SlideShare a Scribd company logo
Mar 5, 2013
IA Konferenz ‘13
User Experience Practice
in a Rapidly Changing
World
Josh Seiden
@jseiden
www.neo.com
Me and my #hashtags
Josh Seiden
www.neo.com
@neo_innovation
@jseiden
#leanUX
#leanStartup
#leanUXbook
1. CHANGE IS THE NEW REALITY
2. ADAPTING OUR PRACTICE
3
4
Old assumptions, new reality
4
4
Old assumptions, new reality
4
4
Old assumptions, new reality
4
Old assumptions, new reality
No more “Model Years”
6
No more “Model Years”
6
SOFTWARE
ENABLES
CONTINUOUS
CHANGE
7
Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile
Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile UX
Agile UX
Agile
Business
Design?
Business?
Design?
Coping with Continuous Production
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile
Business
Design?
Business?
Design?
Enterprise?
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile
SOFTWARE IS
EATING THE
WORLD.
10
Mark Andreessen,
WSJ, Aug 2011
HOW CAN WE
ADAPT OUR
PRACTICE TO THIS
NEW REALITY?
11
12
THE PRINCIPLES
Resilience
over strength
Pull
over push
Risk
over safety
Systems
over objects
Compasses
over maps
Practice
over theory
Disobedience
over compliance
Emergence
over authority
Learning
over education
Text
h&p://www.media.mit.edu/about/principles
AGENDA
1. CONTINUOUS LEARNING
2. SMALL X-FUNCTIONAL TEAMS
3. ENABLE MAKING
4. MANAGE OUTCOMES
5. A NEW ORGANIZATION
13
1CONTINUOUS LEARNING
14
Internet Mouse
Internet Mouse
Reduce Inventory, Risk and Waste
Make a
design
decision
Get feedback
from market
Concept credit: @clevergirl
Reduce Inventory, Risk and Waste
This is
going to
be BIG!
Make a
design
decision
Get feedback
from market
Concept credit: @clevergirl
Reduce Inventory, Risk and Waste
Nope.
This is
going to
be BIG!
Make a
design
decision
Get feedback
from market
Concept credit: @clevergirl
Reduce Inventory, Risk and Waste
Nope.
This is
going to
be BIG!
Make a
design
decision
MONTHS Get feedback
from market
Concept credit: @clevergirl
Reduce Inventory, Risk and Waste
Nope.
This is
going to
be BIG!
Make a
design
decision
MONTHS
HOURS
Get feedback
from market
Concept credit: @clevergirl
A system built on continuous learning
17
Risk
Diagram concept: @clevergirl
Learning!
Build it
18
Figure out if it works
Then
Build it
18
Figure out if it works
Then
2SMALL X-FUNCTIONAL TEAMS
19
EVERY PROJECT
STARTS WITH
ASSUMPTIONS
20
CUSTOMER PROBLEM SOLUTION
BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
OUTCOME
CUSTOMER
ACQUISITION
EARLY
ADOPTER
360° ASSUMPTIONS
Business
Design?
Business?
Design?
REMEMBER THIS?
Business?BUSINESS
Lean Startup
DESIGN
Agile UX
DEVELOPERS
Business
Design?
Business?
Design?
THIS DOESN’T WORK
Business?BUSINESS
DESIGN
Agile UX
DEVELOPERS
Small, dedicated, co-located & cross-functional
Small, dedicated, co-located & cross-functional
Small, dedicated, co-located & cross-functional
1. Two-pizza teams
Small, dedicated, co-located & cross-functional
1. Two-pizza teams
2. 1 project each
Small, dedicated, co-located & cross-functional
1. Two-pizza teams
2. 1 project each
3. 1 location (same time zone)
Small, dedicated, co-located & cross-functional
1. Two-pizza teams
2. 1 project each
3. 1 location (same time zone)
4. Self-sufficient
Case Study: PayPal
3ENABLE MAKING
26
What’s the smallest thing we can build?
27
What’s the smallest thing we can build?
27
Twitter Bootstrap
Design Systems at GE
30
4MANAGE OUTCOMES
31
Output, Outcome, Impact
Output, Outcome, Impact
§ Output: the software we build. The materials we produce. Easy
to measure. Example: A new log-in page.
Output, Outcome, Impact
§ Output: the software we build. The materials we produce. Easy
to measure. Example: A new log-in page.
Output, Outcome, Impact
§ Output: the software we build. The materials we produce. Easy
to measure. Example: A new log-in page.
§ Outcome: the change in the world after we deliver output.
Harder to measure. Example: increase user log-in rate.
§ Impact: the change we see over time.
Very hard to measure. Example: Our service is profitable.
Output
Outcome
Impact
Don’t manage output.
Instead, focus on outcomes.
Don’t make teams responsible for impact.
Case Study: TheLadders
Case Study: TheLadders
14%
Case Study: TheLadders
Case Study: TheLadders
63%
5A NEW ORGANIZATION
40
Business
Design?
Business?
Design?
Enterprise?
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile
42
Business model validation
Product validation
Small team
42
Business model validation
Product validation
Small team
Culture / Infrastructure to support continuous learning
Stakeholders
Small-chunk, outcome-based, predictable funding
$$$
AGENDA
1. CONTINUOUS LEARNING
2. SMALL X-FUNCTIONAL TEAMS
3. ENABLE MAKING
4. MANAGE OUTCOMES
5. A NEW ORGANIZATION
43
THANK YOU!
@jseiden
www.leanuxbook.com
www.neo.com
44

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