Developing Human Centered UX Strategy

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

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

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

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

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

7. Making features work is a usability thing.

8. Making features work is a usability thing

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

10. 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

11. Organising features can be powerful and effective.

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13. 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 A STAR ALLIANCE MEMBER PLAN SPECIALS & TOURS | DESTINATIONS | ROUTES | SCHEDULES | CAR HIRE | ACCOMMODATION CUSTOMER SERVICES New to us: Why SAA? First time flyer? Primary content area PLAN with Voyager Your mileage: 53 000 > Book with miles > where can I go? > Calculator > Update your details PLAN AN ITINERARY Select a destination: London Tours & packages Care hire Accommodation SEARCH Or Get ideas based on your budget R GO > Have you thought about…? Join Voyager | Plan an Itinerary | Ideas based on your budget 1. 2. 3. 3. & 4. 1. First time user 2. Trial and repeat use 3. Exploration & extended use 4. Power user & advocate

14. 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)

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

16. The human condition

17. The irrational (Alan Greenspan)

18. Emotion (Hassenzahl)

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

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

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

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

24. 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

26. IDEO’s model for human-centered design

28. 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.

29. You can’t design experiences!!!

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

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

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

33. 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

34. 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

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

37. 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.

38. 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.

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

40. 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.

41. 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.

42. 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.

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

45. 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.

46. 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.

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

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

49. Thank you. contactus@firma-design.com www.firma-design.com @firma_JHB Unless otherwise stated images, including photographs, have been created by Firma or sourced from the Web. Should an image have been used without appropriate acknowledgement please be in touch with us and we will immediately make amends.