Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Design Upstream
Scaling Design Culture in your Organization
Chris Avore / @erova / March 30 2016
But enough about me
Today’s Agenda
• Introduction
• Lecture
• The current state:

Design in your organization
Second halfFirst half
• Lecture
...
people are
thinking
talking
writing
about culture
“Type a quote here.”
The Defining Elements of a Winning Culture
There’s No Such Thing as a Culture Turnaround
A Winning Cul...
why now?
Business needs to
• reduce costs
• improve quality of products & services
• identify new opportunities for growth
• increa...
meanwhile…
Businesses are suffering from:
• Incremental or little innovation
• losing market share to new ideas,
competitors
• finding ...
It used to be that when we said we were
going to be design-driven, the
engineers said, “Well, here’s the
technology constr...
Make it pretty before it ships
http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround
Make...
deliver the
planned thing
deliver the
right thing>
Design averse culture leads to…
• low morale
• distrust among departments, teams
• design team perceived as
decorators, no...
A respectful, multi-team collaborative
working environment where designers
are empowered to effectively solve
business pro...
Solve better problems
Design better products
Right people
Right room
Right questions
If they want you to cook the dinner, at
least they ought to let you shop for
some of the groceries.
“
What barriers prevent UX from
having a greater impact?
30 minute exercise

10 minutes: Jot one barrier per Sticky
20 minut...
https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
“What barriers prevent UX from
having a greater impact?”
LACK OF
LEADERSHIP
11%
OVERALL FIRM CULTURE
9%
https://www.forres...
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resourc...
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resourc...
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resourc...
What do UXers do to impede
having a bigger impact?
15 minute discussion
Look in the mirror too
• Speaking different languages
• Different measures of success
• Not embracing wider goals
• Delivera...
Change Management Problem
But before you can change, you
need to know where you are today.
Limited to feature
implementation
Design informs product
strategy, opportunity, innovation
Strategy
PROGRESSING / TACTICAL...
OUTDATED PROGRESSING MODERN
SCOPE
Ad#hoc,#
digital#only
Multiple#digital#
touchpoints
End5to5end,#digital#and#non5
digital...
Identify 1 point in each attribute of
design teams on the maturity model
where you want to advance one step.
Then briefly ...
OUTDATED PROGRESSING MODERN
SCOPE
Ad#hoc,#
digital#only
Multiple#digital#
touchpoints
End5to5end,#digital#and#non5
digital...
What’s next
• Enabling Change
• Team-based scenario challenge
• Additional practical approaches
• Wrap up
Enabling Change
Find an advocate
Establish a sense of urgency
Craft a vision and a story
Communicate the future state
Cele...
BREAK
Enabling Change
Find an advocate
Establish a sense of urgency
Craft a vision and a story
Communicate the future state
Cele...
Find an Advocate
Selecting the right challenge is paying attention to
who else cares about it
“
Find that Advocate
• Expertise (may not be as important as others)
• Control over resources (time, budget, people, expense...
Establish a Sense of Urgency
Traits of Complacent Orgs:Yes, we have our problems, but
they aren’t that terrible, and I’m
doing my job just fine
Kotter 5
Traits of Complacent Orgs:
• Too much past success
• Lack of visible crises
• Low performance standards
• Insufficient feedb...
How to increase urgency
• External data refutes comfortable status quo
• Talk to unhappy or former customers
• Show how pr...
Craft a vision *and* a story
• Feasible, appealing picture of the
future
• Focused
• Flexible
• Easy to communicate to a variety of
audiences
• Tie bac...
How to communicate the vision
• Share the spirit of vision, if not vision itself
• Keep it simple, jargon-free
• Multiple ...
Celebrate short term wins
Short term wins…
• Visible to outsiders
• Unambiguous
• Tied directly to change effort, vision
Short term wins…
• Provide evidence you’re on the right track
• Help hone the vision and long-term strategies
• Build mome...
Raise your visibility
Raise your visibility
• Present at annual sales kick-offs
• Become part of the pitch of new hires or client visits
• Attend...
In my career at both
Thomson Reuters and
Nasdaq, I’ve never seen us
build a solution that looks as
clean and solid as this...
us
In my career at both Thomson Reuters and Nasdaq, I’ve never seen
build a solution that looks as clean and solid as this...
Deliver the goods
To become that trusted partner, there is no
substitute for demonstrated competence.
“http://boxesandarrows.com/recruiting-...
How to show you’re good
• Share usability clips—audio or video is best, not just transcripts
• Perception of pace, even if...
More KPIs
• Revenue generated from new
products
• Projects in pipeline
• Stage-gate specific
• P&L impact
• Patent applicat...
We are most optimistic on the Next Gen IR
platform…[Nasdaq] is in advanced beta
testing, set to be launched in Q4.
This so...
Learn about the silos
On silos (or closed, tight networks)
• Nonaligned and unshared priorities
• Lack of information flow
• Lack of coordinated ...
Building those bridges
Collaborative workshops
• design studio
• gamestorming activities
• pre-mortem
• design-the-box
• m...
Managers enable good design
• Facilitate introductions & conversations
• Best evangelist may not be your best designer
• E...
Managers enable good design
Deploy design research beyond usability testing
Managers enable good design
Don’t pull the ladder up
Connect to the big picture
• Map your success to company goals
• Is customer service mentioned as a core value?
• Show how...
Help others help themselves
Resources
• Inventory of your work
• Design patterns lets designers focus on big problems
• Style guide, fonts, palettes (...
Workshops
• How to conduct design studio
• How to discuss design via critique
• How to conduct a customer interview
• How ...
Future State Exercise
Wrapping up
The real risk
• Other businesses or orgs will use their own budgets for hiring designers who
won’t report to you
• Those b...
Projects end
Allies move on
Market conditions change
Priorities shift
Competitors evolve
Teammates quit
Such Disruption
Building a Culture of Design
Building a Culture of Design
Experimentation
Innovation
Learning
Quality
A culture of quality requires
employees to apply skills and make
decisions in highly ambiguous but
critical areas while le...
A culture of quality requires
employees to apply skills and make
decisions in highly ambiguous but
critical areas while le...
Don’t atrophy
Persuasion is a process
not an event
Delivery is your currency
Credibility is your social capital
Your vision is your access
THANK YOU
Chris Avore / avore@erova.com / @erova
Further Reading
• Leading Change

by John Kotter
• Communicating the UX Vision: 13 Anti-Patterns That Block Good Ideas

by...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Av...
Upcoming SlideShare
Loading in …5
×

MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Avore

170 views

Published on

Enable your organization to embrace and profit from the benefits of a design-led work culture.

Culture change is often perceived as long and slow, but that doesn't mean there aren't approaches familiar to designers of all experience levels that can be the catalyst for evolving your current workplace culture into one that invites exploration, collaboration, and accountability.

Participants will engage in hands-on activities and role- playing to learn the techniques they can immediately use to show management the benefits of design to the organization, how design should influence product strategy, and how to help other departments and teams grow their own design expertise, and in some cases without even hiring more designers.

Learn how to identify problems with your status quo, identify areas for growth and change, how to share research with executives who may not fully understand it, and the methods to scale design's influence across different teams and into the C-suite.

Published in: Design
  • Be the first to comment

  • Be the first to like this

MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Avore

  1. 1. Design Upstream Scaling Design Culture in your Organization Chris Avore / @erova / March 30 2016
  2. 2. But enough about me
  3. 3. Today’s Agenda • Introduction • Lecture • The current state:
 Design in your organization Second halfFirst half • Lecture • The future state:
 Enabling change as a team • Wrap up
  4. 4. people are thinking talking writing about culture
  5. 5. “Type a quote here.” The Defining Elements of a Winning Culture There’s No Such Thing as a Culture Turnaround A Winning Culture Keeps Score How to Engender a Performance Culture
  6. 6. why now?
  7. 7. Business needs to • reduce costs • improve quality of products & services • identify new opportunities for growth • increase productivity
  8. 8. meanwhile…
  9. 9. Businesses are suffering from: • Incremental or little innovation • losing market share to new ideas, competitors • finding fundamental problems too late • job descriptions that confine talent • cultures of hoarding vs sharing
  10. 10. It used to be that when we said we were going to be design-driven, the engineers said, “Well, here’s the technology constraints.” ! The product manager said, “Well, here’s the thing we have to solve,” and then gave it to the designers and said… http://www.businessweek.com/articles/2014-03-20/intuit-how-design-drove-its-turnaround http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround
  11. 11. Make it pretty before it ships http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround Make the logo bigger! Make it pop! This doesn’t look like Apple Less whitespace plz kthx is this above the fold?
  12. 12. deliver the planned thing deliver the right thing>
  13. 13. Design averse culture leads to… • low morale • distrust among departments, teams • design team perceived as decorators, not deciders • loss of credibility in good design • high turnover
  14. 14. A respectful, multi-team collaborative working environment where designers are empowered to effectively solve business problems via exploration, iteration, and validation.
  15. 15. Solve better problems
  16. 16. Design better products
  17. 17. Right people
  18. 18. Right room
  19. 19. Right questions
  20. 20. If they want you to cook the dinner, at least they ought to let you shop for some of the groceries. “
  21. 21. What barriers prevent UX from having a greater impact? 30 minute exercise
 10 minutes: Jot one barrier per Sticky 20 minutes: organize Stickies into themes Label themes and be prepared to share with group 15 minute discussion
  22. 22. https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
  23. 23. “What barriers prevent UX from having a greater impact?” LACK OF LEADERSHIP 11% OVERALL FIRM CULTURE 9% https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
  24. 24. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Perception problem
  25. 25. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Influence problem
  26. 26. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Visibility problem
  27. 27. What do UXers do to impede having a bigger impact? 15 minute discussion
  28. 28. Look in the mirror too • Speaking different languages • Different measures of success • Not embracing wider goals • Deliverable Dogma • Assuming non-designers don’t get design
  29. 29. Change Management Problem
  30. 30. But before you can change, you need to know where you are today.
  31. 31. Limited to feature implementation Design informs product strategy, opportunity, innovation Strategy PROGRESSING / TACTICAL MODERN / STRATEGIC Build solutions based on requirements, specs • Address problems first • Establishes standards, patterns, priorities Design Tactical usability testing validate features • Beyond screens or dept • Hypothesis-based • Quant and Qual lenses Research
  32. 32. OUTDATED PROGRESSING MODERN SCOPE Ad#hoc,# digital#only Multiple#digital# touchpoints End5to5end,#digital#and#non5 digital STRATEGY Absent Gather#requirements Set#vision#and#shape#a#road# map#aligned#to#firm#strategies RESEARCH Usability#testing Iterative#testing Ethno#research Qualitative/quantitative#drive# hypothesis5driven#experiments DESIGN Wireframes Process#goes#from# sketch#to#high5fidelity Sets#and#governs#experience# standards STAFFING Generalist#individual# contributors#only Full#teams#with# research,#IxD/visual# design,#prototypers Executive#leadership#plus# centralized#strategy#and# governance
  33. 33. Identify 1 point in each attribute of design teams on the maturity model where you want to advance one step. Then briefly describe your plan of how you could lead that change effort. 15 minutes to complete 15 minutes table discussion
  34. 34. OUTDATED PROGRESSING MODERN SCOPE Ad#hoc,# digital#only Multiple#digital# touchpoints End5to5end,#digital#and#non5 digital STRATEGY Absent Gather#requirements Set#vision#and#shape#a#road# map#aligned#to#firm#strategies RESEARCH Usability#testing Iterative#testing Ethno#research Qualitative/quantitative#drive# hypothesis5driven#experiments DESIGN Wireframes Process#goes#from# sketch#to#high5fidelity Sets#and#governs#experience# standards STAFFING Generalist#individual# contributors#only Full#teams#with# research,#IxD/visual# design,#prototypers Executive#leadership#plus# centralized#strategy#and# governance
  35. 35. What’s next • Enabling Change • Team-based scenario challenge • Additional practical approaches • Wrap up
  36. 36. Enabling Change Find an advocate Establish a sense of urgency Craft a vision and a story Communicate the future state Celebrate short term wins Raise the profile Deliver the goods
  37. 37. BREAK
  38. 38. Enabling Change Find an advocate Establish a sense of urgency Craft a vision and a story Communicate the future state Celebrate short term wins Raise the profile Deliver the goods
  39. 39. Find an Advocate
  40. 40. Selecting the right challenge is paying attention to who else cares about it “
  41. 41. Find that Advocate • Expertise (may not be as important as others) • Control over resources (time, budget, people, expense) • Political support (access to influential colleagues, partners, network) • Build a coalition of advocates—don’t stop at 1
  42. 42. Establish a Sense of Urgency
  43. 43. Traits of Complacent Orgs:Yes, we have our problems, but they aren’t that terrible, and I’m doing my job just fine Kotter 5
  44. 44. Traits of Complacent Orgs: • Too much past success • Lack of visible crises • Low performance standards • Insufficient feedback from external, trusted sources
  45. 45. How to increase urgency • External data refutes comfortable status quo • Talk to unhappy or former customers • Show how profitable future opportunities are unobtainable with current mindset
  46. 46. Craft a vision *and* a story
  47. 47. • Feasible, appealing picture of the future • Focused • Flexible • Easy to communicate to a variety of audiences • Tie back to vision • Anyone could deliver the story • Describe backgrounds, skills, techniques • Reinforce credibility, including external success • Describe reporting line, org hierarchy • Share physical locations Vision Story
  48. 48. How to communicate the vision • Share the spirit of vision, if not vision itself • Keep it simple, jargon-free • Multiple channels, forums even if not 100% official • Repetition, Repetition, Repetition, • Create a dialogue, not one-way communication
  49. 49. Celebrate short term wins
  50. 50. Short term wins… • Visible to outsiders • Unambiguous • Tied directly to change effort, vision
  51. 51. Short term wins… • Provide evidence you’re on the right track • Help hone the vision and long-term strategies • Build momentum • Keep bosses/advocates on your side
  52. 52. Raise your visibility
  53. 53. Raise your visibility • Present at annual sales kick-offs • Become part of the pitch of new hires or client visits • Attend conferences/trade shows attended by sales/marketing/account teams
  54. 54. In my career at both Thomson Reuters and Nasdaq, I’ve never seen us build a solution that looks as clean and solid as this one
  55. 55. us In my career at both Thomson Reuters and Nasdaq, I’ve never seen build a solution that looks as clean and solid as this one
  56. 56. Deliver the goods
  57. 57. To become that trusted partner, there is no substitute for demonstrated competence. “http://boxesandarrows.com/recruiting-your-army-creating-the-in-house-design-agency/
  58. 58. How to show you’re good • Share usability clips—audio or video is best, not just transcripts • Perception of pace, even if you’re right on schedule • Performance metrics • Adhering to budget • Additional stakeholder validation
  59. 59. More KPIs • Revenue generated from new products • Projects in pipeline • Stage-gate specific • P&L impact • Patent applications or patents granted • Internal rate of return • Earned-Value Analysis • Press/Social mentions
  60. 60. We are most optimistic on the Next Gen IR platform…[Nasdaq] is in advanced beta testing, set to be launched in Q4. This software appears to be best in class… Wall Street Research Report “
  61. 61. Learn about the silos
  62. 62. On silos (or closed, tight networks) • Nonaligned and unshared priorities • Lack of information flow • Lack of coordinated decision making across silos • Groupthink / overconfidence of decisions / confirmation bias • Few new ideas • No incentive to share knowledge
  63. 63. Building those bridges Collaborative workshops • design studio • gamestorming activities • pre-mortem • design-the-box • magazine cover Promote & Publish • shared vision, north stars • useful, reusable assets • personas • successes • research findings
  64. 64. Managers enable good design • Facilitate introductions & conversations • Best evangelist may not be your best designer • Embrace the unknowns, let go from planning • Don’t overspecialize—enable generalists, growth, exposure
  65. 65. Managers enable good design Deploy design research beyond usability testing
  66. 66. Managers enable good design Don’t pull the ladder up
  67. 67. Connect to the big picture • Map your success to company goals • Is customer service mentioned as a core value? • Show how you reduced support calls by 20% • Is increasing margin a business goal? • Prove the new features command a higher price with less maintenance investment than preceding release.
  68. 68. Help others help themselves
  69. 69. Resources • Inventory of your work • Design patterns lets designers focus on big problems • Style guide, fonts, palettes (or point to Marketing) • Personas & other research findings
  70. 70. Workshops • How to conduct design studio • How to discuss design via critique • How to conduct a customer interview • How to write a user story • Rethink the kick off meeting • Facilitate a retro
  71. 71. Future State Exercise
  72. 72. Wrapping up
  73. 73. The real risk • Other businesses or orgs will use their own budgets for hiring designers who won’t report to you • Those businesses may hire consultants or outside agencies to execute one project, but no long term engagement for knowledge sharing later • Design will be the scapegoat
  74. 74. Projects end Allies move on Market conditions change Priorities shift Competitors evolve Teammates quit Such Disruption
  75. 75. Building a Culture of Design
  76. 76. Building a Culture of Design
  77. 77. Experimentation
  78. 78. Innovation
  79. 79. Learning
  80. 80. Quality
  81. 81. A culture of quality requires employees to apply skills and make decisions in highly ambiguous but critical areas while leading them toward deeper reflection about the risks and payoffs of their actions. Creating a Culture of Quality http://hbr.org/2014/04/creating-a-culture-of-quality/
  82. 82. A culture of quality requires employees to apply skills and make decisions in highly ambiguous but critical areas while leading them toward deeper reflection about the risks and payoffs of their actions. Creating a Culture of Quality http://hbr.org/2014/04/creating-a-culture-of-quality/
  83. 83. Don’t atrophy
  84. 84. Persuasion is a process not an event
  85. 85. Delivery is your currency
  86. 86. Credibility is your social capital
  87. 87. Your vision is your access
  88. 88. THANK YOU Chris Avore / avore@erova.com / @erova
  89. 89. Further Reading • Leading Change
 by John Kotter • Communicating the UX Vision: 13 Anti-Patterns That Block Good Ideas
 by Martina Schell and James O’Brien • Designing for Growth: A Design Thinking Tool Kit for Managers
 by Jeanne Liedtka

×