1. Developing
human-
centered UX
strategy
UX South Africa,
Johannesburg 2016
Source: benny-brainfunkys.blogspot.com

10. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy

11. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy

12. Part 1. Features aren’t experiences (or strategy)

15. To me, it’s like a return to the 1990’s when all our conversations
were about how to build stuff.

17. And we’d been making such progress with asking why, and for
whom…

18. Making features work is a usability thing.

19. Making features work is a usability thing

20. But even then, how far do we take this?

21. JOINING
INFORMATION
SEEKING
CONTENT
SEEKING
ADVICE
SEEKING
MONITORING TRANSACTING NETWORKING ADVOCATING
PRODUCT
ADDING
FEEDING
BACK
SHARING /
DELEGATING
CHANNEL
MANAGEMENT
RELATIONSHIP
MANAGEMENT
COMMS
MANAGEMENT
ACCOUNT
MANAGEMENT
LEAVING

22. Organising features can be powerful and effective.

23. CONSUMER UPTAKE THROUGH THE LIFECYCLE
POWER USER
& ADVOCATE
EXPLORATION
&EXTENDED
USE
TRIAL &
REPEAT
FIRST TIME
USER
ONLINE
PLAN BOOK BEFORE YOU FLY AFTER YOUR TRIP
Voyager
(awards)
Save
itinerary
Specials,
tour and
packages
Create
itinerary
Hotel Car
Book with
miles
Book with
miles
Book
Seat and
meal
Self service
baggage check in
Self service
check in
Review
miles
Respond
to Voyager
specials
Redeem
Miles
Join
Voyager
Unmanaged
business
Manage my booking
(partial)
Manage my booking
(Full)
Online
check in
Voyager
(upgrade )
Voyager
(awards)
Dynamic
packaging
E-ticket
Advocacy
Miles for friends
AT THE AIRPORT

24. HOME | ABOUT SAA | DIVISIONS > CHANGE LANGUAGE /REGION
<< Back to searchSpecials | Packages | Your Mileage | Book a Flight | Book a Car | Book a Hotel
LOGIN
VOYAGER username *****
Why Voyager?
FAQs | Browser Requirements | Policies and Disclaimer | About Security
BOOK BEFORE YOU FLY AFTER YOUR TRIP BUSINESS TRAVEL
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CUSTOMER SERVICES
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1.
2.
3.
3. & 4.
1. First time user 2. Trial and repeat use 3. Exploration & extended use 4. Power user & advocate

27. This is all good. We are moving beyond features to experience.
We’re starting to look at:
• the spaces between features
• and the kinds of connections that exist between features
• and the systems in which they operate (those internal and
external to the service provider)

28. But how do we start to unpack what experience is?

30. The human condition

34. The irrational (Alan Greenspan)

42. Emotion (Hassenzahl)

55. A good place to start?
Become very sensitive to your relationship to things.

56. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy

57. DAY-TO-DAY
FRIENDS
WEEKEND
FRIENDS
TWICE-A-YEAR
FRIENDS
BIANNUAL
FRIENDS

64. Source: https://za.pinterest.com/pin/340584790548475120/

66. Source: https://za.pinterest.com/pin/340584790548475120; www.fintellix.com; blogs.forrester.com

67. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy
• Human-centered design
• Experience design
• Strategy
• The framework

68. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy
• Human-centered design
• Experience design
• Strategy
• The framework

69. IDEO’s model for human-centered design

75. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy
• Human-centered design
• Experience design
• Strategy
• The framework

76. Experience Design, amongst other issues, is concerned with the
design of goal-directed action.
Unlike Usability Design, which shares this concern but aims to
support people’s use of technology, Experience Design focuses on
the degree and character of the emotional engagement that users
feel during their journey towards their goals.

77. You can’t design experiences!!!

78. You can’t design experiences!!! Experiences are just...had.

79. Well, yes and no. Although experiences are subjective they can still be curated.

81. Marc Hassenzahl’s Hierarchical Model of Goals (WWH Model)

83. Feeling like you are the cause of
your own actions rather than
feeling that external forces or
pressure are the cause of your
action
Feeling that you are very capable
and effective in your actions rather
than feeling incompetent or
ineffective

84. Feeling that you have regular
intimate contact with people who
care about you rather than feeling
lonely and uncared for
Feeling that you are developing
your best potentials and making
life meaningful rather than feeling
stagnant and that life does not
have much meaning

85. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy
• Human-centered design
• Experience design
• Strategy
• The framework

86. Strategy is ‘…a high level plan to achieve one or more goals under
conditions of uncertainty’

87. These conditions of uncertainty can range from, by way of example,
contextual factors such as technology, society, environment,
politics, economics and culture, to market factors (such as the
competitor landscape), to the internal dynamics of organizations,
etc.

88. A further characteristic of strategy is that it operates over a long-
term and thus sustainability is a key factor in the assessment of
strategy for its effectiveness in execution.

89. It could therefor be argued that the skill in strategy development is
the creation of a plan that is sustainable under conditions of
uncertainty.

91. Richard Rumelt provides what he refers to as the ‘kernel’ of strategy, a
generic ‘underlying structure’ to any good strategy. The kernel is described
as follows:
1. A diagnosis that defines or explains the nature of the challenge;
2. A guiding policy for dealing with the challenge; and
3. Coherent actions designed to carry out the guiding policy.

92. Strategy development, in the absence of a human-centric approach, does
not however always place the same emphasis on the user or customer as
HCD.
Where, for example, business strategy’s objective is the sustainability of
the business, human-centered design strategy’s objective lies in
improving the human condition.

93. The two are not however mutually exclusive.
In fact, it is the merging of these concerns that has resulted in design’s
contemporary positioning as a tool for organizational and business
development.

94. Part 1. Features aren’t experiences
Part 2. Relationships
Part 3. A framework for human-centered strategy
• Human-centered design
• Experience design
• Strategy
• The framework

95. Value-in-use and the co-creation of value
(concepts from the Service Dominant
Logic of Marketing)

96. 1. The conceptualization of value-in-use requires a deep
understanding of the user / customer, their context of use and
the broader factors at play in the lives of people (such as
society, politics, the marketplace, economics, culture, etc.)
2. By virtue of the co-creation of value the customer and business
are always in some kind of relationship and
3. It is a design activity to ensure that the nail delivers on the
promise of the business to answer the need of beautifying my
home.

97. Implicit in the points just made is the idea that relationship models,
when appropriately applied, can assist in conceptualizing and
communicating the strategic pivot between understanding what
users and customers need (in context) and designing the solution.

119. Relationship models embody the guiding policy and orientate the
coherent actions required from strategy in a human-centered
manner.

120. Relationship models ensure that psychological motivations become
the design solutions’ reason for being and they orientate
experience as strategy.

121. Thank you.
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www.firma-design.com
@firma_JHB
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