MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Avore
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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.
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MX: Managing Experience | Day 2 - Design Upstream: Advancing Strategic Design Without Going Against the Current | Chris Avore
- 2. Design Upstream Scaling Design Culture in your Organization Chris Avore / @erova / March 30 2016
- 4. But enough about me
- 5. 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
- 7. “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
- 9. why now?
- 10. Business needs to • reduce costs • improve quality of products & services • identify new opportunities for growth • increase productivity
- 11. meanwhile…
- 12. 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
- 13. 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
- 14. 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?
- 15. deliver the planned thing deliver the right thing>
- 16. 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
- 17. A respectful, multi-team collaborative working environment where designers are empowered to effectively solve business problems via exploration, iteration, and validation.
- 20. Right people
- 21. Right room
- 22. Right questions
- 23. If they want you to cook the dinner, at least they ought to let you shop for some of the groceries. “
- 24. 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
- 26. “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
- 27. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Perception problem
- 28. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Influence problem
- 29. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Visibility problem
- 30. What do UXers do to impede having a bigger impact? 15 minute discussion
- 31. 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
- 33. But before you can change, you need to know where you are today.
- 34. 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
- 35. 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
- 36. 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
- 37. 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
- 38. What’s next • Enabling Change • Team-based scenario challenge • Additional practical approaches • Wrap up
- 39. 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
- 41. BREAK
- 42. 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
- 43. Find an Advocate
- 44. Selecting the right challenge is paying attention to who else cares about it “
- 45. 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
- 46. Establish a Sense of Urgency
- 47. 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
- 48. Traits of Complacent Orgs: • Too much past success • Lack of visible crises • Low performance standards • Insufficient feedback from external, trusted sources
- 49. 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
- 50. Craft a vision *and* a story
- 51. • 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
- 52. 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
- 53. Celebrate short term wins
- 54. Short term wins… • Visible to outsiders • Unambiguous • Tied directly to change effort, vision
- 55. 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
- 57. 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
- 58. 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
- 59. 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
- 61. To become that trusted partner, there is no substitute for demonstrated competence. “http://boxesandarrows.com/recruiting-your-army-creating-the-in-house-design-agency/
- 62. 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
- 63. 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
- 64. 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 “
- 66. Learn about the silos
- 67. 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
- 70. 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
- 71. 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
- 72. Managers enable good design Deploy design research beyond usability testing
- 73. Managers enable good design Don’t pull the ladder up
- 74. 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.
- 75. Help others help themselves
- 76. 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
- 77. 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
- 79. Wrapping up
- 80. 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
- 81. Projects end Allies move on Market conditions change Priorities shift Competitors evolve Teammates quit Such Disruption
- 82. Building a Culture of Design
- 83. Building a Culture of Design
- 84. Experimentation
- 85. Innovation
- 86. Learning
- 87. Quality
- 88. 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/
- 89. 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/
- 90. Don’t atrophy
- 91. Persuasion is a process not an event
- 92. Delivery is your currency
- 93. Credibility is your social capital
- 94. Your vision is your access
- 95. THANK YOU Chris Avore / avore@erova.com / @erova
- 96. 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