Business of Experience Workshop - DE IA

The Business of Experience Workshop IA Konferenz 2007 presented by Jess McMullin nForm User Experience | www.nForm.ca November 10, 2007

INTRODUCTIONS UNDERSTANDING TARGETING TOOLS ADOPTING

INTRODUCTIONS UNDERSTANDING TARGETING TOOLS ADOPTING 14:00 14:15 15:00 15:45 17:00

INTRODUCTIONS UNDERSTANDING TARGETING TOOLS ADOPTING PART 1

JESS I’M

photography

Increase our Influence

Now it’s your turn

Let’s get going…

Increase our Influence

HOW

we have reached the point in our practice where the barriers to increasing influence are not about better methods for working with users, but for working with business.

I believe

The Business Experience of

U.S.E.R.

value centred design

BUSINESS GOALS HUMAN NEEDS OFFERING DELIVERY

?

discuss: current practice

PIVOT 180º

U.S.E.R.

business understanding

business understanding depends on our

discuss: our business acumen

Things In Common

3

FAILURE

FEAR

CONTROL

design maturity

Design Maturity

Unconscious Design »

Style »

Function »

Problem Solving »

Framing »

design maturity applying

To design the right solution we have to define the right problem.

discuss: your own maturity

design maturity more than

business fluency

Business Fluency http://www.flickr.com/photos/ribenawrath/139155418/ ROI Net Present Value Internal Rate of Return Porter’s 5 Forces

Venn Overload – Complex

101

Cash

Margin

Velocity

Return

Growth

MARGIN VELOCITY RETURN GROWTH CASH

business has limits, too but

And organizations can limit user experience work

Four Constraints

4

Risk Reward Inertia Vendor ship

RISK #1

Reference: “The Chaos Chronicles”, The Standish Group, 2003. 51% Challenged 34% On time On budget 15% Cancelled 66% Failure Rate

2/3

REWARD #2

Conflicting measures of success (b vs. d)

http://www.sxc.hu/photo/890642

INERTIA #3

Newtonian The organization

Body at Rest

Body in Motion

Systems resist change http://commons.wikimedia.org/wiki/Image:Cyclone_Catarina_from_the_ISS_on_March_26_2004.JPG

The tyranny of the status quo

VENDOR #4 SHIP

RISK REWARD INERTIA VENDORSHIP

discuss: current constraints

RECAP UNDERSTANDING

identify opportunity

experience impact framework

BUSINESS USER EXPERIENCE KIND OF IMPACT

business

LEAD MANAGE EXECUTE }

DELIVER AN OFFERING }

TO A CUSTOMER }

TO GENERATE REVENUE

$£¥€ $

LEAD MANAGE EXECUTE

experience user

UNDERSTAND SOLVE EVALUATE

impact

OPTIMIZE INFORM TRANSFORM

OPTIMIZE INFORM TRANSFORM Do what we do now, but better Make smarter decisions Change how we do business

BUSINESS USER EXPERIENCE KIND OF IMPACT

IMPACT USER EXPERIENCE BUSINESS

discuss: impact experience

status quo

upwards optimize

execution transform

management inform

leadership transform

is often by transformation invitation

patterns strategy http://www.arnodevelopment.co.uk/patterns/PorterBusinessStrategyPatterns.pdf

LOW COST

DIFFERENTIATION

FOCUS: COST

FOCUS: NICHE

RECAP TARGETING

Process Overview

Crossing the Chasm Geoffrey Moore “Crossing the Chasm” 1991

Working Together Get People

Live Capture

Live Capture Demo

Project Challenges

A

B

research industry

ethnography guerilla

box design the

Design the Box

How To Design the Box

Create a box for the product, even if it isn’t shipped in a box.

Elements for the Box Front:

Name

Tagline

3 key selling features

Imagery / Color / Type (Later)

Box Back:

Feature Set

System Requirements

From Jim Highsmith, Cutter Institute

sketching conversational

backcasting scenarios and

Backcasting Start here What has to happen? What has to happen before that? Assumptions Assumptions What has to happen before that? Assumptions Assumptions What has to happen before that? How are things right now?

swimlanes

model alignment

How to align user needs, business drivers, and online offerings.

RECAP TOOLS

discuss: current adoption

PARTNER PILOT PUBLICIZE

experience governance of

The nForm Web Management Model

RACI Responsible Accountable Consulted Informed

RECAP ADOPTING

closing in

VENDOR #4 SHIP