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Defining a Core Strategy with the
UX Strategy Blueprint
@JimKalbach
AGENDA
14:00 Understanding strategy
15:00 Blueprint exercise
15:45 Break
16:00 Facilitating Strategy
16:45 Communicating s...
What is strategy?
“Air Sandwich“
A strategy is a set of hypotheses
about cause and effect….and
can be expressed by a sequence
of if-then sta...
“Air Sandwich“
A good strategy honestly
acknowledges the challenges
being faced and provides an
approach to overcoming the...
“Air Sandwich“
At general management’s core is
strategy: defining a company’s position,
making trade-offs, and forging fit...
Austin Govella, www.agux.co
Building strategy is a
creative exercise to design
a way of overcoming your
key challenges to reach a
desired outcome with...
Building strategy is a
creative exercise to design
a way of overcoming your
key challenges to reach a
desired outcome with...
Building strategy is a
creative exercise to design
a way of overcoming your
key challenges to reach a
desired outcome with...
Building strategy is a
creative exercise to design
a way of overcoming your
key challenges to reach a
desired outcome with...
Building strategy is a
creative exercise to design
a way of overcoming your
key challenges to reach a
desired outcome with...
Analysis
Planning
Analysis
STRATEGY
Planning
ELEMENTS OF STRATEGY
5 Ps OF STRATEGY
1. Pattern – Trends from the past
2. Position – Desired outcome
3. Perspective – Philosophy of working
4....
1. What's your winning aspiration?
2. Where will you play?
3. How will you win?
4. What capabilities are needed?
5. How wi...
LAFLEY & MARTIN MINTZBERG KEY QUESTIONS
Pattern What are the key challenges?
Aspiration Position What are your aspirations...
UX STRATEGY
So, what the heck is UX strategy?
“Air Sandwich“
But these choices beget more
choices in the rest of the
organization… Each level in
the organization has it...
HIERARCHY OF STRATEGY
Corporate
Strategy
Brand
Strategy
Product
Strategy
UX
Strategy
As strategy cascades down, its
specif...
UX STRATEGY
UX strategy helps the business solve
its problems through an interlocking
set of choices that coordinates UX
a...
STRATEGY BLUEPRINT
Aspiration
Principles
Focus
Activities
Outcomes
Challenges
www.experiencinginformation.com
ELEMENT BUSINESS STRATEGY
Challenges
Losing customers and revenue due to
disruption and slipping market relevance
Aspirati...
Ethnography
Workflow
models,
touchpoint
maps
Guidelines and
governance
Enable users to
be discoverers
of scientific
breakt...
Desired
experience and
impact on
users’ lives
Desired
experience and
impact on
users’ lives
Experience
Coherency
Modernization
Innovation
Individuals
Adoption
Engagement
Persuasion
Friction
Process (internal)
Effic...
ASPIRATION
What is the impact you aspire to
have on people to transform their
behaviors, experiences and lives?
1. USERS
Segments
Needs, behaviors
Workflows
Skill levels: average vs extreme users
2. GEOGRAPHY
Countries
Languages
Cultu...
PRINCIPLES
• Single words or short phase
• Imperatives to the team
• Easy to remember and repeat
• Pneumonics
What mantras...
EXAMPLE: MILITARY
EXAMPLE
What are the TYPES of tasks you will carry out?
• Ethnography
• Personas
• Journey mapping
• Wireframing
• Prototyping
• D...
Align to business outcomes
OUTCOMES
1. Increase revenue
2. Decrease cost
3. Increase new business
4. Increase existing bus...
EXAMPLE OUTCOMES
• Deliver a high quality user experience that:
• Improves customer satisfaction by 25%
• Increases active...
EXERCISE 2 – DEFINE CORE UX STRATEGY
In groups
1. Refer to the scenario
2. On the UX Strategy Blueprint, record key points...
FACILITATING STRATEGY
Why do we need UX strategy?
“You’ve got to start with the
customer experience and work
backwards to the technology.”
STEVE JOBS (1997)
Today, you need to build a better ecosystem that continues to
be perceived as better and that somehow generates revenue
in...
1. Shift in business
2. Ecosystem design
3. “Air sandwich“
WHY UX STRATEGY
“Air Sandwich“
An Air Sandwich is a strategy that
has a clear vision and future
direction on the top layer, day-to-day
act...
1. Shift in business
2. Ecosystem design
3. “Air sandwich“
4. Large org with dependencies
5. Migrations and acquisitions
W...
STRATEGIC CONVERSATIONS
Will Miner,
Director of UX
2U Inc
George Kordas
ENGAGE
The AskThe Ask
CHALLENGES: SAILBOAT
What’s holding
us back now?
What would
make us go
faster?
What might
get in our way
ahead?
FOCUS AREAS: WHAT‘S ON YOUR RADAR?
1. Define the key areas of
concern
2. Brainstorm examples and
aspects for each
3. Prior...
PRINCIPLES: 4 Ps
In marketing, the 4 Ps describe the key factors to consider
• Product
• Price
• Promotion
• Place (distri...
ACTIVITIES: METHOD CARDS
Methodkit.com
OUTCOMES: PIRATE METRICS
Acquisition Activation Retention Referral Revenue
1. Brainstorm each
individually
2. Consolidate ...
ASPIRATIONS
The Ask
circa 1886
Scientific American Supplement, No. 530, February 27, 1886
“A NEW PHOTOGRAPHIC APPARATUS”
This apparatus consis...
[EASTMAN] recognized that his roll film could lead to a
revolution if he focused on the experience he wanted to
deliver, a...
PHOTOGRAPHERS
THE ASK
Solutions that merely please, serve, meet
the needs/specs, or delight customers don’t
go far enough. They represen...
ENTREPRENEURS
Who does Google ask us to become?
Kodak = Camera > Photographers
eBay = Trading Platform > Entrepreneurs
Google = Search Engine > Expert Researchers
WIERDO
Supersize
UNHEALTHY
Kodak = Camera > Photographers
eBay = Trading Platform > Entrepreneurs
Google = Search Engine > Expert Researchers
but…
Se...
EXERCISE – FACILITATION
In groups
1. For your scenario, try to answer the question, Who do you
want your customers to beco...
COMMUNICATING STRATEGY
DELIBERATE V EMERGENT STRATEGY
Intended
Strategy
Realized
Strategy
Deliberate Strategy
Unrealized
Strategy
Emergent
Strate...
“Defining strategy as intended and conceiving it as
deliberate, as has traditionally been done, effectively
precludes the ...
“Air Sandwich“
Everyone has a plan until you get
punched in the mouth.
MIKE TYSON
STAYING ON TRACK
It’s a dirty little secret: most executives cannot articulate the
objective, scope, and advantage of their business in a
s...
1. Discuss
2. Diagram
3. Document
4. Illustrate
Multiple forms and repetition are essential
COMMUNICATING STRATEGY
• Workshops with mix of stakeholders
• Conduct planned exercises
• Lead discussions and make decisions
1. DISCUSS
2. DIAGRAM
G2W = G2M,
people don‘t
know what
broadcasting is
Make attendee
experience
awesome
Awareness,
education,
socialize
Custome...
Compile and document elements (~2 pages)
3. DOCUMENT
3. DOCUMENT
PLAYBOOK
Detail each one of the
activities in a playbook
for repeating, consistent
action.
Create artifacts that embody key elements of your strategy
• Prototypes
• Scenarios
• Storyboards
• Videos
4. ILLUSTRATE
EXAMPLE STORYBOARD
EXAMPLE STORYBOARD
On a single piece of paper, summarize your
strategy so far in a diagram to be able to
communicate it to others.
EXERCISE 6...
ANALYSIS & PLANNING
Analysis
STRATEGY
Planning
What are some types of activities you
might perform for strategic analysis?
EXERCISE 4: STRATEGIC ANALYSIS
1. Ansoff Matrix
2. Business Model Canvas
3. Experience Mapping
4. Strategy Canvas
5. Concept Diagrams
6. Activity Maps
7....
EXISTING NEWEXISTINGNEW
Penetration Innovation
Expansion Diversification
MARKET
OFFERING
Ansoff Matrix
1. TYPES OF GROWTH
EXISTING NEW
EXISTINGNEW
TYPES OF UX STRATEGY
Optimization
(penetration)
Migration
(innovation)
Adaptation
(expansion)
Int...
1.
Challenges
2
Aspiration
3.
Focus Areas
4.
Principles
5.
Activities
6.
Outcomes
Optimization
Migration
Adaptation
Innova...
BRANDON SCHAUER "The Long Wow" Adaptive Path Blog (2007)
THE LONG WOW
2. BUSINESS MODEL CANVAS
3. MAPPING EXPERIENCES
Individuals
Organization
Value
Individual
Organization
Interactions
CUSTOMER JOURNEY MAP
4. STRATEGY CANVAS
W. CHAN KIM & RENEE MAUBORGNE Blue Ocean Strategy (2005)
STRATEGY CANVAS FOR UX
5. CONCEPT DIAGRAMS
http://www.flickr.com/photos/bryce/58299511/
CUSTOMER VALUE CHAIN
FOCUS AREAS: Domain Model - BBC Wildlife
MIKE ATHERTON, “Beyond the Polar Bear.” http://www.slideshare.net/reduxd/beyond-t...
Ad hoc
Session
Audio
Video
Zeus 1.1 (GoTo)
Collabor-
ators
Screen
Sharing
Contacts
Presence
Chat
People
Interactions
Conte...
Ad hoc
Session
Audio
Video
Zeus 1.2 (GoTo)
Screen
Sharing
Contacts
Presence
Meeting Room
Organizer
Collabor-
ators
Partici...
Workspace
Ad hoc
Session
Audio
Video
Zeus 1.3 (GoTo)
Screen
Sharing
Contacts
Presence
Organizer
Collabor-
ators
Participan...
Workspace
Session
Audio
Video
Zeus 2.T (GoTo)
Screen
Sharing
Contacts
Presence
Trainer
RegistrantsWhite-
board
Files
Agend...
Workspace
Session
Audio
Video
Zeus 2.W (GoTo)
Screen
Sharing
Contacts
Presence
Presenter
RegistrantsWhite-
board
Files
Age...
MICHAEL PORTER “What Is Strategy“ Harvard Business Review (1996)
6. ACTIVITY MAP
IKEA Activity Map: UX Overlay
EXAMPLE ACTIVITY MAP
BUILD
MEASURE LEARN
DISCOVER
Card
Sort
Persona
Proto-
types
Wire-
frames
RITE
Prior-
itize
Beta
Kano
Iterate
1. Competitor review
2. Metric analysis
3. Resource assessment
4. Budget review
…
7. OTHER TECHNIQUES
What are some types of planning you might
perform as output of a UX strategy?
What are some specific examples of each?
EXE...
PRIORITIZATION
Effort
EASY
HARD
Impact
LOW HIGH
Do these
first
Do these
last
Do these
second
Do these
third
PRIORITIZATION: KANO
RIVER DIAGRAM
Sequence of event, not a project plan.
Not a project plan (yet)
PROCESS
Danke schönDanke schönDanke schönDanke schön
@JimKalbach@JimKalbach@JimKalbach@JimKalbach
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
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Creating a Core Strategy with the UX Strategy Blueprint

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Creating a Core Strategy with the UX Strategy Blueprint

  1. 1. Defining a Core Strategy with the UX Strategy Blueprint
  2. 2. @JimKalbach
  3. 3. AGENDA 14:00 Understanding strategy 15:00 Blueprint exercise 15:45 Break 16:00 Facilitating Strategy 16:45 Communicating strategy & exercise 17:30 Analysis and Planning 17:30 End
  4. 4. What is strategy?
  5. 5. “Air Sandwich“ A strategy is a set of hypotheses about cause and effect….and can be expressed by a sequence of if-then statements. ROBERT KAPLAN & DAVID NORTON “Linking the Balanced Scorecard to Strategy” 1996
  6. 6. “Air Sandwich“ A good strategy honestly acknowledges the challenges being faced and provides an approach to overcoming them.
  7. 7. “Air Sandwich“ At general management’s core is strategy: defining a company’s position, making trade-offs, and forging fit among activities …Strategy renders choices about what not to do as important as the choice about what to do. MICHAEL PORTER “What is strategy?” Harvard Business Review, 1996
  8. 8. Austin Govella, www.agux.co
  9. 9. Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.
  10. 10. Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.
  11. 11. Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.
  12. 12. Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.
  13. 13. Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.
  14. 14. Analysis Planning
  15. 15. Analysis STRATEGY Planning
  16. 16. ELEMENTS OF STRATEGY
  17. 17. 5 Ps OF STRATEGY 1. Pattern – Trends from the past 2. Position – Desired outcome 3. Perspective – Philosophy of working 4. Ploy – Out-maneuver opposing forces 5. Plan – Course of action
  18. 18. 1. What's your winning aspiration? 2. Where will you play? 3. How will you win? 4. What capabilities are needed? 5. How will you manage strategy? 5 STRATEGIC QUESTIONS
  19. 19. LAFLEY & MARTIN MINTZBERG KEY QUESTIONS Pattern What are the key challenges? Aspiration Position What are your aspirations? Playing field Perspective What will you focus on? How to win Ploy What are your guiding principles? Capabilities Plan What types of activities are needed? Management How will you measure success? STRATEGIC QUESTIONS
  20. 20. UX STRATEGY
  21. 21. So, what the heck is UX strategy?
  22. 22. “Air Sandwich“ But these choices beget more choices in the rest of the organization… Each level in the organization has its own strategic choice cascade.
  23. 23. HIERARCHY OF STRATEGY Corporate Strategy Brand Strategy Product Strategy UX Strategy As strategy cascades down, its specificity reduces. A subordinate strategy is needed when superordinate strategies don’t provide clarity.
  24. 24. UX STRATEGY UX strategy helps the business solve its problems through an interlocking set of choices that coordinates UX activity for a desired experience.
  25. 25. STRATEGY BLUEPRINT
  26. 26. Aspiration Principles Focus Activities Outcomes Challenges
  27. 27. www.experiencinginformation.com
  28. 28. ELEMENT BUSINESS STRATEGY Challenges Losing customers and revenue due to disruption and slipping market relevance Aspiration Reinvent the business to maintain leadership Focus Areas • Global • Research institutions • Online channels • Social media Guiding Principles Leverage scale and authority to win Activities • Acquire • Innovate business model • Refresh brand • Build expertise in social Outcomes Retention Revenue Einstein Media Co. Worldwide leader in scientific publishing
  29. 29. Ethnography Workflow models, touchpoint maps Guidelines and governance Enable users to be discoverers of scientific breakthroughs Modular, ubiquitous, but familiar formats Organize and design across workflows Satisfaction (SUS) % of UIs that comply to guidelines End consumers Communities, social Information interaction: finding & publishing
  30. 30. Desired experience and impact on users’ lives Desired experience and impact on users’ lives
  31. 31. Experience Coherency Modernization Innovation Individuals Adoption Engagement Persuasion Friction Process (internal) Efficiency Effectiveness New methods Political 1 2 3 TYPES OF CHALLENGES
  32. 32. ASPIRATION What is the impact you aspire to have on people to transform their behaviors, experiences and lives?
  33. 33. 1. USERS Segments Needs, behaviors Workflows Skill levels: average vs extreme users 2. GEOGRAPHY Countries Languages Cultures 3. EXPERIENCES Websites, Software Devices, Hardware Service touchpoints Cross channel 4. ASPECTS OF UX IA IxD Visual Design Content Effectiveness, efficiency, control, learnability, memorability Also: Interruptibility, shareability, glanceability, findability, … FOCUS AREAS Picking focus areas is about making decisions on trade-offs in advance.
  34. 34. PRINCIPLES • Single words or short phase • Imperatives to the team • Easy to remember and repeat • Pneumonics What mantras will guide the team?
  35. 35. EXAMPLE: MILITARY
  36. 36. EXAMPLE
  37. 37. What are the TYPES of tasks you will carry out? • Ethnography • Personas • Journey mapping • Wireframing • Prototyping • Design exploration • Pattern, style guides • Research • Lean UX • Beta testing • Rapid prototyping • Benchmarking • Analytics • ... ACTIVITIES
  38. 38. Align to business outcomes OUTCOMES 1. Increase revenue 2. Decrease cost 3. Increase new business 4. Increase existing business 5. Increase shareholder value Jared Spool: “UX means business” https://www.youtube.com/watch?v=hEyUe4q_pOk = Growth
  39. 39. EXAMPLE OUTCOMES • Deliver a high quality user experience that: • Improves customer satisfaction by 25% • Increases active usage by a factor of 2 • Drive preference: 80% of users select the new solution • Maintain consistency across touchpoints • 80% of UIs pass a “consistency check“ • Optimize our design processes • Shorten design time by 25%
  40. 40. EXERCISE 2 – DEFINE CORE UX STRATEGY In groups 1. Refer to the scenario 2. On the UX Strategy Blueprint, record key points for each element of the UX strategy. Write down a few keywords or phrase for each that reflect a viable approach. 3. Skip elements that are unknown or make assumptions as needed.
  41. 41. FACILITATING STRATEGY
  42. 42. Why do we need UX strategy?
  43. 43. “You’ve got to start with the customer experience and work backwards to the technology.” STEVE JOBS (1997)
  44. 44. Today, you need to build a better ecosystem that continues to be perceived as better and that somehow generates revenue in a world where customers expect things to be free.
  45. 45. 1. Shift in business 2. Ecosystem design 3. “Air sandwich“ WHY UX STRATEGY
  46. 46. “Air Sandwich“ An Air Sandwich is a strategy that has a clear vision and future direction on the top layer, day-to-day action on the bottom, and virtually nothing in the middle–no meaty key decisions that connect the two layers. NILOFER MERCHANT
  47. 47. 1. Shift in business 2. Ecosystem design 3. “Air sandwich“ 4. Large org with dependencies 5. Migrations and acquisitions WHY UX STRATEGY
  48. 48. STRATEGIC CONVERSATIONS
  49. 49. Will Miner, Director of UX 2U Inc
  50. 50. George Kordas
  51. 51. ENGAGE
  52. 52. The AskThe Ask
  53. 53. CHALLENGES: SAILBOAT What’s holding us back now? What would make us go faster? What might get in our way ahead?
  54. 54. FOCUS AREAS: WHAT‘S ON YOUR RADAR? 1. Define the key areas of concern 2. Brainstorm examples and aspects for each 3. Prioritize by primary, secondary, tertiary Users Experiences Geographies Aspects of UX
  55. 55. PRINCIPLES: 4 Ps In marketing, the 4 Ps describe the key factors to consider • Product • Price • Promotion • Place (distribution) Find a letter than can be used for 3-5 words defining your mantras
  56. 56. ACTIVITIES: METHOD CARDS Methodkit.com
  57. 57. OUTCOMES: PIRATE METRICS Acquisition Activation Retention Referral Revenue 1. Brainstorm each individually 2. Consolidate across the group 3. Prioritize and select most important Dave McClure: http://www.expectedbehavior.com/experiments/pirate_metrics/
  58. 58. ASPIRATIONS The Ask
  59. 59. circa 1886 Scientific American Supplement, No. 530, February 27, 1886 “A NEW PHOTOGRAPHIC APPARATUS” This apparatus consists of a box containing a camera, A, and a frame, C, containing the desired number of plates, each held in a small frame of black Bristol board. The camera contains a mirror, M, which pivots upon an axis and is maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and sends the image coming from the objective to the horizontal plate, D, at the upper part of the camera. The image thus reflected is righted upon this plate. As the objective is of short focus, every object situated beyond a distance of three yards from the apparatus is in focus. In exceptional cases, where the operator might be nearer the object to be photographed, the focusing would be done by means of the rack of the objective. The latter can also slide up and down, so that the apparatus need not be inclined when buildings or high trees are being photographed. The door, E, performs the role of a shade. When the apparatus has been fixed upon its tripod and properly directed, all the operator has to do is to close the door, P, and raise the mirror, M, by turning the button, B, and then expose the plate. The sensitized plates are introduced into the apparatus through the door, I, and are always brought automatically to the focus of the objective through the pressure of the springs, R. The shutter of the frame, B, opens through a hook, H, with in the pocket, N. After exposure, each plate is lifted by means of the extractor, K, into the pocket, whence it is taken by hand and introduced through a slit, S, behind the springs, R, and the other plates that the frame contains. All these operations are performed in the interior of the pocket, N, through the impermeable, triple fabric of which no light can enter. An automatic marker shows the number of plates exposed. When the operations are finished, the objective is put back in the interior of the camera, the doors, P and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically closed, and, containing all the accessories, forms one of the most practical of systems for the itinerant photographer.—La Nature.
  60. 60. [EASTMAN] recognized that his roll film could lead to a revolution if he focused on the experience he wanted to deliver, an experience captured in his advertising slogan, “You press the button, we do the rest.”
  61. 61. PHOTOGRAPHERS
  62. 62. THE ASK Solutions that merely please, serve, meet the needs/specs, or delight customers don’t go far enough. They represent yesterday’s marketing and design paradigms. They misunderstand innovation’s real impact – transforming customers.
  63. 63. ENTREPRENEURS
  64. 64. Who does Google ask us to become?
  65. 65. Kodak = Camera > Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers
  66. 66. WIERDO
  67. 67. Supersize UNHEALTHY
  68. 68. Kodak = Camera > Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers but… Segway = New Vehicle > Weirdo on Scooter Super Size = Value for Money > Unhealthy person
  69. 69. EXERCISE – FACILITATION In groups 1. For your scenario, try to answer the question, Who do you want your customers to become?
  70. 70. COMMUNICATING STRATEGY
  71. 71. DELIBERATE V EMERGENT STRATEGY Intended Strategy Realized Strategy Deliberate Strategy Unrealized Strategy Emergent Strategy Learned Strategy Minzberg & Waters. “Of Strategies Deliberate and Emergent” (1985)
  72. 72. “Defining strategy as intended and conceiving it as deliberate, as has traditionally been done, effectively precludes the notion of strategic learning. Once the intentions have been set, attention is riveted on realizing them, not on adapting them. Messages from the environment tend to get blocked out. Adding the concept of emergent strategy…opens the process of strategy making up to the notion of learning.” Minzberg & Waters. “Of Strategies Deliberate and Emergent” (1985) STRATEGIC LEARNING
  73. 73. “Air Sandwich“ Everyone has a plan until you get punched in the mouth. MIKE TYSON
  74. 74. STAYING ON TRACK
  75. 75. It’s a dirty little secret: most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. DAVID J. COLLIS AND MICHAEL G. RUKSTAD “Can You Say What Your Strategy Is?” Harvard Business Review (2008)
  76. 76. 1. Discuss 2. Diagram 3. Document 4. Illustrate Multiple forms and repetition are essential COMMUNICATING STRATEGY
  77. 77. • Workshops with mix of stakeholders • Conduct planned exercises • Lead discussions and make decisions 1. DISCUSS
  78. 78. 2. DIAGRAM
  79. 79. G2W = G2M, people don‘t know what broadcasting is Make attendee experience awesome Awareness, education, socialize Customer G2MTW confusion Synch and asynch to cover the length and breadth of market Mobile Not easy to video broadcast Roles not clear, labels not clear Streaming provider crowding our space We‘re not preventing threat of new entry Space is evolving quickly, speed and velocity We don’t capture value of live event, market not sustainable We only extract value from organizer, not looking at value chain Need to learn the “what”, uncertain solutions Expand breadth to broadcasting tool Be integral part of marketing, sales flows Self service As relevant as twitter in terms of being a megaphone to the world People can speak to the world for free Disrupt media, demand gen R&D Infrastructure to big and expernsive Overall attendee experience - Easy join; - Any, any, all; - Interaction Agile, iterative work, better teamwork GEO: US, with some international 6 languages Organizers: content creation, capturing and sharing Iterative delivery Acquisitions Re-invent the webinar/webcast /livestream category G2MTW technical dependenciesDon’t move quick enough to capture market value Superflexible solutions that anyone can develop on Love the low end Highlight the unique value of G2W Increase attendee tNPS G2W outgrows SF and G2M APIs Separate layers Explore Freemium Tell the G2W story Fast, but smart delivery Process Lean Startup and “true”, iterative agile Market CX / Product Process / Development Biz / Steering Team Oranizers become broadcasters Clarify event roles Risk averse Lack of strategy Lack of discipline n teams have experienced the G2W roadshow n new innovations, features, products launched Redesign organizer experience R&D Past and future vision of G2W
  80. 80. Compile and document elements (~2 pages) 3. DOCUMENT
  81. 81. 3. DOCUMENT
  82. 82. PLAYBOOK Detail each one of the activities in a playbook for repeating, consistent action.
  83. 83. Create artifacts that embody key elements of your strategy • Prototypes • Scenarios • Storyboards • Videos 4. ILLUSTRATE
  84. 84. EXAMPLE STORYBOARD
  85. 85. EXAMPLE STORYBOARD
  86. 86. On a single piece of paper, summarize your strategy so far in a diagram to be able to communicate it to others. EXERCISE 6: COMMUNICATING
  87. 87. ANALYSIS & PLANNING
  88. 88. Analysis STRATEGY Planning
  89. 89. What are some types of activities you might perform for strategic analysis? EXERCISE 4: STRATEGIC ANALYSIS
  90. 90. 1. Ansoff Matrix 2. Business Model Canvas 3. Experience Mapping 4. Strategy Canvas 5. Concept Diagrams 6. Activity Maps 7. Others TOOLS
  91. 91. EXISTING NEWEXISTINGNEW Penetration Innovation Expansion Diversification MARKET OFFERING Ansoff Matrix 1. TYPES OF GROWTH
  92. 92. EXISTING NEW EXISTINGNEW TYPES OF UX STRATEGY Optimization (penetration) Migration (innovation) Adaptation (expansion) Introduction (diversification) TargetUsers User Experience
  93. 93. 1. Challenges 2 Aspiration 3. Focus Areas 4. Principles 5. Activities 6. Outcomes Optimization Migration Adaptation Innovation TYPES OF UX STRATEGY
  94. 94. BRANDON SCHAUER "The Long Wow" Adaptive Path Blog (2007) THE LONG WOW
  95. 95. 2. BUSINESS MODEL CANVAS
  96. 96. 3. MAPPING EXPERIENCES Individuals Organization Value
  97. 97. Individual Organization Interactions CUSTOMER JOURNEY MAP
  98. 98. 4. STRATEGY CANVAS
  99. 99. W. CHAN KIM & RENEE MAUBORGNE Blue Ocean Strategy (2005)
  100. 100. STRATEGY CANVAS FOR UX
  101. 101. 5. CONCEPT DIAGRAMS http://www.flickr.com/photos/bryce/58299511/
  102. 102. CUSTOMER VALUE CHAIN
  103. 103. FOCUS AREAS: Domain Model - BBC Wildlife MIKE ATHERTON, “Beyond the Polar Bear.” http://www.slideshare.net/reduxd/beyond-the-polar-bear
  104. 104. Ad hoc Session Audio Video Zeus 1.1 (GoTo) Collabor- ators Screen Sharing Contacts Presence Chat People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Interaction Length
  105. 105. Ad hoc Session Audio Video Zeus 1.2 (GoTo) Screen Sharing Contacts Presence Meeting Room Organizer Collabor- ators Participants White- board Files Agendas Notes Tasks Meetings Chat People Interactions Content Purpose Context Tools Finance Activity Workflow Histories FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Interaction Length Leave- Behind Referral System
  106. 106. Workspace Ad hoc Session Audio Video Zeus 1.3 (GoTo) Screen Sharing Contacts Presence Organizer Collabor- ators Participants White- board Files Agendas Notes Tasks Meetings Chat Record- ings Leave- Behind eCommerce People Interactions Content Purpose Context Tools Finance Activity Workflow Histories FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Help Referral System Interaction Length 3rd Party
  107. 107. Workspace Session Audio Video Zeus 2.T (GoTo) Screen Sharing Contacts Presence Trainer RegistrantsWhite- board Files Agendas Notes Tasks Trainings Co- trainer Polling Histories / reports Hand Raise Q&A Attent- tion Others’ screen displays Tests, Surveys Chat Record- ings eCommerce Breakouts Training Faciliator People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Help Registrant List & Management Interaction Length Training fees Target Market Sponsor, stake- holder
  108. 108. Workspace Session Audio Video Zeus 2.W (GoTo) Screen Sharing Contacts Presence Presenter RegistrantsWhite- board Files Agendas Notes Tasks Webinars Co- presenter Polling Histories / reports Hand Raise Q&A Attent- tion Chat Record- ings eCommerce Others’ screen displays Faciliator Webinar People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Help Registrant List & Management Interaction Length Webinar fees Target Market Sponsor, stake- holder
  109. 109. MICHAEL PORTER “What Is Strategy“ Harvard Business Review (1996) 6. ACTIVITY MAP
  110. 110. IKEA Activity Map: UX Overlay EXAMPLE ACTIVITY MAP
  111. 111. BUILD MEASURE LEARN DISCOVER Card Sort Persona Proto- types Wire- frames RITE Prior- itize Beta Kano Iterate
  112. 112. 1. Competitor review 2. Metric analysis 3. Resource assessment 4. Budget review … 7. OTHER TECHNIQUES
  113. 113. What are some types of planning you might perform as output of a UX strategy? What are some specific examples of each? EXERCISE 5: PLANNING
  114. 114. PRIORITIZATION Effort EASY HARD Impact LOW HIGH Do these first Do these last Do these second Do these third
  115. 115. PRIORITIZATION: KANO
  116. 116. RIVER DIAGRAM Sequence of event, not a project plan.
  117. 117. Not a project plan (yet) PROCESS
  118. 118. Danke schönDanke schönDanke schönDanke schön @JimKalbach@JimKalbach@JimKalbach@JimKalbach

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