Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Customer-centered Design Organizations (Peter Merholz at Enterprise UX 2017)

10,559 views

Published on

Peter Merholz: "Customer-centered Design Organizations"
Enterprise UX 2017 • June 8-9, 2017 • San Francisco, CA, USA
http://2017.enterpriseux.net

Published in: Design
  • Hey guys! Who wants to chat with me? More photos with me here 👉 http://www.bit.ly/katekoxx
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Customer-centered Design Organizations (Peter Merholz at Enterprise UX 2017)

  1. 1. Customer-centered 
 Design Organizations Peter Merholz @peterme, peterme@peterme.com http://orgdesignfordesignorgs.com
  2. 2. Customer-centered 
 Design Organizations Peter Merholz @peterme, peterme@peterme.com http://orgdesignfordesignorgs.com
  3. 3. To deliver great user experiences…
  4. 4. To deliver great user experiences… I just need to get the design right
  5. 5. To deliver great user experiences… I just need to get the design right strategy
  6. 6. To deliver great user experiences… I just need to get the design right strategy organization
  7. 7. 2013-2014 Lost in first round of playoffs
  8. 8. 2014-2015 NBA Champions
  9. 9. Organizational Models
  10. 10. Organizational Models
  11. 11. Centralized Internal Services Your in-house agency Project-based, organized by function
  12. 12. Centralized Internal Services Your in-house agency Project-based, organized by function PROS Strong design community Clear lines of authority Wide range of projects Interface consistency Efficiencies of work product Optimized headcount
  13. 13. Centralized Internal Services Your in-house agency Project-based, organized by function PROS Strong design community Clear lines of authority Wide range of projects Interface consistency Efficiencies of work product Optimized headcount CONS Design is not strategic Little influence on important “upstream” decisions Designers easily dismissed Us vs Them Slow
  14. 14. Decentralized and Embedded Everyone Gets A Designer! Program-based
  15. 15. Decentralized and Embedded
  16. 16. Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Decentralized and Embedded
  17. 17. DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Decentralized and Embedded
  18. 18. DP DE DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews DL Leadership Decentralized and Embedded
  19. 19. DP P E E E DE DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews DDL Leadership Decentralized and Embedded +n
  20. 20. D DP P P E E E E E E DE DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews DDL Leadership Decentralized and Embedded +n +n
  21. 21. D DP P P P E E E E E E E E E DE DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D DDL Leadership Decentralized and Embedded +n +n +n
  22. 22. D D DP P P P P E E E E E E E E E E E E DE DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D DDL Leadership Decentralized and Embedded +n +n +n +n
  23. 23. D D DP P P P P P E E E E E E E E E E E E E E EDE DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D DDL Leadership Decentralized and Embedded +n +n +n +n +n
  24. 24. Decentralized and Embedded Everyone Gets A Designer! Program-based
  25. 25. Decentralized and Embedded Everyone Gets A Designer! Program-based PROS Business units gain control Part of the team Design included throughout entire lifecycle Feeling of ownership Quick iterations post-launch
  26. 26. Decentralized and Embedded Everyone Gets A Designer! Program-based PROS Business units gain control Part of the team Design included throughout entire lifecycle Feeling of ownership Quick iterations post-launch CONS One narrow problem for a long time Lonely Less efficient use of time and people Little room for research or content strategy Fractured user experience
  27. 27. So, you’re screwed either way?
  28. 28. Think in terms of design teams
  29. 29. Think in terms of design teams
  30. 30. Think in terms of design teams
  31. 31. Think in terms of design teams
  32. 32. D D DP P P P P P E E E E E E E E E E E E E E EDE DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews D D DDL Leadership +n +n +n +n +n
  33. 33. S S DP P P P P P E E E E E E E E E E E E E E EDE D D D DL DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership +n +n +n +n +n
  34. 34. S S DP P P P P P E E E E E E E E E E E E E E EDE D D D DL DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership +n +n +n +n +n
  35. 35. S S DP P P P P P E E E E E E E E E E E E E E EDE D D D DL DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership +n +n +n +n +n
  36. 36. S S DP P P P P P E E E E E E E E E E E E E E EDE D D D DL DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership +n +n +n +n +n
  37. 37. S S DP P P P P P E E E E E E E E E E E E E E EDE D D D DL DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership CS +n +n +n +n +n
  38. 38. S S DP P P P P P E E E E E E E E E E E E E E EDE D D TL DESIGN 
 PRODUCT
 MGMT ENGINEERING Search/ Browse Product Page CheckoutPersonalizationUGC/ Reviews Leadership Centralized Partnership +n +n +n +n +n CS
  39. 39. Centralized Partnership aka “hybrid”, “federated” 
 Designers supported in career, development, and day-to-day. Design teams maintain commitment across a meaningful set of products/features. Yet centralization helps maintain a holistic view across the entire customer experience. Teams allow for complete spread of needed skills. Freedom for junior designers to shift after ‘tours of duty’. “Load balancing” keeps designers most productive.
  40. 40. A team I inherited… CD CDCD CD CD CD CD CD UXR UXR UXR PjM VP PD PD PD PD PDPD PD PD PD PD PD PD PD PD PD
  41. 41. 10,000 ft 1 ft 10 ft 100 ft 1,000 ft
  42. 42. 10,000 ft 1 ft 10 ft 100 ft 1,000 ft VP
  43. 43. 10,000 ft 1 ft 10 ft 100 ft 1,000 ft VP UXR UXR
  44. 44. 10,000 ft 1 ft 10 ft 100 ft 1,000 ft VP UXR UXR CD CD CD CD CD CD CD CD PjM PD PD PD PD PDPD PD PD PD PD PD PD PD PDPD UXR
  45. 45. Structure of each design team 4-7 folks Singular strong leadership • Manages down – gets the most and best out of their team • Manages across – collaborates with cross-functional partners • Manages up – presents to executives and other stakeholders Dedicated to a customer type and their journey Spread of skills – strategy, planning, research, IxD, IA, visual design, prototyping 10,000 ft 1 ft 10 ft 100 ft 1,000 ft S S CS D D TL
  46. 46. Let’s say you have a set of product teams… Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews
  47. 47. Focus design on customer experiences Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews
  48. 48. Focus design on customer experiences Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience
  49. 49. Focus design on customer experiences Buyer Design 
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience S S D TL D
  50. 50. Focus design on customer experiences Buyer Design 
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience S S D TL D
  51. 51. Focus design on customer experiences Buyer Design 
 Team Seller Design
 Team Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience S S D D TL S S D TL D
  52. 52. Buyer Design 
 Team Seller Design
 Team S S D D TL S S D D TL Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience D Focus design on customer experiences
  53. 53. Make an Appointment Buyer Design 
 Team Seller Design
 Team S S D D TL S S D D TL Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience D Focus design on customer experiences
  54. 54. S S D CSDD Purchase 
 Design Team S D D D TL S D D TL Growth Promotions Search/ browse Detail Page Shopping Cart Reviews Make a Reservation Checkout Share experience Redeem D CS TL PM UR UR And stick with it as you scale… Post-Purchase
 Design Team Discovery 
 Design Team Buyer Design 
 Team Buyer 
 Experience
  55. 55. From Ken Norton’s “Don't Ship The Org Chart” Parts 1 and 2
  56. 56. Ken Norton From Ken Norton’s “Don't Ship The Org Chart” Parts 1 and 2
  57. 57. Ken Norton From Ken Norton’s “Don't Ship The Org Chart” Parts 1 and 2 Organize your product managers around customers, not code repositories. 
 Connect PM areas of ownership to users and their product experiences. Maybe you have a buyer PM and a seller PM instead of back-end and front-end PMs. “ ”
  58. 58. Ken Norton Noah Weiss From Ken Norton’s “Don't Ship The Org Chart” Parts 1 and 2 Organize your product managers around customers, not code repositories. 
 Connect PM areas of ownership to users and their product experiences. Maybe you have a buyer PM and a seller PM instead of back-end and front-end PMs. “ ”
  59. 59. Ken Norton Noah Weiss From Ken Norton’s “Don't Ship The Org Chart” Parts 1 and 2 Organize your product managers around customers, not code repositories. 
 Connect PM areas of ownership to users and their product experiences. Maybe you have a buyer PM and a seller PM instead of back-end and front-end PMs. “ ” Just like it’s ideal to organize your PM team around customers and use cases, the same goes for engineering. 
 Otherwise, you risk having a PM responsible for a use case having to work with half a dozen engineering teams to ship a feature: server, web, iOS, Android, infra, etc. “ ”
  60. 60. Establish and uphold standards of quality
  61. 61. Establish and uphold standards of quality
  62. 62. Engineering quality:
 Uptime, speed of performance,
 number of bugs
  63. 63. Engineering quality:
 Uptime, speed of performance,
 number of bugs Design quality:
  64. 64. Engineering quality:
 Uptime, speed of performance,
 number of bugs Design quality: Um….
  65. 65. Engineering quality:
 Uptime, speed of performance,
 number of bugs Design quality: Um…. I know it when I see it?
  66. 66. This uncertainty can paralyze a team
  67. 67. Establish quality standards… Brand characteristics Experience principles Design guidelines and systems Measures of success Examples of quality work
  68. 68. …and uphold quality standards Say “No” to work that can’t be done well
  69. 69. …and uphold quality standards Say “No” to work that can’t be done well
  70. 70. Process is not a proxy for quality From usability.gov
  71. 71. Process is not a proxy for quality From usability.gov
  72. 72. Thank you for your consideration. Peter Merholz @peterme, peterme@peterme.com http://orgdesignfordesignorgs.com
  73. 73. Thank you for your consideration. Peter Merholz @peterme, peterme@peterme.com http://orgdesignfordesignorgs.com

×