From Usability to UX Strategy
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From Usability to UX Strategy

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A model for how User Experience people can engage more strategically with their organisation, and how we can be more strategic in the way we do UX

A model for how User Experience people can engage more strategically with their organisation, and how we can be more strategic in the way we do UX

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    From Usability to UX Strategy From Usability to UX Strategy Presentation Transcript

    • From Usability to UX StrategyLeisa Reichelt
    • from usability to UX strategy Leisa Reichelt Drupalcon Chicago, March 2011
    • i asked for this talk to be in the business stream...
    • Business needs to get more from their UX team. UX has more to give.
    • This is about forging alliances
    • To know what a business is we have to start with itspurpose. Its purpose must lie outside of the business itself.In fact, it must lie in society, since business enterprise is an organ of society. There is only one valid definition of business purpose: to create a customer. - Peter Drucker, Management: Tasks, Responsibilities, Practice
    • What the customer thinks he or she is buying, what he or she considers value is decisive – it determines what a business is, what it produces, and whether it will prosper.And what the customer buys and considers value is never a product. It is always a utility – that is, what a product or service does for him or her. And what is value for the customer is anything but obvious. - Peter Drucker, Management: Tasks, Responsibilities, Practice
    • business strategy is UX strategy
    • Profit is not a cause but a result – the results of the performance of the business in marketing, innovation, productivity. It is a needed result, serving essentialeconomic functions. Profit is, first, the test of performance –the only effective test… Indeed, profit is a beautiful example of what engineers mean when they talk of feedback, or the self-regulation of a process by it’s own results. - Peter Drucker, Management: Tasks, Responsibilities, Practice
    • Harry Beckwith- Selling the Invisible why are companies terrified of a clear value propositionlook up the positioning quote from selling the invisible and put it here - the bit about saying what you are is saying what you’re not. - Harry Beckwith, Selling the Invisible
    • we UXers can help drive good decision making
    • we UXers can help drive good decision makingwe, UXers, need good decisions made to make good UX.
    • If you want to be a brand, you have to work from the inside out A great logo isn’t going to make a shitty product any less shitty, any more than a hard worker is going to make a bad boss a compelling leader.’ Christopher Simmons - http://www.aiga.org/content.cfm/what-design-cant-do
    • Facilitatorone who contributes structure and process to interactions so groups are able to function effectively and make high-quality decisions. A helper and enabler whose goal is to support others to achieve exceptional performance Facilitation at a Glance: Ingrid Bens
    • business strategy 1. value proposition - target audience - business model - experience strategy ux strategy 2. customer experience framework - experience map & touchpoints - personas (UX & Marketing) - KPIs & metricsiven - design principlesution strategy driven tactical execution 3. execute strategy in design - prioritisation / methodology - designing strategically - measurement & evaluation
    • 1. Business strategy value proposition - target audience - business model - experience strategy
    • anecdotal experience almost every client I’ve ever worked for who is seekinggreater market share has had no clear value proposition.
    • yay! unclear proposition clarify propositionnow bad proposition new proposition no proposition (eg. new company) new product?
    • how to get a group to make a complex decision like, say, agree on a value propositiongenerate synthesis & evaluate & make a clearly articulate ideas explore ideas prioritise ideas decision agreed value proposition ref: http://www.uie.com/articles/kj_technique/
    • encouraging explorationcreating structure for decision making facilitating collaboration
    • creating sharable ideasfocusing work on the end user experience minimum viable/desirable product
    • prioritising & communicating
    • thanks Gamestorming
    • our brand is the only ____________ that _____________ - Zag: The #1 Strategy of High Performance Brands, Marty Neumeier thanks Gamestorming
    • ‘make mantra’ - Guy Kawasaki Authentic Athletic Performance - Nike Fun Family Entertainment - DisneyRewarding Everyday Moments - Starbucks
    • experience strategy‘A star to sail your ship by’ - Jesse James Garrett
    • target audienceif you design for everyone, you design for no one.
    • target audience‘How can you deliver a unique value to meet an important set of needs for an important set of customers’ - Michael Porter, Business Strategy Guru
    • business goals‘We never take our eyes off the business goals … design is an integral part of any successful business strategy, and not an artistic ‘boutique’ profession’ - Hartmut Esslinger, Founder, frog design inc. (The Fine Line)
    • money questions you should be prepared to talk about. Revenue: How will this make money? How much will it make? Revenue: How much will we make per customer? (Customer Lifetime Value (CLV)) Cost: How much will this cost to make?Cost: How much will each customer cost to acquire and support? Profit: Will the revenue surpass the cost? (profit = revenue - cost of goods sold) Return on investment (is it worth the effort?) = (profit - investment) investment Different businesses use different calculations. If yours has one in place, find out what it is.
    • 2. customer experience framework - experience map & touchpoints - personas (UX & Marketing) - KPIs & metrics - design principles
    • http://www.servicedesigntools.org/tools/8
    • http://www.servicedesigntools.org/tools/8
    • journeys, touchpoints, important momentswork through them across all aspects of the experience (even if you have no control of many of them) collaborate across departments to create a sharedunderstanding of the customer experience and all touchpointsdesign a framework or model that works best for your company. integrate this model into the way the company works.
    • money in money out (aquisition) (churn)sales & promotion trial (meet initial need) expose to broader value/ range of services
    • how it helped - removing silos - creating shared language - creating shared focus - sharing learnings from insight/research activities (everyone knows more about customers without doing any more work!)- ability to see how work contributes to company success - ability to empathise with customer experience- ability to prioritise work to benefit company & customer - ability for UX to get in earlier and be more effective - ability to measure effectiveness of work commissioned based on acquisition and churn metrics - shift focus from quantity of work outputted to quality
    • personas
    • Designing for About Face 3the Digital Age Cooper, ReinmanKim Goodwin & Cronin resources
    • Design Principlesbreaking down the experience strategy into actionable guidelines
    • everyone should know the experience strategy & design principles these are tools for the entire business not just the designers communicate!
    • 3. execute strategy in design - prioritisation / methodology - designing strategically - measurement & evaluation
    • Prioritising strategically Use your strategic framework to help you work out what to design/build first(what is most aligned with the strategy, what will deliver the most value) This is particularly useful if you use an agile methodology
    • how to wireframe strategicallydefine audience generate synthesis & evaluate & make a sketch the & purpose of ideas explore ideas prioritise ideas decision wireframe interface
    • strategic collaborative wireframe outline
    • evaluating design (quality metrics) your strategic methodology means you know how to measure if a page/interaction is working or not.use your KPIs/metrics to continually measure how well your design is working. report on this. improve. use tools like A/B testing.
    • facilitating change‘culture eat strategy for breakfast’ - Drucker
    • facilitating change appeal to the elephant and the rider: 1. make change emotional 2. make the next action clear 3. change the environmentSwitch: How to change things when change is hard by Chip Heath and Dan Heath
    • appeal to the elephant
    • facilitating change appeal to the elephant and the rider: 1. make change emotional 2. make the next action clear 3. change the environmentSwitch: How to change things when change is hard by Chip Heath and Dan Heath
    • focus on facilitation ‘with it’s focus on asking instead of telling, listening & building consensus, facilitation is an essential skill for anyone working collaboratively with others’
    • ‘it’s simple, but it’s not easy’
    • ‘a great way to get fired’
    • thank you & good luck disambiguity.com leisa.reichelt@gmail.com @leisa
    • What did you think?Locate this session on the DCC website:http://chicago2011.drupal.org/sessionsClick the “Take the Survey” link.Thanks!