THE SHIFT UX DESIGNER AS
BUSINESS CONSULTANT Davide ‘Folletto’ Casali

Manifesto Ibridi F E L
L O W UX REDIRECTOR NIGHT.EU ADVISOR

@Folletto

Who here already have a
seat at the CxO / VP / MD table?

Frame Canvas Brushes ENVIRONMENT PROJECT
TOOLS

WHAT SHIFTS?
INTRODUCTION

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)

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

My Client Does Not Understand
Me

My Boss Does Not Understand
Me

My ____ Does Not Understand
Me

A story— a european telco
4 weeks project overtime overbudget frustration Solved with a 3 hour workshop

We love our craft, often
more than results.

Anger. Frustration. Long
days. Misunderstandings.

HUGE EGO IMPOSTOR SYNDROME DIFFERENT
REASONS FOR DIFFERENT PEOPLE (hope you’re not here)

Early Red Flag: Any empty
criticism against the client.

A design that doesn't get
used is a failed design by definition

THE SHIFT Use the core
skills of designers on a different objective.

ProductDesigner

Organization ProductDesigner

CONWAY’S LAW Any organization that
designs a system will produce a design whose structure is a copy of the organization's communication structure.

Are you designing the ideal
organization to craft the final product?

FRAME
PART I

A story— cross-country team for
USA client KPI re-alignment project no objective stated middlemen yes-men Counter-pitched with a new approach

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

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.

SET EXPECTATIONS Here’s what you
are going to get: ____

CANVAS
PART II

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

Business Needs Take the brief
and identify the end-goal of the project in business terms.

Understand the Business Model Business
Model Canvas

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.

Hidden Request The untold truth
about the project: personal interests, company politics, etc. Business Needs

Who pays? Who gains? Who
loses? POLITICS

Impact Systems Maintenance Workflows Backoffice
Work Other units Other projects Campaigns Brand perception

Agency Marketing Client Development /
IT One Team Other

Rhythm

do observe think dotL O
O P The Dot Loop, the simplest process possible (2010)

BRUSHES
PART III

by Enrico Baldetti
Visualize Everything

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.

PLAN 1-WEEK ITERATIONS DELIVERABLES DIFFERENT
STREAMS MILESTONES PHASESREVIEWS A good project manager is your dearest friend.

Frame Canvas Brushes ENVIRONMENT PROJECT
TOOLS

The Shift
ATTITUDE & ORGANIZATION

Is something missing? Let’s have
a chat. ;)

“ ” Bruno Munari To
complicate is easy, to simplify is hard. To complicate, just add, everyone is able to complicate. Few are able to simplify.

Thanks.
@Folletto
INTENSEMINIMALISM.COM