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Bringing Change to Life

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Presented on 3/16/2014 as Keynote for the MXConference.

Change in an organization is really hard. This is especially true when a company that was once on the forefront of innovation finds itself having lost that luster through its own growth & success. The last couple of years there has been a transformation happening at PayPal that is touching every part of the organization to make it innovative again. At the heart of this change is a new, close partnership between design and engineering.

Can your organization be changed? From Bill’s experience at Yahoo!, Netflix, PayPal and consulting with numerous companies he believes there are some core principles you can employ to drive transformation that are all centered around the customer. The question Bill will explore is “How can design be the catalyst for that change?” While this talk will be inspirational, it will take an honest (and humorous) look at what has worked and what hasn’t worked so well in trying to scale change.

Published in: Business
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Bringing Change to Life

  1. 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
  2. culture = (norms of behavior) + (underlying shared values)
  3. paypal vs netflix
  4. 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
  5. 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
  6. In 2011, even a simple content copy change could take as much as 6 weeks to get live to site
  7. inside-out culture roll your own. disconnected delivery experience. culture of long shelf life. inward focus. risk averse.
  8. change is hard
  9. organizations contain anti- bodies that resist change
  10. behavior is deep seated and reinforced
  11. so, how can you bring change to your team, to your company?
  12. two essentials to bringing change
  13. persistence
  14. persistance is based on strongly held principles
  15. but persistance is not stubborness
  16. improv
  17. improv is based on humility to listen and adapt to what you hear
  18. but improv is not just ‘winging it’
  19. seven steps to bringing change
  20. believe something deeply 1
  21. believe something deeply 1
  22. believe something deeply 1
  23. believe something deeply make the customer the foundation of your principles. 1
  24. believe something deeply make the customer the foundation of your principles. don’t confuse principles with programs or processes. 1
  25. believe something deeply make the customer the foundation of your principles. don’t confuse principles with programs or processes. never abandon your principles. 1
  26. 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
  27. believe something deeplysome of my principles 1
  28. believe something deeply shared understanding some of my principles 1
  29. believe something deeply shared understanding deep collaboration some of my principles 1
  30. believe something deeply shared understanding deep collaboration continuous feedback some of my principles 1
  31. understand the culture 2
  32. understand the culture 2
  33. understand the culture 2
  34. understand the culture listen first. there is wisdom in the crowd. 2
  35. understand the culture listen first. there is wisdom in the crowd. formulate hypothesis for change and verify them by testing. 2
  36. 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
  37. 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
  38. 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
  39. 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
  40. understand the culture 2 culture of a long shelf life instead of a culture of experimentation
  41. fix the pain points 3
  42. fix the pain points 3
  43. fix the pain points 3
  44. fix the pain points change will not work if it is about you self- promoting. 3
  45. fix the pain points change will not work if it is about you self- promoting. start solving the key problems in the organization. 3
  46. 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
  47. fix the pain points 3 tangled up technology stack that prevented build/test/learn
  48. rally the troops 4
  49. rally the troops 4
  50. rally the troops 4
  51. rally the troops as you interview & listen you will find like- minded souls. 4
  52. 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
  53. 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
  54. 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
  55. 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
  56. prototype the change 5
  57. prototype the change 5
  58. prototype the change 5
  59. prototype the change find a way to fail fast, learn fast. 5
  60. prototype the change find a way to fail fast, learn fast. a sandbox is a good way to engage a pilot project. 5
  61. 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
  62. 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
  63. 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
  64. 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
  65. prototype the change whiteboard
 to code code to usability product/design/engineering teams usability/ customers lean ux in action 5
  66. tell a story 6
  67. tell a story 6
  68. tell a story 6
  69. tell a story from the success formulate a story. 6
  70. tell a story from the success formulate a story. use the success (or learnings) to reinforce your principles. 6
  71. 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
  72. 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
  73. 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
  74. tell a story 6 the hermes project allowed us to tell a new story.
  75. keep iterating 7
  76. keep iterating 7
  77. keep iterating 7
  78. keep iterating what worked last year probably won’t work this year. 7
  79. keep iterating what worked last year probably won’t work this year. organizations are always changing. improvization is your friend. 7
  80. 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
  81. 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
  82. keep iterating 7 with the full agile rollout, we are rebooting our leanux methodology (v2)
  83. bringing change is similar to the design process
  84. bringing change requires persistance & improv
  85. 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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