Jonas Bensch at UX Antwerp Meetup - 20 June 2017
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UX Antwerp Meetup, 20th of JUne, 2017 - organised by UXprobe https://www.uxpro.be/ Jonas Bensch, Service Designer at BNP Paribas (Brussels, Belgium) "UX as a strategic leverage" A talk about the possibilities of the UX designer within the broader strategy of an organisation. – Jonas Bensch is a civil engineer who turned to digital service.
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Jonas Bensch at UX Antwerp Meetup - 20 June 2017
- 1. IMAGE BY CHARLIE HEBDO BENSCH,
- 2. BENSCH, IMAGE BY CHARLIE HEBDO
- 3. BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this
- 4. BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this THE CLASSIC ORGANISATION ,
- 5. BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this sequential and consecutive process 1 2 3 5 6 7 4 8 9 1 0 1 1 1 2
- 6. 1 2 3 5 6 7 4 8 9 1 0 1 1 1 2 BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this sequential and consecutive process 9 a 9 b 9c 9 d Service designer Concept designer UX Designer Visual designer9 e Scrum master 9f Project manager 9 g Project owner agile?
- 7. BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 conflict between technical and actual responsibility technical responsibility actual responsibility
- 8. BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this major domains work separately marketing productsales
- 9. BENSCH, the big shift the chosen one get over it guidelines why am I saying this THE INCONVENIENT SITUATION , the classic organisation the inconvenient situation
- 10. BENSCH, the big shift the chosen one get over it guidelines why am I saying this the classic organisation the inconvenient situation company - area of opportunity customer - job to be done gaps of opportunity companies must bridge the customer gap
- 11. BENSCH, the big shift the chosen one get over it guidelines why am I saying this the classic organisation the inconvenient situation companies must think and act as one marketing productsales
- 12. BENSCH, the chosen one get over it guidelines why am I saying this THE BIG SHIFT , the classic organisation the inconvenient situation the big shift
- 14. BENSCH, product is the pivot of your business invoking any kind of interaction and relation product interactions the chosen one get over it guidelines why am I saying this the classic organisation the inconvenient situation the big shift
- 15. BENSCH, get over it guidelines why am I saying this WHY YOU ARE THE CHOSEN ONE , the classic organisation the inconvenient situation the big shift the chosen one (as a kick-ass uxer)
- 16. BENSCH, get over it guidelines why am I saying this the classic organisation the inconvenient situation the big shift the chosen one company user product you make the interface of a product
- 17. BENSCH, get over it guidelines why am I saying this the classic organisation the inconvenient situation the big shift the chosen one you have an intimate relationship with development knowing how to code is a serious plus! development (front and back end) UXer
- 18. BENSCH, get over it guidelines why am I saying this the classic organisation the inconvenient situation the big shift the chosen one you have the empathy to feel responsible for a group’s higher cause 1 2 3 6 4 8 9 1 1 1 2 5 1 0 7
- 19. BENSCH, get over it guidelines why am I saying this the classic organisation the inconvenient situation the big shift the chosen one you have the social skills that help you explain the project internally 1 2 3 6 7 4 8 9 1 0 1 1 1 2 5
- 20. BENSCH, get over it guidelines why am I saying this the classic organisation the inconvenient situation the big shift the chosen one you’re relatively young and are pretty eager, showing lot’s of learning power
- 21. BENSCH, get over it guidelines why am I saying this the classic organisation the inconvenient situation the big shift the chosen one you form the basis of rapid prototyping, improving speed & quality + reducing risk spend time The traditional approach trying to invent a believable golden solution to the future The new approach running together with the customer testing and learning in real life
- 22. BENSCH, guidelines why am I saying this GET OVER IT , the classic organisation the inconvenient situation the big shift get over it the chosen one
- 23. BENSCH, guidelines why am I saying this the classic organisation the inconvenient situation the big shift get over it the chosen one don’t get stuck in the web of specialisation
- 24. sequential and consecutive process 1 2 3 5 6 7 4 8 9 1 0 1 1 1 2 Service designer Concept designer Visual designer9 e Scrum master 9f Project manager 9 g Project owner UX Designer BENSCH, guidelines why am I saying this the classic organisation the inconvenient situation the big shift get over it the chosen one 9 a 9 b 9c 9 d Service designer Concept designer UX Designer Visual designer
- 25. BENSCH, why am I saying this GUIDELINES FOR EVERYDAY , the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it N Y Q1: are you an explorer? Q2: is your company open for exploration?stay put leave as soon as possible impact strategy N Y luck is manageable
- 26. sequential and consecutive process 1 2 3 5 6 7 4 8 9 1 0 1 1 1 2 Service designer Concept designer Visual designer9 e Scrum master 9f Project manager 9 g Project owner UX Designer BENSCH, 9 a 9 b 9c 9 d Service designer Concept designer UX Designer Visual designer why am I saying this the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it
- 27. BENSCH, widen up your views and look across the imaginary borders. Service designer Concept designer UX Designer Visual designer 9 a 9 b 9c 9 d why am I saying this the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it
- 28. BENSCH, get a view from the outside in instead on the inside out. Service designer Concept designer UX Designer Visual designer 9c 9 a 9 b 9 d9c why am I saying this the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it
- 29. BENSCH, why am I saying this the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it use your eagerness and learning power to self-educate, which is easier than ever before
- 30. BENSCH, why am I saying this the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it do what you’ve been asked but don’t forget to overpromise, off topic!
- 31. BENSCH, why am I saying this the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it slowly make you way up in the pyramidal structure of responsibility 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 real responsibility perceived responsibility
- 32. BENSCH, be as hybrid as possible why am I saying this the classic organisation the inconvenient situation the big shift the chosen one guidelines get over it
- 33. BENSCH, WHY AM I SAYING THIS , the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this
- 34. BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this civil engineer in architecture with a minor in anthropology. strategic planner in ad agencies innovation strategist ? always open for new challenges post education specialisation
- 35. BENSCH, the classic organisation the inconvenient situation the big shift the chosen one get over it guidelines why am I saying this civil engineer in architecture with a minor in anthropology. strategic planner in ad agencies innovation strategist ? reverse engineer yourself and swim upstream
- 36. BENSCH, IMAGE BY CHARLIE HEBDO
Editor's Notes
- It’s mostly a sequential and consecutive structure, waterfall as we know it. It makes it hard to get a view on the company’s vision. It also doesn’t allow you to have some kind of overview, you just receive, process and pass on.
- Many times, even on a micro level this overview is missing, think of the split between service /concept / UX and visual design. By the way, good luck trying to be agile!
- If you add the measure of responsibility to the previous chain, you end up with a pyramidal structure where the previous step/position has more responsibility than you. Until you reach the CEO. If you look at this pyramid, the CEO has so many (12 minus 1) excuses for not being held accountable. Therefor making him technically responsibly for anything his people of the company are doing but in the reality it will be the people who take the actual / real responsibility.
- Three major domains act as separate silo’s. A customer doesn’t think in sales, marketing or product, why would a company think like that?
- This classical setup has lead to an inconvenient situation.
- Classic companies act within their comfort zone (area of opportunity), limited by the reach of their customer insight and ambition. Customers are outgrowing these companies, this creates gaps where new companies with new offerings and ideas can find new ways to solve the customers job-to-be-done.
- Think as one (the customer also thinks as one): communicatie / product / sales (B model) These three domains should be hinging and synchronising around the same goal/delivery.
- You could say that there’s a million ways to make those classical companies “transform” their inconvenient situation into a thriving times. But I would like to propose one overarching strategy. A strategy where you as a UXer have a great role to play. (if not the greatest)
- Everybody knows about NPS, word of mouth, PR value etc. In a modern company, the product is just an object. What makes it meaningful, useful and valuable are the interactions designed around it, the culture surrounding these objects.
- Like I already mentioned: why would you be the one who can change this company thinking in the first place.
- You guys literally take care of the interface between company (brand) and user. You’re on the front line of the battle field. Take your actual responsibility into technical responsibility.
- Front end speaks for itself, but also back end: the design and flow impact back end calls, how does design make you search perform better…
- If an organisation wore to be less sequential and a bit more amorphous. You can definitely apply your empathic skills, required for doing good user testing, within the company and feel responsible for the higher goal / ambition. Your behaviour and emphasis depend on the person you’re talking with.
- The same goes for speaking “different” languages. As I told you already, the language of the developer, the language of the users (who has different ages and backgrounds).
- If I look to the people attending tonight, I might be wrong but many are relatively young. Therefor it puts you right at the beginning of your learning curve. You still have lots of time changing the company thinking.
- Instead of making a big guess on which or what product to invest in. You can apply your rapid prototyping skills in favour of the company: lowering the risk on the one side while increasing go to market speed and quality on the other hand.
- Business and sadly educational tracks make people “specialists” in a very small domain. Making you think that that’s the only thing you can and even worse know.
- Because business is built following the classical waterfall system, it’s relatively easy to find work, as you’re the missing piece in their self created linear chain.
- Before applying these guidelines, start with asking yourself two quintessential questions. The first… (some people choose to stay in their comfort zone) The second…
- Have an impact on strategy starts with widening your view and looking across the imaginary borders.
- While looking at your “neighbours” your should also take the time to create some kind of helicopter “balloon” view. This proces overview comes in quite handy.
- When you have a clear view on the business and it’s profiles, take the time to self-educate in these domains you think are the most impactful. It’s not like going to school again, it’s reading the correct books and use them in your daily work. (knowledge you don’t use is no useless)
- When you’ve been learning stuff, apply them when people expect it the least.
- This way you slowly gain credibility and swim upstream the responsibility pyramid.
- Be as hybrid or T shaped as possible.
- First a little bit of my background.
- I started as a… then… then… From every position you pick up learnings which will certainly help you in another field, even more so, they give you that little egde. I did the exact opposite of what businesses were expecting. I didn’t specialise at all but rather developed myself into a sort of stem cell. My trajectory started with a wide background that allows me to specialise after my studies (post educational). This is completely the opposite than choosing before your education (pré educational). I need to choose at the same moment in time that I’m choosing my work.
- Having run the path of several post educational specialisations, I see the possibility to reverse engineer this process and do it the other way around. Until you can jump sideways or upstream into another job where your impact on the strategy and business will be bigger. The more you do this the more you’ll be able to combine an inside out with an outside in view that gives you the helicopter “balloon” view.
- The only thing you need to do is…