UX Intensive Copenhagen | Day 1 | Design Strategy

Day 1
Patrick Quattlebaum
5 MAY 2015
Design Strategy

ADAPTIVE PATH | UXI 2
DAY 1
DESIGN
STRATEGY
DS
The tools you
need to put your
designs into
business — and
vice versa
DAY 2
DESIGN
RESEARCH
DR
How to unearth
deep, practical
insights about the
people you want
to reach most
DAY 3
SERVICE
DESIGN
SD
Tools of modeling
and analysis that
shape smart and
systemic solutions
DAY 4
INTERACTION
DESIGN
IxD
How to design for
better interactions
and become a
better interaction
designer

ADAPTIVE PATH | UXI
Agenda
→ Let’s Talk About Design
→ Business & Design
→ Value & Principles
→ Alignment & Vision
→ Cupcakes & Viability
→ Product & Service Evolution
3
UX INTENSIVE
→ Twitter
• @uxintensive
• #UXICopenhagen
• @ptquattlebaum
→ Email
• apevents@adaptivepath.com

ADAPTIVE PATH | UXI
Let’s Talk About Design
→ What do you design?
→ Five key beliefs
→ What do you believe?
4
DESIGN STRATEGY

What do you design?
→ Digital Design Agency
→ UX Agency
→ Experience Design Consultancy
→ Service Design Firm
→ Web Design Agency
→ Mobile Designers
→ That place that coined AJAX

Digital Interfaces
Adaptive Path

In-Person Interactions
Toi Valentine

Friend searches for cancer support resources online
and orders kit through Giving Comfort website.
PRIORITIES: Easy to find site via web search,
fast and easy ordering, ability to include a personal
message with delivery.
Purchased with giver’s
personal credit card.
Funded by donations from individuals, corporate partners and foundations. 100% of
donations from individuals are used to purchase products and ship to recipients.
Staff member orders Giving Comfort kits online,
or use the kits they have in storage
PRIORITIES: Clinic/Hospital has storage for kits or
can receive kits promptly.
Community cancer support facility (hospitality
house, community center, etc.) orders Comfort Kits
or already has them in storage.
PRIORITIES: Location has storage for kits or can
receive kits promptly. Location can ensure distribu-
tion of kits to low-income patients.
A small package can make
a big difference.
home delivery
FundingWhoisthegiver?
Wherearetheylocated?
clinical setting community setting
H
What is comfort?
Warmth, positivity, friendship, family, reassurance, security, humor, laughter,
distraction, safety, memory, hope, hugs, smiles, home, support
+
Services

Wicked Solutions
Adaptive Path

Friend searches for cancer support resources online
and orders kit through Giving Comfort website.
PRIORITIES: Easy to find site via web search,
fast and easy ordering, ability to include a personal
message with delivery.
Purchased with giver’s
personal credit card.
Funded by donations from individuals, corporate partners and foundations. 100% of
donations from individuals are used to purchase products and ship to recipients.
Staff member orders Giving Comfort kits online,
or use the kits they have in storage
PRIORITIES: Clinic/Hospital has storage for kits or
can receive kits promptly.
Community cancer support facility (hospitality
house, community center, etc.) orders Comfort Kits
or already has them in storage.
PRIORITIES: Location has storage for kits or can
receive kits promptly. Location can ensure distribu-
tion of kits to low-income patients.
A small package can make
a big difference.
home delivery
FundingWhoisthegiver?
Wherearetheylocated?
clinical setting community setting
H
What is comfort?
Warmth, positivity, friendship, family, reassurance, security, humor, laughter,
distraction, safety, memory, hope, hugs, smiles, home, support
+

Does the business think of you as
just the advocate for the user?

BUSINESS EMPLOYEE
HUMAN
CUSTOMER

As a designer, part
of your job is to
understand and
empathize with the
full spectrum of
stakeholders and
their needs.
LET’S TALK ABOUT DESIGN
CUSTOMER
EMPLOYEE BUSINESS
EMPATHY
TRIANGLE

Whether you like it or
not, you have to work
with other people. You
can either work at them
or work with them. It’s
your choice.
Sarah B. Nelson
Adaptive Path

http://www.angeltours.co.uk/assets/tours_images/Longleat_Maze_-_Fun_Unlimited.jpghttp://www.artefactgroup.com/wp-content/uploads/2013/02/empathy_design.gif

Designers are empathic problem
solvers who are skilled at aligning
business, customer, and employee
needs within a speciﬁc context.

How does your organization
talk about value?

BUSINESS
EMPLOYEECUSTOMER
Co-value

How integrated are thinking and
making in your organization?

Thinking
http://foliovision.com/images/2012/10/Rodin-the-Thinker.jpg

UX Intensive Copenhagen | Day 1 | Design Strategy

Making
http://farm4.staticﬂickr.com/3013/2614466422_87da07eb78_o.jpg

Do you work in the black box
of design?

THESE ARE BOTH
DESIGNERS
Adaptive Path

DATEADAPTIVE PATH PROJECT TITLE
ADAPTIVE PATH ON SERVICE DESIGN
Design should be an
activity that an
organization embraces
and that everyone can
be involved in.

The world needs more designers
with the soft skills to move groups
of diverse people to collaboratively
solve complex problems.

Are you drowning in ideas but
fail to execute the best ones?

Ideas aren’t the endgame
Adaptive Path

As a designer, you
must help guide
your organization
to manifest and
sustain the ideas
that will enhance
or disrupt the
context for which
you’re designing.
Explore
Model Ideate
Make
Validate

Ideas are cheap.
Acting on the best ideas is hard.

Five Key Beliefs
→ Empathy beyond the user
→ Value for all
→ Thinking and making are reciprocal, not serial
→ Design together
→ Take action! (early and often)

Those are some of our beliefs.
What are yours?

ADAPTIVE PATH | UXI
EXERCISE 1
What do you
believe?
42
→ Grab a worksheet.
→ Using any of the supplies on the
table or that you brought with you,
communicate a core belief you have
as a designer (or your current
profession).
→ After 5 minutes, I’ll ask you to share
with one another at your table.
→ TOTAL TIME: 10 minutes

ADAPTIVE PATH | UXI
Business & Design
→ The Role of Design in Business
→ Concepts in Business Strategy
→ What is Design Strategy?
→ Mapping Ecosystems
43
DESIGN STRATEGY

The Role of Design in Business

http://www.picturesofknights.net/King_Arthur-and-the-Knights-of-the-Round-Table.jpg

Some possible tables…
→ Product Backlog 
You work collaboratively with product management and technology to
define and manage product requirements by release.
→ Product or Service Strategy 
You work collaboratively with stakeholders to define a product/service
vision and an evolution plan across multiple releases.
→ Customer Experience Strategy 
You work collaboratively with stakeholders to identify and explore
problem spaces, define new strategies, and design complex product
and service ecosystems.
BUSINESS & DESIGN

What’s design being asked to do?
→ Process Component
→ Optimizing Activity
→ Business Function
→ Strategic Contributor
→ Core Competency
BUSINESS & DESIGN

Design as a Process Component
→ Role 
Design is perceived as a cost to be contained
as part of a larger process (usually the
production of a product or delivery of a
service)
→ Focus 
Design focus is oriented toward simple metrics
→ Value Measure 
Process outcome focused (on-time or on-
budget delivery) largely because it is viewed
as an internal cost
→ Opportunity 
Focus on behavior metrics
BUSINESS & DESIGN
ACCEPTANCE
REQUIREMENTS
ANALYSIS
DESIGN
INTEGRATION 
& TESTING
IMPLEMEN-
TATION

Design as an Optimizing Activity
→ Role 
Design is considered as a value-added support
to other business drivers in the organization
→ Focus 
Design focus is oriented toward behavior
metrics
How do design solutions aﬀect user behavior
metrics?
→ Opportunity 
Focus on a mix of behavior metrics and
understand how design can impact wider
metrics like NPS
BUSINESS & DESIGN
CONVERSION FUNNEL
100%
100%
27%
4%
TOTAL 
VISITORS
VIEW 
PRODUCT
ADD TO 
CART
PURCHASE

Design as a Business Function
→ Role 
Design is an important business function worthy
of organizational attention and investment
→ Focus 
Design focus oriented toward perceived value to
the company, as suggested by measurements in
user behavior data
How do design solutions create speciﬁc
changes in behavior metrics that have
presumed value (+ 15% in lead generation + NPS)
→ Opportunity 
Focus on user focused (business) activities that
create value
BUSINESS & DESIGN
NET PROMOTER SCORE (NPS)
PASSIVE DETRACTORPROMOTER
NPS = (% OF ) - (% OF )

Design as a Strategic Contributor
BUSINESS & DESIGN
→ Role 
Design is a means of solving business
problems and delivering signiﬁcant value to
the business
→ Focus 
Design focus is situated in the larger context
of which business problems should be solved
Financial terms that take into account both
return and investments
→ Opportunity 
Focus on creating greater ﬁt among design-
driven corporate activities
PATIENT
ACTIVITIES
INFORMATION
NEEDS
Critical Moment
Patient sees Care
Provider
activities
i think i need helpstages discover what is wrong with me make me better
1 2 3 4 5 7 8 9 10 11 12
Critical Moment
Patient needs JMH
Critical Moment
Severity of condition
can determine the
tone of the journey
Redirect
Get patient on correct
path: ER/UC/PCP
May have been
directed from
routine PCP visit
Critical Moment
Patient gets diagnosis
Critical Moment
Patient gets or starts
treatment
Critical Moment
Get patient on the
road to normal
Critical Moment
Patient sees Care
Provider
Redirect
Referred to Specialist,
patient is looking to
connect with right
Care Provider for them
6
+ ANXIETY
+ RELIEF
STORY ARC
The relative change in
anxiety and relief and the
range in patient stories
EXPERIENCE DRIVERS
UNDERSTANDING:
Building knowledge and clarity
REPETITION:
Multiplying the unknown
HIGH IMPACT
key moment
something feels
wrong
Unsure what is
wrong. Scare of
the unknown.
my needs
Validate that I
need help
key moment
decide to
get help
Confident I will get
help and hopeful that
I can get answers.
my needs
Be ready for me
key moment
monitor
treatment
Confident in my care.
Clear expectations of
what is progress.
Access to my Doctor
just in case.
my needs
Access to help
when needed.
Reassurance that
there is progress.
key moment
see a specialist
Confident in my care
and trust in Doctor.
Empathy for my
situation.
my needs
Be my rock and hub
of information
key moment
choose
treatment option
Clear expectations of
how my life will
change with helpful
resources. Empathy
for my situation.
my needs
Understand how
this will impact me
long-term
key moment
talk to doctors
to see what is
going on
No empathy or
comfort. Feel rushed
and unimportant to
my Doctor.
my needs
Listen to me so
I can trust you
key moment
change
treatment
No set expectations of
progress. No confi-
dence in my care or
doctor.
my needs
Provide me options
key moment
get tests and
review results
No clear answer, so no
confidence in my care.
No expectations of
when we’ll know.
my needs
Need expert of my
disease to help me
Finding the right Care Provider who can act as a partner and set
clear expectations early in your journey is a key driver of overall
experience. Having access to this care is paramount.
Chronic Care
Patient Experience Map
something feels wrong
• Having pain or onset of symptoms
• Notice a sudden change in at-home
monitoring
i think i need help
• Call Primary Doctor or a General Line
• Ask family/friends with similar symptoms
• Self diagnose
• Google triage
1
2
1
2
3
4
3
4
5 7
7
10
11
12
11
12
13
13
8
8
9
10
9
6
5
6
decide to get help
• Go to the ER or Urgent Care Center
• Schedule a visit with Primary Doctor
talk to doctors to see what
is going on
• Explain my symptoms
• Answer questions
• Visit PCP or Specialist
get tests and review results
• Nurse or techs administers tests
• Wait
• Get referral for Specialists
see specialists
• Doctor may give initial diagnosis
• Get more referrals
• Get additional tests
• See multiple Specialists
get diagnosis
• Ask additional questions
• Hear results of the tests and what
they mean
• Learn about diagnosis and what that means
• Do my own research to validate diagnosis or
learn more
choose treatment option
• Hear treatment option(s)
• Do my own research to validate
treatment decision
get treatment
• Get initial treatment administered by
Doctor or Nurse
• Receive follow-up instructions to monitor
get prescriptions
• Start an ongoing treatment, like medication
or at home care
• Receive instructions on how to continue
ongoing treatment at home
maintain overall health
• Fix other things that are impacted by my
chronic treatment
• Exercise and diet
• Get emotional and social support
monitor treatment
• Monitor and log progress at home or
through visits
• Monitor side effects and effectiveness
change treatment
• By phone or doctor's visits
• Change or add doctors if needed
• Repeat
something feels wrong
• Symptom checker
• Google triage
• Primary care phone number for triage
i think i need help
• Where do I go for what
• Triage Phone Number
• Insurance benefits - cost/benefit of where
to go
decide to get help
• Facility address
• Time of appointment
• Phone numbers
talk to doctors to see what
is going on
• Prepared questions
• What I should tell my doctor
get tests and review results
• Tests and what they are for
• Results
• Referral for Specialist
see specialists
• Coordinated appointment with Specialist
• Managed list of who I've seen for what
get diagnosis
• Why this is happening to me
• What the diagnosis is
• Expectations of how things will change
choose treatment option
• Why this treatment
• Side effects
• What treatment will entail
get treatment
• Who to call for what
• Discharge papers and after-care instructions
• Prescription
• Doctor's note
get prescriptions
• Side effects
• Prescription information
• After-care information
maintain overall health
• Other ways my life will be impacted
• Resources to manage social and
emotional changes
monitor treatment
• What to look out for
• Instructions
• Doctor’s phone number for emergency
change treatment
• Doctor’s phone number for emergency
• When to call
GET TREATMENT
"I appreciated that
he didn’t sugar
coat it, but was
still hopeful."
GET DIAGNOSIS
"You never forget this
moment, no matter how
gently your Doctor
breaks the news."
MONITOR TREATMENT
"Things seem to return to
normal and then there is
this curve ball."

Design as a Core Competency
BUSINESS & DESIGN
→ Role 
Design improves user satisfaction and deters
attrition to competitors
→ Focus 
Design focus is balanced between ongoing
incremental improvements and breakthrough
research and development
Financial terms that take into account both return
and investments, PLUS market share, return on
equity, and possibly even stock valuation
→ Opportunity 
Maintaining sustained competitive advantage
http://www.wired.com/images_blogs/gadgetlab/2012/05/jonathan-ive.jpg

ADAPTIVE PATH | UXI
Design
Frontier
BUSINESS & DESIGN
COMPETENCY
COMPLEXITY
•Process Component
•Optimizing Activity
•Business Function
•Strategic Contributor
•Core Competency

ADAPTIVE PATH | UXI
The World
of Design
Strategy
BUSINESS & DESIGN
COMPETENCY
COMPLEXITY
•Process Component
•Optimizing Activity
•Business Function
•Strategic Contributor
•Core Competency

Stakeholders need to be aligned. 
They deﬁne what’s possible.
Focus on the next step on the stair. 
Don’t step beyond that.

Source: http://img.tedcdn.com/r/images.ted.com/images/ted/fb16b86971a2bdf895982b509fc7b8187677046b_1600x1200.jpg

What is Strategy?
→ Strategy is the creation of a unique and valuable position,
involving a different set of activities.
→ Strategy requires you to make trade-offs in competing.
→ Strategy involves creating “fit” among a company’s activities.
CONCEPTS IN BUSINESS STRATEGY
— Michael Porter, “What is Strategy?”

Six Big Questions
STANCE VALUE ACTIVITIES
INTERNALEXTERNAL
WHAT’S YOUR
COMPETITIVE
DIFFERENTIATION?
WHAT IS YOUR
GENERIC
STRATEGY?

ADAPTIVE PATH | UXI
Cost 
Leadership
Diﬀerentiation 
Strategy
Focus Strategy 
(Low Cost)
Focus Strategy
60
Generic Strategies
UNIQUE COMPETENCY LOW COST COMPETENCY
BROAD 
MARKET 
SCOPE
NARROW 
MARKET 
SCOPE

Competitive differentiation
→ Operational Excellence 
(aka cost leadership) 
Provide middle-of-the-market products at the best price and
the least hassle (Kia)
→ Product Leadership 
Provide the best product, period. Continue to innovate year
after year (Philips)
→ Customer Intimacy 
Provide unique solutions to customers by virtue of intimate
knowledge of their needs (IBM)

Value & Activities
STANCE VALUE ACTIVITIES
INTERNALEXTERNAL
WHAT’S YOUR
COMPETITIVE
DIFFERENTIATION?
IS YOUR MARKET
GROWING,
SHRINKING, OR
FLAT?
HOW DO YOU 
MAKE MONEY?
WHAT ACTIVITIES
DO YOU MARKET?
WHAT ACTIVITIES
DO YOU INVEST IN?
WHAT DO YOU
NOT?
WHAT IS YOUR
GENERIC
STRATEGY?

Components: Activities & Fit
→ Simple Fit 
First order fit is simple consistency between each activity
(function) and the overall strategy.
→ Reinforcing Fit 
Second order fit occurs when activities are reinforcing.
→ Optimizing Fit 
Third order goes beyond activity reinforcement to
optimization of effort.

Source: http://upload.wikimedia.org/wikipedia/commons/3/39/Ikea_vantaa.JPG

Explanatory
catalogues,
informative
displays and
labels
Limited
Customer
Service
Self-
transport by
customers
Ease of
transport and
assembly
“Knock-down”
kit packaging
Wide
variety with
ease of
manufact-
uring
Self-
assembly by
customers
Modular
furniture
design
Suburban
locations
with ample
parking
Limited sales
staﬀing
Increased
likelihood of
future
purchase
In-house
design focused
on cost of
manufact-
uring
High-traﬀic
store layout
Self-
selection by
customers
Ample
inventory on
site
Low
manufact-
uring cost
More impulse
buying
Most items in
inventory
Year-round
stocking
100%
sourcing
from long-
term
suppliers

Limited
Customer
Service
Modular
furniture
design
Self-
selection by
customers
Low
manufact-
uring cost
SHOWROOM
WAREHOUSE
DESIGN & 
MANUFACTURING
Year-round 
stocking
Most items 
in inventory
P Self-transport 
by customers
Self-assembly 
by customers
Suburban 
locations 
with ample 
parking

Source: http://sparefoot.wpengine.netdna-cdn.com/wp-content/uploads/2013/08/iStock_000005205705Small.jpg

Business strategy creates…
→ Context for design 
Generic strategies, competitive landscapes, and market forces
inform how design strategy can add value.
→ Constraints for design 
Investment decisions stemming from business strategy open and
close oﬀ avenues for where design strategy can add the most value.
→ Connections for design 
Design activities should ﬁt with the other activities of the
organization. Everyone should be pulling the same direction.

Business strategy tends to…
→ Depend too heavily on analytical thinking 
Spreadsheets, pivot tables, value mapping, oh my!
→ Document and communicate in abstract forms 
Powerpoint decks, statistical models, white papers, OH my!
→ Remove itself from the messy lives of people 
Market segments, customer cohorts, resources, OH MY!

“[Strategy] is one integrated set of
choices: what is our winning
aspiration; where will we play; how
will we win; what capabilities need to
be in place; and what management
systems must be instituted?”
—ROGER MARTIN,
PLAYING TO WIN
WHAT IS DESIGN STRATEGY?

http://www.angeltours.co.uk/assets/tours_images/Longleat_Maze_-_Fun_Unlimited.jpg
Choices

A design strategy is an argument for
what an organization should make
and the related activities it should
engage in to create competitive
advantage, meaningful connections,
and new value for stakeholders.

Let’s break this down
→ Informed argument 
Insight-driven recommendations and decisions presented in a
compelling fashion to build conﬁdence and secure investment
→ What an organization should make 
Products, service, touchpoints and/or features that deliver
value, diﬀerentiate from the competition, and forge
ecosystem connections
→ Related activities it should engage in 
New or changes to people, processes, and technologies to
support the delivery of a product or service

http://madlyinlovewithme.com/wp-content/uploads/2012/11/self_conﬁdence_by_netwars4-d36loaw.png
Conﬁdence

http://upload.wikimedia.org/wikipedia/commons/a/a4/13-02-27-spielbank-wiesbaden-by-RalfR-093.jpg
Placing Bets

Placing Bets
→ What will create value for the organization that
will help it compete, grow, and further its mission
→ Each bet is a decision to commit resources – time,
people, money, etc – in one direction and not to do
so in another direction
→ Design strategy can positively impact these
choices by introducing new insights, reframing
problems, and shaping human-centered solutions

PATIENT
ACTIONS
PHYSICAL
EVIDENCE
ONSTAGE
CONTACT
PERSON
BACKSTAGE
CONTACT
PERSON
Debbie’s
Chart Cart
Records/
Database
System
Bin
System
Check
Vitals &
Ask Quest
Place in
Kassam
Bin
Meet Dr.
Kassam
Kassam
Gets Quick
Review
Take
Away
Chart
Process &
Check-out
Records/
Database
System
Dictation
Chart
Storage
System
Door Tag
System
See Other
Patients
SUPPORT
PROCESSES
Sign In
Front
Desk
Waiting
Room
Front
Desk
Front
Desk
Hallway Exam
Room
MRI &
Chart
Exam
Room
MRI &
Chart
Door Tag Waiting
Room
Check-out
Room
Waiting
Room
Line of Interaction
Line of Visibility
Responds
Follow to
Exam Rm
Answer
Questions
Ask
Questions
Return
Door Tag
Check-out,
Pay, &
Leave
Check-in
Welcome
Get
Patient
Chart
See Other
Patients
Process
See Other
Patients
Brings
Door Tag
Back
Call
Patient
Grab
Door Tag
Escort to
Exam Rm
Chart in
To Be
Seen Bin
Write Rm
# on
Schedule
See Other
Patients
Grab
Chart
from Bin
Chart
Taken by
Staff
Check
Patient
Location
Check
Patient
Location
Schedule
System
Service Blueprint of Presby Neuro Clinic
? ? ? ? ?
Line of Internal Interaction
? ? ?
Wait Wait
Wait in
Exam Rm Wait Wait
Holistic
Jamin Hegeman

Collaborative
Exhibits
Executive
Marketing
Partner-
ships
Guest
Services IT
Adaptive Path

A framework for design strategy
→ Understand where design can be eﬀective
→ Deﬁne or frame design problems
→ Generate and illustrate potential solutions
→ Measure the value of solutions
→ Connect what’s next with a broader roadmap

http://upload.wikimedia.org/wikipedia/commons/8/84/The_chess_players_thomas_eakins.jpeg

“Strategy is no longer a punctuated
series of moves, but a process of
deepening and widening
connections.”
—GREG SATELL,
HARVARD BUSINESS REVIEW
MAPPING ECOSYSTEMS

Source: http://www.maﬀei-engineering.com/ﬁle/images/ambiente/inquinamento/emissioni-
naturali-e-antropiche-di-sostanze-inquinanti-atmosferiche.jpg

What makes up an ecosystem?
→ People
→ Places
→ Products and services
→ Physical and digital artifacts
→ Technology
→ Competitors
MAPPING ECOSYSTEMS

FLIGHT INFO
SCREENS
WAYFINDER
QUEUE
WAY FINDING
GARBAGE
SAFETY INFO
SECURITY
OFFICER
SIGNAGE
Adaptive Path

ADAPTIVE PATH | EXPERIENCE MAPPING
ARTIFACT
ARTIFACT
LOCATION
ACTOR
ACTOR
ACTOR
ARTIFACT
ARTIFACT
ARTIFACT
AGENT
AGENT
Adaptive Path

Source: Katie McCurdy, https://sensical.ﬁles.wordpress.com/2013/01/healthcare_ecosystem_012213.png

MAPPING ECOSYSTEMS
Service Design: From Insight to Implementation – Polaine, Løvlie, Reason

http://3.bp.blogspot.com/-dtdHFVzXrG8/T-dejxDfj4I/AAAAAAAAA8w/3xiTH9V8D-s/s1600/OrcStorytellers.jpg
Visualizes actors,
stakeholders, and
other entities as well
as the relationships
among them.

Why Ecosystem Mapping?
→ To identify actors, locations, artifacts and
connections.
→ To surface all the points of interaction.
→ To investigate existing or potential relationships.
→ To explore new strategies by reorganizing how
entities relate to one another.
MAPPING ECOSYSTEMS

YOU
(and your family)
COMMUNITY
ENVIRONMENT
Social
Connections
Home
Monitoring
Automation
Be Efficent
Share Energy
Change
Behavior
Support
Environment
Save Money
Provide
Comfort
Competition
Donations
Kickstarter
Microlending
Comparison
Dialogue
Teams /
Groups
Resource
Management
Energy
Security
Renewables
Solar
Biking
Natural
Disasters
Energy
Regulation
Infastructure
Incentives
Subsidies
Decentralized
Model
Rebates
Usage
Patterns
Visualize
Behavior
Smart
Meter Data
Technology
Service
Provider
Resources
Conservation
Weather
Education
Government
Changing
Behaviors
Recycling
Electric
Cars
Global
Warming
Reducing
Demand
Cost
Rate
Plans
Billing
Alerts
Comfort
Home Modes
Construction
Location
Smart
Appliances
Disaggrigation
Conservation
Sensors
your home
Wasted
Energy
MAPPING ECOSYSTEMS

YOU
(and your family)
COMMUNITY
Home
Monitoring
Automation
Be Efficent
Share Energy
Change
Behavior
Support
Environment
Save Money
Provide
Comfort
Don
Kickstarter
Microlending
Subsidies
Usage
Patterns
Visualize
Behavior
Smart
Meter Data
Service
Provider
Conservation
Education
Changing
Behaviors
Recycling
Electric
Cars
Global
Warming
Reducing
Demand
Cost
Rate
Plans
Billing
Alerts
Comfort
Home Modes
Construction
Location
Smart
Appliances
Disaggrigation
your home
Wasted
Energy
A territory map serves
as a visual tool to help
a team make decisions
about where to focus,
what is known, and
what is unknown.

Territory Mapping
→ Great activity to do early in a project to get a feel for
the product or service landscape.
→ Early whiteboard sessions may be reﬁned into a
visual communication tool that emphasizes the
team’s focus or point of view.
→ Often a living document that is updated as discovery
and research identify new entities
MAPPING ECOSYSTEMS

ADAPTIVE PATH | UXI
CASE STUDY
Toyota Car
Sharing
Program
101
Like many of its rivals, Toyota is
developing alternatives to traditional
forms of car ownership and use. This
oﬀers the company the chance to
protect its core business (making
cars) in an increasingly populated and
networked world. One idea being
explored is car sharing.

BMW DRIVENOW
RELAYRIDES P2P CAR SHARING DAIMLER CAR2GO

ADAPTIVE PATH | UXI
EXERCISE 2
Mapping the
Toyota
Ecosystem
103
Use the business brief, your
own knowledge of car sharing,
and intelligent assumptions to
begin mapping the Toyota Car
Sharing territory.
Once you’ve explored a bit,
work together to articulate
where you think design could
add the most value to support
the pilot program’s objectives.

BUSINESS & DESIGN
Takeaways
→ Be mindful of how design is perceived. Nail what’s expected and
then strategically push your capabilities to the next level.
→ Business strategy creates context, constraints, and connections for
design strategy.
→ A design strategy is an informed argument for what an organization
should make and the related activities it should engage in to create
competitive advantage, meaningful connections, and new value for
stakeholders.
→ Territory maps give you a means to establish a shared overview of
the space for which you want to design.

ADAPTIVE PATH | UXI
Value & Principles
→ Customer value & organizational value
→ Diﬀerentiation through clearly deﬁned customer
value
→ Crafting experience principles and design criteria
105
DESIGN STRATEGY

Nice
cars
Friendly
service
Easy
payment
Just in
time
Reasonable
price
Feedback
loop
More
ﬂexibility
More
control
Streamlined
process
Bigger
market
Fill in gaps
in schedule
Feedback
loop
PASSENGER
DRIVER

How Value Is Determined
Business
→ Customer satisfaction
→ Revenue growth
→ Profitability
→ Market share
→ Wallet share
→ Cross-sell ratio
→ NPS
→ Relationship duration
Customer
→ How is it useful to me?
→ Does it provide me with
personal satisfaction?
→ What benefits does it
provide me?
→ Does it provide the level of
quality I expect or desire?
→ Does it align with my beliefs
and world view?
VALUE & PRINCIPLES

There is a lack of alignment.
The greater the alignment between a customer's
deﬁnition of value and what the organization delivers,
the greater likelihood of success.
VALUE & PRINCIPLES

Differentiate through clearly
deﬁning customer value and
strategically aligning business
activities to those values. This is
outside-in strategic thinking.

Insights
→ From research analysis and synthesis
→ Represents the user's POV
→ As if the product/service exists
→ Combinations of insights lead to  
Experience Principles
VALUE & PRINCIPLES

• I want to customize a program and
receive personalized service
• It needs to be trustworthy. I want
information and recommendations
to be factual
• I want information about running
and insights into my running
• I’m only human and training
programs don’t adapt to my needs
VALUE & PRINCIPLES
ASICS Customer
Values

ADAPTIVE PATH | UXI 115ADAPTIVE PATH | UXI
VALUE & PRINCIPLES
TYPE OF INQUIRY METHOD APPLICATION/RESULT
Demographic
Who are they?
Age, sex, geography
Surveys
Database analysis
Lay of the land
Audience segmentation
Inform/validate other research
Behavioral
How do things get done?
Behavior patterns,
conceptual models
Field research
Contextual interviews
Card sorting
Prototype testing & iteration
Product strategy
Features and functions
Interaction design
Information architecture
Motivational
Why are they doing it?
Goals, emotions,
preferences, desires
Field research
Contextual interviews
Surveys
Product Strategy
Framing the experience
Visual interpretation
Branding
Evaluative
How does it work for
them?
Usability testing
Log analysis
Customer feedback
Card sorting
Interaction design
Interaction ﬂow
Page layout
Nomenclature

Go beyond the Voice of the Customer
and focus on how customers behave,
think, and feel. Discover what
customers really value and tell their
stories so stakeholders understand
and empathize.

Insights
VALUE & PRINCIPLES
Insights
Experience Principles Design Criteria

Design
Principles
Experience
Principles

Experience principles are a few definitive statements
of what the future experience should feel like to
enable objective decisions along the way.
They are the guiding lights that you design with. You
can use experience principles to base decisions on,
vet any ideas against and inspire your designs.
VALUE & PRINCIPLES

→ Connect design strategy with downstream
decisions for designing products or service
experiences.
→ Support holistic decision-making and encourages
continuity across all touchpoints.
→ Represents the organization's POV
→ As if the product/service exists
→ Describes THE ACTIONS and/or orientation that
represents the product/service's value to the end
user
VALUE & PRINCIPLES

Bad Examples
→ Make it easy for me.
→ Make it simple.
→ Make it human.
→ Be customer-centric.
VALUE & PRINCIPLES

A Good Example
Proactively Guide Me
Anticipate my needs and provide me
with the information and tools to make
the right decisions.
VALUE & PRINCIPLES

A Simple Framework
Proactively Guide Me
Anticipate my needs and provide me
with the information and tools to make
the right decisions.
VALUE & PRINCIPLES
PRINCIPLE
A short, memorable
phrase
DESCRIPTION
Additional detail to
communicate the
spirit of the principle

VALUE & PRINCIPLES
Principles for Accessing Care
Nurture Enduring Relationships
Develop and sustain strong bonds among
patients, staff, and providers by providing
a systematic way of creating more
personal interactions.
Provide Convenient Options
Increase flexibility of patient options to
more easily access services.
Make the Ordinary Delightful
Energetically serve patients to deliver a
delightful pre-visit experience.  
Be a Seamless, Unified Service
Deliver on the unified brand by smartly
orchestrating information,
communication, and interactions in
support of a seamless patient
experience.
Proactively Guide
Anticipate and respond to consumer
needs throughout the pre-visit
experience.

Effective Principles
Well crafted experience principles are ...
→ concise — easy to grasp, with optional sub-statements
→ memorable — mental touchstones for business and design teams
→ user-informed — an embodiment of insights from user research
→ universal — cross-feature, cross-platform, cross-channel
→ specific — explicitly descriptive of a benefit or value
→ complementary — a cohesive, functional whole
→ differentiating — especially powerful when combined
→ orienting — a guide for decision-making
VALUE & PRINCIPLES
Hat tip to Dan Saffer

Design Criteria
→ Represents the product POV
→ Success and evaluation criteria for  
THE DESIGN of the product/service
VALUE & PRINCIPLES

VALUE & PRINCIPLES
ASICS: Putting It Together
My ASICS is about your running
and not anyone else’s
→ My ASICS’ features and functionality are
modular and combine in diﬀerent ways to
meet the needs of individuals
→ My ASICS senses the opportunity to teach
or clarify
My ASICS gives you only what  
you need
→ My ASICS is there when you need it and
goes away when you don’t
→ My ASICS isn’t limited to the web
ASICS is your guide to running
→ My ASICS clariﬁes the relationships between
all the things that make up running and
training
→ My ASICS emphasizes the training process,
not the outcome
My ASICS respects you
→ My ASICS has 3 minutes per week per
individual to learn about its users and teach
them about running. In a year it has 2 hours
and 36 minutes per individual.
→ My ASICS is connected to the  
brand and represents it in a meaningful way.

VALUE & PRINCIPLES
Criteria for Accessing Care
Nurture Enduring Relationships
→ Personalize every digital and human
touchpoint
→ Consistently capture preferences
→ Help people feel confident in one another’s
expertise
→ Learn from every exchange of information
to provide a smarter, more personalized
experience
→ Create a foundation of trust in how
information is used to provide personal
service without sacrificing privacy
Make the Ordinary Delightful
→ Approach each consumer interaction as an
opportunity to demonstrate the uniqueness
and compassion of the brand
→ Exceed patients’ low expectations by being
considerate and deliberate in every detail of
the experience
→ Maximize value in every interaction to
create a more comforting experience
→ Support staff and providers to go above and
beyond for their patients

Car Sharing Insights
→Quick, 24/7 access to service support if users have
questions or something goes wrong during use
→Comprehensive and digestible explanation of what and
how users are covered by insurance; need to feel
protected
→Reasonable pricing and cost breakdown to immediately
understand value of renting for speciﬁc amount of time
that they need the vehicle versus ownership
→Straightforward, quick, and easy process to reserve and
ﬁnd the location of the vehicle no matter where users
are when they need it
→Convenient locations that are in walking proximity to
wherever users are whenever they need a vehicle
→Simple way to compare car models to make the right
selection for my needs
→Intuitive system to purchase petroleum and track money
spent
→Straightforward sign-up process that is not cumbersome
and allows convenient access to the car sharing service;
it is clear when users are ready to start using the
service
→Proactive information while in the vehicle, including best
route, status of the car, time remaining
→No extra accessories required; users do not have to
carry anything around to access this service
conveniently
VALUE & PRINCIPLES

ADAPTIVE PATH | UXI
EXERCISE 3
Deﬁne
Experience
Principles
→ Use Toyota's history and
values and the customer
insights (cards on table) to
build your principles and
design criteria
→ Develop 3-5 experience
principles and 2-3 design
criteria per principle
133

Takeaways
→ Experience principles are a decision-making tool.
→ Experience principles depend upon strong insights into your
customers’ needs.
→ Experience principles speak to the broad experience. Design criteria
guide more granular decisions in the design process.
→ Experience principles should be concise, diﬀerentiating, and
memorable.
VALUE & PRINCIPLES

ADAPTIVE PATH | UXI
Alignment & Vision
→ Generating business support
→ Frameworks for evaluating strategic options
→ Creating a compelling vision
135
DESIGN STRATEGY

Common Challenges
→ Design is seen as an execution function, not a
strategic partner
→ Implementation is under resourced and slow to
deliver, reducing budget and time for strategic design
→ Organizational focus or structure changes more
quickly than a roadmap can deliver
→ Budgets are controlled by channel or medium, making
cross-functional projects diﬀicult to fund or manage
ALIGNMENT & VISION

Common Challenges
→ Customer and employee needs are not understood or
properly incorporated into decision making
→ Research is seen as a distinct function, not an
activity designers can manage and participate in
→ Strategy and planning activities are waterfall not
iterative, leading to requirements handoﬀs rather
than collaboration between business and design
ALIGNMENT & VISION

Do you have good business
relationships?
Does the business think of you as
just the “advocate for the user?”
Do your partners trust you
understand the business context?

ADAPTIVE PATH | UXI
BUSINESS CASE
140
If you don’t
understand these,
you won’t get
business support or
create alignment.
ALIGNMENT & VISION
ORG FIT
CUSTOMER
VALUE

Generating Business Support
→ Identify opportunities for business and design
collaboration 
What will the organization let you work on?
→ Evaluate strategic options with a degree of rigor 
What’s the value of the options you have?
→ Communicate valuable strategic options 
What might this look and feel like?
ALIGNMENT & VISION

Designers create alignment by…
→ Making things tangible
→ Exploring the alternatives
→ Focusing on empathy
→ Telling stories
→ Facilitating collaboration
ALIGNMENT & VISION

Strategic Value of Design
SCENARIOS
→ Grow the number of members
→ Improve the conversion rate
→ Increase the number of repeat uses
→ Increase the amount of time spent
→ Decrease the number of customer
support incidents
→ Increase customer satisfaction
ALIGNMENT & VISION
COMPETENCY
COMPLEXITY
• Process Component
• Optimizing Activity
• Business Function
• Strategic Contributor
• Core Competency

ALIGNMENT & VISION
IMPORTANCE
VIABILITY/FEASIBILITY
INCREASE
COMMISSION
RATE
INCREASE
NUMBER OF
ITEMS
INCREASE
UNIQUE
VISITORS
INCREASE
NUMBER OF
SELLERS
INCREASE
NUMBER OF
ITEMS/
SELLER
INCREASE
PURCHASES
PER VISIT

ALIGNMENT & VISION
IMPORTANCE
INCREASE
COMMISSION
RATE
INCREASE
NUMBER OF
ITEMS
INCREASE
UNIQUE
VISITORS
INCREASE
NUMBER OF
SELLERS
INCREASE
NUMBER OF
ITEMS/
SELLER
INCREASE
PURCHASES
PER VISIT

Strategy is about saying “no.”
Being “the best” isn’t a strategy.

ALIGNMENT & VISION
A B C
1 ITEM Importance Feasibility
2 Increase Commission Rate 1 1
3 Increase Unique Visitors 4 2
4 Increase Number of Sellers 3 3
5 Increase Number of Items 2 3
6 Increase Purchases Per Visit 5 4
7 Increase Number of Items Per Seller 3 5
8 TOTAL POINTS ASSIGNED: 18 18
1
4

Limit the prioritization to
match a ﬁrm’s limited focus
and funds.
[middle score] x [number of items] = [points available]
3 points x 6 items = 18 points

ADAPTIVE PATH | UXI
A
150
ALIGNMENT & VISION
IMPORTANCE
FOCUS
CONSIDER
NEGLECT

Linking Elephants
ALIGNMENT & VISION
BUSINESS 
OPPORTUNITY
DESIRED 
BEHAVIOR
BEHAVIOR 
METRIC
VALUE 
METRIC
FINANCIAL 
OUTCOME× =
Increase
purchases
per visit
Customers
purchase
additional
items
Quantity of
subsequent
purchases
per week
$ per
subsequent
purchase
$ per week
2,000 per
week
$14.75 on
average
$20,000 per
week

Strategic Orientation
SCENARIOS
→ Existing Product, Existing Market:
Product update
→ New Product, Existing Market:
Introduction of a related product
(cross-sell)
→ Existing Product, New Market: Creating
a new market
→ New Product, New Market: Starting a
line of business
ALIGNMENT & VISION
COMPETENCY
COMPLEXITY
• Process Component
• Optimizing Activity
• Business Function
• Strategic Contributor
• Core Competency

Designing Beyond Optimization
ALIGNMENT & VISION
EXISTING CAPABILITIES NEW CAPABILITIES
EXISTING 
CUSTOMERS
NEW 
CUSTOMERS
— riff off of the Ansoff Matrix, circa 1957
MARKET 
DEVELOPMENT
PRODUCT OR SERVICE
DEVELOPMENT

How do we design beyond
optimization?
It starts with creating a
compelling vision for your
product or service.

Purpose of a Vision
→ Clearly communicates business value and customer
value of the product or service
→ Tells a story (ideally visually) from the point of the view
of the customer interacting with the product or service
→ Highlights both the functional and emotional aspects of
the experience that will diﬀerentiate it in the market
ALIGNMENT & VISION

Visions come in many forms
ALIGNMENT & VISION
VIVIDNESS
EFFORT
Storyboard
Lo-Fi Prototype
“Tangible Future”
UX packaging

Storyboards
ALIGNMENT & VISION
SKT © 2010 adaptive path
He keeps up with his beloved New York Mets, even though he lives in Denver, on his way home
from work. When he gets home, he transfers the game from his phone to the TV.
22

Video
ALIGNMENT & VISION

Patterns of Compelling Visions
→ Resonates with both internal and external stakeholders
ALIGNMENT & VISION

The universe is made
of stories, not atoms.
Muriel Rukeyser

John Hodgman, John-H-preferred-photo.jpg
Speciﬁcity is the
soul of narrative.
John Hodgman

Elevator Pitch
→ Who is the target audience?
→ What experiences are compelling to them?
→ How is your oﬀering diﬀerent from competitors or
substitutes?
ALIGNMENT & VISION

Moore’s Elevator Pitch
For (target customers — your main market segment only)
who are dissatisfied with (the current market alternative),
our product/service is (new product category)
that provides (key problem-solving capability).
Unlike (the product alternative),
we have (differentiating attributes of your offering).
ALIGNMENT & VISION
WHO IS THE
TARGET
AUDIENCE?
WHAT
EXPERIENCES ARE
COMPELLING TO
THEM?
HOW IS YOUR
OFFERING
DIFFERENT FROM
COMPETITORS AND
SUBSTITUTES?

MadLibs for Pitching
My company, (insert name of company),
is developing (a defined offering)
to help (a defined audience) (solve a problem)
with (secret sauce).
–Founder Institute founder Adeo Ressi
ALIGNMENT & VISION

Is it Sticky?
→ If you put your competitors’ names in the elevator
speech, does it still make sense? If so, DO IT OVER.
→ Ask, “How sticky your elevator pitch?” Is it: 
Simple? 
Unexpected? 
Concrete? 
Credible? 
Emotional? 
Tell a story?
ALIGNMENT & VISION
FROM CHIP AND
DAN HEATH’S
MADE TO STICK

ELEVATOR PITCH PRINCIPLES
STORYBOARD
NAME

ADAPTIVE PATH | UXI
→ Identify what’s possible for
the design competency in
this particular case
→ Identify valuable activities/
experiences to design for
→ Communicate the experience
of the most valuable thing
you can do
EXERCISE 4
Experience
Platform
178

Takeaways
→ A designer’s problem solving and making skills are invaluable to
creating alignment among stakeholders
→ Partner with the business to explore options for where design can
best contribute
→ Use stories and storytelling to make your vision tangible and
compelling
ALIGNMENT & VISION

ADAPTIVE PATH | UXI
Cupcakes & Viability
→ The Cupcake Model
→ Minimum Viability for End-to-End Experiences
→ Feature Prioritization Techniques
180
DESIGN STRATEGY

You have your vision.
But reaching your
North Star is a multi-
stage journey.
Where do you begin?

Delight Over Time
CUPCAKES & VIABILITY
versus

“The minimum viable product is
that version of a new product
which allows a team to collect the
maximum amount of validated
learning about customers with the
least effort.”
—ERIC RIES

Design as an Optimizing Activity
→ Feels complete
→ Provides delight
→ Can be created with reasonable amount
of eﬀort and investment
→ Can be delivered to customers to gain
feedback and learn how to meet their
needs even better

Deﬁning Your Cupcake
→ Your cupcake should be a holistic experience that
addresses customer needs and stays true to your
experience principles.
→ Cupcakes should feel complete. You and your team will
know that all the features aren’t present, but the
customer shouldn’t feel their absence.
→ Cupcakes depend on rigorous prioritization to focus on
the most important features ﬁrst. This is hard.

“Fewer features yet higher
quality usually wins. Low
quality loses in all cases,
regardless of the feature set.”
—PETER LEVINE, 
ANDRESSEN HOROWITZ

MVP Only Works if…
→ The product actually contains the top three to ﬁve
compelling features required.
→ The product is bomb-proof and has the highest
attention to quality.

You can extend this approach
to more complex, multi-
touchpoint experiences

MVP and MVS
→ Minimum Viable Product has just those features that
allow the product to be deployed, and no more.
→ Minimum Viable Service has just those touchpoints that
allow the service to function, and no more.

Companies have
long emphasized
touchpoints... but this
focus distracts from
the more important
picture: the customer’s
end-to-end experience.
Harvard Business Review,
September 2013

Many Touchpoints, Many Options
MINIMUM VIABLE PRODUCTS
Stage
Research
& Planning Shopping Booking
Pre-Travel
(Documents) Travel Post-Travel
Channels
Website Maps
Test intineraries
Timetables
Destination Pages
FAQ
General product
& site exploration
Schedule look-up
Price look-up
Multi-city look-up
Pass comparison
Web booking funnel
- Pass
- Trips
- Multiple Trips
Select document option (from
available options)
- station e-ticket
- home print e-ticket
- mail ticket
Contact page for email or phone
Call Center Order brochure
Planning (Products)
Schedules
General questions
Site navigation help Automated booking payment
Cust. Rep booking
Site navigation help
Call re: ticket options
Request ticket mailed
Reslove problems (info, pay-
ment, etc.)
Call with questions regarding
tickets
General calls re: schedules,
strikes, documents
Mobile Trip ideas Schedules Mobile trip booking Access itinerary
Look up schedules
Buy additional tickets
Communication
Channels (social
media, email, chat)
Chat for web nav help FB Comparator
Email questions
Chat for website nav help
Chat for booking support Email conﬁrmations
Email for general help
Hold ticket
Ask questions or resolve prob-
lems re: schedules and tickets
Complaints or compliments
Survey
Customer Relations Request for refund, escelation
from call center.
Non-REI Channels Trip Advisor
Travel blogs
Social Media
General Google
searching
Airline comparison
Kayak
Direct rail sites
Expedia Travel Blogs
Direct rail sites
Google searches
Trip Advisor
Review sites
Facebook
Rail Europe Touchpoints by Channel
Linear process
Non-linear, but
time based
Non-linear, no time
restrictions

197ADAPTIVE PATH | RICHLAND LIBRARY
A cupcake experiment could attack
the lowest point of engagement or
satisfaction. It’s not holistic solution,
but it may reveal ways to delight
customers that can be extrapolated.
Attack a leverage point

Priorities and Tradeoffs
— Tyler Tate

MINIMUM VIABLE PRODUCTS & SERVICES

MVS Only Works if…
→ The touchpoints of the service connect and feel
complete.
→ Backstage workarounds are temporary to avoid long-
term impact to staﬀ eﬀiciency and morale.

Feature Prioritization
Techniques

ADAPTIVE PATH | UXI
Low satisfaction
Disgusted
High satisfaction
Delighted
Absent
Quality or performance
not achieved
Fully implemented
High quality performance
1
Threshold / Basic
(must haves)
3
Exciters & Delighters
2
Performance / linearPerformance / linear
4
Indifferent
206
Kano Model

ADAPTIVE PATH | UXI
Low satisfaction
Disgusted
High satisfaction
Delighted
Absent
Quality or performance
not achieved
Fully implemented
High quality performance
1
Threshold / Basic
(must haves)
3
2
Performance / linearPerformance / linear
4
Indifferent 1
Threshold / Basic
(must haves)
207
Kano Model
3

Kano Model
1
Threshold / Basic
(must haves)

MoSCoW Method
→ M - Must have this requirement to meet the business needs.
→ S - Should have this requirement if possible, but project
success does not rely on it.
→ C - Could have this requirement if it does not aﬀect anything
else in the project.
→ W - Would like to have this requirement late, but it won’t be
delivered this time.

ADAPTIVE PATH | UXI
EXERCISE 5
Minimum Viable
Service (MVS)
210
Deﬁne the Minimum Viable
Service (MVS) for your car
sharing service.

Step 1: Kano Evaluation
POINT VALUE ATTRIBUTE TOTAL
3 Threshold 22
2 Performance 7
1 Excitement 3

83POINTS

FEATURE SCORE
Choose a car 3
Contact customer support 3
Create an account 3
Detailed car information 2
Extend reservation 2
Find car by activity 1

Step 2: MoSCoW
FEATURE WEB MOBILE RETAIL TOTAL
Choose a car 4 4 4 12
Contact customer support 4 4 2 10
Create an account 4 3 3 10
Extend reservation 3 4 2 9

Takeaways
→ Remember: strategy is about tradeoffs. You need to have rigorous
approach to defining your minimum viable product or service.
→ Start small but strong. Tie your decisions to your vision, principles,
and your analysis of what will create value and differentiation.
→ The same approaches you use to define the features of a product
can scale to defining more complex service experiences.

ADAPTIVE PATH | UXI
Product & Service Evolution
→ Scope & time in digital products and services
→ Iterative product and service development
→ Organizations and the evolution of the core
experience
→ Product evolution maps
216
DESIGN STRATEGY

Product Evolution
PRODUCT & SERVICE EVOLUTION

Plan how the
experience can
evolve to its north
star vision with
increasing value
over time.

Product Evolution

DESCRIPTION
EDE Pilot MVP & Execution
Findable & Consistent
MVPs and execution of the following pilots: HR Front Door, Crisis Dark
Site, Total Rewards, Global Learning, New Employee Orientation (NOE)
Execution
VALUE
• Improved usability
• Greater consistency
• Increased employee satisfaction
DURATION
15
DELIVERABLES
• Iterative design, develop, VoC, reﬁne sprints
DEPENDENCIES
Pilot Enterprise Experience Principles
26 wks
INVESTMENT
TBD
BEGINS
Q3 2013
CATEGORY
FEATURE NAME
→ Created for facilitating workshops for
identifying, organizing, and sequencing
features over time that will deliver the
north star.
→ These are iterated upon until you have
sequence that makes sense to support
user needs over several phases while
adhering to your experience principles
and value proposition.
Feature Card
DESCRIPTION
DEPENDENCIES

DESCRIPTION
EDE Pilot MVP & Execution
Findable & Consistent
MVPs and execution of the following pilots: HR Front Door, Crisis Dark
Site, Total Rewards, Global Learning, New Employee Orientation (NOE)
Execution
VALUE
• Improved usability
• Greater consistency
• Increased employee satisfaction
DURATION
15
DELIVERABLES
• Iterative design, develop, VoC, reﬁne sprints
DEPENDENCIES
Pilot Enterprise Experience Principles
26 wks
INVESTMENT
TBD
BEGINS
Q3 2013
WORKSTREAM
PROJECT NAME
→ Created for facilitating workshops for
identifying, organizing, and sequencing
projects over time that will deliver the
north star.
→ Include many types of projects related
to research, design, operations,
technology, and other functions.
→ These are iterated upon until the
evolution map is at a place that it can
be communicated via other design
deliverables.
Project Card

1 2 3
1 2 3

→ Description 
What is it?
→ Customer Value 
Why should people part with time and money?
→ Business Value 
How does it generate a valuable input for the business?
→ Features/Functionality 
How does it work?
→ Skill Set 
What do you need to maintain it?
Evolution Map

Evolution Map Principles
→ Where is the map heading to? 
You may need a ‘north star,’ a ‘tangible future,’ or what Jared
Spool calls an ‘Envisionment.’
→ How do you decide how to scope each stage? 
You might need to start with a cupcake or a Minimum  
Viable Product.
→ How do you evolve the experience from stage to stage? 
You might need a ‘Long Wow’ or ‘Ramps’ to move users from
stage to stage.

Take into account
→ Competitors 
Who they are and will be
→ Organizational Readiness 
New roles, processes, infrastructure needed
→ Risks 
Obstacles to reaching each stage
→ Decision Points 
Go/No-go points in the process
→ Advances 
Research or innovations that have to occur

Why Evolution Maps?
→ Progress 
How to get to the end state 
How to get started quickly
→ Coordination 
Aligning eﬀorts 
Knowing dependencies
→ Communication 
Telling the story 
Creating internal alignment
MINIMUM VIABLE PRODUCTS

A few examples
(that we can share)

stage 0 
CURRENT STATE 
Band-aid approach frustrating both clients and
advisors, lagging in the industry
Q4 2006 
COHESIVE EXPERIENCE 
An integrated experience and a foundation for
fostering valuable client behaviors
2007 and beyond 
RELATIONSHIP PLATFORM 
A platform for managing and enhancing valuable
client-advisor relationships
BUSINESS VALUE
No strategic alignment and no measurement of
success
CLIENT VALUE
ADVISOR VALUE
ASSOCIATED PROJECTS
Modest increase in deepening, widening, upsell, and
loyalty behaviors; Brand consistency & more
competitive offering
Deepening, widening, upsell, and loyalty behaviors
PLUS increased retention and on-plan behaviors
(-) Frustration Ease of use; positive brand service; parity with other
financial site experiences
Visible evidence of the value of the advisor
relationship and Acme brand; ease of acting on plan
(-) lower productivity 
(-) perceived disintermediation
Opportunities for widening relationships and
upselling clients; new reliable channel for deepening
Ease of executing plan; increased productivity
Frontdoor 
Real-time account balances Personalization 
Secure message center
Goals and objectives 
To-do lists 
Money movement 
Third party data 
More account integration (e.g., 529)

bonnaroonext © 2009 adaptive path 15
Roadmap Overview
Value to Fan
2010–2011A 2011–2012B 2012–2013C 2013–2014D
I have a better festival experience As a former fan I can reconnect/relive
my Bonnaroo experiences
Easy ways to share my Bonnaroo
experiences
Easier to find friends to share future
music experiences with
Bonnaroo is where I am, when I am
Active, year-round community
makes me feel part of the new music
scene
I have a voice in helping fans
discover new music
I’m rewarded for participating in the
Bonnaroo community
Bonnaroo reaches out to me
Provides me with experiences to
enjoy live new music that are scaled
to my needs
I have a trusted source for new music
discovery
Bonnaroo gets me closer to the
artists and music I love
Impact to
Business
Increased ticket sales
Provides a better database of fans
to better retain fans
Better marketing and up-sell
opportunities with or post ticket
purchase
Learn what type of content fans are
most interested in, where and how
Provide advertisers with ways to
engage fans outside of core assets
through franchise and one-off
opportunities
Test distribution and ad revenue
model in a controlled fashion
Year-round advertising programs
New ticket sales opportunities
Knowledge of new customer fan
base
Expanded fan base increases festival
attendance
Increased and improved merchandise
opportunities
Paid premium content opportunities
New advertising opportunities
Optimize current brand
engagement behaviors
Support festival fans’
behaviors online
Engage new music
discovery fans
Drive the new behaviors
of mainstream fans

Network of digital fan experiences
Develop technical
infrastructure for
content
management
Provide
opportunities for
fans to share their
experiences
C
Develop tools
for organizing
friends and fans
B
Give fans a
stake in
promoting
Bonnaroo
C
Bonnaroo
Music & Arts
Festival
Enable fans
to share their
voices
B
Support local
Bonnaroo
experiences
C
Develop better
digital festival
support
A
Deliver
experiences to
learn about new
music
C
Wider
consumer
offerings
D
Provide
mainstream
broadcast
visibility
D
Provide mainstream
platforms for fans to
experience Bonnaroo
D
Create wider
syndicated artist
offerings
B2010–2011A
2011–2012B
behaviors online
2012–2013C
Engage new music
discovery fans
2013–2014D
of mainstream fans
Phases

Mercy Pre-visit Experience Opportunity Map
Evolution of a Relationship
Engage
Uniquely engage patients/consumers
in their care by providing smarter, more
personal experiences that better
respond to their needs.
Empower
Nurture mutually-beneficial and
satisfying partnerships by
empowering patients/consumers to
take an active role in their care.
Easier, more
accessible care
More time on service,
less time on gatekeeping
Practice growth and greater
consumer satisfaction
consumer value co-worker value provider value
More individualized approach
to care and support
More personal relationships
and smoother interactions
More compliant and
satisfied consumers
More control over care and
trust in Mercy care team
Integral member to
the care team
Enduring consumer and care
team relationships
LEVELOFINTERACTIONhumanautomation
Enable
Set the stage for enduring
relationships by creating broader,
more flexible access to care for
both new and existing
patients/consumers.
EQUIPPED
CO-WORKERS
EXPANDED
AVAILABILITY
METHODS
OF ACCESS
EASY SEARCH
GUIDED
PROCESSES
TOOLS FOR
STREAMLINING
PROCESS
PROMPTS
FOR ACTION
INFORMATION
SHARING
CONCIERGE
CONSUMER
RECOGNITION
RESPONDING
TO
PREFERENCES
SMART
SEARCH
INDIVIDUALIZED
INFORMATION
AUTOMATIC
RE-USE OF
RETAINED
INFORMATION
EMPOWERING
SPACES
PROACTIVE
SUPPORT
SEAMLESS
COMMUNICATION
(2-WAY )
SELF-
RESOLUTION
TOOLS
TOOLS FOR
ENGAGEMENT
AUTO UPDATE/
VALIDATION OF
INFORMATION
Roles in the opportunity:
CONSUMER
CO-WORKER
PROVIDER
Roles in the opportunity:
Adaptive Path

Patterns
VIVIDNESS
EFFORT
PHASE&I:&Q4&2010 PHASE&II:&Q1&2011 PHASE&III:&Q2&2011 PHASE&VI+:&Q31Q4&2011
Theme: Store,+Retrieve+&+Organize+Relevant+Content Collaborate+with+CEB+and+Colleagues+on+Important+Work Stay+Current+on+Issues+of+Importance
Receive+proacEve+and+Emely+recommendaEons+based+on+my+
personal+interests
I"can"easily"find"and"rediscover"relevant"content,"discussions,"
tools"that"have"been"helpful"or"of"interest"in"the"past.
In"one"place,"I"coordinate"all"of"the"ongoing"ac9vi9es"(events,"
surveys,"e;learning)"related"to"my"CEB"memberships.
I"can"go"to"one"place"(instead"of"mul9ple"Web"sites)"to"see"
what's"newly"available"in"rela9on"to"topics"I"care"most"about.
Based"on"my"specific"interests"and"role,"the"WS"does"the"work"
for"me"by"proac9vely"sending"me"recommenda9ons"of"other"
resources"I"should"consider.
I"can"store"in"one"place"the"informa9on"I"find"helpful"across"all"
CEB"web"sites.
When"I"find"something"useful"to"my"colleagues,"I"can"easily"share"
it"with"them"via"our"WS.
Easily"network"with"peers"on"issues"of"mutual"importance.
I"am"kept"aware"via"my"WS"of"upcoming"events"and"new"
discussions"that"I"should"par9cipate"in.
I"can"organize"resources"in"a"way"that"allow"me"to"align"them"
to"my"ongoing"work"or"projects.
I"am"updated"and"reminded"in"real;9me"of"discussions"in"
which"I"par9cipate.
I"receive"personalized"recommenda9ons"from"my"Account"
Manager"or"Advisor"when"new"things"become"available"or"
when"they"deem"something"is"important"for"me"to"review.
New$Member:$From"day"one"of"membership,"my"account"team"
will""teach"me"how"to"fish""by"showing"me"not"only"how"to"use"
the"membership,"but"also"how"to"get"started"using"the"
resources.
Seniormost:"With"my"account"team,"I"can"track"how"well"the"
services"are"being"used,"and"when"we"may"need"more"focus"
to"drive"ROI.
Benefits: Ease$of$Use Personaliza7on/Relevance Personaliza7on/Relevance Personaliza7on/Relevance
Saved$7me Saved$Time Ease$of$Use$ Saved$7me
Personaliza7on ROI Ease$of$Use
FINDABILITY MANAGE&MY&RESOURCES: MANAGE&MY&RESOURCES: MANAGE&MY&RESOURCES:
$@$Save,$Delete$&$Retrieve$Resources $@$Add$filters$to$easily$sort$through$Saved$Resources $@$Filter/Sort$Saved$Resources$by$Addi7onal$TBD$Factors
PERSONALIZATION/RE
LEVANCE CUSTOMIZE: COLLABORATE: COLLABORATE:
$@$Annotate$Resources &1&Recommend&resources&to&colleagues&via&WS* $@$Manage$projects$via$folders$in$WS
$@$Store/Organize$Resources$in$(Annotated)$Personalized$
Folders
$@$w/"enhanced"func9onality"to"CEB"staff"
push"as"outlined"below
$@$Share$resources/folders$between$workspaces$with$self@
created$"group"$in$WS
CUSTOMIZE: CUSTOMIZE: CUSTOMIZE:
$@$Set/update$preferences,$profile$(TBD)
&1&Follow&Topics&and&see&new&addiUons&to&topic&centers&in&
the&"Topics&I&Follow"&Feed*
$@$Par7cipate$in$Discussions$and$see$new$addi7ons$to$
"Discussions$I$Par7cipate$In"$Feed
$@$Select$PRIMARY$program$designa7on
$@$Manage$"Topics$I$Follow"$(add$topics$
directly$from$WS,$delete$topics,$etc)
&1&Receive&(auto)&recommendaUons&of&addl&resources&to&view&
based&on&saved&resources&in&WS*
$@$See$"Since$your$Last$Visit",$here$is$what$is$new$on$topics$
you$follow
&1&See&"others&who&have&viewed&x&resource&have&also&viewed"&
recommendaUons*
EASE&OF&USE&(Self&
Service) MANAGE&MEMBERSHIP:& $@$Access$WS$via$mobile$device$(iPhone,$iPad)
$@$No7fica7on$if$access$to$a$resource$has$expired. $@$Manage$membership$events$(TCs,$mee7ngs)$par7cipa7on
$@$View$"Recently$Viewed"$Resources $@$View$event$aYendee$list,$network$directly $@$Build$personal$membership$network$via$WS $@$Set$up$e@learning$for$team$(deploy,$etc)
$@$Read$recommended$pre@reading$specific$to$event
$@$Track$e@learning$of$team$(courses$taken,$progress$report,$
cer7fica7ons,$credits)
ASK&FOR&SUPPORT: $@$Respond$to$program$surveys$(like$agenda$poll)$via$WS $@$Set$up,$deploy,$track$benchmarking/surveys
$@$Seniormost:$Email$my$AM$or$XA$directly$via$WS
$@$Workspace$Widgets$Development $@$All:$Chat$with$MSC$for$assistance
ROI $@$Understand$usage$of$CEB$resources$in$a$new$manner $@$For$S'most:$View$Usage$Stats/Snapshot
Theme: Recommend+Relevant+Content 1:+Many+Outreach,+CoHpilot+WS+with+Members
$@$In$aggregate,$will$have$basic$WS$usage$metrics$via$Google$
analy7cs. LAUNCH&CEB&STAFF&WS&INTERFACE: $@$Chat$with$member$online$via$WS
$@$View$contents$of$a$member's$WS$in$read@only$mode
$@$On$member$level$(account,$oppty,$contact),$ability$to$see$and$
track$basic$WS$usage. $@$Co@browse$a$member$WS$real@7me
$@$Conduct$surveys$via$WS$(deploy,$allow$members$to$respond,$
collect$responses,$etc)
&1&Upload&non&Web1based&documents&to&Workspace*
";"Push"a"resource"with"note"to"1"member's"WS $@$Enhance$"PUSH"$func7onality
$@$Ini7ate$e@learning$process$(*Set$up,$launch,$tracking,$etc)$
with$member$via$WS
";"Create/push"a"folder"of"resources"with"notes"to"1"member"
WS
$@$Push/build$a$resource,$folder$or$project$to$
mul7ple$member$users$at$once
";"Build"triggers"in"WS"to"help"assess"what"to"push"to"members"
WS $@$Build$address$book,$email$address$memory
";"Push/build"a"resource"or"folder"to"CEB"colleagues'"WS $@$See$PUSH$history$(perhaps$in$an$admin$tab)
$@$Reorder$resource$order$when$PUSHing,$edit$
notes$on$a$saved$resource$in$PUSH$window$for$
each$member$recipient $@$Send$a$message$to$mul7ple$members'$WS
MEMBER&EXPERIENCE
CEB&SERVICE&
PROCESSES/APPROACHES
MEMBER&FUNCTIONALITYCEB&STAFF&FUNCTIONALITY
AM&Approach:
New $@$Orient$members$to$WS$to$save$and$find$resources. $@$Onboard$a$New$Member$via$WS
Different $@$Enhance$member$usage$discussions$with$WS$usage.
";"Send"follow;up"materials"or"proac9ve"content"
recommenda9ons"from"call/visit"to"members"via"WS"(vs."via"
Outlook)
XA&Approach:
New $@$Orient$members$to$WS$to$save$and$find$resources.
$@$Build$content$"packets"$and$store$in$WS$for$immediate$or$
future$use
Different
";"Send"follow;up"materials"or"proac9ve"content"
recommenda9ons"from"call/visit"to"members"via"WS"(vs."via"
Outlook)
HomePage
Workspace$widget$must$be$accomodated,$as$well$as$Recently$
Viewed
Topics
As$new$material$added$to$topics,$muct$be$able$to$route$that$
to$feed$in$member$WS$if$that$member$is$"following"$that$
topic.
Resources Ability$to$annotate$&$save$from$Resource$page
All$resources$must$be$tagged$to$topics,$subtopics$and$so$
forth.
Resources$must$be$mapped$to$each$other$in$order$to$provide$
auto@recommenda7ons.
Titles$of$resources$must$be$aligned$on$front@end$and$back@end$
of$Web.
Use&Cases&
Backend&
Infrastructure Ability$to$track$WS$ac7vi7es$@@>$EDW$and$into$reports.
Ability$to$iden7fy$a$seniormost$contact$to$allow$for$direct$
contact$to$AM$or$XA
MSC$support$open$chat$for$Web$users?
SFDC
KEY&DEPENDENCIES:
CEB&SERVICE&
PROCESSES/APPROACHES
Roadmap Overview
Value to Fan
2010–2011A 2011–2012B 2012–2013C 2013–2014D
I have a better festival experience As a former fan I can reconnect/relive
my Bonnaroo experiences
Easy ways to share my Bonnaroo
experiences
Easier to find friends to share future
music experiences with
Bonnaroo is where I am, when I am
Active, year-round community
makes me feel part of the new music
scene
I have a voice in helping fans
discover new music
I’m rewarded for participating in the
Bonnaroo community
Bonnaroo reaches out to me
Provides me with experiences to
enjoy live new music that are scaled
to my needs
I have a trusted source for new music
discovery
Bonnaroo gets me closer to the
artists and music I love
Impact to
Business
Increased ticket sales
Provides a better database of fans
to better retain fans
Better marketing and up-sell
opportunities with or post ticket
purchase
Learn what type of content fans are
most interested in, where and how
Provide advertisers with ways to
engage fans outside of core assets
through franchise and one-off
opportunities
Test distribution and ad revenue
model in a controlled fashion
Year-round advertising programs
New ticket sales opportunities
Knowledge of new customer fan
base
Expanded fan base increases festival
attendance
Increased and improved merchandise
opportunities
Paid premium content opportunities
New advertising opportunities
behaviors online
Engage new music
discovery fans
of mainstream fans
RoadMap-BasedonCambridge31/1
Natural interaction that incorporate annotation
and sending capabilities
Unit sales increase with key/core
functionality; truly viable market offering
Product “C” - Q1 2010 (Q4 2009?)
REVIEWING
• Full-screen touchscreen
Dossier
Touch potentially awkward for reviewing
tasks
Unparalleled comfort and convenience
reading documents
• Full-screen gestural interface
BUSINESS VALUE
CUSTOMER VALUE
ENABLING TECHNOLOGIES
RISKS
OPPORTUNITIES
Dossier
Home PC
Server
Stranger
PC
Smartphone
USB
Drive
Scanner
Printer
Projector
Internet
Other
Dossier
Work PC
Software
Web services

ADAPTIVE PATH | UXI
EXERCISE 6
Evolution Map
234
→ Deﬁne an evolution plan that
delivers diﬀerentiation and
value at each release stage.
→ Identify ways to bridge gaps
in customer needs in each
stage. Can you make a
feature more simple while
still providing value?

Takeaways
→ Your evolution map should communicate not only how to get to the
end state, but also how to start down the path quickly.
→ Always show the eﬀort that is needed from diﬀerent functions in
the organization and how they will be aligned.
→ Tell a story. The more complex your product or service, the more
you’ll need to win others over to be successful.
PRODUCTS & SERVICE EVOLUTION

ADAPTIVE PATH | UXI
Final Thoughts
236
DESIGN STRATEGY

FINAL THOUGHTS
Takeaways
→ A design strategy is an informed
argument for what an organization
should make and the activities it should
engage in to create competitive
advantage, meaningful connections, and
new value for stakeholders.
→ Valuable design connects to strategy.
→ Focus on work that fits the business
and is differentiated.
→ Define customer value and strategically
align business activities to those values.
“FIT”“UNFIT”
SAME DIFFERENT

FINAL THOUGHTS
Takeaways
→ Strategy is often about saying “no.”
→ Communicate your design strategy visually,
with stories, and with clear ties to business
strategy.
→ Design strategy is more than vision; it provides
principles and criteria for downstream
interaction design.
→ Define the minimum viable product or service
that will wow your users in their channel(s) of
choice. Design that first.
→ Clearly communicate an evolution path for the
product and service. Measure, learn, and refine.
1 2 3
1 2 3

DAY 1
DESIGN
STRATEGY
DS
The tools you
need to put your
designs into
business — and
vice versa
DAY 2
DESIGN
RESEARCH
DR
How to unearth
deep, practical
insights about the
people you want
to reach most
DAY 3
SERVICE
DESIGN
SD
Tools of modeling
and analysis that
shape smart and
systemic solutions
DAY 4
INTERACTION
DESIGN
IxD
How to design for
better interactions
and become a
better interaction
designer

PQ@ADAPTIVEPATH.COM
Thank You.
San Francisco
Pier One
San Francisco CA
94107-110
415-495-8270

UX Intensive Copenhagen | Day 1 | Design Strategy

UX Intensive Copenhagen | Day 1 | Design Strategy

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UX Intensive Copenhagen | Day 1 | Design Strategy