ozIA 2008 UX Strategy

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Steve Baty's presentation to ozIA 2008 conference on UX Strategy

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ozIA 2008 UX Strategy

  1. 1. UX Strategy the role of strategy in UX projects & teams Steve Baty UX Strategist ozIA 2008 - UX Strategy
  2. 2. About me ozIA 2008 - UX Strategy
  3. 3. UX Consultant About me ozIA 2008 - UX Strategy
  4. 4. UX Consultant About me 1996 ozIA 2008 - UX Strategy
  5. 5. UX Consultant About me 1993 1996 ozIA 2008 - UX Strategy
  6. 6. Independent UX Consultant About me 1993 1996 ozIA 2008 - UX Strategy
  7. 7. Independent UX Consultant MBA About me 1993 1996 ozIA 2008 - UX Strategy
  8. 8. Independent UX Consultant MBA About me M.Ecommerce 1993 1996 ozIA 2008 - UX Strategy
  9. 9. Independent UX Consultant MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) ozIA 2008 - UX Strategy
  10. 10. Independent UX Consultant Archaeology MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) ozIA 2008 - UX Strategy
  11. 11. Independent UX Consultant Archaeology MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) UXMatters - uxmatters.com ozIA 2008 - UX Strategy
  12. 12. “It is a matter of life and death, a road to either safety or ruin.” -Sun Tzu ozIA 2008 - UX Strategy
  13. 13. Strategy ozIA 2008 - UX Strategy
  14. 14. Strategy ozIA 2008 - UX Strategy
  15. 15. Strategy Plan ozIA 2008 - UX Strategy
  16. 16. Purpose Strategy Plan ozIA 2008 - UX Strategy
  17. 17. Purpose Resources Strategy Plan ozIA 2008 - UX Strategy
  18. 18. Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
  19. 19. Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
  20. 20. Combative Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
  21. 21. Combative Aggressive Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
  22. 22. Competition ozIA 2008 - UX Strategy
  23. 23. Competition ozIA 2008 - UX Strategy
  24. 24. Positioning Competition ozIA 2008 - UX Strategy
  25. 25. Fixed pie Positioning Market Competition Value Quality Price ozIA 2008 - UX Strategy
  26. 26. Fixed pie Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy
  27. 27. Sustainability Fixed pie Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy
  28. 28. Sustainability Fixed pie Industry structure Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy
  29. 29. “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
  30. 30. Value creation ozIA 2008 - UX Strategy
  31. 31. Value creation ozIA 2008 - UX Strategy
  32. 32. Innovation Value creation ozIA 2008 - UX Strategy
  33. 33. Innovation Define the future Value creation ozIA 2008 - UX Strategy
  34. 34. Innovation Define the future Combination Core competencies Value creation Configuration Leverage ozIA 2008 - UX Strategy
  35. 35. Innovation Define the future Combination Core competencies Value creation Configuration Leverage Scenarios ozIA 2008 - UX Strategy
  36. 36. “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
  37. 37. ozIA 2008 - UX Strategy
  38. 38. “...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
  39. 39. ozIA 2008 - UX Strategy
  40. 40. Capabilities ozIA 2008 - UX Strategy
  41. 41. 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
  42. 42. Capabilities ozIA 2008 - UX Strategy
  43. 43. Not unique Capabilities Not an advantage Not sustainable ozIA 2008 - UX Strategy
  44. 44. “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
  45. 45. Core Competencies ozIA 2008 - UX Strategy
  46. 46. C.K. Prahalad Gary Hamel Core Competencies ozIA 2008 - UX Strategy
  47. 47. C.K. Prahalad Gary Hamel Outsourcing Core Competencies ozIA 2008 - UX Strategy
  48. 48. C.K. Prahalad Gary Hamel Outsourcing Core Competencies Iterative design ozIA 2008 - UX Strategy
  49. 49. C.K. Prahalad Gary Hamel Outsourcing Core Competencies User research Iterative design ozIA 2008 - UX Strategy
  50. 50. C.K. Prahalad Gary Hamel Outsourcing Infrastructure Core Competencies User research Iterative design ozIA 2008 - UX Strategy
  51. 51. C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Core Competencies User research Iterative design ozIA 2008 - UX Strategy
  52. 52. C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Continuous improvement Core Competencies User research Iterative design ozIA 2008 - UX Strategy
  53. 53. C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Continuous improvement Core Competencies User research Iterative design Building social networks ozIA 2008 - UX Strategy
  54. 54. 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
  55. 55. 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
  56. 56. 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
  57. 57. UX = ? ozIA 2008 - UX Strategy
  58. 58. UX = ? ozIA 2008 - UX Strategy
  59. 59. usefulness UX = ? ozIA 2008 - UX Strategy
  60. 60. usefulness desirability UX = ? ozIA 2008 - UX Strategy
  61. 61. usefulness desirability credibility (+ trust) UX = ? ozIA 2008 - UX Strategy
  62. 62. usefulness desirability credibility (+ trust) UX = ? usability ozIA 2008 - UX Strategy
  63. 63. usefulness desirability credibility (+ trust) UX = ? findability usability ozIA 2008 - UX Strategy
  64. 64. usefulness desirability credibility (+ trust) UX = ? accessibility findability usability ozIA 2008 - UX Strategy
  65. 65. usefulness desirability credibility (+ trust) UX = ? accessibility findability value usability ozIA 2008 - UX Strategy
  66. 66. Value of UX ozIA 2008 - UX Strategy
  67. 67. Essential Value of UX ozIA 2008 - UX Strategy
  68. 68. Sustainable competitive advantage Essential Value of UX ozIA 2008 - UX Strategy
  69. 69. Sustainable competitive advantage Essential Value of UX Differentiation ozIA 2008 - UX Strategy
  70. 70. Sustainable competitive advantage Essential Value of UX Loyalty Differentiation ozIA 2008 - UX Strategy
  71. 71. Sustainable competitive advantage Essential Value of UX Loyalty Differentiation Flow-through offline ozIA 2008 - UX Strategy
  72. 72. Defining your strategy ozIA 2008 - UX Strategy
  73. 73. Purpose Defining your strategy ozIA 2008 - UX Strategy
  74. 74. Audience Purpose Defining your strategy ozIA 2008 - UX Strategy
  75. 75. Audience Goals Purpose Defining your strategy ozIA 2008 - UX Strategy
  76. 76. Mental models Audience Goals Purpose Defining your strategy ozIA 2008 - UX Strategy
  77. 77. Mental models Audience Goals Purpose Defining your strategy Context of use ozIA 2008 - UX Strategy
  78. 78. Mental models Audience Goals Purpose Defining your strategy Context of use Differentiation ozIA 2008 - UX Strategy
  79. 79. Mental models Audience Dependencies Goals Purpose Defining your strategy Context of use Differentiation ozIA 2008 - UX Strategy
  80. 80. Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Differentiation ozIA 2008 - UX Strategy
  81. 81. Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Brand Values Differentiation ozIA 2008 - UX Strategy
  82. 82. Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation ozIA 2008 - UX Strategy
  83. 83. Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation Information structure ozIA 2008 - UX Strategy
  84. 84. Engagement Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation Information structure ozIA 2008 - UX Strategy
  85. 85. 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
  86. 86. 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
  87. 87. Defining your strategy ozIA 2008 - UX Strategy
  88. 88. Defining your strategy Amazon books Ordering Huge catalogue Social/community Findability ozIA 2008 - UX Strategy
  89. 89. Scalability Performance Reach Relevance Google search Defining your strategy Amazon books Ordering Huge catalogue Social/community Findability ozIA 2008 - UX Strategy
  90. 90. 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
  91. 91. 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
  92. 92. Execution ozIA 2008 - UX Strategy
  93. 93. Execution ozIA 2008 - UX Strategy
  94. 94. Marketing Execution ozIA 2008 - UX Strategy
  95. 95. Marketing IT Execution ozIA 2008 - UX Strategy
  96. 96. Marketing Logistics IT Execution ozIA 2008 - UX Strategy
  97. 97. Marketing Logistics IT Execution Sales ozIA 2008 - UX Strategy
  98. 98. Marketing Logistics IT Execution Sales Ad Agency ozIA 2008 - UX Strategy
  99. 99. Marketing Interactive agency Logistics IT Execution Sales Ad Agency ozIA 2008 - UX Strategy
  100. 100. Marketing Interactive agency Logistics IT Execution Sales Executive commitment Ad Agency ozIA 2008 - UX Strategy
  101. 101. Marketing Interactive agency Logistics IT Execution Sales Executive commitment Ad Agency It so often goes wrong ozIA 2008 - UX Strategy
  102. 102. Alignment ozIA 2008 - UX Strategy
  103. 103. Alignment ozIA 2008 - UX Strategy
  104. 104. Structure Alignment ozIA 2008 - UX Strategy
  105. 105. Structure Alignment Technology ozIA 2008 - UX Strategy
  106. 106. Structure Alignment Skills Technology ozIA 2008 - UX Strategy
  107. 107. Structure Alignment Staff Skills Technology ozIA 2008 - UX Strategy
  108. 108. Structure Alignment Staff Leadership Skills Technology ozIA 2008 - UX Strategy
  109. 109. UX Teams ozIA 2008 - UX Strategy
  110. 110. UX Teams Research and nail it or iterate? ozIA 2008 - UX Strategy
  111. 111. Staff experience UX Teams Research and nail it or iterate? ozIA 2008 - UX Strategy
  112. 112. Staff experience UX Teams Genius design Research and nail it or iterate? ozIA 2008 - UX Strategy
  113. 113. Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? ozIA 2008 - UX Strategy
  114. 114. Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? Patterns ozIA 2008 - UX Strategy
  115. 115. UCD or ACD Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? Patterns ozIA 2008 - UX Strategy
  116. 116. Competitive Advantage ozIA 2008 - UX Strategy
  117. 117. Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
  118. 118. Differentiation Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
  119. 119. Sustainability Differentiation Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
  120. 120. Sustainability Differentiation Competitive Advantage Difficult to imitate “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
  121. 121. Strategic thinking ozIA 2008 - UX Strategy
  122. 122. Strategic thinking Change the game. ozIA 2008 - UX Strategy
  123. 123. Strategic thinking Change the game. ozIA 2008 - UX Strategy
  124. 124. Strategic thinking Change the game. ozIA 2008 - UX Strategy
  125. 125. References ozIA 2008 - UX Strategy
  126. 126. 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
  127. 127. Steve Baty ozIA 2008 - UX Strategy
  128. 128. Twitter: docbaty Steve Baty ozIA 2008 - UX Strategy
  129. 129. Twitter: docbaty Steve Baty Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy
  130. 130. Twitter: docbaty Steve Baty Web: www.meld.com.au Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy
  131. 131. Twitter: docbaty Slideshare: www.slideshare.net/stevebaty Steve Baty Web: www.meld.com.au Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy

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