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Why UX #FAILS (with notes)

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Presentation for STLUX (with notes). Sorry this is not the entire talk but I'll provide a better one later.

Published in: Design, Business, Technology

Why UX #FAILS (with notes)

  1. 1. ChrisFeix Director of the Ultimate Experience @GoRevCo gorevco.com
  2. 2. PART 1
  3. 3. UX vs. UI Confusion LinkedIn is the problem.
  4. 4. UX vs. UI Confusion The User Experience helps the user decide on whether or not they will act. Emotional
  5. 5. UX vs. UI Confusion The User Interface gives the user the means in which to act. Technical
  6. 6. Apple UX Clean, modern, simple, unwavering. The computer symbolizes an extension of human thought, communication, and memory.
  7. 7. Apple UI Not quite the same experience as their brand promise. That’s because their brand promise is buried in their hardware.
  8. 8. UX: What ISN’T your job? 1. Branding? 2. Web site design? 3. Customer service processes? 4. Marketing assets? 5. Mobile app project? 6. Interior design? 7. Staff training?
  9. 9. UI: What ISN’T your job? 1. Branding? 2. Web site design? 3. Customer service processes? 4. Marketing assets? 5. Mobile app project? 6. Interior design? 7. Staff training?
  10. 10. UX: You are here. Digital. UX CD AD Designers SOCIAL MEDIA CD AD DesignersUI Developers UICDAD Designers UI Developers WEBSITES APPSGAMES
  11. 11. UI: You are here. Digital. UX CD AD Designers SOCIAL MEDIA CD AD DesignersUI Developers UICDAD Designers UI Developers WEBSITES APPSGAMES
  12. 12. Shhh… It’s some sort of secret. UX UX UX UX SOCIAL MEDIA UX UX UXUX UX UIUXUX UX UX UX WEBSITES APPSGAMES
  13. 13. Are you a part of leadership? How does your company value UX? How does your company promote? If you are truly responsible for your company’s UX, then you MUST be on a level playing field with the people that ultimately make the decisions.
  14. 14. 4 Steps to utter failure 1. Tom is an excellent Artist 2. Let’s make him an Art Director 3. Art Directors manage people 4. Lets give Tom people to manage
  15. 15. Are you a part of leadership? YOU You’ve been promoted to Director!
  16. 16. Are you a part of leadership? NOT YOU But you aren’t good at managing people.
  17. 17. Are you a part of leadership? LEADERSHIP = MANAGEMENT Now your work suffers because you’re mired down in managing people. And the people suffer because you’re a terrible manager.
  18. 18. If you are truly responsible for your company’s UX, then you MUST be on a level playing field with the people that ultimately make the decisions. That DOESN’T mean you have to manage people.
  19. 19. PART 2 Business Goals vs. People Goals
  20. 20. The corporate agenda is flawed.
  21. 21. The corporate agenda is flawed. Lessons learned serving in the Marines… Solutions are top down instead of bottom up Solutions are Action-motivated vs. Results- motivated Projects have predefined expectations Budgets & Timelines (Good UX has no end date.) Are you designing for a client or their users? Does the client know this?
  22. 22. Outcome Driven Innovation “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!” Theodore Levitt What Customers Want, by: Anthony Ulwick Theodore (Ted) Levitt born 1925 Germany Coined (popularized) the term “Globalization” 1983 Harvard Business Review Creativity Is Not Enough, Harvard Business Review, 1963.
  23. 23. What defines great UX? (In terms of interfaces) Nobody wanted these. Everyone thought they would fail. Until they hit the market... THEN THEY SOLD OUT!
  24. 24. Do you find it easier to just build familiar interfaces? A good user experience is “fast to learn and maintains consistency”. A great user experience is that, plus it “delivers on the brand promise”. It doesn’t have to be a familiar interface.
  25. 25. When they are wrong YOU ARE WRONG. Customers should not be trusted to come up with solutions; they aren’t expert or informed enough for that part of the innovation process. People only know what they have experienced. How will you ever invent anything? They are not experts in innovation. When you take product solution orders from your customers you become McDonald’s
  26. 26. ‘Scat’tergun Brainstorming 1. When it comes to innovation, the job, not the product, must be the unit of analysis. 2. Opportunities (which are unmet needs) dictate which market growth paths to pursue.
  27. 27. PART 3 Putting together the winning team.
  28. 28. How to work with “winners”.* Important projects get assigned to important people. All the departments must be represented.
  29. 29. How to work with “winners”.* *Highest volume of “winners” assigned to Enterprise-level
  30. 30. They are winners for a reason. Five qualities for climbing the ladder to success: • Flexibility. • Honesty. • Leadership. • Accountability. • Intelligence.
  31. 31. But you’re dealing with these mother f*ckers
  32. 32. Stuck in Middle Management Vortex 5 qualities of a good middle manager: 1. Ability to persuade 2. Strategic thinker 3. Cultural fit 4. Measurable success 5. Hard worker / Devotion to team Five qualities for climbing the ladder to success: 1. Flexibility 2. Honesty 3. Leadership 4. Accountability 5. Intelligence.
  33. 33. Which leads to…
  34. 34. Which leads to… Department-specific functionality that eats up large portions of the budget Pushing the envelope is prohibited. Mediocrity is the only way to make EVERYONE happy Whole-project solutions fall short of individual expectations.
  35. 35. PART 4: Summary Remember: UX is based on the user’s opinion. Sometimes users are wrong. But EMPATHY is a critical quality of a good User Experience
  36. 36. Did you get their opinions before or after development? Probably both. Which opinions cost you the most money? Which opinions made the product better?
  37. 37. Design earlier – develop later.
  38. 38. Make sure clients value UX. Entertain, Evaluate, Empathize, Educate Ask them about their past experiences. Start objective conversations early. Ask why 6 times.

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