The Shift: UX Designer as Business Consultant (2016)

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This is the updated version of my successful Interaction 14 talk: http://www.slideshare.net/folletto/the-shift-ux-designers-as-business-consultants

UX is a broad field and designers are increasingly playing a strategic role in many companies. Be that designer.

Businesses are increasingly adopting user-centered approaches to create experiences, moving UX design to be one of the core activities driving the company strategy and operations.

This is an incredibly valuable opportunity that we designers can take to step up and contribute to create the great experiences and services they envision, taking our vision, tools and understanding to a different level. But we need to learn the new skills to play at this table, a table that's often speaking a different language with a lot of politics and different stakeholders.

Published in: Design, Business

The Shift: UX Designer as Business Consultant (2016)

  1. THE SHIFT UX DESIGNER AS BUSINESS CONSULTANT Davide ‘Folletto’ Casali
  2. Manifesto Ibridi F E L L O W UX REDIRECTOR NIGHT.EU ADVISOR
  3. @Folletto
  4. Who here already have a seat at the CxO / VP / MD table?
  5. Frame Canvas Brushes ENVIRONMENT PROJECT TOOLS
  6. WHAT SHIFTS? INTRODUCTION
  7. Inertia and resistance to change Lack of senior-level client sponsor for UX Client doesn’t understand UX processes Client lack of vision, strategy & business- case Lack of resources Lack of 
 time Lack of 
 budget Lack of commitment 
 to UXDriven by technology & constraints Consultant & agency attitudes Consultant skills & experience Politics & organizational silos Client doesn’t measure or understand the value of UX Low stakeholder engagement Ineffective communication & persuasion BARRIERS TO MAKE UX HAPPEN SURVEY Thanks to Jason Mesut Source: Making UX Happen survey of top 3 barriers (94 respondents)
  8. Micro management Client unwilling to learn Cultural differences Low design sensibility Working with someone not right Politics Process issues Comm. Gaps Unclear Vision Lack ofTrust Everyone is a designer Politics & organizational silos Lack ofTime Too Many Stakeholders Bad Expectations Source: UXHK 2015 Workshop Project Management BARRIERS TO MAKE UX HAPPEN UXHK 2015 WORKSHOP
  9. My Client Does Not Understand Me
  10. My Boss Does Not Understand Me
  11. My ____ Does Not Understand Me
  12. A story— a european telco 4 weeks project overtime overbudget frustration Solved with a 3 hour workshop
  13. We love our craft, often more than results.
  14. Anger. 
 Frustration. 
 Long days. 
 Misunderstandings.
  15. HUGE EGO IMPOSTOR SYNDROME DIFFERENT REASONS FOR DIFFERENT PEOPLE (hope you’re not here)
  16. Early Red Flag: Any empty criticism against the client.
  17. A design that doesn't get used is a failed design by definition
  18. THE SHIFT Use the core skills of designers on a different objective.
  19. ProductDesigner
  20. Organization ProductDesigner
  21. CONWAY’S LAW Any organization that designs a system will produce a design whose structure is a copy of the organization's communication structure.
  22. Are you designing the ideal organization to craft the final product?
  23. FRAME PART I
  24. A story— cross-country team for USA client KPI re-alignment project no objective stated middlemen yes-men Counter-pitched with a new approach
  25. ROI (abbr.) 1. Return On Investment The earning power of assets measured as the ratio of the net income (profit less depreciation) to the average capital employed (or equity capital) in a company or project. Expressed usually as a percentage, return on investment is a measure of profitability that indicates whether or not a company is using its resources in an efficient manner. For example, if the long-term return on investment of a company is lower than its cost-of- capital, then the company will be better off by liquidating its assets and depositing the proceeds in a bank. Also called rate of return, or yield. Budget (noun) An estimate of costs, revenues, and resources over a specified period, reflecting a reading of future financial conditions and goals. One of the most important administrative tools, a budget serves also as a (1) plan of action for achieving quantified objectives, (2) standard for measuring performance, and (3) device for coping with foreseeable adverse situations. Bottom Line (def.) 1. Net Income After Tax 2. What is left after all is said and done. Risk Analysis (def.) 1. Corporate: As a component of risk management, it consists of (1) Identification of possible negative external and internal conditions, events, or situations, (2) Determination of cause-and-effect (causal) relationships between probable happenings, their magnitude, and likely outcomes, (3) Evaluation of various outcomes under different assumptions, and under different probabilities that each outcome will take place, (4) Application of qualitative and quantitative techniques to reduce uncertainty of the outcomes and associated costs, liabilities, or losses. Scope Creep (def.) Small changes in a plan or project that necessitate other changes which lead to still more changes ... and so on. Learn Their Vocabulary
  26. EDUCATE Can you make the logo bigger? I need the 12 pages designed by Tuesday. Can you do your design stuff on this deck? A week is enough right? This is her idea and I just think it’s too brilliant to be bothered by rules. It would save us a lot of trouble if we didn’t have to pay you.
  27. SET EXPECTATIONS Here’s what you are going to get: ____
  28. CANVAS PART II
  29. A story— a european bank 1+ years contract RFP identical to existing activities they wanted to replace existing agency internal power struggle We stepped out
  30. Business Needs Take the brief and identify the end-goal of the project in business terms.
  31. Understand the Business Model Business Model Canvas
  32. Clients from Hell · January 14, 2014 CLIENT
 We need you to design an app for our company. ME Okay. What would you like the app to do? CLIENT
 Keep me from losing my job.
  33. Hidden Request The untold truth about the project: personal interests, company politics, etc. Business Needs
  34. Who pays? Who gains? Who loses? POLITICS
  35. Impact Systems Maintenance Workflows Backoffice Work Other units Other projects Campaigns Brand perception
  36. Agency Marketing Client Development / IT One Team Other
  37. Rhythm
  38. do observe think dotL O O P The Dot Loop, the simplest process possible (2010)
  39. BRUSHES PART III
  40. by Enrico Baldetti Visualize Everything
  41. WRITE Write everything. Summarize & send to check. Have a clear call to action. Go for yes/no replies. If you use the text log against the client, you lost.
  42. PLAN 1-WEEK ITERATIONS DELIVERABLES DIFFERENT STREAMS MILESTONES PHASESREVIEWS A good project manager is your dearest friend.
  43. Frame Canvas Brushes ENVIRONMENT PROJECT TOOLS
  44. The Shift ATTITUDE & ORGANIZATION
  45. Is something missing? Let’s have a chat. ;)
  46. “ ” Bruno Munari To complicate is easy, to simplify is hard. To complicate, just add, everyone is able to complicate. Few are able to simplify.
  47. Thanks. @Folletto INTENSEMINIMALISM.COM

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