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bringing change
to life transforming a culture
through a passion for design
Bill Scott
Sr. Director, UI Engineering
!
MXConference
March 16, 2014
San Francisco, CA
!
@billwscott
twitter | linkedin | gmail | facebook | paypal | about.me
culture = (norms of behavior) +
(underlying shared values)
paypal vs netflix
outside-in culture
continuous customer feedback (get
out of the building - GOOB)
customer metrics drove everything
think it. build it. ship it. tweak it
fail fast. learn fast.
lots of experimentation... build/
measure/learn
example: ps3 launch
4 different “applications” launched the
same day
!
16 different test cells
!
2 different tech blogs were
simultaneously reviewing different
experiences
!
focus was on build/measure/learn
In 2011, even a simple
content copy change could
take as much as 6 weeks
to get live to site
inside-out culture
roll your own.
disconnected delivery
experience. culture of
long shelf life. inward
focus. risk averse.
change is hard
organizations contain anti-
bodies that resist change
behavior is deep seated
and reinforced
so, how can you bring
change to your team, to
your company?
two essentials
to bringing change
persistence
persistance is based on
strongly held principles
but persistance is not
stubborness
improv
improv is based on humility
to listen and adapt to what
you hear
but improv is not just
‘winging it’
seven steps
to bringing change
believe something deeply
1
believe something deeply
1
believe something deeply
1
believe something deeply
make the customer
the foundation of your
principles.
1
believe something deeply
make the customer
the foundation of your
principles.
don’t confuse
principles with
programs or
processes.
1
believe something deeply
make the customer
the foundation of your
principles.
don’t confuse
principles with
programs or
processes.
never abandon
your principles.
1
believe something deeply
make the customer
the foundation of your
principles.
don’t confuse
principles with
programs or
processes.
never abandon
your principles.
these principles will
sustain you when
everything goes
wrong.
1
believe something deeplysome of my principles 1
believe something deeply
shared
understanding
some of my principles 1
believe something deeply
shared
understanding
deep
collaboration
some of my principles 1
believe something deeply
shared
understanding
deep
collaboration
continuous
feedback
some of my principles 1
understand the culture
2
understand the culture
2
understand the culture
2
understand the culture
listen first. there is
wisdom in the crowd.
2
understand the culture
listen first. there is
wisdom in the crowd.
formulate hypothesis
for change and verify
them by testing.
2
understand the culture
listen first. there is
wisdom in the crowd.
formulate hypothesis
for change and verify
them by testing.
never abandon
your principles.
2
understand the culture
listen first. there is
wisdom in the crowd.
formulate hypothesis
for change and verify
them by testing.
never abandon
your principles.
don’t start with a
recipe, process or
program.
2
understand the culture
listen first. there is
wisdom in the crowd.
formulate hypothesis
for change and verify
them by testing.
never abandon
your principles.
treat this like
designing an
experience. it is
contextual.
don’t start with a
recipe, process or
program.
2
understand the culture
listen first. there is
wisdom in the crowd.
formulate hypothesis
for change and verify
them by testing.
never abandon
your principles.
treat this like
designing an
experience. it is
contextual.
don’t start with a
recipe, process or
program.
know your user.
2
understand the culture
2
culture of a long shelf life
instead of a
culture of experimentation
fix the pain points
3
fix the pain points
3
fix the pain points
3
fix the pain points
change will not work if
it is about you self-
promoting.
3
fix the pain points
change will not work if
it is about you self-
promoting.
start solving the key
problems in the
organization.
3
fix the pain points
change will not work if
it is about you self-
promoting.
start solving the key
problems in the
organization.
embrace the problem,
not the solution.
3
fix the pain points
3
tangled up technology
stack that prevented
build/test/learn
rally the troops
4
rally the troops
4
rally the troops
4
rally the troops
as you interview &
listen you will find like-
minded souls.
4
rally the troops
as you interview &
listen you will find like-
minded souls.
they will often be the
ones closest to the
real problems.
4
rally the troops
as you interview &
listen you will find like-
minded souls.
they will often be the
ones closest to the
real problems.
make them
your allies.
4
rally the troops
as you interview &
listen you will find like-
minded souls.
they will often be the
ones closest to the
real problems.
make them
your allies.
you will also find the
weary, the
complacent and the
perpetrators. route
around them.
4
rally the troops
as you interview &
listen you will find like-
minded souls.
they will often be the
ones closest to the
real problems.
make them
your allies.
you will also find the
weary, the
complacent and the
perpetrators. route
around them.
sprinkle in new DNA
from the outside.
4
prototype the change
5
prototype the change
5
prototype the change
5
prototype the change
find a way to fail fast,
learn fast.
5
prototype the change
find a way to fail fast,
learn fast.
a sandbox is a good
way to engage a pilot
project.
5
prototype the change
find a way to fail fast,
learn fast.
a sandbox is a good
way to engage a pilot
project.
measure
success.
5
prototype the change
find a way to fail fast,
learn fast.
a sandbox is a good
way to engage a pilot
project.
measure
success.
bring your allies (and
detractors) through
the change
experience.
5
prototype the change
find a way to fail fast,
learn fast.
a sandbox is a good
way to engage a pilot
project.
measure
success.
act your way into
right thinking.
bring your allies (and
detractors) through
the change
experience.
5
prototype the change
find a way to fail fast,
learn fast.
a sandbox is a good
way to engage a pilot
project.
measure
success.
act your way into
right thinking.
bring your allies (and
detractors) through
the change
experience.
create a story of
success.
5
prototype the change
whiteboard

to code
code to usability
product/design/engineering teams usability/
customers
lean ux in action
5
tell a story
6
tell a story
6
tell a story
6
tell a story
from the success
formulate a story.
6
tell a story
from the success
formulate a story.
use the success (or
learnings) to reinforce
your principles.
6
tell a story
from the success
formulate a story.
use the success (or
learnings) to reinforce
your principles.
early on bring in
experts from the
outside that reinforce
your story. they
legitimize your efforts.
6
tell a story
from the success
formulate a story.
use the success (or
learnings) to reinforce
your principles.
early on bring in
experts from the
outside that reinforce
your story. they
legitimize your efforts.
make a meme to tell
the story.
6
tell a story
from the success
formulate a story.
use the success (or
learnings) to reinforce
your principles.
early on bring in
experts from the
outside that reinforce
your story. they
legitimize your efforts.
make a meme to tell
the story.
create
‘tweetable moments’.
6
tell a story
6
the hermes project
allowed us to tell a new
story.
keep iterating
7
keep iterating
7
keep iterating
7
keep iterating
what worked last year
probably won’t work
this year.
7
keep iterating
what worked last year
probably won’t work
this year.
organizations are
always changing.
improvization is your
friend.
7
keep iterating
what worked last year
probably won’t work
this year.
organizations are
always changing.
improvization is your
friend.
don’t give up.
7
keep iterating
what worked last year
probably won’t work
this year.
organizations are
always changing.
improvization is your
friend.
don’t give up.
keep repeating all of
the previous steps.
7
keep iterating
7
with the full agile rollout,
we are rebooting our
leanux methodology (v2)
bringing change
is similar to the
design process
bringing change
requires
persistance & improv
questions?
http://commons.wikimedia.org/wiki/File:Penny_pennies_coins_copper.jpg
http://www.flickr.com/photos/cornellfungi/1874403581/
http://www.flickr.com/photos/37217398@N02/3442676067/
http://www.flickr.com/photos/hongiiv/4151964823/
http://en.wikipedia.org/wiki/File:Punishment_sisyph.jpg
http://en.wikipedia.org/wiki/File:DsDNA_antibodies.jpg
http://en.wikipedia.org/wiki/File:Exposed_mango_tree_roots.jpg
http://www.flickr.com/photos/weesen/3589258380/sizes/l/
http://www.flickr.com/photos/weesen/3588454913/sizes/l/
http://www.flickr.com/photos/atoach/2464747591/
http://www.flickr.com/photos/janed42/5033842895/sizes/z/
http://www.flickr.com/photos/9619972@N08/1350940605/
http://www.flickr.com/photos/alanenglish/483251259/sizes/z/
http://www.flickr.com/photos/giesenbauer/4092794246/sizes/l/
http://commons.wikimedia.org/wiki/File:Tangled_cables_mrbill.jpg
http://commons.wikimedia.org/wiki/File:Old_books_by_bionicteaching.jpg
http://www.flickr.com/photos/mtl_shag/262471645/
credits

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