Experience Leadership - UXI Live 2012
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Experience Leadership - UXI Live 2012

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  • Flew in Tuesday from SF. Pop same as Israel, and we never have 750+ people at an event. That says the community here and the team putting this event together must be pretty amazing. \n
  • So, it’s my privilege today to speak with you about UX leadership. When I open an event like this, I hope to accomplish two things. One is to say: here’s a thing that I think requires our collective attention and action. The other is to offer a lens, in hope that you’ll pick it up now and then during the rest of the event, and look through it to get even more out of the other sessions. So the action item and lens I’d like to offer you today is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • User experience has come a long way in the last 20 years. The study of humans interacting with machines and environments, paired with the generative power of design methods, has given us powerful tools. We’re getting very good at solving design problems. \n\nWe’ve matured to the point that our skill sets and job titles are getting ever more specialized. How many interaction designers? Visual designers? Content strategists? People whose parents still don’t understand what they do for a living?\n\nIn all the discussions of our varied skill sets, I see the same gaping hole over and over. That skill sets is UX leadership.\n\n
  • UX leadership matters because hiring UX people is harder than ever. We have to grow our teams, and since we can’t easily hire skilled people off the street, mentoring and coaching skills are critical. \n
  • UX leadership matters because over and over again, I see smart companies hiring great designers by the busload, and yet they still ship products and services that drive us all crazy.\n\n
  • UX leadership matters because over and over again, I see smart companies hiring great designers by the busload, and yet they still ship products and services that drive us all crazy.\n\n
  • UX leadership matters because over and over again, I see smart companies hiring great designers by the busload, and yet they still ship products and services that drive us all crazy.\n\n
  • UX leadership matters because over and over again, I see smart companies hiring great designers by the busload, and yet they still ship products and services that drive us all crazy.\n\n
  • UX leadership matters because over and over again, I see smart companies hiring great designers by the busload, and yet they still ship products and services that drive us all crazy.\n\n
  • Finally, I think UX leadership requires attention because most of us face the same challenge every day. We pedal furiously down the long road to achieving a great design, and we run into obstacle after obstacle. Whether that’s as small as a new stakeholder who needs us to educate all over again, or as big as UX just not being a priority, doing design is never as simple as just doing the design. I was interviewing someone recently for a lead UX role who said she wanted to leave her current job because the organizational culture kept her from doing her real job. This is like a doctor saying, I could treat cancer so much more effectively if I didn’t have to treat the patients.\n\n
  • Finally, I think UX leadership requires attention because most of us face the same challenge every day. We pedal furiously down the long road to achieving a great design, and we run into obstacle after obstacle. Whether that’s as small as a new stakeholder who needs us to educate all over again, or as big as UX just not being a priority, doing design is never as simple as just doing the design. I was interviewing someone recently for a lead UX role who said she wanted to leave her current job because the organizational culture kept her from doing her real job. This is like a doctor saying, I could treat cancer so much more effectively if I didn’t have to treat the patients.\n\n
  • Finally, I think UX leadership requires attention because most of us face the same challenge every day. We pedal furiously down the long road to achieving a great design, and we run into obstacle after obstacle. Whether that’s as small as a new stakeholder who needs us to educate all over again, or as big as UX just not being a priority, doing design is never as simple as just doing the design. I was interviewing someone recently for a lead UX role who said she wanted to leave her current job because the organizational culture kept her from doing her real job. This is like a doctor saying, I could treat cancer so much more effectively if I didn’t have to treat the patients.\n\n
  • Finally, I think UX leadership requires attention because most of us face the same challenge every day. We pedal furiously down the long road to achieving a great design, and we run into obstacle after obstacle. Whether that’s as small as a new stakeholder who needs us to educate all over again, or as big as UX just not being a priority, doing design is never as simple as just doing the design. I was interviewing someone recently for a lead UX role who said she wanted to leave her current job because the organizational culture kept her from doing her real job. This is like a doctor saying, I could treat cancer so much more effectively if I didn’t have to treat the patients.\n\n
  • Finally, I think UX leadership requires attention because most of us face the same challenge every day. We pedal furiously down the long road to achieving a great design, and we run into obstacle after obstacle. Whether that’s as small as a new stakeholder who needs us to educate all over again, or as big as UX just not being a priority, doing design is never as simple as just doing the design. I was interviewing someone recently for a lead UX role who said she wanted to leave her current job because the organizational culture kept her from doing her real job. This is like a doctor saying, I could treat cancer so much more effectively if I didn’t have to treat the patients.\n\n
  • None of these issues are design problems--they’re leadership problems.\n
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  • There’s always a bigger issue lurking beneath those project problems, though. That thing is the organization’s culture. Culture’s a complicated thing that’s hard to define. Some aspects of it are visible in artifacts and systems--things like org charts, process diagrams, and compensation plans. Culture’s also visible in a set of stated values--what we say is important to us, whether that’s work-life balance, integrity, sustainability, or just plain making money for our shareholders. \n\nBut I think Edgar Schein put it best when he said that the basis of all culture is set of shared assumptions--things we believe to be true, but never really examine. \nWhen someone says, “We don’t have the time or budget to do research, or design, or content strategy,” they probably think they’re stating a simple fact. But it’s not a fact--it’s simply evidence of an assumption that other things are more important, and therefore those things have more time or budget allocated.\n\n\n\n\n\n
  • There’s always a bigger issue lurking beneath those project problems, though. That thing is the organization’s culture. Culture’s a complicated thing that’s hard to define. Some aspects of it are visible in artifacts and systems--things like org charts, process diagrams, and compensation plans. Culture’s also visible in a set of stated values--what we say is important to us, whether that’s work-life balance, integrity, sustainability, or just plain making money for our shareholders. \n\nBut I think Edgar Schein put it best when he said that the basis of all culture is set of shared assumptions--things we believe to be true, but never really examine. \nWhen someone says, “We don’t have the time or budget to do research, or design, or content strategy,” they probably think they’re stating a simple fact. But it’s not a fact--it’s simply evidence of an assumption that other things are more important, and therefore those things have more time or budget allocated.\n\n\n\n\n\n
  • There’s always a bigger issue lurking beneath those project problems, though. That thing is the organization’s culture. Culture’s a complicated thing that’s hard to define. Some aspects of it are visible in artifacts and systems--things like org charts, process diagrams, and compensation plans. Culture’s also visible in a set of stated values--what we say is important to us, whether that’s work-life balance, integrity, sustainability, or just plain making money for our shareholders. \n\nBut I think Edgar Schein put it best when he said that the basis of all culture is set of shared assumptions--things we believe to be true, but never really examine. \nWhen someone says, “We don’t have the time or budget to do research, or design, or content strategy,” they probably think they’re stating a simple fact. But it’s not a fact--it’s simply evidence of an assumption that other things are more important, and therefore those things have more time or budget allocated.\n\n\n\n\n\n
  • There’s always a bigger issue lurking beneath those project problems, though. That thing is the organization’s culture. Culture’s a complicated thing that’s hard to define. Some aspects of it are visible in artifacts and systems--things like org charts, process diagrams, and compensation plans. Culture’s also visible in a set of stated values--what we say is important to us, whether that’s work-life balance, integrity, sustainability, or just plain making money for our shareholders. \n\nBut I think Edgar Schein put it best when he said that the basis of all culture is set of shared assumptions--things we believe to be true, but never really examine. \nWhen someone says, “We don’t have the time or budget to do research, or design, or content strategy,” they probably think they’re stating a simple fact. But it’s not a fact--it’s simply evidence of an assumption that other things are more important, and therefore those things have more time or budget allocated.\n\n\n\n\n\n
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  • Novelty of vision\n\n
  • Employee satisfaction\nCommunity\nBuilding knowledge & skill\nStrong people skills\nCollaboration\nHarmony\n
  • Employee satisfaction\nCommunity\nBuilding knowledge & skill\nStrong people skills\nCollaboration\nHarmony\n
  • Novelty of vision\nExperimentation\nChallenging industry status quo\nPassionate generalists\nNot being “corporate”\nAdoption & growth\n
  • Novelty of vision\nExperimentation\nChallenging industry status quo\nPassionate generalists\nNot being “corporate”\nAdoption & growth\n
  • Efficient processes\nStructure\nConsistency & compliance\nTechnically skilled specialists\nPredictability\nPreventing failure\n
  • Efficient processes\nStructure\nConsistency & compliance\nTechnically skilled specialists\nPredictability\nPreventing failure\n
  • Near-term profits & shareholder value\nQuantifiable results\nSpeed\nAssertive employees\nAccountability\nBeating the competition\n
  • Near-term profits & shareholder value\nQuantifiable results\nSpeed\nAssertive employees\nAccountability\nBeating the competition\n
  • Some assumptions are very compatible with good UX, though. Things like pride in the quality of your products and services, or willingness to take risks and learn from failures, or a belief in ruthless prioritization all end up making our jobs easier. And if you can hitch your wagon to the right assumption that already exists within the culture, it makes for a tremendously powerful propulsion system. \n\nThere’s a hospital system in the US called the Mayo Clinic. They’re very well known for innovation both clinically and in the realm of user experience. When a patient checks in and has a series of appointments for tests and procedures, someone takes their photo, so that when they show up at radiology, someone can greet them by name. But like any hospital, Mayo has tons of committees, and you’d think their organizational structure would get in the way. But they’ve connected user experience to an assumption that runs deep in Mayo’s culture, which is that they always do what’s best for their patients. If they can show that something is better for patients, it gets support.\n\n
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  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
  • 1. Evangelist\nUse formal & informal networks\nPersuade varied audiences with targeted storytelling\n2. Autocrat\nAccept responsibility for change\nRequire authority, trust, good timing, practical imagination\n3. Architect\nDesign systems, processes, spaces to reinforce change\nRequires broad organizational view, experience, expertise\n4. Educator\nMost neglected role\nFocus on learning & environment that helps change stick\n
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Experience Leadership - UXI Live 2012 Experience Leadership - UXI Live 2012 Presentation Transcript

  • US Air Force official photo by Staff Sgt. Chad C. Strohmeyer / public domainEXPERIENCE LEADERSHIP KIM GOODWIN UX Israel Live 2012
  • gn EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 3
  • gn business information analysis architecture interaction design human factors visual design industrial design information EXPERIENCE LEADERSHIP | Kim Goodwin user research design @kimgoodwin #UXILive #leadership 3
  • gn business information analysis architecture interaction design UX analytics human factors service design design visual design strategy content industrial design information strategy EXPERIENCE LEADERSHIP | Kim Goodwin user research design @kimgoodwin #UXILive #leadership 3
  • gn business information analysis architecture interaction design UX social interaction analytics human factors design service design mobile design interaction visual design strategy design content industrial design information strategy EXPERIENCE LEADERSHIP | Kim Goodwin user research design @kimgoodwin #UXILive #leadership 3
  • gn business information analysis architecture interaction design UX social interaction analytics human factors design service design mobile design interaction visual design strategy design content industrial design information strategy EXPERIENCE LEADERSHIP | Kim Goodwin user research design @kimgoodwin #UXILive #leadership 3
  • gn business information analysis architecture interaction design UX social interaction analytics human factors design service design mobile design interaction UX leadership visual design strategy design content industrial design information strategy EXPERIENCE LEADERSHIP | Kim Goodwin user research design @kimgoodwin #UXILive #leadership 3
  • WANTED Expertise in research, personas, wireframing, visual design, content strategy, testing, coding, and nuclear physics. Must have designed an award- winning product just like ours. At least 25 years experience required; 20 or more in mobile. Walking on water a big plus. Generous salary equivalent to the receptionist’s.EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 4
  • EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 5
  • smart companyEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 5
  • smart company filled with brilliant designersEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 5
  • smart company filled with brilliant designersEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 5
  • The long & lonely road to perfect design & happinessEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 6
  • The long & lonely road to perfect design & happiness new exec budget issue bad attitude arbitrary UX is deadline not a priorityEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 6
  • Leaders influence others to accomplish shared goalsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 7
  • Managers may be leadersEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 8
  • Managers may be leaders ...or notEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 8
  • Roles for UX leadersEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 9
  • Roles for UX leaders Internal focus External focusEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 9
  • Roles for UX leaders Internal focus External focus PracticeEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 9
  • Roles for UX leaders Internal focus External focus Practice ProjectEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 9
  • Roles for UX leaders Internal focus External focus Practice Project ChangeEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 9
  • Roles for UX leaders UX skills essential UX skills optional Internal focus External focus Practice Project ChangeEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 9
  • As with any craft: The 10,000 hour rule applies (K. Anders Ericsson)EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 10
  • Like design, leadership involves: Principles Context Media Process Deliverables Earn trust Inspire confidence Show you value people Sell the right ideaEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 11
  • Like design, leadership involves: Principles Context Media Process Deliverables Earn trust Inspire confidence Show you value people Sell the right ideaEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 12
  • Like design, leadership involves: Principles Context Media Process Deliverables Culture Colleagues Colleagues Your preferred styleEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 12
  • Like design, leadership involves: Principles Context Media Process Deliverables Culture Colleagues Colleagues Your preferred styleEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 13
  • Like design, leadership involves: Principles Context Media Process Deliverables Conversation Your own behavior Processes & measures Cultural artifactsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 13
  • Like design, leadership involves: Principles Context Media Process Deliverables Conversation Your own behavior Processes & measures Cultural artifactsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 14
  • Like design, leadership involves: Principles Context Media Process Deliverables with individuals Assess context, then speak with organizations Change managementEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 14
  • Like design, leadership involves: Principles Context Media Process Deliverables with individuals Assess context, then speak with organizations Change managementEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 15
  • Like design, leadership involves: Principles Context Media Process Deliverables Skills & cultureEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 15
  • A UX leader’s deliverable a culture where a bad UX is unthinkableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 16
  • for example: Disney theme parksEXPERIENCE LEADERSHIP | Kim Goodwin The Disney Way, Capodagli & Jackson, 1998. @kimgoodwin #UXILive #leadership 17
  • Project issues are symptomsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 18
  • Project issues are symptomsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 18
  • Project issues are symptoms CULTURE is the causeEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 18
  • Project issues are symptoms CULTURE is the cause stated values artifacts & systems shared assumptionsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 18
  • Plan A: adapt your approachEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 19
  • Competing Values Framework Simplified from Cameron & Quinn 2011, based on earlier worksEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 20
  • Competing Values Framework Simplified from Cameron & Quinn 2011, based on earlier works Dynamic StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 20
  • Competing Values Framework Simplified from Cameron & Quinn 2011, based on earlier works Dynamic Internal External focus focus StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 20
  • Competing Values Framework Simplified from Cameron & Quinn 2011, based on earlier works Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 21
  • Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Employee satisfaction Skill-building value Collaborators Harmony Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Employee satisfaction Skill-building value UX pros as value Collaborators facilitators Harmony Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 23
  • Novelty of vision Experimentation value Passionate generalists Adoption & growth Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 23
  • Novelty of vision Experimentation value UX pros as value Passionate generalists whiteboard ninjas Adoption & growth Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 23
  • Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Efficiency & structure Consistency value Technical expertise Preventing failure Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Efficiency & structure Consistency value UX pros as value Technical expertise experts Preventing failure Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Near-term profit Quantifiable results value Assertiveness Beating competition Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • Near-term profit Quantifiable results value UX pros as value Assertiveness scientists Beating competition Dynamic Clan Adhocracy Internal External Hierarchy Market StableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership
  • What values can you use? Hitch UX to the right one, and it’s like rocket fuel.EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 26
  • Plan B: change the culture (much harder)EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 27
  • change = lossEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 28
  • For change to happen: Perceived LOSSEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 29
  • For change to happen: Dissatisfaction with status quo Perceived LOSS Clarity about what to change Understanding of how to get there Adapted from Alexander Horniman, Darden School of BusinessEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 30
  • changing culture = moving a mountainEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 31
  • changing culture = moving a mountain 3-5 years, minimum once you have executive support & a planEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 31
  • The mountain is made of individual rocksEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 32
  • The mountain is made of individual rocks executivesEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 32
  • The mountain is made of individual rocks executives managersEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 32
  • The mountain is made of individual rocks executives managers individual contributorsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 32
  • Kurt Lewin’s process modelEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 33
  • Kurt Lewin’s process model UnfreezeEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 33
  • Kurt Lewin’s process model Unfreeze TransitionEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 33
  • Kurt Lewin’s process model Unfreeze Refreeze TransitionEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 33
  • John Kotter’s 8-step model 1. Establish urgency 2. Develop a guiding coalition 3. Develop a vision 4. Communicate the vision 5. Enable action 6. Get short-term wins 7. Don’t let up 8. Make change stickEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 34
  • Continuous Change Cycle Lawrence, Dyck, Maitlis & Mauws, 2006EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 35
  • Continuous Change Cycle Lawrence, Dyck, Maitlis & Mauws, 2006 evangelists sell ideasEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 35
  • Continuous Change Cycle Lawrence, Dyck, Maitlis & Mauws, 2006 evangelists autocrats sell ideas dictate practicesEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 35
  • Continuous Change Cycle Lawrence, Dyck, Maitlis & Mauws, 2006 evangelists autocrats sell ideas dictate practices architects establish systemsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 35
  • Continuous Change Cycle Lawrence, Dyck, Maitlis & Mauws, 2006 evangelists autocrats sell ideas dictate practices educators architects shape intuition establish systemsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 35
  • Continuous Change Cycle Lawrence, Dyck, Maitlis & Mauws, 2006 individuals evangelists autocrats sell ideas dictate practices systems educators architects shape intuition establish systemsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 35
  • Continuous Change Cycle Lawrence, Dyck, Maitlis & Mauws, 2006 individuals evangelists autocrats sell ideas dictate practices systems educators architects shape intuition establish systems cognition behaviorEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 35
  • In UX change, the “evangelism” stage is longEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 36
  • A model* of effective UX change * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX change YOU * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX change LOCAL YOU COALITION * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX change GRADUALLY LOCAL YOU COALITION LARGER COALITION * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX changeinformal change GRADUALLY LOCAL YOU COALITION LARGER COALITION * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX changeinformal change mandate & plan GRADUALLY LOCAL YOU COALITION LARGER COALITION * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX changeinformal change mandate & plan executive-sponsored change GRADUALLY LOCAL YOU COALITION LARGER COALITION * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX changeinformal change mandate & plan executive-sponsored change GRADUALLY EXECUTE PLAN WITH LOCAL YOU COALITION LARGER GLOBAL PRODUCT & COALITION SERVICE DELIVERY * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX changeinformal change mandate & plan executive-sponsored change EXECUTE PLAN WITH GRADUALLY EXECUTE PLAN WITH LOCAL WHOLE COMPANY, YOU COALITION LARGER GLOBAL PRODUCT & INCLUDING EMPLOYEE COALITION SERVICE DELIVERY SERVICE FUNCTIONS * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • A model* of effective UX change1. Assess the context 1. Enlist an “autocrat” Many parallel activities with increasing scope:2. Define the problem(s) 2. Define a global coalition - Evangelism / internal marketing3. Identify what you can use 3. Assess the context - Creating or evolving product processes & tools4. Define a vision 4. Define the problems - Education & skill-building with non-designers5. Understand key influencers 5. Identify what you can use - Implementing new measurements & rewards6. Demonstrate small wins 6. Define a vision - Changing leader habits that promote old culture7. Evangelize 7. Understand key influencers - Increasing UX staffing8. Build your coalition 8. Create a change planrepeat 3 or more timesinformal change mandate & plan executive-sponsored change EXECUTE PLAN WITH GRADUALLY EXECUTE PLAN WITH LOCAL WHOLE COMPANY, YOU COALITION LARGER GLOBAL PRODUCT & INCLUDING EMPLOYEE COALITION SERVICE DELIVERY SERVICE FUNCTIONS * which is a work in progressEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 37
  • YOU 1. Assess the context 2. Define the problem(s) 3. Identify what you can use 4. Define a vision 5. Understand key influencers 6. Demonstrate small wins 7. Evangelize 8. Build your coalitionEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 38
  • YOU 1. Assess the context shared understanding of culture, process, practices, influencers 2. Define the problem(s) things in the way of delivering better UX (culture is usually the cause) 3. Identify what you can use values and assumptions you can leverage 4. Define a vision what should be culture, processes, tools, UX team scale & role 5. Understand key influencers who they are, plus their goals, beliefs & behavior preferences 6. Demonstrate small wins succeed, then measure & communicate success in the right way 7. Evangelize target your conversations & style for influencers 8. Build your coalition enlist & equip allies, then go back to step 1EXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 38
  • Informal change is iterative YOU 1. Assess the context 2. Define the problem(s) 3. Identify what you can use 4. Define a vision 5. Understand key influencers 6. Demonstrate small wins 7. Evangelize 8. Build your coalitionEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 39
  • Informal change is iterative LOCAL YOU COALITION 1. Assess the context 1. Assess the context 2. Define the problem(s) 2. Define the problem(s) 3. Identify what you can use 3. Identify what you can use 4. Define a vision 4. Define a vision 5. Understand key influencers 5. Understand key influencers 6. Demonstrate small wins 6. Demonstrate small wins 7. Evangelize 7. Evangelize 8. Build your coalition 8. Build your coalitionEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 39
  • Informal change is iterative LOCAL GRADUALLY YOU COALITION LARGER COALITION 1. Assess the context 1. Assess the context 1. Assess the context 2. Define the problem(s) 2. Define the problem(s) 2. Define the problem(s) 3. Identify what you can use 3. Identify what you can use 3. Identify what you can use 4. Define a vision 4. Define a vision 4. Define a vision 5. Understand key influencers 5. Understand key influencers 5. Understand key influencers 6. Demonstrate small wins 6. Demonstrate small wins 6. Demonstrate small wins 7. Evangelize 7. Evangelize 7. Evangelize 8. Build your coalition 8. Build your coalition 8. Build your coalitionEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 39
  • Mandate & planning 1. Enlist an “autocrat” 2. Define a global coalition 3. Assess the context 4. Define the problems 5. Identify what you can use 6. Define a vision 7. Understand key influencers 8. Create a change planEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 40
  • Mandate & planning 1. Enlist an “autocrat” AND nearly all of the executive team 2. Define a global coalition include leaders in all product & service delivery areas, plus HR 3. Assess the context 4. Define the problems 5. Identify what you can use 6. Define a vision 7. Understand key influencers 8. Create a change plan mechanisms, leaders, resources, and timelinesEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 40
  • Formal change: example @ big company
  • Formal change: example @ big companyEvangelism / marketingProduct process / toolsMeasurements & rewardsLeader behavior
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketingProduct process / toolsMeasurements & rewardsLeader behavior
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhereProduct process / toolsMeasurements & rewardsLeader behavior
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhereProduct process / tools Process & principles Styleguide, standards Update as neededMeasurements & rewardsLeader behavior
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhereProduct process / tools Process & principles Styleguide, standards Update as neededMeasurements & rewards Define Implement in key areas Deploy everywhere MaintainLeader behavior
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhereProduct process / tools Process & principles Styleguide, standards Update as neededMeasurements & rewards Define Implement in key areas Deploy everywhere MaintainLeader behavior Assess & coach Ongoing part of evaluation
  • UX change often hits acapacity wall
  • UX change often hits acapacity wall UX capacity
  • UX change often hits acapacity wall UX capacityDemand for UX
  • UX change often hits acapacity wall Worst response: Try to do it all UX capacityDemand for UX
  • Solutions
  • Solutions1. Split UX project time: ~ 2/3 driving projects that can succeed ~ 1/3 clearly framed as periodic advice only
  • Solutions1. Split UX project time: ~ 2/3 driving projects that can succeed ~ 1/3 clearly framed as periodic advice only2. Train others make incremental improvements - design principles - user research basics
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhereProduct process / tools Process & principles Styleguide, standards Update as neededMeasurements & rewards Define Implement in key areas Deploy everywhere MaintainLeader behavior Assess & coach Ongoing part of evaluationEducation / skill-buildingUX pros on projects Top priority products Customer-facing services Medium priority products Lower priority products Employee service tools
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhereProduct process / tools Process & principles Styleguide, standards Update as neededMeasurements & rewards Define Implement in key areas Deploy everywhere MaintainLeader behavior Assess & coach Ongoing part of evaluationEducation / skill-building Engineers, PMs, key managers HR, IT, facilities As neededUX pros on projects Top priority products Customer-facing services Medium priority products Lower priority products Employee service tools
  • Formal change: example @ big company Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhereProduct process / tools Process & principles Styleguide, standards Update as neededMeasurements & rewards Define Implement in key areas Deploy everywhere MaintainLeader behavior Assess & coach Ongoing part of evaluationEducation / skill-building Engineers, PMs, key managers HR, IT, facilities As neededUX pros on projects Top priority products Doing Doing Doing Doing Doing Doing Customer-facing services Advising Doing Doing Doing Doing Doing Medium priority products Advising Advising Doing Doing Doing Doing Lower priority products Advising Advising Doing Doing Doing Employee service tools Advising Doing Doing
  • Leader behavior is the biggest factorEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 45
  • Leader behavior is the biggest factor Primary mechanisms - Attention - Reactions to crises - Role modeling - Rewards - Personnel decisions See: Edgar ScheinEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 45
  • Leader behavior is the biggest factor Primary mechanisms Secondary mechanisms - Attention - Organizational structure - Reactions to crises - Systems & processes - Role modeling - Facilities design - Rewards - Stories & myths - Personnel decisions - Formal statements See: Edgar ScheinEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 45
  • Master your context or become its victimEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 46
  • Treat conversations as design problemsEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 47
  • Remember that culture is your real deliverableEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 48
  • Have patience with yourself, others, the processEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 49
  • Look at UXI Live through a leadership lensEXPERIENCE LEADERSHIP | Kim Goodwin @kimgoodwin #UXILive #leadership 50
  • US Air Force official photo by Staff Sgt. Chad C. Strohmeyer / public domain THANKS!Enjoy the conference!KIM GOODWINkimgoodwin@mac.com @kimgoodwin