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Setting Course: Design Research to Experience Roadmap

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Presented by Jason Ulaszek and Brian Winters at Interactions '13 on January 28th, 2013. ...

Presented by Jason Ulaszek and Brian Winters at Interactions '13 on January 28th, 2013.

Have you ever been enlisted by your company or client to create a consumer “vision” for the evolution of their product or service? As design-thinking principles and activities continue to become centerstage in transforming business models, creating new products and services to meet consumer and market demand, we'll be counted on to leverage our skill to help inform business direction.

So, how do you do it?

Design research is critical. Creating foundational, living documentation about the needs, beliefs and behaviors of your customer is of the utmost importance. And, being able to identify needs, opportunities and the future direction for the business, based on both sound process and analytical thought, will be your keys to short and long-term success.

In this session you'll learn how to turn design research activities into a mental model, identify potential new business opportunities and derive business and experience direction from your newly found consumer insight. And, you'll look like a freakin' rockstar in your company doing it.

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Setting Course: Design Research to Experience Roadmap Setting Course: Design Research to Experience Roadmap Presentation Transcript

  • Setting Course:Design Research to Experience Roadmap #ixd13 #research2roadmap JASON ULASZEK @webbit BRIAN WINTERS @bwinters
  • The Backstory
  • “Make no little plans” ~ Daniel Burnham, Architecthttp://en.wikipedia.org/wiki/Daniel_Burnham
  • How can I understand and reactto my customers needs? To instill empathy within the organization.
  • Where should I focus & engage?How can I optimize what I have? To create uniformity across an entire customer ecosystem.
  • How do I create greater brandaffinity? To build engaging brand experiences that drive customer desire.
  • How can I shift the mindset of my organization &create a common understanding of the customer? To develop a customer-centric culture that drives innovation.
  • THE BACKSTORY Ask yourself…• How do I address these challenges?• What do I pull out of my “UX bag of tricks” to tackle them? What‟s your approach? 8
  • THE BACKSTORYHere‟s our take… ENGAGEMENT + INSIGHT + ITERATION 9
  • Step #1:
  • STEP #1: DISCOVER KEY QUESTIONS • How do we disrupt the market? • How can we delight our customers? • How & why do people use our products? • Where are we strong and/or weak?CC: Anas Ramadan, from The Noun Project 11
  • STEP #1: DISCOVER GOALS • Understand business objectives • Know the competitive landscape • Uncover people‟s needs 12
  • STEP #1: DISCOVERSAMPLE ACTIVITIES• Stakeholder interviews Uncover the underlying business problem and each stakeholders‟ perspective.• Competitive Assessment Know where you need to make a difference.• Target audience interviews Gather data to inform an understanding of people‟s needs. 13
  • STEP #1: DISCOVERGather stakeholder insight 14
  • STEP #1: DISCOVERUnderstand the competitive experience Company 1 Company 2 Company 3 Company 4 Company 5 Company 6 15
  • STEP #1: DISCOVER TIPS • Think about how you will engage the entire project team. • Clearly define project goals with everyone. • Focus and align your research approach with project goals.CC: Lemon Liu, from The Noun Project 16
  • Step #2:
  • STEP #2: DEFINE KEY QUESTIONS • What are the gaps in the experience? • How do we use all this to make decisions? • What can we act on now? • What does it all mean?CC: Anas Ramadan, from The Noun Project 18
  • STEP #2: DEFINE GOALS • Synthesize data into patterns. • Build a model. • Find gaps in the experience. • Identify behavioral patterns. • Understand how you support the entire experience. 19
  • STEP #2: DEFINESAMPLE ACTIVITIES• Build Mental Model Collaboration is key in finding relevant patterns.• Align organization’s offerings with mental model Get a deep understanding of systems, capabilities and offerings.• Gap Analysis Find gaps between what people expect and what the organization really provides them. 20
  • STEP #2: DEFINE THE VALUE OF A MENTAL MODEL • A visual way of seeing how people use your product or service. • Shows what they believe, feel, and do. • It‟s an easy way to digest large quantity of data. • It‟s a foundational piece to creating a roadmap. 21
  • STEP #2: DEFINEHow to build a mental model Leverage existing research (good) Combine all research (best) Conduct exploratory interviews (better) Mental Model 22
  • STEP #2: DEFINEThe foundation for your roadmap Site Architecture Nomenclature Detailed Navigation Personas Scenarios Use cases Mental Model Gap Analysis Interaction Design Product Concepts Concepts 23
  • STEP #2: DEFINEA huge living document! 8 feet 24
  • DEFINE 25
  • STEP #2: DEFINE TIPS • Plan how you will use the Mental Model. • Set up a dedicated workspace. • Host show-n-tell sessions. • Encourage active participation. • Look for patterns.CC: Lemon Liu, from The Noun Project 26
  • Step #3:
  • STEP #3: DIRECT KEY QUESTIONS • How should we prioritize? • What are the evaluation criteria? • What do we do first? • What does success look like – for our business & customer? • How do we socialize this throughout the organization?CC: Anas Ramadan, from The Noun Project 28
  • STEP #3: DIRECT GOALS • Prioritize all opportunities • Identify themes & organize them into “chunks” (core of the roadmap) • Define measures of success • Create the roadmap 29
  • STEP #3: DIRECTSAMPLE ACTIVITIES• Prioritize the opportunities Diffuse political tension by collaborating on scoring all opportunities.• Identify key themes „Bubble up‟ the common themes to begin visualizing the organization of the roadmap.• Define the roadmap Connect themes and look to build upon incremental changes. Connect with existing metrics if possible. 30
  • STEP #3: DIRECT Prioritize the opportunitiesIdentify Assess PrioritizeGather and document opportunities Determine evaluation criteria and Identify opportunities to be done firstidentified through each project activity. score each opportunity accordingly. based on feasibility, importance. 31
  • STEP #3: DIRECT EVALUATION CRITERIA • Importance to the Business • Importance to the Customer • Technical feasibility • Resource feasibilityCC: Scott Lewis, from The Noun Project 32
  • STEP #3: DIRECTEvaluation Criteria Importance to the Business Importance to the Consumer IMPORTANCE › Increases investment/conversion › Facilitates access to product information › Promotes product and brand awareness › Provides research and insights › Increases credibility and trust › Offers client-ready sales/education materials › Provides additional advisor value/education › Helps me with my business Technical Feasibility Resource Feasibility FEASIBILITY › Difficulty of implementation › Do we have the data and tools to do this? › Does solution need front or back-end › Do we have the people to do this? coding, or both? › Is the solution cost-effective? › Does the solution require integration with other systems or third-party solutions? 33
  • STEP #3: DIRECT PrioritizationCC: Michael Young, from The Noun Project 34
  • STEP #3: DIRECTIdentify the key themes (samples) Foundational Updates Content › Site structure, navigation and labeling, branding › Thought leadership, practice management, and and multi-device capability client-facing content › Content refresh and optimization › Multimedia/interactive content › Analytics program › Social/community and third-party content › Content processes: editorial calendar, controlled Features/Functions vocabulary › Document accessibility › Advisor site (registration required) Tools › Comments/discussion and event calendar › Fund finder and comparison tool, portfolio map › Context-specific feedback › Benchmark performance and exposure analysis › Targeted content and content syndication › Price performance and premium/discount charts › Correlation tracker and stock screener › Portfolio constructor/analyzer 35
  • STEP #3: DIRECTDefine the roadmap CAPABILITIES: CAPABILITIES: CAPABILITIES: CAPABILITIES: › Updated site structure, › Thought leadership, › Tools for advisor analysis › Advisor comments and navigation and labeling research and insights › Multimedia content discussion › Refreshed design/branding content › Advisor site (registration › Client-facing content › Mobile-friendly platform › Credibility-enhancing required) › Social media and content (case studies, etc.) › Content syndication › Content community content refresh/optimization › Tools and processes for development › Additional third-party content maintenance content › Web analytics › Feedback and surveys › Additional Contact › Targeted content delivery › Event calendar Us/About Us content › Document accessibility › Controlled vocabulary 36
  • STEP #3: DIRECTSample Release (r2 Engagement) CAPABILITIES: • Thought leadership, research and insights • Credibility-enhancing Increase editorial efficiency Standardize terminology and About Us content • Ensure Tools for content Develop more “real” content maintenance document to build credibility • Document accessibility accessibility • Controlled vocabulary BUSINESS BENEFITS: • Improved user engagement • Improved site and brand credibility • Internal productivity gains MEASUREMENT: • Site Catalyst Offer advisors additional, Facilitate advisor metrics qualitative research and insights communications with • Contacts and sales leads generated • Repeat visits 37
  • STEP #3: DIRECT TIPS • Involve key decision makers in the prioritization exercise to ensure buy-in and alignment with business (and customer) goals. • Ensure an open dialogue exists to tackle the tough decisions that both business and technology will need to make (e.g., budgets, operations changes, technical architecture, etc.) • Problems can be opportunities in disguise. It all depends on how you frame it.CC: Lemon Liu, from The Noun Project 38
  • Parting Thoughts
  • PARTING THOUGHTS TIPS TO STAY SUCCESSFUL • Create an approach for socializing the foundational research. • Plan for incremental updates to the Mental Model. • Watch for changes in the competitive landscape. • Look to leverage your research assets as genesis for all experience design projects. • Think about developing institutional knowledge and staff your team accordingly. • Set aside time for refinements, at minimum 1-2 times per year.CC: Lemon Liu, from The Noun Project 40
  • PARTING THOUGHTSCreate a shared understanding 41
  • The Plan for Chicago (1909)
  • Thank you! CONTACT: JASON ULASZEK jason.ulaszek@manifestdigital.com @webbit BRIAN WINTERS brian.winters@manifestdigital.com @bwinters WEB: manifestdigital.com FACEBOOK: Manifest Digital TWITTER: @manifestdigital