Euroia 2011-f inal


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Presentation by Natalie Buda Smith and Alejo Jumat at EuroIA 2011

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  • Introduce ourselves: names, work experience and why this topic is important to each of us\n
  • Business culture as in the total of the inherited ideas, beliefs, values, and knowledge, which constitute the shared bases of social action in an organization.\n
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  • How many of you have had a wonderful idea or design for a product, and then after taking the product through the process feel like you ended up with just half of its potential?\n
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  • Talk to examples\n
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  • We are going to focus on four different types of organizations today, and discuss their specific influencing elements. Much like you develop personas for a project, here are four sketches of different types of organizations and their characteristics.\n\nThe large corporation, like IBM, [insert European company] or Sprint/Nextel, we are defining it to be a large business, as in 1000+ employees, with multiple divisions.\nA government organization is like the Department of Treasury or [insert European agency]\nA start-up is a growing and relatively newly-formed small business that has yet to list on a stock market\nA non-profit or NGO is an organization that is not beholden to investors and typically does not generate a profit at the end of the fiscal year, like the Red Cross, Oxfam or AARP\n
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  • Dunbar's number was first proposed by British anthropologist Robin Dunbar, who theorized that "this limit is a direct function of relative neocortex size, and that this in turn limits group size ... the limit imposed by neocortical processing capacity is simply on the number of individuals with whom a stable inter-personal relationship can be maintained.\n
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  • ISO\n
  • 508 compliance\n
  • Easy access to CEO and other C-level people\nRounds of funding from investors\nAgile release cycles (more about getting something out and showing progress)\n\n
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  • Talk about examples. tend to work as separate companies until forced to work as one. NavTech example.\nThings to do to survive\n
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  • Levav of Stanford and Danziger of Ben-Gurion University\n\nShortcuts are usually risky behavior or no decision at all. Retailers will use this technique - car buying, suit buying, carpet buying, wedding registries\nPrisoners who appeared early in the morning received parole about 70 percent of the time, while those who appeared late in the day were paroled less than 10 percent of the time.\n\nHeatherton and Darthmouth: Your brain does not stop working when glucose is low. It stops doing some things and starts doing others. It responds more strongly to immediate rewards and pays less attention to long-term prospects.\n
  • example of long view, smaller battles\nsuccess stories\n
  • examples of what, how and why - if you don’t talk about the why you wont make a connection\n
  • Simon Simek has done research into why some companies are successful when others are not. What is what you do - as in make mobile apps. How is how your company does it, the differentiator or niche, Why is the organizations belief or cause.\nWhy addresses the “limbic brain” that is responsible for decision making, trust and loyalty. Rooted in biology. Inspired organizations no matter the size or the industry, all communicate the Why.\n
  • When you talk “what” and “how” you’re talking to the neo-cortex which is responsible for rational and analytical thought\n
  • Why as in what is your purpose, your cause your belief. Why addresses the “limbic brain” that is responsible for decision making, trust and loyalty.\n
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  • Euroia 2011-f inal

    2. 2. We’re going to talkabout how a company’sbusiness cultureinfluences onlineproducts...
    3. 3. ...& why you might care.
    4. 4. Why is this important?
    5. 5. Because it impacts youroptimal design solution...
    6. 6. And people with greatinfluence will have a sayin that design solution
    7. 7. The intersection of these 3components drive a product result User Technology Experience Business Online products
    8. 8. Scenarios We know user Stories Proverbs Personas Content Inventories Analytics experience well Process Flows System Maps Concept Maps User Surveys We’re great at user research Wireframes Prototypes Storyboards We know how to present information based onReports Concept Designs Narrative user needs and mental models Presentations We’re great atStyle Guides Design Patterns understanding the user’s context Specifications PlansUser E Xperience Treasure Map by Jeffery Callender and Peter Morville
    9. 9. We get technologyWe work very closely with technologists and creategreat relationships with technologistsUnderstand the technical implications of our designs
    10. 10. What do we know aboutbusiness?We integrate business goals into our designsBut what else do we know about the “business” thatcould influence the optimal design?
    11. 11. Do we truly know ourbusiness stakeholders(like we know our users)?
    12. 12. Do we truly understandthe influencing factors ofthe businessenvironment?
    13. 13. What about the flow ofmoney (e.g. who controlsthe funding, budgetcycles)?
    14. 14. What about businessprocesses (e.g. releasecycles, regulatorycompliance)?
    15. 15. Business folks (productmanagers, marketingmanagers, businessdevelopment managers)have a lot of clout - getthem on your side
    16. 16. Much like understandingyour users, you have tounderstand thebusiness...
    17. 17. ...and spending almostas much timeunderstanding thebusiness, as you do withusers and technologists,will help preserve yourdesign
    18. 18. Just as you conductuser research tounderstand your users,try to better understandthe businessenvironment
    19. 19. Let’s talk examples...
    20. 20. Some different types oforganizationsLarge corporationsGovernmentStart-upsNon-profits or NGOs
    21. 21. Influencing elementsOrganizational structureThe flow of money: timing and controlMaturity and sizeRegulations and policiesApproval and release cyclesInfluence of leadership and their egos
    22. 22. Dunbar’s number 150A theoretical cognitive limit to the number of peoplewith whom one can maintain stable social relationshipsRelationships in which an individual knows eachperson and how each person relates to every otherpersonNumbers larger than this generally require morerestrictive rules, laws, and enforced norms to maintaina stable, cohesive group
    23. 23. Let’s look at someinfluencing factors foreach type oforganization
    24. 24. Large corporationHighly structured, hierarchical, silosStakeholder driven, regulated budgetsLarge in size, established processesBeholden to government regulationsEstablished approval and release cyclesTypically the larger the corporation the less influenceof C-level personalities on the day to day work
    25. 25. GovernmentVery structured, hierarchical, silos, politicalYearly budgets, allocation from other areasLarge in size, established processesBeholden to federal lawEstablished approval and release cyclesInfluence of political leadership, which can changeevery election cycle
    26. 26. Start-upFlat hierarchy, with easy access to C-levelRounds of funding from InvestorsSmall and flexible, open to new process and ways ofdoingLess affected by regulation and policiesAgile release cycles with showing progress as driverHeavy influence of C-level personalities
    27. 27. Non-profit or NGOCommon project or country based organizationalstructureDonations, donors and grantsRange of sizesLess affected by regulation and policiesApproval and release schedules dependent on sizeStrong influence of leadership personalities and values
    28. 28. Dominate culturesprevail in mergers andacquisitions
    29. 29. Use your knowledge ofthese influencing factorsto push the best userexperience
    30. 30. Analyze the organizationchartLike a site map, read the organization chartWho owns the product?Who controls other aspects needed for theproduct?Are the three players: User Experience,Technology and Business aligned against or insupport of each other?
    31. 31. Where does userexperience sit in theorganization?
    32. 32. The ideal organizationchart for good userexperienceUser Experience Department or DivisionC-Level User Experience LeaderReports to CEOInvolved in A-Z instead of A-C
    33. 33. Find the moneyWhere is revenue generated?What departments/divisions are the mostprofitable?Who actually pays for the product?Who decides the budget? How is money spent?
    34. 34. Make friends inimportant placesNeed to invest time in building and maintainingrelationshipsIf it is a large organization, need to be strategicand reach across the organization as needed
    35. 35. Prevent decision fatigue The more choices you make throughout the day, the harder each one becomes for your brain, and eventually it looks for shortcuts What is the best time of day to get your way?NYTimes: Do You Suffer From Decision Fatigue?
    36. 36. Invest in the long view,not just fight the smallerbattles
    37. 37. Evangelize within theorganization, not justwhat and how butWHY
    38. 38. WHY is the key“People don’t buy what you do, they buy why you do it” (Simon Sinek, The Golden Circle)Addresses Addresses“limbic brain” “neocortex brain”
    39. 39. Addresses “neocortex brain”Responsible for rational and analytical thought and language
    40. 40. Addresses “limbic brain”Responsible for trust, loyalty and decision making Speaking to this part of the brain will make a connection with your “business” stakeholders
    41. 41. User experience is bestsuited for the WHY: withthe product and withinthe organization
    42. 42. In conclusion, the topthree things you can doUnderstand the business team and theirmotivations and build relationshipsTake advantage of the business culture and itsinfluencing elementsInvest in the long view of product development,not just fight shorter, tactical battles