e meeting was frustrating. e credibility of the design team suffered. We knew we had to do better. Strategy Patois | May 2010 | 8
  • 3 Learnings from the journey 1 } Understand the language difference and align the dialects 2 } Use strategy tools to connect design work with business impact 3 } Develop short, concise answers to key questions Strategy Patois | May 2010 | 9
  • 3 Learnings from the journey 1 } Understand the language difference and align the dialects 2 } Use strategy tools to connect design work with business impact 3 } Develop short, concise answers to key questions Strategy Patois | May 2010 | 10
  • 1 } align the dialects   Patois: A regional dialect, especially one without a literary tradition. Nonstandard speech. http://www.wordnik.com/words/patois" Strategy Patois | May 2010 | 11
  • 1 } align the dialects   Strategy Patois: A business dialect comprised of specialized and often quantitative terms, optimized to communicate the financial performance of a company. Strategy Patois | May 2010 | 12
  • 1 } align the dialects   buzzword: A word or phrase connected with a specialized field or group that usually sounds important or technical and is used primarily to impress laypersons. http://www.wordnik.com/words/buzzword" Strategy Patois | May 2010 | 13
  • 1 } align the dialects   “! I think when people make up words, they are trying to be more expressive, not less. “! ~ Erin McKean, American Lexicographer CEO of Wordnik and former Principal Editor of e New Oxford American Dictionary, second edition http://en.wikipedia.org/wiki/Erin_McKean" Strategy Patois | May 2010 | 14
  • revenue model shareholder value return on investment market segmentation competitive analysis bottom-line impact value proposition benchmarking cost leadership total quality management cost-benefit analysis business innovation design thinking cost management Strategy Patois | May 2010 | 15
  • user experience! experience strategy! key user flows! look & feel! human-centered design! touchpoints! design thinking! user engagement! usability! interactions! empathy experiences! participatory design! qualitative research! user journey! Strategy Patois | May 2010 | 16
  • 1 } align the dialects   specialized business term! ple sim g! me anin specialized design approach! Strategy Patois | May 2010 | 17
  • 1 } align the dialects   Strategy Patois } e Suits this... means this... Value proposition Why people buy our stuff. Revenue Model How we make money. Bottom-line impact Will this help our overall profits? ROI When is this going to pay off and by how much? simple meaning! This initiative has a high ROI is product is going to pay off a and a compelling value proposition. Based on our lot, and there are clear reasons why current revenue model, this people will buy it. Based on how should have a positive bottom- we make money, this should line impact this fiscal year. increase our profits this year. Strategy Patois | May 2010 | 18
  • 1 } align the dialects   Strategy Patois } Product Management this... means this... Market segmentation Who are our customers and why? Competitive analysis What is everybody else doing? Cost/benefit analysis Will we be better off if we do this? simple meaning! We’ve done a cost-benefit Based on our current analysis for this launch, and customers, we believe we’ll be better based on our current market off if we do this. is product is segmentation, our competitive different from what everybody else is analysis indicates that we doing, so we want to move fast. should move forward aggressively. Strategy Patois | May 2010 | 19
  • 1 } align the dialects   Strategy Patois } Operations this... means this... Benchmarking How are we doing compared to the other guys? Cost management analysis What costs us money and where can we save? Total Quality Making sure our stuff doesn’t suck. Management (TQM) simple meaning! In 2010, we want to We’re focusing our do better than the other guys by 2010 benchmarking spending less money while goals on cost also making sure our products management and TQM. don’t suck. Strategy Patois | May 2010 | 20
  • 1 } align the dialects   what we can do Listen and ask for definition ~ listen for patois terms ~ ask for clarification ~ identify the simple meaning } Trying to answer the same questions Address the real questions with design solutions that align with business performance. Strategy Patois | May 2010 | 21
  • 3 Learnings from the journey 1 } Understand the language difference and align the dialects 2 } Use strategy tools to connect design work with business impact 3 } Develop short, concise answers to key questions Strategy Patois | May 2010 | 22
  • 2 } use strategy tools   trat egy! s business design technology users engin eering! Strategy Patois | May 2010 | 23
  • 2 } use strategy tools   Signs you need a strategy... What’s the is redesign will expected ROI on this design? fix everything. We need to create a product/service platform or multi-channel experience. NOW. Everyone agrees Everyone agrees on what the something has to be design must accomplish, done about the design, but everyone has a different but no one is sure what. idea of how. Strategy Patois | May 2010 | 24
  • 2 } use strategy tools   What is a design strategy? A plan of action to produce commercially successful offerings that reflect the constraints of business, technology and user needs. } 1. Where can design be most effective? What questions 2. What kind of experiences do potential does an effective features deliver? strategy answer? 3. How will success be valued and measured? 4. How will the product evolve in the future? Strategy Patois | May 2010 | 25
  • 2 } use strategy tools   Where can design be most effective? What kind of experiences } Ishikawa diagram Prioritization chart do potential features deliver? How will success be valued and measured? How will the product evolve in the future? Strategy Patois | May 2010 | 26
  • 2 } use strategy tools   Ishikawa diagram : A diagram of a problem broken down into it's principal root causes Stock photo failure! Can’t  complete   Can’t  get   image  details   property   release   Date  image  taken   Unsure  how   TUTORIAL is  unknown   Owner  unwilling   Owner  unknown   Country  unknown   Too  much  effort   Photos  are  selected  which   are  impossible  for  editors   Form too hard to  process   USABILITY to complete Can’t  iden?fy   Lost  original   person/model   Can’t  contact  person   Taken  at  a   low   Model  unwilling  to   resolu?on   SEARCH sign   seCng   Can’t  get  a   There  is  no   model  release   higher   resolu?on   Strategy Patois | May 2010 | 27
  • 2 } use strategy tools   Prioritization chart: A forced-ranking activity that determines which problems to solve first.   Form is difficult to Focus   People unsure complete" how to get property Your  design  must   release" address  these   Reduce Severity   photos taken Owner is a low unknown" resolution" Consider   Your  design  should   accommodate  these   problem  #3   problem  #1   Unwise  use  of  ?me   Neglect   to  address  these     Value   Strategy Patois | May 2010 | 28
  • 2 } use strategy tools   Prioritization chart: A forced-ranking activity that determines which problems to solve first.   Project Design Priorities 1. Ensure that photos selected for editors are possible to process. The design will And And this is what address these accommodate we’re not going to issues: these: address: Form is Reduce photos taken problem #3" difficult to a low complete" resolution" People unsure how to get Owner is property unknown" problem #1" release" Strategy Patois | May 2010 | 29
  • 2 } use strategy tools   Where can design be most effective? What kind of experiences } do potential features deliver? How will success be Storyboards (with a twist) valued and measured? How will the product evolve in the future? Strategy Patois | May 2010 | 30
  • 2 } use strategy tools   Storyboards: A comic-style illustration that tells the story of people interacting with the product or service.   Strategy Patois | May 2010 | 31
  • 2 } use strategy tools   Storyboards: A comic-style illustration that tells the story of people interacting with the product or service.   Brainstorming Refined version Strategy Patois | May 2010 | 32
  • 2 } use strategy tools   Where can design be most effective? What kind of experiences do potential features deliver? How will success be valued and measured? } Conversion model How will the product evolve in the future? Strategy Patois | May 2010 | 33
  • 2 } use strategy tools   Conversion model: A visualization that displays data metrics for each step in a multi-step process.   Travel organizer" Enter trip Confirm trip Access .7 Register" Log in" details" details" details on trip" .29 .38 x .2 .0154 10,000 70% 29% 38% 20% x .0154 154 154 users access their trip details for every 10,000! 7,000" 2,000" 760" 150" 10,000 that register Strategy Patois | May 2010 | 34
  • 2 } use strategy tools   Conversion model: A visualization that displays data metrics for each step in a multi-step process.   Travel organizer" Enter trip Confirm trip Access .7 Register" Log in" details" details" details on trip" .29 .38 x .2 .0154 10,000 70% 29% 38% 20% x .0154 154 154 users access their trip details for every 10,000! 7,000" 2,000" 760" 150" 10,000 that register Strategy Patois | May 2010 | 35
  • 2 } use strategy tools   Conversion model: A visualization that displays data metrics for each step in a multi-step process.   Travel organizer" Forward trip Confirm trip Access .7 details" Log in" details" details on trip" .29 Offer  more   x .38 Automa?cally   create  account   ways  for  user   .0771 and  send  email   to  access  trip   data   10,000 x .077 770 70% 29% 38% 770 users access their trip details for every 10,000! 7,000" 2,000" 760" 10,000 that register Strategy Patois | May 2010 | 36
  • 2 } use strategy tools   Where can design be most effective? What kind of experiences do potential features deliver? How will success be valued and measured? How will the product evolve in the future? } Product evolution map Strategy Patois | May 2010 | 37
  • 2 } use strategy tools   Product evolution map: Describes the evolutional stages of a product, including features and revenue model. Photo site 
 product evolution" stage   Beta   Gamma   Delta   Online photo A platform for sharing, A brand for visual management and organizing, and expression and sharing application exploration yourself exploration through photos features   Upload   Interes?ngness   Events   Store   Organizer   Travel  groups   View   Geo-­‐tagging   Local   Tag   Order  prints   Share   Blog  integra?on   Contacts   Mobile  connec?vity   Free  accounts   Prin?ng   Partnerships   revenue   Premium  accounts   Adver?sing   Licensing  fees   Strategy Patois | May 2010 | 38
  • 2 } use strategy tools   what we can do Practice our strategy chops ~ find the right tool for the job ~ host participatory sessions with biz folks ~ capture and reinforce decisions } Increase confidence in design choices Decisions informed by thoughtful, intentional choices. But we need to make the time to focus on the impact, not just the interface. Strategy Patois | May 2010 | 39
  • 3 Learnings from the journey 1 } Understand the language difference and align the dialects 2 } Use strategy tools to connect design work with business impact 3 } Develop short, concise answers to key questions Strategy Patois | May 2010 | 40
  • 3 } have concise answers   “! If I had more time, I would have written a shorter letter. “! ~ T. S. Eliot Strategy Patois | May 2010 | 41
  • 3 } have concise answers   Designers = storytellers We need to think punchlines, not stories. Get direct. } 1. Know what will be asked 2. Practice brevity Strategy Patois | May 2010 | 42
  • 3 } have concise answers   the end result   blah blah blah what we what he blah blah blah blah blah blah blah blah blah blah said! expected blah blah blah blah blah blahblah blah blah blah blah blah Strategy Patois | May 2010 | 43
  • 3 } have concise answers   Find a biz buddy   what is she She’ll ask: when you can get it going to done, and how much ask?! money will it save. can I run this by you how long first?! Sure. I’d be She listens happy to do I have?! for about give a 2 minutes listen. max. Strategy Patois | May 2010 | 44
  • 3 } have concise answers   Some helpful tips    Don’t bury the lead.  Focus on what it is and why it matters.  Introduce the how it works only if asked. Strategy Patois | May 2010 | 45
  • 3 } have concise answers   what we can do Be a good translator ~ answer questions in short form with just the facts ~ consider what biz folks are hearing } Build 2-way credibility & mutual respect Be collaboration partners ~ facilitate design strategy conversations ~ embrace participation } Build empathy & understanding Strategy Patois | May 2010 | 46
  • 4 3 Learnings from the journey 1 } Understand the language difference and align the dialects 2 } Use strategy tools to connect design work with business impact 3 } Develop short, concise answers to key questions 4 } Keep your passion and sense of self in a culture that with a different value system. Strategy Patois | May 2010 | 47
  • 4 } Keep your passion   e reallyreally big picture Products & services that delight, that inspire and that improve the lives of the people who use them. Strategy Patois | May 2010 | 48
  • 4 } Keep your passion   4 keys to happiness:  Have satisfying work to do  e chance to be good at something  Connections with people we truly like  e opportunity to be a part of something bigger ~ Jane McGonigal game designer and Director of Game Research & Development at the Institute for the Future http://en.wikipedia.org/wiki/Jane_McGonigal" Strategy Patois | May 2010 | 49
  • 4 } Keep your passion   “! You can always choose what you do next. “! ~ Scott Berkun Author and very, very smart guy http://www.scotberkun.com" Strategy Patois | May 2010 | 50
  • e journey
  • Strategy Patois | May 2010 | 52
  • Strategy Patois | May 2010 | 53
  • Suggested Reading reference: blogs: Building Design Strategy: Design inking, Tim Brown (IDEO) omas Lockwood and omas Walton, ed., (2008) http://designthinking.ideo.com/ Corporate Strategy: Metacool: Diego Rodriguez (IDEO) http://en.wikipedia.org/wiki/Michael_Porter http://metacool.typepad.com/metacool/ Ishikawa Diagrams: A Designer’s Guide to Strategy, Brandon Schauer http://en.wikipedia.org/wiki/Ishikawa_diagram (Adaptive Path) www.brandonschauer.com/blog Elevator Pitch: Customer Experience Matters, Bruce Temkin Geoffrey A. Moore, Crossing the Chasm (2002) (Forrester) http://experiencematters.wordpress.com/ Sticky Ideas: e Berkun Blog, Scott Berkun (indie) Chip and Dan Heath, Made to Stick (2007) http://www.scottberkun.com/blog/ Illustrating Concepts: McKinsey: What Matters, Misc. (McKinsey) Dan Roam, Back of the Napkin (2008) http://whatmatters.mckinseydigital.com/ Adaptive Path, Subject to Change (2008) Good Experience, Mark Hurst (indie) http://goodexperience.com/ Corporate Philosophy: Yvon Chouinard, Let My People Go Surfing (2006) Putting People First, Experientia http://www.experientia.com/blog Strategy Patois | May 2010 | 54
  • More UX goodness San Francisco : June 27-30 Toronto : October 26-29 www.adaptivepath.com/events twitter: #uxintensive 15% off with code FOKR San Francisco : August 24-27 www.uxweek.com twitter: #uxweek 15% off with code FOKR Shout-out to Henning Fischer and Brandon Schauer for the strategy tools slides, and to all the Adaptive Path folks who shared their project work. Strategy Patois | May 2010 | 55
  • thanks! e slides will be on slideshare in the next day or so... Kate Rutter, Experience Designer kate@adaptivepath.com www.adaptivepath.com twitter : @katerutter @adaptivepath Strategy Patois | May 2010 | 56
  • colophon Primary typeface is Adobe Garamond Pro. Business dialect typeface is Lucida Console Design dialect typeface is Bradley Hand ITC! Inner voice typeface is Handwriting - Dakota! Image credits: Title slide: Public Domain Image of World Map from Page 3 of the book, Spokesman-Review Handy Atlas of the World, "Published Expressly For e Spokesman-Review, Spokane, Wash. 1911", Copyright 1910 C.S. Hammond &Co., New York Journey image: http://www.flickr.com/photos/32920110@N07/3484895197/sizes/l/ Madonna: http://www.flickr.com/photos/28668451@N00/77567133/ Rosetta stone: http://www.aucegypt.edu/academics/dept/hist/PublishingImages/Rosetta%20Stone.jpeg Myths of innovation cover : http://fyi.oreilly.com/9780596527051_lrg.jpg * Other images credited on slides Illustrations Storyboard illustrations by Brandon Schauer Hand sketches by Kate Rutter. Strategy Patois | May 2010 | 57