1.
Design Your Organisation
WEBDAGENE / October 2016

2.
Amount earmarked by IBM to hire
1,000 new designers:
$100,000,000
Source: Core77.com

3.
Savings attributed to UK Government
Digital Service by treasury audit:
£ 4,100,000,000
Source: O’Reilly Design Conference 2015, Interview with Mike Bracken

4.
Projected 10-year growth rate of user
experience jobs:
16%
Source: CNNMoney/Payscale / US Bureau of Labor Statistics

5.
In light of these developments,
design looks very attractive.

6.
Interest in design has grown over time.
Source: Google Trends
0
20
40
60
80
100
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
UX
CX
SD
%OFINTERESTOVERTIME

7.
Customer Experience is how customers perceive their
interactions with your company.
Forrester Research
User Experience is a person’s perceptions and responses
that result from the use or anticipated use of a product,
system or service.
ISO
Service Design helps organizations see their services
from a customers perspective.
PRACTICALSERVICEDESIGN.COM

8.
Let’s examine the relationship between UX and CX.

9.
What did I learn?
1. Nobody really knows the difference.

10.
What did I learn?
1. Nobody really knows the difference.
2. If you believe UX is more than digital, they’re the same.

11.
What did I learn?
1. Nobody really knows the difference.
2. If you believe UX is more than digital, they’re the same.
3. If you believe UX is just digital, CX is bigger.

12.
What did I learn?
1. Nobody really knows the difference.
2. If you believe UX is more than digital, they’re the same.
3. If you believe UX is just digital, CX is bigger.
4. A lot of people think UX is just digital.

13.
What did I learn?
1. Nobody really knows the difference.
2. If you believe UX is more than digital, they’re the same.
3. If you believe UX is just digital, CX is bigger.
4. A lot of people think UX is just digital.
5. But none of that matters, because if companies are becoming increasingly
digital, they’re moving closer together anyway.

14.
The State of UX 2016 Survey
NUMBER
266 friends of UX
ROLES
Titles ranging from
UX designer to CDO
LOCATIONS
Respondents from
every continent (with
concentrations in
North America,
Europe, and
multinationals)
INDUSTRIES
Respondents from
across industries (with
concentrations in
information
technology, financial
services, and
healthcare)
BUSINESS SIZE
Ranges from <10 to
>100,000 employees

15.
11%
21%
In your opinion, what is the level of strategic
impact of UX in your organisation?
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
LOW IMPACT
33%
MEDIUM IMPACT
27%
HIGH IMPACT
37%

16.
What characterizes high or low impact?

17.
What level is your most senior UX leader?
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
LOW IMPACT HIGH IMPACT
14%
5%
11%
32%
15%
16%
4%
1%
1%
8%
21%
28%
16%
21%
C-LEVEL
SVP
VP
DIRECTOR
MANAGER
LEAD
LEADER?
WHAT LEADER?

18.
“The Chief Design Officer is not a savior.”
AND YET
Source: Fast Company Design, “Your Chief Design Officer Is Not A Savior”

19.
“The impact of hiring a CDO mimics the Gartner
Hype Cycle—a peak of inflated expectations is
followed by the trough of disillusionment. You
have to be patient to get to the slope of
enlightenment and become a more mature design
organisation.”
– Artefact Group on findings from over 300 design maturity surveys

20.
Where is UX situated in your organisational structure?
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
Customer
Experience
6%
Design
27%
Hybrid/In
Multiple
Places
17%
Product
22%
Technology
16%
Marketing
3%
Customer
Experience
1%
Design
12% Hybrid/In
Multiple
Places
10%
Product
28%
Technology
34%
Marketing
10%
LOW IMPACT HIGH IMPACT

21.
Where is UX situated in your organisational structure?
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
Customer
Experience
6%
Design
27%
Hybrid/In
Multiple
Places
17%
Product
22%
Technology
16%
Marketing
3%
Customer
Experience
1%
Design
12% Hybrid/In
Multiple
Places
10%
Product
28%
Technology
34%
Marketing
10%
LOW IMPACT HIGH IMPACT

22.
Where is UX situated in your organisational structure?
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
Customer
Experience
6%
Design
27%
Hybrid/In
Multiple
Places
17%
Product
22%
Technology
16%
Marketing
3%
Customer
Experience
1%
Design
12% Hybrid/In
Multiple
Places
10%
Product
28%
Technology
34%
Marketing
10%
LOW IMPACT HIGH IMPACT

23.
60%
42%
22%
34%
62%
77%
8%
55%
31%
15%
80%
70%
63%
70%
79%
85%
29%
72%
55%
41%
USER
RESEARCH
EXP.
STRATEGY
ROADMAP
PLANNING
PROJECT
SCOPING
PROTO-
TYPING
DIGITAL
DESIGN
NON-
DIGITAL
DESIGN
TESTING
& VALID-
ATION
MEASURE-
MENT
GOVERN-
ANCE
In which of the following activities does UX play a significant role?
RESEARCH STRATEGY DESIGN QUALITY CONTROL

24.
60%
42%
22%
34%
62%
77%
8%
55%
31%
15%
80%
70%
63%
70%
79%
85%
29%
72%
55%
41%
USER
RESEARCH
EXP.
STRATEGY
ROADMAP
PLANNING
PROJECT
SCOPING
PROTO-
TYPING
DIGITAL
DESIGN
NON-
DIGITAL
DESIGN
TESTING
& VALID-
ATION
MEASURE-
MENT
GOVERN-
ANCE
This suggests that the benefits of design are determined beyond design.
RESEARCH STRATEGY DESIGN QUALITY CONTROL

25.
“When something goes wrong, it can usually be
traced back to the beginning, from the acceptance
of false premises. Hence on the one hand the
importance of questions, and on the other, the
resourcefulness of attitude that prompts them.”
– Norman Potter, author of What Is a Designer? (1969)

26.
To what extent has your organisation found
UX to be a driver of the following measures?
13%
22%
33%
28%
36%
47%
61%
48%
42%
39%
36%
20%
Happier
customers
Customer
behaviors
Internal pride Increased
earnings
External
recognition
Lower costs
Low
High
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents

27.
What measurable outcomes have resulted from
user experience that you are most proud of?
LOW
“I would love to tell you,
however we are moving so
fast there has been no time or
resources for testing/
outcomes —even for small
usability improvements.”

28.
What measurable outcomes have resulted from
user experience that you are most proud of?
LOW
“I would love to tell you,
however we are moving so
fast there has been no time or
resources for testing/
outcomes —even for small
usability improvements.”
HIGH
“Multi-million dollar
increases in conversion and
CLTV”
“Core funnel went from 25%
to 50% since adding a UX
Lead to the team”

29.
What types of projects does your UX team work on?
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
89%
41%
36%
29%
23%
87%
35%
30%
20% 19%
14%
92%
42%
34%
26% 27%
74%
22%
9%
13%
8% 5%
High
Low
Websites
and web-
based apps
Employee
tools
Desktop
software
Marketing
campaigns
Customer
support

30.
89%
41%
36%
29%
23%
87%
35%
30%
20% 19%
14%
92%
42%
34%
26% 27%
74%
22%
9%
13%
8% 5%
High
Low
Signs of more holistic design among high impact teams
Websites
and web-
based apps
Employee
tools
Desktop
software
Marketing
campaigns
Customer
support
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
Mobile
web and
apps
Services Internet
of things
Print/
packag-
ing
In-store/
retail
Hardware

31.
11%
21%
If we revisit our original distribution, what have we learned?
Source: Leah Buley Co. State of UX 2016 Survey / Base: 266 respondents
LOW IMPACT
33%
MEDIUM IMPACT
27%
HIGH IMPACT
37%

32.
Low impact UX looks like:
— UX is likely to be housed in IT, marketing, or product.
— UX focuses mainly on websites, marketing, and internal tools.
— UX works only on select digital channels.
— UX maybe does some research and strategy, maybe not.
— UX has little impact on requirements and standards.
— UX leadership no higher than manager level.
— The company pursues UX primarily to reduce costs.

33.
High impact UX looks like:
— UX is likely to be in own org with cross-functional influence.
— UX supports established and emerging digital channels,
and maybe also service design.
— Research and strategy are standard parts of the process.
— UX directly shapes requirements, planning, and quality standards.
— UX leaders at or above director level.
— The company pursues UX to create happier customers
because happy customers are good for business.

34.
OUTDATED
Ad hoc, digital
only
Absent
Usability testing,
if that
Wireframes
Generalist
individual
contributors
Expected to
reduce and keep
costs low
SCOPE
STRATEGY
RESEARCH
DESIGN
STAFFING
ACCOUNT-
ABILITY
Modified from model developed at Forrester Research

35.
OUTDATED
Ad hoc, digital
only
Absent
Usability testing,
if that
Wireframes
Generalist
individual
contributors
Expected to
reduce and keep
costs low
PROGRESSIVE
Multiple digital touch
points
Gather
requirements
Iterative testing, some
generative research
Iterative process
Full teams with research,
ixd, visual design,
prototypers
Expected to keep the
company competitive with
current digital standards
SCOPE
STRATEGY
RESEARCH
DESIGN
STAFFING
ACCOUNT-
ABILITY
Modified from model developed at Forrester Research

36.
OUTDATED
Ad hoc, digital
only
Absent
Usability testing,
if that
Wireframes
Generalist
individual
contributors
Expected to
reduce and keep
costs low
PROGRESSIVE
Multiple digital touch
points
Gather
requirements
Iterative testing, some
generative research
Iterative process
Full teams with research,
ixd, visual design,
prototypers
Expected to keep the
company competitive with
current digital standards
MODERN
End-to-end, digital and non-
digital
Set vision and shape roadmap
aligned to firm strategies
Qual & quant drive hypothesis-
driven experiments
Shapes experience standards
Executive leadership plus
strategy & governance
Expected to generate value
across customer experience via
customer-centric improvements
SCOPE
STRATEGY
RESEARCH
DESIGN
STAFFING
ACCOUNT-
ABILITY
Modified from model developed at Forrester Research

37.
Where to go from here?
OUTDATED
Focus on
resourcing.
• Find a trial project.
• Staff it more robustly.
• Celebrate impact.
PROGRESSIVE
Focus on
process.
• Scale up.
• Add more research.
• Hire senior leadership.
MODERN
Focus on
reach.
• Add innovation work.
• Cross-pollinate design.
• Beef up measurement.

38.
Thank you.
leah@leahbuley.com
@leahbuley