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NEW FRONTIERS: THE UX PROFESSIONAL AS BUSINESS CONSULTANT




   TITLE
   SUBTITLE


                                                            Cindy Chastain
                                                               @cchastain
                                                             #uxconsultant
Interaction 13 | January 30, 2013                                     1
Business (management) consultant:
Someone who engages in the practice of helping
organizations grow and improve their performance,
primarily through the analysis of existing
organizational problems and development of plans
for improvement.




                                                    2
UX Professional:
Someone who engages in user-centered design
practices to generate cohesive, predictive and
desirable designs based on holistic consideration of
a users’ experience.




                                                       3
4
5
6
Customer experience and technology
is becoming an essential
business strategy



                                     7
8
The Panel
JESSE JAMES     KAREN         MATTHEW     STEVE        WHITNEY       GENE         SAMANTHA        DAVE
GARRET          MCGRANE       MILAN       BATY         HESS          SMITH        STARMER         GRAY




CXO,            Independent   CEO,        Principal,   Independent   President,   VP, Ecommerce   Independent
Adaptive Path   Consultant    Normative   Meld         Consultant    nForm        Razorfish       Management
San Francisco   New York      Toronto     Sydney       Miami/NY      Edmonton     Chicago         Consultant
                                                                                                  St. Louis




                                                                                                           9
Understand their customers
Identify market opportunities
Rethink business models
Articulate a vision
Define their UX strategy
Plan for organizational change

                                 10
For companies that have been around
for a long time, it's often the case that
they can see the looming threat on
the horizon, that their business model
is
no longer working.
- Dave Gray


                                            11
Companies think: we're struggling in
this market. We need to reinvent and
reinvigorate.
- Steve Baty




                                       12
Companies are seeing that their
products have to support their
customers in a very different way
than they've been doing it in the past.
- Whitney Hess




                                          13
we have arrived




                  14
sort of


          15
16
17
Any UX work that we've done has
involved guiding a client through a
decision-making process. That's the
core of what strategic management
consulting is.
-Jesse James Garret



                                      18
I'm fond of saying that all the work we
       do is change management.
       -Karen McGrane




Interaction 13/ January 2013                     19
picture
          WIP

                20
What Impactful UX Requires

   Experience              Customer                  UX
                                                                        Measurement             Governance                 Culture
    Strategy             Understanding              Design

Setting a clear vision   Clear, consistent,   A set of activities     An ongoing set of      A clear, proactively-   Cultivating a culture
of the type of           and accurate         and disciplines         practices to measure   minded set of           in which delivering a
experience you seek      picture of your      required to define      user experience        practices for           great user
to deliver               customers.           the characteristics     quality enables the    monitoring quality      experience is
                                              of a person’s           company to enhance     and execution.          embedded in the
                                              interaction with your   and optimize over                              organization’s DNA.
                                              company.                time.




                                                                                                                                       21
22
The more things are brokered through
       digital products and services, the more
       important it is to look into how these
       companies operate.
       -Gene Smith




Interaction 13/ January 2013                     23
Some common threads…




                       24
picture




It’s about facilitating insight
(supported by a design process)

                                  25
What needs to be done is already
       known by the company.  It's just not
       consciously known. What I can do is
       to help facilitate that knowledge into
       consciousness.  
       -Dave Gray



Interaction 13/ January 2013                    26
It’s about the people and the relationships.


                                               27
You could have the best
recommendation in the world and the
smartest person in the room, but it's a
change management problem. Have to
understand the subtle dynamics of how
people feel and how they work together
and you have to be able to influence
that.  
-Karen McGrane

                                          28
It’s about teaching a company to fish.


                                         29
We ask: what are the processes and
capabilities we need to have in place
internally in order to continue to deliver
this experience on an ongoing basis?
-Jesse James Garret




                                             30
The solution is not the service.
The service is the path we can provide.



                                          31
Understand the                     Figure out              Create a plan for
problem and identify               how to make             implementation
the opportunity.                   change happen.          and
                                                           sustainability.




                       research, prototype, test, refine

                                                                               32
We have come prepared…




                         33
Interaction 13/ January 2013   34
Ability to listen to customers
Systems level problem solving
Facilitating consensus
Inquiry based processes
Ability to go deep
Patience around finding solutions
Seeing multiple facets of a problem

                                      35
A lot of business problems that fail in
       analytic approaches are much better
       served with a design approach.
       - Steve Baty




Interaction 13/ January 2013                     36
The UX field benefits because all of us
       have a ground in making things. That
       is incredibly powerful. We're starting
       from being the builders. And moving
       upstream into the strategy world.
       -Karen McGrane



Interaction 13/ January 2013                     37
But we’ve had to learn new things…




                                     38
Picture




          39
How to use and understand their language  
How business models work
Being really good at translation
Understanding how organizations work
Basic sales stuff
Budget and numbers
Evangelizing and persuasion
Intellectual honesty and strength

                                             40
So what does the future look like?




                                     41
Ecosystem maps will be the new journey maps
Customer experience professionals and
business process pros will become best friends
Customer experience pros will chase employee
engagement
Firms will pay a premium for scarce talent


Forrester, January 2013
                                               42
Picture




          43
There’s way more clients who don't
       get it than those who do. It's the
       forward edge of the market that
       recognizes the value of an experience
       driven approach at the strategic level.
       -Jesse James Garrett



Interaction 13/ January 2013                     44
There's a step that a designer needs
       to take where they abstract out from
       their particular type of design and
       recognize that at an abstract level
       there's a design process that has
       common principles. Once you can
       take the step you can start to
       appreciate the intent of the design
       process and then apply it in other
       ways.
       -Steve Baty
Interaction 13/ January 2013                  45
So much opportunity if people want to
       be leaders. But they're going to need
       to know how businesses run.
       -Samantha Starmer




Interaction 13/ January 2013                   46
I would be interested to see the field
       to stop acting like we are impostors
       and to start embracing this more fully.

       -Karen McGrane



Interaction 13/ January 2013                     47
THANKS!




          48

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New Frontiers: UX Professional as Business Consultant

  • 1. NEW FRONTIERS: THE UX PROFESSIONAL AS BUSINESS CONSULTANT TITLE SUBTITLE Cindy Chastain @cchastain #uxconsultant Interaction 13 | January 30, 2013 1
  • 2. Business (management) consultant: Someone who engages in the practice of helping organizations grow and improve their performance, primarily through the analysis of existing organizational problems and development of plans for improvement. 2
  • 3. UX Professional: Someone who engages in user-centered design practices to generate cohesive, predictive and desirable designs based on holistic consideration of a users’ experience. 3
  • 4. 4
  • 5. 5
  • 6. 6
  • 7. Customer experience and technology is becoming an essential business strategy 7
  • 8. 8
  • 9. The Panel JESSE JAMES KAREN MATTHEW STEVE WHITNEY GENE SAMANTHA DAVE GARRET MCGRANE MILAN BATY HESS SMITH STARMER GRAY CXO, Independent CEO, Principal, Independent President, VP, Ecommerce Independent Adaptive Path Consultant Normative Meld Consultant nForm Razorfish Management San Francisco New York Toronto Sydney Miami/NY Edmonton Chicago Consultant St. Louis 9
  • 10. Understand their customers Identify market opportunities Rethink business models Articulate a vision Define their UX strategy Plan for organizational change 10
  • 11. For companies that have been around for a long time, it's often the case that they can see the looming threat on the horizon, that their business model is no longer working. - Dave Gray 11
  • 12. Companies think: we're struggling in this market. We need to reinvent and reinvigorate. - Steve Baty 12
  • 13. Companies are seeing that their products have to support their customers in a very different way than they've been doing it in the past. - Whitney Hess 13
  • 15. sort of 15
  • 16. 16
  • 17. 17
  • 18. Any UX work that we've done has involved guiding a client through a decision-making process. That's the core of what strategic management consulting is. -Jesse James Garret 18
  • 19. I'm fond of saying that all the work we do is change management. -Karen McGrane Interaction 13/ January 2013 19
  • 20. picture WIP 20
  • 21. What Impactful UX Requires Experience Customer UX Measurement Governance Culture Strategy Understanding Design Setting a clear vision Clear, consistent, A set of activities An ongoing set of A clear, proactively- Cultivating a culture of the type of and accurate and disciplines practices to measure minded set of in which delivering a experience you seek picture of your required to define user experience practices for great user to deliver customers. the characteristics quality enables the monitoring quality experience is of a person’s company to enhance and execution. embedded in the interaction with your and optimize over organization’s DNA. company. time. 21
  • 22. 22
  • 23. The more things are brokered through digital products and services, the more important it is to look into how these companies operate. -Gene Smith Interaction 13/ January 2013 23
  • 25. picture It’s about facilitating insight (supported by a design process) 25
  • 26. What needs to be done is already known by the company.  It's just not consciously known. What I can do is to help facilitate that knowledge into consciousness.   -Dave Gray Interaction 13/ January 2013 26
  • 27. It’s about the people and the relationships. 27
  • 28. You could have the best recommendation in the world and the smartest person in the room, but it's a change management problem. Have to understand the subtle dynamics of how people feel and how they work together and you have to be able to influence that.   -Karen McGrane 28
  • 29. It’s about teaching a company to fish. 29
  • 30. We ask: what are the processes and capabilities we need to have in place internally in order to continue to deliver this experience on an ongoing basis? -Jesse James Garret 30
  • 31. The solution is not the service. The service is the path we can provide. 31
  • 32. Understand the Figure out Create a plan for problem and identify how to make implementation the opportunity. change happen. and sustainability. research, prototype, test, refine 32
  • 33. We have come prepared… 33
  • 35. Ability to listen to customers Systems level problem solving Facilitating consensus Inquiry based processes Ability to go deep Patience around finding solutions Seeing multiple facets of a problem 35
  • 36. A lot of business problems that fail in analytic approaches are much better served with a design approach. - Steve Baty Interaction 13/ January 2013 36
  • 37. The UX field benefits because all of us have a ground in making things. That is incredibly powerful. We're starting from being the builders. And moving upstream into the strategy world. -Karen McGrane Interaction 13/ January 2013 37
  • 38. But we’ve had to learn new things… 38
  • 39. Picture 39
  • 40. How to use and understand their language   How business models work Being really good at translation Understanding how organizations work Basic sales stuff Budget and numbers Evangelizing and persuasion Intellectual honesty and strength 40
  • 41. So what does the future look like? 41
  • 42. Ecosystem maps will be the new journey maps Customer experience professionals and business process pros will become best friends Customer experience pros will chase employee engagement Firms will pay a premium for scarce talent Forrester, January 2013 42
  • 43. Picture 43
  • 44. There’s way more clients who don't get it than those who do. It's the forward edge of the market that recognizes the value of an experience driven approach at the strategic level. -Jesse James Garrett Interaction 13/ January 2013 44
  • 45. There's a step that a designer needs to take where they abstract out from their particular type of design and recognize that at an abstract level there's a design process that has common principles. Once you can take the step you can start to appreciate the intent of the design process and then apply it in other ways. -Steve Baty Interaction 13/ January 2013 45
  • 46. So much opportunity if people want to be leaders. But they're going to need to know how businesses run. -Samantha Starmer Interaction 13/ January 2013 46
  • 47. I would be interested to see the field to stop acting like we are impostors and to start embracing this more fully. -Karen McGrane Interaction 13/ January 2013 47
  • 48. THANKS! 48

Editor's Notes

  1. An industrial design, for example, had to be accountable to business. Understanding process. Understanding the economics of materials. Understanding holistically how the business worked.
  2. In a digital space we didn’ t ’ have to think about business…we had a group of technologist in a room some where who could magically create what we designed.
  3. But the world is a very different place. [talk about ecosystems of product and service] Portable computers became ubiquitous the morphed into even smaller, more powerful and cheaper phones and tablets Mass product and consumption of news, entertainment, products service and ideas have lost the battle, giving way to personalization and customization Control of information shifted from the media to the forum of public opinion and everything has become connected
  4. These are some of the companies who have embraced and have excelled at “customer experience”
  5. As I come at this from only one narrow angle, I needed some help to tell the story. So I’ve created this virtual panel. All of these “UX Pros” have deep knowledge of design and the industry. Almost all have been in the business more than 15 years. And they are some examples of people who are functioning as management consultants to the clients and companies they serve. So…I asked them for input in this presentation so as to better understand the range or work, challenges and insights that they’ve encountered. It was also interesting to hear that they had new labels for themselves in this context: coach, facilitator, catalyst, translator, as well as designer.
  6. So if you take a look at what these folks have been doing you see some common common activities. The kinds of help they were giving to their clients.
  7. DG
  8. SB
  9. Mention expense report system story.
  10. There are a lot of business management consultancies and innovation firm incumbents out there who are edging into the customer experience space. Here’s what IDEO says: At IDEO, we combine design thinking and traditional corporate strategies to help clients create avenues for market growth.  They say: Whenever a company designs a new product, service, or experience, it is essentially designing its business.
  11. But when you think of how other types of consultants work. It’s often the subject matter expert who gets the gig. Like a cop, who becomes a consultant for a TV show. Or a doctor who consults M&A transactions in the health industry. So why shouldn’t the subject matter experts for user experience step up to these business demands? That’s our challenge and our opportunity.
  12. Experience strategy: as well as defining the priorities that will help us get there. There should be a global experience strategy, as well as a more focused set of priorities for each application. Customer understanding: Understanding their needs will enable us to identify opportunities for delivering an experience that goes beyond expectations. UX design: through the applications and services that support the business process UX design can extend beyond the application itself, to how we can improve the on-boarding and transition of customers. Governance: will be essential for ensuring a consistent user experience.
  13. But I have only one perspective. So I took spent some time with the interview transcripts, to see if I could tease out some common threads across the experiences of our illustrious panel. There was a fairly wide range of activity amongst this small group, but there were some very clear themes related to the work they were doing in the domain of business consulting.
  14. Business consulting for all of these folks was about facilitating insight. I say supported by a design process because facilitation had many dimensions and wasn’t always about design. But the primary value of their service to the client was around integrating a new approach and new way of thinking about problem solving. Not one of these consultants thought they were the ones coming in with the big idea or solution. They were there to help the client understand their customers, the problem space and get to the best insights in a very collaborative way. Here are some of the things I heard: Person delivering the solution is not generally aware of all the stakeholder needs There's no channel for taking research findings to the larger organization when working on a specific product Often the people have great idea of where they need to go, but often their ideas aren't synthesized or connected.  Companies have the illusion of being efficient when they're really being inefficient. I work with people who need someone to think with about their challenges about how to solve them.  Guiding a client through a decision making process. Instead of telling them what them solution is I'm teaching them how to find it for themselves.
  15. This is the land of the soft skills. Listening, communication, consensus building. All the things that are crucial to seeing change within an organization. It’s about truly being a part of their team. It’s about talking in a way they can understand as well as helping them communicate to their own employees. Some of you are used to putting together presentations that unveil and idea or an approach or a solution, but all of these folks seemed to be helping their clients build their own presentations. Here are some of the things I heard: Helping companies envisage, communicate and design their new workplace.   Involved months of pre-selling.  Building consensus. I work with clients on a long-term basis so that I really get to know their business. Connect what you want to do with what they want to do.  The more you try to control people the more they resist control. How to communicate a concept.  The way in which you communicate a concept is not standard for everybody.   Getting to know a sense of what they feel comfortable with. Dealing with power dynamics and multi-stakeholder environments. Overcoming the fear of changing. Letting other people do the work.   Over time reminding them of why we do things this way and why it matters What you need are internal champions.  That's where you start to see those culture changes.
  16. This is a picture from one of the projects I’m working on right now. What’s been so awesome about where we’ve come is that we’re seeing individual employees as well as the company change the way their thinking and working. [tell story] This was another big theme. The reality is that a company doesn’t want to rely on a consultant forever. It just doesn’t make economic sense. And it’s not scalable over time. So part of our job is helping the client begin to adjust and learn so that they can begin to take on more things themselves. It doesn’t mean that their becoming interaction designers, they’ll either neither to hire those experts or continue outsourcing, but they can begin to make decisions on their own. And the can grow and maintain what we help them build. Here are some of the things I heard about this: Help them do the work but understand what the work looks like and how to measure it over time The transition to mobile is adding a layer of complexity.  And companies have to deal with this level of complexity.  They have do deal with it in their org structures and practices.  Teaching companies how to communicate, connect and coordinate activities.  Helping them restructure departments and roles in a way that will enable greater impact across the business.  Working a level above product: multiple product lines and how to integrate them successfully. Teaching them how to measure experience efforts against other ways to increase usage.  To articulate KPIs.  Giving them the tools to engage in a design process on their own.   UX is everybody's responsibility, *not just the responsibility of one person or department
  17. After talking to these folks, the thing that struck the deepest cord was this.
  18. So what is that path, exactly? Assuming the role of the business consultant that facilitates, works with people and helps a company to fish might look a little like this. And all of these things involved deisgn.
  19. So like I was saying, the subject matter experts should be the ones who are among those help to advise companies on how to gain value through a better customer experience. So I asked our dear panelists what they thought differentiated them from the McKinsey and Bains of the world when it comes to this kind of work. What was it in their UX background that helped them naturally evolve into this kind of work?
  20. But of course, we’ve had to learn new things. It ain’t all peaches and cream. Just went we think we’ve got it we’re being dragged through the corridors with another new challenge. And some of those things might bring a little discomfort your designerly mind. As mentioned earlier, we should be partners with business. Rather than thinking of it as something that gets in the way it should be a channel through which we work. Many of the people I spoke to profess to still be learning. Their veterans with years in the industry but they anticipate having to do this another five years before they get it right.
  21. Forrester thinks we're still some time away from CX being embedded to that degree.  It's really only a small minority of orgs that have been at the CX game for some time. The vast majority is dabbling ---- and some have yet to realize the importance of CX as a business driver.   Early adopters will refocus their efforts to drive differentiation Companies in the mainstream will continue to seek buy-in Late adopters will panic as they realize how far behind they are
  22. But for us. Those of us with a background in design and user experience. What’s that look like? Most of the people I spoke to see the opportunity but wanted to point out the tough road getting there. And they actually spoke with mixed levels of optimism. No easy path but a worthwhile pursuit.  No more overnight success.   Designers are well positioned to see the future, but I don't think there's a lot of patience.  It's going to take a long time to learn this stuff.  Organizational cultural inertia is forced to be reckoned with.  Internal UX teams.  I'd be surprised if this didn't become a standard part of any UXers toolkit.  Either that or your a commodity provider of basic designers.  My advice is that they will at some point in their careers be responsible for this kind of organization change.  Don't need to ask yourselves right now.  10-15 years into your career.   Depth of experience is key.  Wishes apprenticeship and practice for designers was much longer.