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MX: Managing Experience | Day 2 - Beats Me | Brandon Schauer

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After ten years of the MX Conference, it's time to recognize an evergreen truth: the effective UX manager doesn't practice a labor of love for oneself. Instead, her heart beats for the others—the team, the user, the participants in the delivery of the experience, and the insatiable belief in the idea that better is quite possible. This year, this truth may be more important than ever to understand and invoke, as we design not just interfaces and processes but work across fields to design systems, beliefs, and the organizations that make up great experiences. Let’s talk about how we beats me.

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MX: Managing Experience | Day 2 - Beats Me | Brandon Schauer

  1. 1. Hi there.
  2. 2. Ten years ago we believed there was an emerging group of UX designers no longer focused on the details but on the challenges of managing and leading a practice.
  3. 3. And so we began talking 
 together at MX…
  4. 4. “The experience is the product.” — JESSE JAMES GARRETT & PETER MERHOLZ 2007
  5. 5. 2008 “Design reflects culture, and you have to have a great culture to create a great design.” — CORDELL RATZLAFF
  6. 6. “Treat customer experience as a competence and not a function. It should be a mindset everyone practices.” — BRUCE TEMKIN 2009
  7. 7. "In fast moving organizations, talking a lot about process is the best way to get yourself marginalized… 
 the process is not nearly as interesting as the outcome.” — MARGARET GOULD STEWART 2010
  8. 8. “Good experiences are designed for the ideal. Great experiences allow for the unexpected.” — ANDREW CROW 2011
  9. 9. “UX is 3 things:
 UX is a point-of-view.
 UX is an assemblage.
 UX is an intervention.” — GENEVIEVE BELL 2012
  10. 10. “The quality of the challenge you create determines the quality of the outcome.” — SARA ORTLOFF KHOURY 2013
  11. 11. “How to bring change to an organization… you’ve got to believe something deeply.” — BILL SCOTT 2014
  12. 12. “Nothing can be created without collaboration and treatment where everyone is a designer.” — MARIA GIUDICE 2015
  13. 13. The experience is still the product.2016
  14. 14. The experience is still the product.
  15. 15. What’s happened in 10 years? Designers as CEOs
  16. 16. What’s happened in 10 years? Designers as CEOs
  17. 17. What’s happened in 10 years? Emergence of the Design Executive Designers as CEOs
  18. 18. What’s happened in 10 years? “In 2006 we had six designers at the executive level; today we have 35” — BRAD SMITH, INTUIT CEO
  19. 19. What’s happened in 10 years? Designers as CEOs Emergence of the Design Executive Eperience as a differentiator and a strategy
  20. 20. What’s happened in 10 years? “Experience strategy”
  21. 21. What’s happened in 10 years? Experience as an investment Emergence of the Design Executive Eperience as a differentiator; Experience as a 
 strategy Designers as CEOs
  22. 22. What’s happened in 10 years? — JOHN MAEDA’S #DESIGNINTECH REPORT
  23. 23. What’s happened in 10 years? Designers as CEOs Emergence of the Design Executive Eperience as a differentiator; Experience as a 
 strategy Experience as an investment
  24. 24. What hasn’t happened in 10 years? Doing it alone.
  25. 25. BEATS ME @brandonschauer
  26. 26. EDISON MUSK
  27. 27. EAMES IVES
  28. 28. EAMES
  29. 29. No one creates the experience alone.
  30. 30. Experience takes a WE.
  31. 31. It takes a WE.
  32. 32. The WEs that will make experiences The We of Leaders
  33. 33. The old table
  34. 34. The Experience The new table
  35. 35. The Experience ?
  36. 36. “Design is a CEO-level conversation.” —HYO YEON
  37. 37. 20th century mindset How you MADE things was an advantage. 21st century mindset Today, how people EXPERIENCE you is the advantage. How you MARKETED was an advantage.
  38. 38. Journeys…
  39. 39. …are the modern Business Process Re-engineering
  40. 40. …are the modern Business Process Re-engineering
  41. 41. Journeys
  42. 42. Baseline Journeys bit.ly/baselinejourney
  43. 43. Journey Playbook Eleven patterns for how to change your current customer experience for the better » Erasing Troughs Early Solutions Strong Starts Smoother Handoffs Skips and JumpsStrong Ends x y n b Totally Reimagining Reordering Intelligent ExperiencesMagnifying Peaks Earlier starts, later ends bit.ly/journeyplaybook
  44. 44. This is not the business process. But we can manage a business by it.
  45. 45. “I received this list of 54 priorities from the business.” —BEN JUDY
  46. 46. “A service is a set of promises… and promises create organizational flexibility.” —JEFF SUSSNA
  47. 47. “Write the story before it happens.” —ROB MAIGRET
  48. 48. “Now is your chance to draw a with a business a better picture of what it can do to serve people—please be brave and take it.” WHAT I WANT TO SAY TO THE BODY OF MX:
  49. 49. The WEs that will make experiences The We of Leaders The We of Your Team
  50. 50. How can we more often see this…
  51. 51. …more like this:
  52. 52. —ALLA ZOLLERS
  53. 53. “Being a leader is not a role or a title but a way of being.” —ALLA ZOLLERS
  54. 54. “We need to move away from cause-and- effect and command-and-control. We need to embrace flexibility and resilience, and change.” —CHRIS AVORE
  55. 55. “Delight in diversity.” —JANAKI KUMAR
  56. 56. “I need transparency and to be challenged...I like being told I'm doing a good job, but I also need to be pushed.” —COURTNEY GEORGE
  57. 57. Am I helping You Grow? yes no
  58. 58. “Design team morale is a leading indicator for a company’s design health.” —IRENE AU
  59. 59. “It’s hard to know how to know how to be a good manager until you’ve had one.” —MAYKEL LOOMANS
  60. 60. “Care personally. Challenge directly.” —KIM SCOTT
  61. 61. “Be the light.” —ANEL MULLER
  62. 62. “We must to inspire and grow our teams to do the most meaningful work and have the greatest impact. They will have your back if you listen and lead the way.” WHAT I WANT TO SAY TO THE BODY OF MX:
  63. 63. The WEs that will make experiences The We of Leaders The We of Your Team The We of the New Front Line
  64. 64. BUSINESS CONTEXT CUSTOMER CONTEXT HQ Before we went online Front Line CustomerBusiness Knowledge Customer Knowledge
  65. 65. BUSINESS CONTEXT CUSTOMER CONTEXT HQ After we went online Front Line CustomerBusiness Knowledge Customer Knowledge
  66. 66. BUSINESS CONTEXT CUSTOMER CONTEXT HQ Where big data could take us Front Line CustomerBusiness Knowledge Customer Knowledge
  67. 67. BUSINESS INTERESTS CUSTOMER INTERESTS HQ Where big data plus design could take us Front Line CustomerBusiness Knowledge Customer Knowledge
  68. 68. Journeys as an example
  69. 69. Intelligent journeys through big data
  70. 70. Intelligent Journeys in cross section 68%
  71. 71. As we have breakpoints in responsive design (We don’t consciously design the in-betweens.)
  72. 72. We will have breakpoints in Intelligent Experiences How about a walk?
 It’s a sunny day. You’re knees probably feeling stiff.
 Let’s try leg bends? You need to slow it down. Can I schedule a break for you? Scenario:
 Post-op treatment
  73. 73. Data has no feelings, empathy, or ethics. It’s neutral.
  74. 74. “The more data that gets created, the more we must embrace it in the design process in order to stay relevant.” —HYO YEON
  75. 75. “How you work together determines what you produce.” —JEFF SUSSNA
  76. 76. “Marketing, design, and engineering 
 are the product experience.” —ROB MAIGRET
  77. 77. “We must create common values with the new front line that include customer empathy, as they are co-creators of the experience that is and will be.” WHAT I WANT TO SAY TO THE BODY OF MX:
  78. 78. The WEs that will make experiences The We of Leaders The We of Your Team The We of the New Front Line
  79. 79. As we move into the coming years, I believe… Experiences will become a common frame of business management Design will have ascended to a natural point in most organizations Big Data and Machine Learning will drive experiences more and more
  80. 80. WE THEY
  81. 81. FORWE THEY
  82. 82. WE BEATS ME @brandonschauer

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