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User-centric design for large enterprises

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Ideally, your design process is perfectly user-centric. In practice, it's hard to keep pace while having a large number of stakeholders involved in different stages of your projects.
This in-depth webinar with Jean-Marcel Nicolai of Centric Digital will look at the challenges to overcome when you ideate and design for large companies, and how to stay user-centric and nimble in large business environments.

Published in: Design
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User-centric design for large enterprises

  1. 1. Design for Enterprise Clients Jean-Marcel Nicolai, Chief Product Officer November 2015 We transform traditional businesses into digital leaders.
  2. 2. Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital. Global team, infrastructure & process enables unparalleled efficiency, scalability and “follow the sun” speed NEW YORK CITY (63) Global Headquarters Mendoza, Argentina (10) Experience Design & Development Budapest, Hungary (44) Mobile & Emerging Technologies Hyderabad, India (83) Development & Platforms Perth, Australia (1) International Business Development TEAM 300+WORLDWIDE TEAM MEMBERS 5OFFICES 17CITIES San Francisco (54) 3 Louisville (30) Chicago (9) Los Angeles (6) Other US (10) Operations Strategy Product Technology
  3. 3. Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital. SERVICES We help traditional businesses transform business models, user experiences & operational processes for the digital age 4 BUSINESS MODELS CUSTOMER EXPERIENCES OPERATIONAL PROCESSES New Digital Business Models Digitally Enhanced Businesses Enterprise Digital Strategies Monetization Strategies Data Strategies Omni-channel Experiences Physical Digital Mobile Apps Responsive Websites Emerging Technology Big Data Visualization Internet of Things Digital Organization Design Business Process Automation Team-on-Demand D I G I T A L T R A N S F O R M A T I O N
  4. 4. Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital. METHODOLOGY Our proprietary approach includes 6 agile work-streams that iteratively conceive and deliver transformative initiatives 5 ASSESS /1 Digital Trends Capabilities Benchmark Strategic Opportunities ENVISION /2 Audience Profiles Experience Maps Experience Prototypes PLAN /3 Deconstruct Capabilities Prioritized Roadmap Execution Plan ARCHITECT /4 Content & Feature Backlog User Experience Technical Architecture IMPLEMENT /5 Experience Development Application Development API & System Integration EMBED /6 User Acceptance Testing Deployment Optimization
  5. 5. OUR CLIENTS We transform traditional businesses into digital leaders Our clients are interested in innovation and transformation But are also sometimes not “ready” for innovation and transformation
  6. 6. GLOBAL CHALLENGES Organization Culture Processes
  7. 7. CHALLENGES – ORGANIZATION Siloed Dispersed Expertise Difficulty bringing stakeholders together Hard to achieve consensus in a timely fashion Large
  8. 8. CHALLENGES – CULTURE Sometimes lack of Product culture Sometimes lack of Design culture IT Led Technology 1st approach More about what it does and how it works Lack of User Centric approach
  9. 9. CHALLENGES – PROCESS Lack of agility Lack of Requirements Disparaging Requirements Slow moving but short and hard timelines Complicated approval and documentation
  10. 10. TYPICAL DESIGN CHALLENGES – NO TOOL TO SUPPORT THE PROCESS Designs shared back and forth over emails Files stored in multiple locations Comments distributed across emails, chats, meetings Design, test, prototype took a lot of time Prone to delays and miscommunication
  11. 11. TYPICAL DESIGN SOLUTIONS: TOOL TO SUPPORT THE PROCESS Unified workspace and storage Streamlined, organized commenting Rapid design iterations, testing and prototyping Increased collaboration with distributed teams Achieve desired results faster
  12. 12. Case Study 1 “How can we build a native mobile experience that revolutionizes the way patients receive care?” -- Fortune 500 Healthcare client
  13. 13. Case Study 1: Constraints and Challenges o Client was interested in growing direct-to-consumer product suite, but had few existing capabilities and little experience o Collaborative feature generation lead to large, inconsistent product roadmap with no unifying user experience o Following creation of the roadmap, participants were unclear on roles and next steps o Executive presentation approaching on short timeline o Needed to gain executive support to move forward with the product
  14. 14. Case Study 1: Mobile Prototyping o Prototyping approach to design a mobile prototype to bring the experience to life o The prototype made the product tangible for stakeholders, helping them understand the customer journey and the features we could build o With the help of the prototype, the team secured the funding internally to make the product a reality
  15. 15. Case Study 1: Takeaways Rapid, lightweight prototyping is a new type of deliverable, changing the way enterprise clients understand products and make optimal business decisions o Going beyond flat comps and quickly illustrate user interactions o Build empathy with target customers o Quickly test different design options and then iterate based on learning o Clearly communicate the value of the product o Build support, consensus (and helps acquiring funding)
  16. 16. Case Study 2 “How can we bring our teams together to understand our customers and build valuable digital experiences? ” -- (a different) Fortune 500 Healthcare client
  17. 17. Case Study 2: Constraints and Challenges o When shaping the product roadmap, client with a culture centered on collaboration, wanted more stakeholder involvement, both for feature generation / prioritization and requirement gathering o Stakeholders wanted to be involved, but weren’t sure how o Organizational structure aligns resources to features, not experiences o Collaborative feature generation lead to large, inconsistent backlog o Necessary focus on design collaboration – Organization coming from a technology centric culture
  18. 18. Case Study 2: Co-Creation o The “Co-Creation” process brings stakeholders together for fast- paced, collaborative workshops that define experiences and product design iterations o With collaboration tools we can redefine the product design and development process o We can introduce the value of customer personas, user journeys rapid prototyping and product backlog o We move from “building features” to “building experiences”
  19. 19. Case Study 2: Takeaways o Shift our enterprise clients from technology-first approach to a user-centric approach o Drive positive culture change through thoughtful process change o Introduce new engagement strategies to bring stakeholders together in meaningful, exciting ways that move the product forward quickly and successfully o Leverage personas, user journeys, and prototyping to visualize solutions to various challenges at hand o Create easy progress-sharing sessions with stakeholder and quickly re- iterate and test different scenarios Introducing and rolling out new tools with clearly defined objectives to drive better team/client collaborations to achieve excellent product and business results.
  20. 20. Case Study 3 “How do we change our culture overnight? ” -- Fortune 500 Financial Services client
  21. 21. Case Study 3: Constraints and Challenges o Client new to the organization needed to make a big bang and raise the profile of IT within the organization o Company has an ambitious culture with subject matter expertise spread widely across many individuals in all roles and teams o Lack of product culture or design culture o Necessary focus on design process o Short timeline – How to brainstorm, design, and deliver coded prototype
  22. 22. Case Study 3: Code-a-thons o Client looking to inspire innovation at a “business as usual” corporation o In a 36-hour Code-a-thon, brainstorm, sketch, design, code, and deploy prototypes solving problems for business teams in different countries o Following the Code-a-thon, dive into intensive co-creation product requirements workshops o Build these products with the client and dream up new ones
  23. 23. Case Study 3: Takeaways o Influence decisions and consensus via very rapid design visualizations and code creation o Create and leverage smart structure, process, and tools to inspire and generate momentum with enterprise clients o Facilitates tight team, client collaboration even under extreme working circumstances Incorporating into intense 36-hour Code-a-thons allowed fast product idea generation, visualization and presentation and changed the client’s product development culture.
  24. 24. WRAP UP Encourage Collaboration Educate Promote Agility Innovate on Processes and Methods  Chatter between stakeholders and teams while in design and in frequent reviews  Implement collaboration tools to reduce team distribution friction / points of failure  Moves uninitiated stakeholders through the experience in a step wise manner  Allow better POV of users and journeys, when the experience can be viewed as an unfolding design story  Better enable stakeholders to play the role of the user as part of design  Define journeys, organically and iteratively - Reactive to change - Promotes curiosity  Fidelity built through design, from drawings to full comp build out of tangible product  Workflow & Status (boards), resolving issues and completion tracked at task / change / modification level  Each process has a place in the Time / Collaboration quadrant  Prototypes - build out user journey frameworks before committing to POC or MVP  Co-creations - fundamentally educate internal client teams with higher collaboration  Code-A-Thons - kick starting projects and immediately getting alignment
  25. 25. THANK YOU We transform traditional businesses into digital leaders.

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