UX Intensive Copenhagen | Day 1 | Design Strategy

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The structure of the Design Strategy day is organized around five themes—business alignment, defining customer value, core experience definition, core experience evolution, and delivering strategic guidance. We’ve designed this day to help you learn how to move quickly and confidently through ambiguous strategic questions toward concrete action. The day begins with:

-An overview of key business strategy concepts
-Translating business strategy into design strategy
-A framework for strategic design work

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UX Intensive Copenhagen | Day 1 | Design Strategy

  1. 1. Day 1 Patrick Quattlebaum 5 MAY 2015 Design Strategy
  2. 2. 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
  3. 3. 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
  4. 4. ADAPTIVE PATH | UXI Let’s Talk About Design → What do you design? → Five key beliefs → What do you believe? 4 DESIGN STRATEGY
  5. 5. 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
  6. 6. Digital Interfaces Adaptive Path
  7. 7. In-Person Interactions Toi Valentine
  8. 8. Conversations Adaptive Path
  9. 9. Products Adaptive Path
  10. 10. 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
  11. 11. Environments Adaptive Path
  12. 12. Wicked Solutions Adaptive Path
  13. 13. 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 +
  14. 14. Five key beliefs
  15. 15. Does the business think of you as just the advocate for the user?
  16. 16. CUSTOMER
  17. 17. BUSINESS EMPLOYEE HUMAN CUSTOMER
  18. 18. ADAPTIVE PATH | UXI 18 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
  19. 19. 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
  20. 20. http://www.angeltours.co.uk/assets/tours_images/Longleat_Maze_-_Fun_Unlimited.jpghttp://www.artefactgroup.com/wp-content/uploads/2013/02/empathy_design.gif
  21. 21. Designers are empathic problem solvers who are skilled at aligning business, customer, and employee needs within a specific context.
  22. 22. How does your organization talk about value?
  23. 23. BUSINESS EMPLOYEE HUMAN CUSTOMER
  24. 24. BUSINESS EMPLOYEECUSTOMER Co-value
  25. 25. Value Exchange Adaptive Path
  26. 26. How integrated are thinking and making in your organization?
  27. 27. Thinking http://foliovision.com/images/2012/10/Rodin-the-Thinker.jpg
  28. 28. Making http://farm4.staticflickr.com/3013/2614466422_87da07eb78_o.jpg
  29. 29. Adaptive Path
  30. 30. Do you work in the black box of design?
  31. 31. Adaptive Path
  32. 32. THESE ARE BOTH DESIGNERS Adaptive Path
  33. 33. 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.
  34. 34. The world needs more designers with the soft skills to move groups of diverse people to collaboratively solve complex problems.
  35. 35. Are you drowning in ideas but fail to execute the best ones?
  36. 36. Ideas aren’t the endgame Adaptive Path
  37. 37. ADAPTIVE PATH | UXI 38 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. LET’S TALK ABOUT DESIGN Explore Model Ideate Make Validate
  38. 38. Ideas are cheap. Acting on the best ideas is hard.
  39. 39. ADAPTIVE PATH | UXI 40 Five Key Beliefs → Empathy beyond the user → Value for all → Thinking and making are reciprocal, not serial → Design together → Take action! (early and often) LET’S TALK ABOUT DESIGN
  40. 40. Those are some of our beliefs. What are yours?
  41. 41. 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
  42. 42. ADAPTIVE PATH | UXI Business & Design → The Role of Design in Business → Concepts in Business Strategy → What is Design Strategy? → Mapping Ecosystems 43 DESIGN STRATEGY
  43. 43. The Role of Design in Business
  44. 44. http://www.picturesofknights.net/King_Arthur-and-the-Knights-of-the-Round-Table.jpg
  45. 45. ADAPTIVE PATH | UXI 46 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
  46. 46. ADAPTIVE PATH | UXI 47 What’s design being asked to do? → Process Component → Optimizing Activity → Business Function → Strategic Contributor → Core Competency BUSINESS & DESIGN
  47. 47. ADAPTIVE PATH | UXI 48 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
  48. 48. ADAPTIVE PATH | UXI 49 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 → Value Measure
 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
  49. 49. ADAPTIVE PATH | UXI 50 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 → Value Measure
 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 )
  50. 50. ADAPTIVE PATH | UXI 51 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 → Value Measure
 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."
  51. 51. ADAPTIVE PATH | UXI 52 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 → Value Measure
 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
  52. 52. ADAPTIVE PATH | UXI Design Frontier BUSINESS & DESIGN COMPETENCY COMPLEXITY •Process Component •Optimizing Activity •Business Function •Strategic Contributor •Core Competency
  53. 53. ADAPTIVE PATH | UXI The World of Design Strategy BUSINESS & DESIGN COMPETENCY COMPLEXITY •Process Component •Optimizing Activity •Business Function •Strategic Contributor •Core Competency
  54. 54. Stakeholders need to be aligned.
 They define what’s possible. Focus on the next step on the stair.
 Don’t step beyond that.
  55. 55. Concepts in Business Strategy
  56. 56. Source: http://img.tedcdn.com/r/images.ted.com/images/ted/fb16b86971a2bdf895982b509fc7b8187677046b_1600x1200.jpg
  57. 57. ADAPTIVE PATH | UXI 58 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?”
  58. 58. ADAPTIVE PATH | UXI 59 Six Big Questions CONCEPTS IN BUSINESS STRATEGY STANCE VALUE ACTIVITIES INTERNALEXTERNAL WHAT’S YOUR COMPETITIVE DIFFERENTIATION? WHAT IS YOUR GENERIC STRATEGY?
  59. 59. ADAPTIVE PATH | UXI Cost
 Leadership Differentiation
 Strategy Focus Strategy
 (Low Cost) Focus Strategy 60 Generic Strategies CONCEPTS IN BUSINESS STRATEGY UNIQUE COMPETENCY LOW COST COMPETENCY BROAD
 MARKET
 SCOPE NARROW
 MARKET
 SCOPE
  60. 60. ADAPTIVE PATH | UXI 61 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) CONCEPTS IN BUSINESS STRATEGY
  61. 61. ADAPTIVE PATH | UXI 62 Value & Activities CONCEPTS IN BUSINESS STRATEGY 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?
  62. 62. ADAPTIVE PATH | UXI 63 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. CONCEPTS IN BUSINESS STRATEGY
  63. 63. Source: http://upload.wikimedia.org/wikipedia/commons/3/39/Ikea_vantaa.JPG
  64. 64. ADAPTIVE PATH | UXI 65 — Michael Porter, “What is Strategy?” 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
  65. 65. ADAPTIVE PATH | UXI 66 — Michael Porter, “What is Strategy?” 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
  66. 66. ADAPTIVE PATH | UXI 67 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
  67. 67. Source: http://sparefoot.wpengine.netdna-cdn.com/wp-content/uploads/2013/08/iStock_000005205705Small.jpg
  68. 68. ADAPTIVE PATH | UXI 69 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. CONCEPTS IN BUSINESS STRATEGY
  69. 69. ADAPTIVE PATH | UXI 70 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! CONCEPTS IN BUSINESS STRATEGY
  70. 70. What is Design Strategy?
  71. 71. “[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?
  72. 72. http://www.angeltours.co.uk/assets/tours_images/Longleat_Maze_-_Fun_Unlimited.jpg Choices
  73. 73. 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.
  74. 74. ADAPTIVE PATH | UXI 75 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 WHAT IS DESIGN STRATEGY?
  75. 75. http://madlyinlovewithme.com/wp-content/uploads/2012/11/self_confidence_by_netwars4-d36loaw.png Confidence
  76. 76. http://upload.wikimedia.org/wikipedia/commons/a/a4/13-02-27-spielbank-wiesbaden-by-RalfR-093.jpg Placing Bets
  77. 77. ADAPTIVE PATH | UXI 78 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 WHAT IS DESIGN STRATEGY?
  78. 78. Human Adaptive Path
  79. 79. 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
  80. 80. Tangible Adaptive Path
  81. 81. Collaborative Exhibits Executive Marketing Partner- ships Guest Services IT Adaptive Path
  82. 82. ADAPTIVE PATH | UXI 83 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 WHAT IS DESIGN STRATEGY?
  83. 83. Mapping Ecosystems
  84. 84. http://upload.wikimedia.org/wikipedia/commons/8/84/The_chess_players_thomas_eakins.jpeg
  85. 85. “Strategy is no longer a punctuated series of moves, but a process of deepening and widening connections.” —GREG SATELL, HARVARD BUSINESS REVIEW MAPPING ECOSYSTEMS
  86. 86. Source: http://www.maffei-engineering.com/file/images/ambiente/inquinamento/emissioni- naturali-e-antropiche-di-sostanze-inquinanti-atmosferiche.jpg
  87. 87. ADAPTIVE PATH | UXI 88 What makes up an ecosystem? → People → Places → Products and services → Physical and digital artifacts → Technology → Competitors MAPPING ECOSYSTEMS
  88. 88. Source: Wikipedia
  89. 89. FLIGHT INFO SCREENS WAYFINDER QUEUE WAY FINDING GARBAGE SAFETY INFO SECURITY OFFICER SIGNAGE Adaptive Path
  90. 90. ADAPTIVE PATH | EXPERIENCE MAPPING ARTIFACT ARTIFACT LOCATION ACTOR ACTOR ACTOR ARTIFACT ARTIFACT ARTIFACT AGENT AGENT Adaptive Path
  91. 91. Source: Katie McCurdy, https://sensical.files.wordpress.com/2013/01/healthcare_ecosystem_012213.png
  92. 92. MAPPING ECOSYSTEMS Service Design: From Insight to Implementation – Polaine, Løvlie, Reason
  93. 93. 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.
  94. 94. ADAPTIVE PATH | UXI 95 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
  95. 95. Adaptive Path
  96. 96. Adaptive Path
  97. 97. 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
  98. 98. 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 http://3.bp.blogspot.com/-dtdHFVzXrG8/T-dejxDfj4I/AAAAAAAAA8w/3xiTH9V8D-s/s1600/OrcStorytellers.jpg 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.
  99. 99. ADAPTIVE PATH | UXI 100 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
  100. 100. 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.
  101. 101. BMW DRIVENOW RELAYRIDES P2P CAR SHARING DAIMLER CAR2GO
  102. 102. 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.
  103. 103. ADAPTIVE PATH | UXI 104 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.
  104. 104. ADAPTIVE PATH | UXI Value & Principles → Customer value & organizational value → Differentiation through clearly defined customer value → Crafting experience principles and design criteria 105 DESIGN STRATEGY
  105. 105. Customer Value
  106. 106. BUSINESS EMPLOYEECUSTOMER Co-value
  107. 107. http://www.picturesofknights.net/King_Arthur-and-the-Knights-of-the-Round-Table.jpg
  108. 108. 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
  109. 109. ADAPTIVE PATH | UXI 110 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
  110. 110. ADAPTIVE PATH | UXI 111 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
  111. 111. Differentiate through clearly defining customer value and strategically aligning business activities to those values. This is outside-in strategic thinking.
  112. 112. ADAPTIVE PATH | UXI 113 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
  113. 113. • 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
  114. 114. 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
  115. 115. 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.
  116. 116. Experience Principles
  117. 117. VALUE & PRINCIPLES
  118. 118. ADAPTIVE PATH | UXI 119 Insights VALUE & PRINCIPLES Insights Experience Principles Design Criteria
  119. 119. ADAPTIVE PATH | UXI 120 Design Principles Experience Principles
  120. 120. ADAPTIVE PATH | UXI 121 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
  121. 121. ADAPTIVE PATH | UXI 122 Experience 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
  122. 122. ADAPTIVE PATH | UXI 123 Bad Examples → Make it easy for me. → Make it simple. → Make it human. → Be customer-centric. VALUE & PRINCIPLES
  123. 123. ADAPTIVE PATH | UXI 124 A Good Example Proactively Guide Me Anticipate my needs and provide me with the information and tools to make the right decisions. VALUE & PRINCIPLES
  124. 124. ADAPTIVE PATH | UXI 125 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
  125. 125. 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.
  126. 126. ADAPTIVE PATH | UXI 128 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
  127. 127. ADAPTIVE PATH | UXI 129 Design Criteria → Represents the product POV → Success and evaluation criteria for 
 THE DESIGN of the product/service VALUE & PRINCIPLES
  128. 128. 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.
  129. 129. 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
  130. 130. ADAPTIVE PATH | UXI 132 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
  131. 131. 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
  132. 132. ADAPTIVE PATH | UXI 134 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
  133. 133. ADAPTIVE PATH | UXI Alignment & Vision → Generating business support → Frameworks for evaluating strategic options → Creating a compelling vision 135 DESIGN STRATEGY
  134. 134. Generating Business Support
  135. 135. ADAPTIVE PATH | UXI 137 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
  136. 136. ADAPTIVE PATH | UXI 138 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
  137. 137. 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?
  138. 138. 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
  139. 139. ADAPTIVE PATH | UXI 141 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
  140. 140. ADAPTIVE PATH | UXI 142 Designers create alignment by… → Making things tangible → Exploring the alternatives → Focusing on empathy → Telling stories → Facilitating collaboration ALIGNMENT & VISION
  141. 141. Evaluating Strategic Options
  142. 142. ADAPTIVE PATH | UXI 144 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
  143. 143. ADAPTIVE PATH | UXI 145 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
  144. 144. ADAPTIVE PATH | UXI 146 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
  145. 145. Strategy is about saying “no.” Being “the best” isn’t a strategy.
  146. 146. ADAPTIVE PATH | UXI 148 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
  147. 147. 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
  148. 148. ADAPTIVE PATH | UXI A 150 ALIGNMENT & VISION IMPORTANCE VIABILITY/FEASIBILITY FOCUS CONSIDER NEGLECT
  149. 149. Adaptive Path
  150. 150. ADAPTIVE PATH | UXI 152 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
  151. 151. Crafting a Vision
  152. 152. ADAPTIVE PATH | UXI 154 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
  153. 153. ADAPTIVE PATH | UXI 155 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
  154. 154. How do we design beyond optimization? It starts with creating a compelling vision for your product or service.
  155. 155. ADAPTIVE PATH | UXI 157 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
  156. 156. ADAPTIVE PATH | UXI 158 Visions come in many forms ALIGNMENT & VISION VIVIDNESS EFFORT Storyboard Lo-Fi Prototype “Tangible Future” UX packaging
  157. 157. ADAPTIVE PATH | UXI 160 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
  158. 158. ADAPTIVE PATH | UXI 161 Video ALIGNMENT & VISION
  159. 159. ADAPTIVE PATH | UXI 162 Patterns of Compelling Visions → 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 → Resonates with both internal and external stakeholders ALIGNMENT & VISION
  160. 160. ADAPTIVE PATH | UXI 163 Patterns of Compelling Visions → 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 → Resonates with both internal and external stakeholders ALIGNMENT & VISION
  161. 161. http://3.bp.blogspot.com/-dtdHFVzXrG8/T-dejxDfj4I/AAAAAAAAA8w/3xiTH9V8D-s/s1600/OrcStorytellers.jpg
  162. 162. The universe is made of stories, not atoms. Muriel Rukeyser
  163. 163. John Hodgman, John-H-preferred-photo.jpg Specificity is the soul of narrative. John Hodgman
  164. 164. ADAPTIVE PATH | UXI 167 Elevator Pitch → Who is the target audience? → What experiences are compelling to them? → How is your offering different from competitors or substitutes? ALIGNMENT & VISION
  165. 165. ADAPTIVE PATH | UXI 168 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?
  166. 166. ADAPTIVE PATH | UXI 169 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
  167. 167. ADAPTIVE PATH | UXI 170 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
  168. 168. Design Strategy Platform
  169. 169. ELEVATOR PITCH PRINCIPLES STORYBOARD NAME
  170. 170. Adaptive Path
  171. 171. The best story wins.
  172. 172. 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
  173. 173. ADAPTIVE PATH | UXI 179 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
  174. 174. ADAPTIVE PATH | UXI Cupcakes & Viability → The Cupcake Model → Minimum Viability for End-to-End Experiences → Feature Prioritization Techniques 180 DESIGN STRATEGY
  175. 175. You have your vision. But reaching your North Star is a multi- stage journey. Where do you begin?
  176. 176. CUPCAKES & VIABILITY VS
  177. 177. Adaptive Path
  178. 178. ADAPTIVE PATH | UXI 184 Delight Over Time CUPCAKES & VIABILITY versus
  179. 179. “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
  180. 180. ADAPTIVE PATH | UXI 186 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 CUPCAKES & VIABILITY
  181. 181. ADAPTIVE PATH | UXI 187 CUPCAKES & VIABILITY 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.
  182. 182. “Fewer features yet higher quality usually wins. Low quality loses in all cases, regardless of the feature set.” —PETER LEVINE,
 ANDRESSEN HOROWITZ
  183. 183. ADAPTIVE PATH | UXI 189 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. CUPCAKES & VIABILITY
  184. 184. You can extend this approach to more complex, multi- touchpoint experiences
  185. 185. ADAPTIVE PATH | UXI 191 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. CUPCAKES & VIABILITY
  186. 186. 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
  187. 187. ADAPTIVE PATH | UXI 194 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
  188. 188. 197ADAPTIVE PATH | RICHLAND LIBRARY CUPCAKES & VIABILITY 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
  189. 189. ADAPTIVE PATH | UXI 198 Priorities and Tradeoffs CUPCAKES & VIABILITY — Tyler Tate
  190. 190. MINIMUM VIABLE PRODUCTS & SERVICES
  191. 191. ADAPTIVE PATH | UXI 204 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. CUPCAKES & VIABILITY
  192. 192. Feature Prioritization Techniques
  193. 193. 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 CUPCAKES & VIABILITY
  194. 194. 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 1 Threshold / Basic (must haves) 207 Kano Model CUPCAKES & VIABILITY 3 Exciters & Delighters
  195. 195. ADAPTIVE PATH | UXI 208 Kano Model CUPCAKES & VIABILITY 1 Threshold / Basic (must haves)
  196. 196. ADAPTIVE PATH | UXI 209 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. CUPCAKES & VIABILITY
  197. 197. ADAPTIVE PATH | UXI EXERCISE 5 Minimum Viable Service (MVS) 210 Define the Minimum Viable Service (MVS) for your car sharing service.
  198. 198. ADAPTIVE PATH | UXI 211 Step 1: Kano Evaluation CUPCAKES & VIABILITY POINT VALUE ATTRIBUTE TOTAL 3 Threshold 22 2 Performance 7 1 Excitement 3
  199. 199. ADAPTIVE PATH | UXI 212 Step 1: Kano Evaluation CUPCAKES & VIABILITY 83POINTS
  200. 200. ADAPTIVE PATH | UXI 213 Step 1: Kano Evaluation CUPCAKES & VIABILITY 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
  201. 201. ADAPTIVE PATH | UXI 214 Step 2: MoSCoW CUPCAKES & VIABILITY 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
  202. 202. ADAPTIVE PATH | UXI 215 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. CUPCAKES & VIABILITY
  203. 203. 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
  204. 204. ADAPTIVE PATH | UXI 217 Product Evolution PRODUCT & SERVICE EVOLUTION
  205. 205. ADAPTIVE PATH | UXI 218 Plan how the experience can evolve to its north star vision with increasing value over time. PRODUCT & SERVICE EVOLUTION
  206. 206. ADAPTIVE PATH | UXI 219 Product Evolution PRODUCT & SERVICE EVOLUTION
  207. 207. 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 PRODUCT & SERVICE EVOLUTION DESCRIPTION DEPENDENCIES
  208. 208. 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 PRODUCT & SERVICE EVOLUTION
  209. 209. ADAPTIVE PATH | UXI 222 PRODUCT & SERVICE EVOLUTION 1 2 3 1 2 3
  210. 210. ADAPTIVE PATH | UXI 223 PRODUCT & SERVICE EVOLUTION 1 2 3 1 2 3
  211. 211. ADAPTIVE PATH | UXI 224 PRODUCT & SERVICE EVOLUTION → 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
  212. 212. ADAPTIVE PATH | UXI 225 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. PRODUCT & SERVICE EVOLUTION
  213. 213. ADAPTIVE PATH | UXI 226 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 PRODUCT & SERVICE EVOLUTION
  214. 214. ADAPTIVE PATH | UXI 227 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
  215. 215. A few examples (that we can share)
  216. 216. 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)
  217. 217. 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
  218. 218. bonnaroonext © 2009 adaptive path 16 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 Optimize current brand engagement behaviors 2011–2012B Support festival fans’ behaviors online 2012–2013C Engage new music discovery fans 2013–2014D Drive the new behaviors of mainstream fans Phases
  219. 219. 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 consumer value co-worker value provider value More control over care and trust in Mercy care team Integral member to the care team Enduring consumer and care team relationships consumer value co-worker value provider value 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
  220. 220. ADAPTIVE PATH | UXI 233 Patterns PRODUCT & SERVICE EVOLUTION 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 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 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
  221. 221. 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?
  222. 222. ADAPTIVE PATH | UXI 235 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
  223. 223. ADAPTIVE PATH | UXI Final Thoughts 236 DESIGN STRATEGY
  224. 224. ADAPTIVE PATH | UXI 237 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
  225. 225. ADAPTIVE PATH | UXI 238 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
  226. 226. ADAPTIVE PATH | UXI 239 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
  227. 227. PQ@ADAPTIVEPATH.COM Thank You. San Francisco Pier One San Francisco CA 94107-110 415-495-8270

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