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Developing Enterprise Teams and Talent (Karen Pascoe at Enterprise UX 2016)

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Karen Pascoe: "Developing Enterprise Teams and Talent"
Enterprise UX 2016 • June 8, 2016 • San Antonio, TX, USA
http://2016.enterpriseux.net

Published in: Design
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Developing Enterprise Teams and Talent (Karen Pascoe at Enterprise UX 2016)

  1. 1. Enterprise UX 2016 | @pascoekaren Developing Enterprise Teams & Talent Karen Pascoe, Group Head UX @ MasterCard | Digital Payments & Labs
  2. 2. ©2015 MasterCard. Proprietary and Confidential ©2015 MasterCard. All rights reserved.©2016 MasterCard. All rights reserved.2 The digital commerce landscape
  3. 3. ©2015 MasterCard. Proprietary and Confidential Device-based commerce is growing rapidly. • Source: 1 Ericsson Mobility Report North America, November 2014 2 Business Insider: http://www.businessinsider.com/internet-of-things-billions-of-connected-devices-2014-1
  4. 4. ©2015 MasterCard. Proprietary and Confidential Device-based commerce is growing rapidly. • Source: 1 Ericsson Mobility Report North America, November 2014 2 Business Insider: http://www.businessinsider.com/internet-of-things-billions-of-connected-devices-2014-1 6.1 billion by 2020 Smartphone ownership worldwide1
  5. 5. ©2015 MasterCard. Proprietary and Confidential Device-based commerce is growing rapidly. • Source: 1 Ericsson Mobility Report North America, November 2014 2 Business Insider: http://www.businessinsider.com/internet-of-things-billions-of-connected-devices-2014-1 6.1 billion by 2020 Smartphone ownership worldwide1 Connected devices by 20182 18 billion
  6. 6. ©2015 MasterCard. Proprietary and Confidential Commerce through devices is accelerating. • Source: 1 MasterCard commissioned study by BCG and “Market Forces” project 6 Global digital payment volume is estimated to reach $6T by 2023, representing 26% of total retail commerce (~$23T).1 $14T $23T $6T $0.7TDigital Traditional 2013 2023 Device-based contactless 15% of commerce In app 5% of commerce Browser 6% of commerce
  7. 7. ©2015 MasterCard. Proprietary and Confidential Smart devices are the new first-stop shopping channel. • Source: 1 The New Multi-screen World: Understanding Cross-platform Consumer Behavior, Google, 2012 7 65% of digital shopping starts on a smartphone.1 Mobile shopping in-home and out-of-home are approaching parity.1
  8. 8. ©2015 MasterCard. Proprietary and Confidential The average consumer moves seamlessly between multiple devices throughout the day. • Source: 1 Ericsson Mobility Report North America, November 2014 2 The New Multi-screen World: Understanding Cross-platform Consumer Behavior, Google, 2012 of U.S. households have at least three connected devices.1 90% of people move between devices during the day.2 98% of people use multiple screens sequentially to accomplish a task.2 90% 8
  9. 9. ©2015 MasterCard. Proprietary and Confidential Page 9
  10. 10. ©2015 MasterCard. Proprietary and Confidential Page 10
  11. 11. ©2015 MasterCard. Proprietary and Confidential Page 11
  12. 12. ©2015 MasterCard. Proprietary and Confidential Page 12
  13. 13. ©2015 MasterCard. Proprietary and Confidential Page 13
  14. 14. ©2015 MasterCard. Proprietary and Confidential Page 14
  15. 15. ©2015 MasterCard. Proprietary and Confidential Page 15
  16. 16. ©2015 MasterCard. Proprietary and Confidential We work in a dynamic field
  17. 17. ©2015 MasterCard. Proprietary and Confidential And our work is important to business (what they are saying) Gartner “89% of companies plan to compete primarily on the basis of customer experience by 2016 but only 21% can tie it to business outcomes today.” Forrester “The most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers.”
  18. 18. ©2015 MasterCard. Proprietary and Confidential And our work is important to business (how they are performing) 2015 Watermark Consulting, using Forrester CX Index companies 107.5% 72.3% 27.6%
  19. 19. ©2015 MasterCard. Proprietary and Confidential Good experience is good business
  20. 20. ©2015 MasterCard. Proprietary and Confidential What is your mission as an experience leader?
  21. 21. ©2015 MasterCard. Proprietary and Confidential How aligned is your leadership to this? VeryNot
  22. 22. ©2015 MasterCard. Proprietary and Confidential Project partners & execution Leadership & sponsorship Teams & talent
  23. 23. ©2015 MasterCard. Proprietary and Confidential Leadership & sponsorship Cultivate a set of cross-functional sponsors
  24. 24. ©2015 MasterCard. Proprietary and Confidential Leadership & sponsorship Cultivate a set of cross-functional sponsors Develop an actionable agenda
  25. 25. ©2015 MasterCard. Proprietary and Confidential Leadership & sponsorship Cultivate a set of cross-functional sponsors Develop an actionable agenda Communicate progress & success to sponsors
  26. 26. ©2015 MasterCard. Proprietary and Confidential Leadership & sponsorship
  27. 27. ©2015 MasterCard. Proprietary and Confidential Partners & execution Champion customer empathy cross functionally
  28. 28. ©2015 MasterCard. Proprietary and Confidential Partners & execution Champion customer empathy cross functionally Develop deep & trusted relationships
  29. 29. ©2015 MasterCard. Proprietary and Confidential Partners & execution Champion customer empathy cross functionally Develop deep & trusted relationships Share problem solving & decision making
  30. 30. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Hiring
  31. 31. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Hiring Develop & maintain an authentic conversation with your community
  32. 32. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Hiring Develop & maintain an authentic conversation with your community Vet for skills & values alignment
  33. 33. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Hiring Develop & maintain an authentic conversation with your community Vet for skills & values alignment Is this a good next 3-5 years for the candidate?
  34. 34. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Hiring + Every hire should deliver demonstrable value to customer and business objectives
  35. 35. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Hiring Performance Management
  36. 36. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Q1 Q2 Q3 Q4 Jan – Objectives Feb – Compensation Apr – Talent Review Jul – Mid year December – Year end
  37. 37. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Q1 Q2 Q3 Q4 Jan – Objectives Feb – Compensation Apr – Talent Review Jul – Mid year December – Year end Coaching
  38. 38. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Q1 Q2 Q3 Q4 Jan – Objectives Feb – Compensation Apr – Talent Review Jul – Mid year December – Year end Coaching Development
  39. 39. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Q1 Q2 Q3 Q4 Jan – Objectives Feb – Compensation Apr – Talent Review Jul – Mid year December – Year end Coaching Development Performance Gaps
  40. 40. ©2015 MasterCard. Proprietary and Confidential Teams & Talent Hiring Performance Management Execution & Comms
  41. 41. ©2015 MasterCard. Proprietary and Confidential Project partners & execution Leadership & sponsorship Teams & talent
  42. 42. Thank you :) @pascoekaren

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