ozIA 2008 UX Strategy

UX Strategy the role of strategy in UX projects & teams Steve Baty UX Strategist ozIA 2008 - UX Strategy

About me ozIA 2008 - UX Strategy

UX Consultant About me ozIA 2008 - UX Strategy

UX Consultant About me 1996 ozIA 2008 - UX Strategy

UX Consultant About me 1993 1996 ozIA 2008 - UX Strategy

Independent UX Consultant About me 1993 1996 ozIA 2008 - UX Strategy

Independent UX Consultant MBA About me 1993 1996 ozIA 2008 - UX Strategy

Independent UX Consultant MBA About me M.Ecommerce 1993 1996 ozIA 2008 - UX Strategy

Independent UX Consultant MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) ozIA 2008 - UX Strategy

Independent UX Consultant Archaeology MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) ozIA 2008 - UX Strategy

Independent UX Consultant Archaeology MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) UXMatters - uxmatters.com ozIA 2008 - UX Strategy

“It is a matter of life and death, a road to either safety or ruin.” -Sun Tzu ozIA 2008 - UX Strategy

Strategy ozIA 2008 - UX Strategy

Strategy Plan ozIA 2008 - UX Strategy

Purpose Strategy Plan ozIA 2008 - UX Strategy

Purpose Resources Strategy Plan ozIA 2008 - UX Strategy

Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy

Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy

Combative Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy

Combative Aggressive Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy

Competition ozIA 2008 - UX Strategy

Positioning Competition ozIA 2008 - UX Strategy

Fixed pie Positioning Market Competition Value Quality Price ozIA 2008 - UX Strategy

Fixed pie Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy

Sustainability Fixed pie Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy

Sustainability Fixed pie Industry structure Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy

“Whoever is first in the field and awaits the coming of the enemy, will be fresh for the fight; whoever is second in the field and has to hasten to battle will arrive exhausted.” - Sun Tzu ozIA 2008 - UX Strategy

Value creation ozIA 2008 - UX Strategy

Innovation Value creation ozIA 2008 - UX Strategy

Innovation Deﬁne the future Value creation ozIA 2008 - UX Strategy

Innovation Deﬁne the future Combination Core competencies Value creation Conﬁguration Leverage ozIA 2008 - UX Strategy

Innovation Deﬁne the future Combination Core competencies Value creation Conﬁguration Leverage Scenarios ozIA 2008 - UX Strategy

“What are you working on?” COMPETITION FOR THE PRESENT COMPETITION FOR THE FUTURE A Blueprint for Managing A Strategic In-House UX PRACTICE RELATED ACTIVITIES Growing a Vital Team Design Group Evangelizing our Efforts! by Stephen P. Anderson Between delivering on funded projects and ghting res, it can be di cult to Defining Tools & Processes Experiments / Tech. Playground set aside time for any strategic e orts. Yet for many UX groups, this is where we could add the most value—demonstrating ways in which product or service Following Trends & Upcoming Technologies experience could be signi cantly better. Expert Evaluations While it may be tempting to look for CREDIT WHERE CREDIT IS DUE: more time or resources for these e orts, Designing Future Product and this is really about strategic planning. PROJECT FOCUSED EFFORTS Delivering Funded Projects Service Experiences As leaders inside an organization, we This is the exciting part– being able to design things as they should be... This is where MOST OF OUR TIME is spent, creating enhancements tied to product releases... have to be able to defend how every In this more general strategic context, a designer can have a voice in articulating challenges, In this more speci c, tactical context, a UX Designer makes consistent improvements that enhance product value and in uence customer experience. However, even the designer’s framing market strategy and designing approaches, thereby in uencing outcomes. bit of our time—no matter how large best e orts won’t compensate for an inappropriate business approach, or having, in e ect, Box 1 Box 2 Box 3 “solved the wrong problem”. or small— ts into the overall strategic Manage the Selectively Create the This work isn’t what motivates more visionary teams. But this is what demonstrates value in direction. This is especially the case Present Abandon the Future the short-term, earning the trust to pursue other ideas. Past Personas, Scenarios & Models where resources are tight and you have to make tradeo and priority decisions These artifacts create that don’t sit well with some. Competition for Competition for ALIGNMENT across I developed this model to help facilitate the Present the Future This lets us create a Design Research shared UNDERSTANDING the organization Performance Management Growth and Innovations these discussions and communicate Benchmark Best Practices Create Next Practices Focus on Today’s Customers Focus on Tomorrow’s Customers of the design space Focus on Today’s Technologies Focus on Today’s Competitors Focus on Tomorrow’s Technologies Focus on Tomorrow’s Competitors Centralized Resource Allocation Decentralized Resource Allocation priorities in a way that makes sense to Leverage Current Competencies Build New Competencies Brand Definition, Branding Guidelines executive management. GUIDELINES & STANDARDS Based on the two domains of ‘competing for the present’ (tactical work) and Coding Standards ‘competing for the future’ (strategic work), I’ve found this to be an e ective way to communicate and rationalize where a team is spending time. With these domains as a foundation, I layered on the principal types of UX activities UI Guidelines / Design Patterns (research, persona creation, internal evangelism, screen design, etc.) that need to take place in order for us to be successful—over the long run— in our e orts. Globalization / Localization Standards This up-front planning has resulted in a balanced, holistic perspective on what needs to happen to be successful. As such, it’s been a great tool not only for planning and communicating, but also for keeping the team on track, focused Workshops & Training and accountable. ozIA 2008 - UX Strategy

ozIA 2008 - UX Strategy

“...We see the intersecting of the internet and mobility. Nokia has been a device company and that will remain a lucrative business for years to come, but instead of waiting until we have to change, Nokia is looking ahead and making changes now.” ozIA 2008 - UX Strategy

ozIA 2008 - UX Strategy

Capabilities ozIA 2008 - UX Strategy

Surveys & questionnaires Forms design User testing Industrial design Card-sorting Application dev Capabilities SEO Project mgmt Hosting Analytics Prototyping Design documentation Gestural interfaces Interface dev ozIA 2008 - UX Strategy

Capabilities ozIA 2008 - UX Strategy

Not unique Capabilities Not an advantage Not sustainable ozIA 2008 - UX Strategy

“There are not more than ﬁve cardinal tastes, yet combinations of them yield more ﬂavours than can ever be tasted” - Sun Tzu ozIA 2008 - UX Strategy

Core Competencies ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Core Competencies ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Core Competencies ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Core Competencies Iterative design ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Core Competencies User research Iterative design ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Infrastructure Core Competencies User research Iterative design ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Core Competencies User research Iterative design ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Continuous improvement Core Competencies User research Iterative design ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Continuous improvement Core Competencies User research Iterative design Building social networks ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Service design Logistics Infrastructure Continuous improvement Core Competencies User research Iterative design Building social networks ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Service design Logistics Infrastructure Continuous improvement Core Competencies Inventory management User research Iterative design Building social networks ozIA 2008 - UX Strategy

C.K. Prahalad Gary Hamel Outsourcing Service design Logistics Infrastructure Continuous improvement Core Competencies Inventory management Relevance Breadth Imitation User research Iterative design Building social networks ozIA 2008 - UX Strategy

UX = ? ozIA 2008 - UX Strategy

usefulness UX = ? ozIA 2008 - UX Strategy

usefulness desirability UX = ? ozIA 2008 - UX Strategy

usefulness desirability credibility (+ trust) UX = ? ozIA 2008 - UX Strategy

usefulness desirability credibility (+ trust) UX = ? usability ozIA 2008 - UX Strategy

usefulness desirability credibility (+ trust) UX = ? ﬁndability usability ozIA 2008 - UX Strategy

usefulness desirability credibility (+ trust) UX = ? accessibility ﬁndability usability ozIA 2008 - UX Strategy

usefulness desirability credibility (+ trust) UX = ? accessibility ﬁndability value usability ozIA 2008 - UX Strategy

Value of UX ozIA 2008 - UX Strategy

Essential Value of UX ozIA 2008 - UX Strategy

Sustainable competitive advantage Essential Value of UX ozIA 2008 - UX Strategy

Sustainable competitive advantage Essential Value of UX Differentiation ozIA 2008 - UX Strategy

Sustainable competitive advantage Essential Value of UX Loyalty Differentiation ozIA 2008 - UX Strategy

Sustainable competitive advantage Essential Value of UX Loyalty Differentiation Flow-through ofﬂine ozIA 2008 - UX Strategy

Deﬁning your strategy ozIA 2008 - UX Strategy

Purpose Deﬁning your strategy ozIA 2008 - UX Strategy

Audience Purpose Deﬁning your strategy ozIA 2008 - UX Strategy

Audience Goals Purpose Deﬁning your strategy ozIA 2008 - UX Strategy

Mental models Audience Goals Purpose Deﬁning your strategy ozIA 2008 - UX Strategy

Mental models Audience Goals Purpose Deﬁning your strategy Context of use ozIA 2008 - UX Strategy

Mental models Audience Goals Purpose Deﬁning your strategy Context of use Differentiation ozIA 2008 - UX Strategy

Mental models Audience Dependencies Goals Purpose Deﬁning your strategy Context of use Differentiation ozIA 2008 - UX Strategy

Mental models Audience Dependencies Goals Purpose Capability Deﬁning your strategy Context of use Differentiation ozIA 2008 - UX Strategy

Mental models Audience Dependencies Goals Purpose Capability Deﬁning your strategy Context of use Brand Values Differentiation ozIA 2008 - UX Strategy

Mental models Audience Dependencies Goals Purpose Capability Deﬁning your strategy Context of use Experience Brand Values Differentiation ozIA 2008 - UX Strategy

Mental models Audience Dependencies Goals Purpose Capability Deﬁning your strategy Context of use Experience Brand Values Differentiation Information structure ozIA 2008 - UX Strategy

Engagement Mental models Audience Dependencies Goals Purpose Capability Deﬁning your strategy Context of use Experience Brand Values Differentiation Information structure ozIA 2008 - UX Strategy

Engagement Mental models Audience Dependencies Goals Purpose Capability Deﬁning your strategy Context of use Experience Brand Values Differentiation Findability Information structure ozIA 2008 - UX Strategy

Engagement Mental models Audience Dependencies Goals Purpose Capability Deﬁning your strategy Context of use Experience Brand Values Differentiation Findability Analytics Information structure ozIA 2008 - UX Strategy

Deﬁning your strategy ozIA 2008 - UX Strategy

Deﬁning your strategy Amazon books Ordering Huge catalogue Social/community Findability ozIA 2008 - UX Strategy

Scalability Performance Reach Relevance Google search Deﬁning your strategy Amazon books Ordering Huge catalogue Social/community Findability ozIA 2008 - UX Strategy

Scalability Performance Reach Relevance Google search Deﬁning your strategy Customer acquisition Amazon books Ordering Huge catalogue Sign-up Social/community Payment Value proposition Findability ozIA 2008 - UX Strategy

Scalability Performance ‘Ridiculously complex password requirements for a site that stores Reach Relevance virtually no personal information other than site-speciﬁc prefs. Rgh!’ Google search - Dan Brown Deﬁning your strategy Customer acquisition Amazon books Ordering Huge catalogue Sign-up Social/community Payment Value proposition Findability ozIA 2008 - UX Strategy

Execution ozIA 2008 - UX Strategy

Marketing Execution ozIA 2008 - UX Strategy

Marketing IT Execution ozIA 2008 - UX Strategy

Marketing Logistics IT Execution ozIA 2008 - UX Strategy

Marketing Logistics IT Execution Sales ozIA 2008 - UX Strategy

Marketing Logistics IT Execution Sales Ad Agency ozIA 2008 - UX Strategy

Marketing Interactive agency Logistics IT Execution Sales Ad Agency ozIA 2008 - UX Strategy

Marketing Interactive agency Logistics IT Execution Sales Executive commitment Ad Agency ozIA 2008 - UX Strategy

Marketing Interactive agency Logistics IT Execution Sales Executive commitment Ad Agency It so often goes wrong ozIA 2008 - UX Strategy

Alignment ozIA 2008 - UX Strategy

Structure Alignment ozIA 2008 - UX Strategy

Structure Alignment Technology ozIA 2008 - UX Strategy

Structure Alignment Skills Technology ozIA 2008 - UX Strategy

Structure Alignment Staff Skills Technology ozIA 2008 - UX Strategy

Structure Alignment Staff Leadership Skills Technology ozIA 2008 - UX Strategy

UX Teams ozIA 2008 - UX Strategy

UX Teams Research and nail it or iterate? ozIA 2008 - UX Strategy

Staff experience UX Teams Research and nail it or iterate? ozIA 2008 - UX Strategy

Staff experience UX Teams Genius design Research and nail it or iterate? ozIA 2008 - UX Strategy

Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? ozIA 2008 - UX Strategy

Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? Patterns ozIA 2008 - UX Strategy

UCD or ACD Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? Patterns ozIA 2008 - UX Strategy

Competitive Advantage ozIA 2008 - UX Strategy

Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy

Differentiation Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy

Sustainability Differentiation Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy

Sustainability Differentiation Competitive Advantage Difﬁcult to imitate “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy

Strategic thinking ozIA 2008 - UX Strategy

Strategic thinking Change the game. ozIA 2008 - UX Strategy

References ozIA 2008 - UX Strategy

Execution is everything - Steve Baty Questions to ask for any UX Project - Steve Baty User Experience Design - Peter Morville Morville’s facets of UX reﬁned? - James Melzer Explaining Core Competence - Mind Tools Nokia morphs itself from within - BBC Your competitive advantage - Seth Godin Managing a strategic UX team - Stephen P. Anderson Jimmy Wales on Wikipedia - Xark! The Art of War - Sun Tzu Where software vendors should focus - McKinsey & Co ozIA 2008 - UX Strategy

Steve Baty ozIA 2008 - UX Strategy

Twitter: docbaty Steve Baty ozIA 2008 - UX Strategy

Twitter: docbaty Steve Baty Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy

Twitter: docbaty Steve Baty Web: www.meld.com.au Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy

Twitter: docbaty Slideshare: www.slideshare.net/stevebaty Steve Baty Web: www.meld.com.au Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy

ozIA 2008 UX Strategy

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