This document discusses ways to make agile development processes more customer-centric and design-friendly. It proposes five "hacks": 1) Defining designer profiles and allocating them to agile teams, 2) Shortening the loop between real users and agile teams, 3) Creating a centralized CX design library, 4) Introducing a touchpoint dashboard to share customer insights and KPIs, and 5) Basing metrics on customer journeys rather than individual touchpoints. The goal is to better integrate design, users, and customer priorities into enterprise agile practices.
IRM EA 2014 - Designing experiences with outside in architecture - Mike Clark...Mike Clark
Architecture, we learned from Vitruvius, is about utilitas, firmitas, and venustas - function, structure and beauty. Any innovation and transformation in the enterprise must ultimately impact the people we address, leading to better experiences. We advocate for the return of human-centric thinking in business and enterprise architecture. This allows us to go beyond the usual internal aspects when looking at the enterprise’s moving parts, and tie them to customer needs, experiences and interactions that complete the story. In turn, we can apply architecture to explore potential futures and putting strategic designs into action.
Combining Experience Design practice with architecture work, tweaking our shared models of the enterprise to look from the outside in
Leveraging architectural rigor and reuse to design transformations of enterprise ecosystems that impact human experience
The fading importance of IT as Enterprise Architecture's key domain in a big data world where everything is going digital by default
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
IRM EA 2014 - Designing experiences with outside in architecture - Mike Clark...Mike Clark
Architecture, we learned from Vitruvius, is about utilitas, firmitas, and venustas - function, structure and beauty. Any innovation and transformation in the enterprise must ultimately impact the people we address, leading to better experiences. We advocate for the return of human-centric thinking in business and enterprise architecture. This allows us to go beyond the usual internal aspects when looking at the enterprise’s moving parts, and tie them to customer needs, experiences and interactions that complete the story. In turn, we can apply architecture to explore potential futures and putting strategic designs into action.
Combining Experience Design practice with architecture work, tweaking our shared models of the enterprise to look from the outside in
Leveraging architectural rigor and reuse to design transformations of enterprise ecosystems that impact human experience
The fading importance of IT as Enterprise Architecture's key domain in a big data world where everything is going digital by default
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
There are many activities and methods addressing business (project and strategic) planning and execution, however the planning cycle still remains flawed and sub-optimal.
-46% of business failures stem from misguided strategies
-More than half of all business projects are still failing
- One third of firms fail to achieve expected results from annual strategic plans
Leading organisations are getting in front of the planning cycle to positively influence project delivery and positive business outcomes with modern approaches geared to rapidly changing and complex environments.
Many disciplines purport to be the silver bullet to deal with these issues. The reality is that most businesses are just too chaotic to handle overly robust and formal techniques – but still want to ensure the right strategies and outcomes are achieved - and by design - not chance.History may look back at the evolving discipline of modern Business Architecture as one of the keys. For that to come true though, Business Architecture, as any methodology and framework, needs to be applied in a pragmatic and lean manner to be an effective tool for today's businesses.
This presentation, given by EA's Chief Architect, looks at Business Architecture and its journey – and necessity – to support a more agile approach to enterprise design.
- Business Analysis, Business Architecture and Business
- Design and where they intersect;
- What is the value of each?
- Where does the problem lie?
- What is currently working and what is failing;
- Where can we position the discipline to be the most effective in the organization, and have the greatest amount of impact on the strategic outcomes?
- What are the first steps to escalate the visibility and mandate of the discipline?
- What training is available and where does it get me?
Product strategy for technology companies is closely related to New Product Development. It starts with a strategic vision which provides answers to questions such as “Where is the business going?”, and “How will it get there? This Technology Multipliers webinar provides a comprehensive overview of product strategy concepts, process, and keys to success for technology companies.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Sample Oral deck for proposal PresentationSowmak Bardhan
I have created a sample oral deck so that aspiring sales and presales managers can take a look and understand the framework to build a nice presentation on the solution/product demo to customers.
Keynote: The User Experience Strategy behind one of Europe’s largest Digital ...Stefan F. Dieffenbacher
The User Experience Strategy behind one of Europe’s largest Digital Transformations is a presentation that summarizes the digital strategy approach taken for a key bank in Europe.
It takes the reader through three stages:
1. Why was a digital strategy required to start with? Why could the bank no more operate as-is?
2. What was the overall solution and design approach? At this point in time, the Digital Leadership strategy framework is being introduced.
3. How was the actual solution developed across both phases? In the first phase, the presentation talks through the key steps, namely:
3a. customer segmentation
3b. persona development
3c. understanding of user needs
3d. understanding of business needs
3e. developing an overarching vision based on business goals and user needs
3f. Deriving the functional scope - termed at Digital Leadership a Scope Landscape
The second phase then goes on to detail out the solution approach which was basically about detailing out the strategy from phase 1 and validating it in details.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
There are many activities and methods addressing business (project and strategic) planning and execution, however the planning cycle still remains flawed and sub-optimal.
-46% of business failures stem from misguided strategies
-More than half of all business projects are still failing
- One third of firms fail to achieve expected results from annual strategic plans
Leading organisations are getting in front of the planning cycle to positively influence project delivery and positive business outcomes with modern approaches geared to rapidly changing and complex environments.
Many disciplines purport to be the silver bullet to deal with these issues. The reality is that most businesses are just too chaotic to handle overly robust and formal techniques – but still want to ensure the right strategies and outcomes are achieved - and by design - not chance.History may look back at the evolving discipline of modern Business Architecture as one of the keys. For that to come true though, Business Architecture, as any methodology and framework, needs to be applied in a pragmatic and lean manner to be an effective tool for today's businesses.
This presentation, given by EA's Chief Architect, looks at Business Architecture and its journey – and necessity – to support a more agile approach to enterprise design.
- Business Analysis, Business Architecture and Business
- Design and where they intersect;
- What is the value of each?
- Where does the problem lie?
- What is currently working and what is failing;
- Where can we position the discipline to be the most effective in the organization, and have the greatest amount of impact on the strategic outcomes?
- What are the first steps to escalate the visibility and mandate of the discipline?
- What training is available and where does it get me?
Product strategy for technology companies is closely related to New Product Development. It starts with a strategic vision which provides answers to questions such as “Where is the business going?”, and “How will it get there? This Technology Multipliers webinar provides a comprehensive overview of product strategy concepts, process, and keys to success for technology companies.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Sample Oral deck for proposal PresentationSowmak Bardhan
I have created a sample oral deck so that aspiring sales and presales managers can take a look and understand the framework to build a nice presentation on the solution/product demo to customers.
Keynote: The User Experience Strategy behind one of Europe’s largest Digital ...Stefan F. Dieffenbacher
The User Experience Strategy behind one of Europe’s largest Digital Transformations is a presentation that summarizes the digital strategy approach taken for a key bank in Europe.
It takes the reader through three stages:
1. Why was a digital strategy required to start with? Why could the bank no more operate as-is?
2. What was the overall solution and design approach? At this point in time, the Digital Leadership strategy framework is being introduced.
3. How was the actual solution developed across both phases? In the first phase, the presentation talks through the key steps, namely:
3a. customer segmentation
3b. persona development
3c. understanding of user needs
3d. understanding of business needs
3e. developing an overarching vision based on business goals and user needs
3f. Deriving the functional scope - termed at Digital Leadership a Scope Landscape
The second phase then goes on to detail out the solution approach which was basically about detailing out the strategy from phase 1 and validating it in details.
47م
مبادرة
#تواصل_تطوير
المحاضرة السابعة والأربعون من المبادرة مع
المهندس / محمد العربي
خبير واستشاري إدارة مشروعات وهندسة النظم
بعنوان
استخدام مفاهيم الرشاقة «AGILE CONCEPTS »
للتحول الاستراتيجي للمنظمات في العصر الرقمي
التاسعة مساء توقيت مكة المكرمةالإثنين24أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kcO2rqjwtGtJDycPpmoewbrvd9grYJgMd
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Announcing DA.PO Augury Customer Experience Lifecycle Services - feb 2014Meng Choon Tan
What makes a business unique to their clients? Hear from us as we share our views about how a customer feels privileged and appreciated by their service provider
To innovate and transform is to create customer value through experiential marketing design delivered at each customer touchpoint where process engineering and methodology enables the reimagination of the customer experience.
There are many challenges that are faced by the business world today on how to manage your business goals and strategies in a market that is both dynamic and moves very quickly. Within both the technology and business sectors change is constant and the question that one asks is how do you manage this effectively. This presentation shows how a digital project may be managed
An overview of older but still relevant techniques when we think about interaction design. If you're a practitioner now there's nothing new here but if you're trying to understand what interaction design is and how it adds value this is a good place to start.
Topic: UI/UX DESIGN IN AGILE PROCESS
Why do we integrate design into our Agile process?
As we all know, the Agile Manifesto is well-received and successfully adopted as it is today thanks to the 12 underpinning principles. While “good design” is one main reason that “enhances agility”, “Agile processes promote sustainable development”.
At Axon Active, it’s important for us to do everything Agile and work with one another collaboratively in Collaboration Model. It gets people on the same page, makes everyone engage more with the product, encourages them to share more creative ideas, and gives them the flexibility they need to improve themselves.
Indeed, Designers and Developers can collaborate more closely and effectively, and subsequently integrating design into Agile process will yield numerous benefits.
For that reason, Scrum Breakfast Da Nang this October will be the very chance for you to learn:
• How to successfully integrate design into Agile process in practice
• How different Collaboration Model is from traditional model
• The benefits of Collaboration Model when done correctly
How to Manage a Mixed Portfolio of Products by Salesforce PMProduct School
Major Takeaways:
- Conduct meaningful buy vs. build assessments: total cost of ownership, using 3rd parties to prove an internal build investment, influence their road maps
- Think big and take on risk: bring internal engineers the challenge of building better than what's out there
- Look w/in the business: Salesforce on Salesforce and other internal partnerships
Presentation held at UX STRAT Europe 2019 (Amsterdam) - Informaat has worked with the transformation team of BinckBank on a number of topics and customer experience analytics was one of them. First an analytics framework was created outlining how the BinckBank vision translates into KPIs and data points, which are then monitored to assess where design changes are needed. This framework was used to create a number of touchpoint and journey dashboards. In this presentation Rob will explain the analytics framework, describe the process, design and implementation of the dashboards and how this resulted in better decisions.
Presentatie van Rob van der Haar (14 mei 2019) voor Design Management Netwerk tijdens de thema-avond over de veranderende relatie tussen opdrachtgever en opdrachtnemer in de Nederlandse designsector. Rob belicht het thema vanuit het Agency-perspectief.
In deze presentatie laten we aan de hand van enkele praktijkvoorbeelden zien hoe je door een gezamenlijk klantbeeld, experience principes, organisatiestructuur, klantreizen en visualisatie de klantbeleving naar een hoger niveau kunt brengen.
Customer experience canvas: Taking customer experience to the next level thro...Informaat
Informaat introduces its Customer Experience Canvas which enables organizations to overcome their organizational barriers and to improve their orchestration capabilities in order to achieve customer experience excellence.
Customer experience excellence: Klantbeleving naar een hoger niveau door regi...Informaat
We leven in het tijdperk van de klant. Alleen organisaties die klanten weten te binden en te inspireren via digitale kanalen kunnen succesvol zijn. Veel bedrijven hebben inmiddels user experience teams ingericht die werken vanuit een digitale strategie waarbij de klant centraal staat. Met name banken en verzekeraars hebben de afgelopen jaren klanttevredenheid zien toenemen door meer aandacht te geven aan de user experience van producten en diensten. In deze presentatie introduceert Informaat een regiemodel aan de hand waarvan organisaties de volgende stap kunnen zetten richting customer experience excellence.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
You could be a professional graphic designer and still make mistakes. There is always the possibility of human error. On the other hand if you’re not a designer, the chances of making some common graphic design mistakes are even higher. Because you don’t know what you don’t know. That’s where this blog comes in. To make your job easier and help you create better designs, we have put together a list of common graphic design mistakes that you need to avoid.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Expert Accessory Dwelling Unit (ADU) Drafting ServicesResDraft
Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
6. 66
Informaat CX framework
Introducing a common understanding and focus across disciplines
Strategisch
2-5 jaar vooruit
Tactisch
1-2 jaar vooruit
Operationeel
0-1 jaar vooruit
Producten & diensten
Merk & marketing
Klantbeeld
Cultuur
Mensen
Werkwijzen
Business
Technologie
CX visie & strategie CX fundament Excellente CX
Visieverbeelding
Service design
Merkprincipes
Merkarchitectuur
Doelgroeponderzoek
Segmentatie/persona’s
Visieverbeelding
Veranderplan
Capability matrix
Organisatiemodel
Procesanalyse
Visieverbeelding
Verdienmodel
Productplan
Systemrequirements
Systeemarchitectuur
Referentieontwerp
Richtlijnen/componenten
Merkidentiteit
Marketingplan
Lead customers
Conceptevaluatie
Klant centaal training
Werkomgeving
CX in- en outsourcing
CX targets en training
CX processen
CX tooling
Proposities
Product roadmap
Platform/CXP
API’s
Detailontwerp
Realisatie
Campagnes
Communicatie
Pilot customers
Usability evaluatie
Voorbeeldgedrag
Meting & beloning
Multidisciplinaire teams
Kennismanagement
Procesoptimalisatie
Inzet CX tooling
Productbeschrijving
Productlancering
Back-end code
Hosting/beheer
7. 77
Informaat CX canvas
Identifying challenges and opportunities to improve the CX
Experience
Challenges
&
opportunities
Challenges
&
opportunities
Challenges
&
opportunities
E.g. products, services,
brand, marketing &
communication
Organisation
Challenges
&
opportunities
Challenges
&
opportunities
Challenges
&
opportunities
E.g. culture, people,
propositions, customer
insights, processes &
tools.
Technology
Challenges
&
opportunities
Challenges
&
opportunities
Challenges
&
opportunities
E.g. architecture,
systems, platforms,
applications.
Strategic Tactical Operational
8. 83
User experience versus customer experience
UX
CX Brand
Marketing
Communication
Support
Offices
Training
Culture
Pricing
Website
Apps
Content
UX
CX
UX
CX
Digital transformation
Definitions
9. 94
Definitions
Scoping design activities
Operational design
“Doing things right”
Activities related to delivering
the UX of products and services
on the digital channels. These
activities generally have a
business PO and have short-
term customer impact.
Tactical design
”Doing things consistently
and efficiently”
Activities related to making
experience design more
efficient or coherent. These
activities should have design,
ownership and have mid-term
customer impact.
Strategic design
“Doing the right things”
Activities related to developing,
visualising and sharing the
experience vision and strategy.
These activities provide
direction to the organisation as
a whole and have long-term
customer impact.
10. 104
Definitions
Scoping design activities
Operational design
“Doing things right”
Activities related to delivering
the UX of products and services
on the digital channels. These
activities generally have a
business PO and have short-
term customer impact.
Tactical design
”Doing things consistently
and efficiently”
Activities related to making
experience design more
efficient or coherent. These
activities should have design,
ownership and have mid-term
customer impact.
Strategic design
“Doing the right things”
Activities related to developing,
visualising and sharing the
experience vision and strategy.
These activities provide
direction to the organisation as
a whole and have long-term
customer impact.
11. 114
Definitions
Scoping design activities
Operational design
“Doing things right”
Activities related to delivering
the UX of products and services
on the digital channels. These
activities generally have a
business PO and have short-
term customer impact.
Tactical design
”Doing things consistently
and efficiently”
Activities related to making
experience design more
efficient or coherent. These
activities should have design,
ownership and have mid-term
customer impact.
Strategic design
“Doing the right things”
Activities related to developing,
visualising and sharing the
experience vision and strategy.
These activities provide
direction to the organisation as
a whole and have long-term
customer impact.
12. 124
Definitions
Scoping design activities
Operational design
“Doing things right”
Activities related to delivering
the UX of products and services
on the digital channels. These
activities generally have a
business PO and have short-
term customer impact.
Tactical design
”Doing things consistently
and efficiently”
Activities related to making
experience design more
efficient or coherent. These
activities should have design,
ownership and have mid-term
customer impact.
Strategic design
“Doing the right things”
Activities related to developing,
visualising and sharing the
experience vision and strategy.
These activities provide
direction to the organisation as
a whole and have long-term
customer impact.
16. 168
Enterprise challenges
The growing importance of a professional design organisation
1. Digital transformation
2. Agile transformation
3. Experience transformation
17. 179
Enterprise design activities
The growing importance of a professional design organisation
2005
2010
2015
Scope Resources
Operational External
Process
Externally managed
Design driven
Operational
UX manager
External
Internally managed
Design driven
Operational
Tactical
UX manager
Internal leads
External
Internally managed
Agile/IT driven
18. 1810
Agile
The fast way from capturing customer value to delivering user value
Users
Sprint Sprint Sprint
Release
Sprint Sprint Sprint
Release
PO
Opportunity
canvas
Story
mapping
Capturing customer value Prioritising Delivering customer value
Development team
Company
strategy
Product
vision
Sprint
backlog
MVP/
roadmap
MVP1 MVP2
Stakeholders
Product
backlog
19. 1911
Enterprise Agile
As currently being rolled out in many organisations
Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
NL DE
FR BE
BiMi
Release
UK
20. 2012Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
Enterprise Agile
Implications for design and customer centricity
21. 2112Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
Little integration of design(ers)
Enterprise Agile
Implications for design and customer centricity
22. 2212Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
Little integration of design(ers)
Little direct user involvement
Enterprise Agile
Implications for design and customer centricity
23. 2312Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
Little integration of design(ers)
Little direct user involvement
Little customer centric priorities
Enterprise Agile
Implications for design and customer centricity
24. 2412Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
Little integration of design(ers)
Little direct user involvement
Little customer centric priorities
Inconsistent touchpoint experience
Enterprise Agile
Implications for design and customer centricity
25. 2513
5 enterprise Agile hacks
Making enterprise agile more customer focussed and design friendly
Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
26. 2613
5 enterprise Agile hacks
Making enterprise agile more customer focussed and design friendly
Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
#1 Designer
profile
27. 2713
5 enterprise Agile hacks
Making enterprise agile more customer focussed and design friendly
Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
#1 Designer
profile
#2 End user
involvement
28. 2813
5 enterprise Agile hacks
Making enterprise agile more customer focussed and design friendly
Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
#1 Designer
profile
#2 End user
involvement
#3 CX design
library
29. 2913
5 enterprise Agile hacks
Making enterprise agile more customer focussed and design friendly
Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
#4 Touchpoint
dashboard
#1 Designer
profile
#2 End user
involvement
#3 CX design
library
30. 3013
5 enterprise Agile hacks
Making enterprise agile more customer focussed and design friendly
Steering committeeAgile teamBusiness stakeholders
Users
Story
mapping
MVP/
roadmap
Company
strategy
Business
priorities
KPIs &
status
Product management
PO
Sprint Sprint Sprint
Release
Sprint
backlog
Release Backend team Design team
Product management
Product
backlog
Product
vision
Product owners
Roadmap
alignment
Head PM
Board
GuidelinesArchitecture
Directors
Strategy Sponsor
BiMi
NL DE
FR BE
UK
#4 Touchpoint
dashboard
#5 Journey
based metrics
#1 Designer
profile
#2 End user
involvement
#3 CX design
library
31. Agile profile
UX designer
Agile team activities (0.8 FTE)
• Participates in age team meetings: stand-up, planning, refinement, etc.
• Participates in story mapping sessions together with PO & stakeholders;
• Identifies necessary changes to product UX from different sources;
• Prioritises UX changes together with PO and development team;
• Gets input and requirements from users through interviews, forum, etc.
• Makes wireframes or prototypes of new product features;
• Liaisons with content/communication specialists;
• Liaisons with UI library team for component/guideline changes;
• Prepares regular usability tests together with user researcher;
• Supports the development and refines the user story or design if needed;
• Safeguards design principles, digital identity and design strategy.
UX team activities (0.2 FTE)
• Participates in cross product/team concepting/design sprints;
• Participates in UX library/guideline refinement;
• Personal development, mentoring and coaching.
• UX ambassador and thought leadership;
• Participate in UX team meetings and design strategy.
3114
Hack #1: Designer profile
Define designer profiles and agile team allocation
UX team
20%
Agile team X
80%
UX team
20%
UX team
20%
Agile team Y
20%
Agile team Z
20%
Agile team X
40%
Agile team Y
40%
Agile team X
40%
Agile profile
UX designer
Agile team activities (0.8 FTE)
• Participates in age team meetings: stand-up, planning, refinement, etc.
• Participates in story mapping sessions together with PO & stakeholders;
• Identifies necessary changes to product UX from different sources;
• Prioritises UX changes together with PO and development team;
• Gets input and requirements from users through interviews, forum, etc.
• Makes wireframes or prototypes of new product features;
• Liaisons with content/communication specialists;
• Liaisons with UI library team for component/guideline changes;
• Prepares regular usability tests together with user researcher;
• Supports the development and refines the user story or design if needed;
• Safeguards design principles, digital identity and design strategy.
UX team activities (0.2 FTE)
• Participates in cross product/team concepting/design sprints;
• Participates in UX library/guideline refinement;
• Personal development, mentoring and coaching.
• UX ambassador and thought leadership;
• Participate in UX team meetings and design strategy.
UX
Default Optional
32. 3215
Hack #2: End-user involvement
Shortening the loop between real users and the agile team
33. 3316
Hack #3: CX design library
Centralised point of truth for the brand/customer/user experience
“CX Design Library”
Brand value & principles
Brand identity
Tone of voice
Image gallery
Channel & design principles
Reference design
Structure and navigation
Patterns & guidelines
Reference code (web components)
Platform specific code
Digital identity
Pages & templates
UI components
Elements
Brand & communications team
Design architecture team
Digital identity team
Front-end team
Agile teams
34. 3417
Hack #4: Touchpoint dashboard
Introducing customer insights and KPIs in agile teams
Mobile app dashboard
Happiness
7.2Target = 8
All users
Survey Q1 2017 (n=154)
Rating: 7.9
NPS score: 6.9
UX Lab release 17 (n=10)
Attractiveness: 8
WOW factor: 7.2
App store
Financial apps
Adoption
5.3Target = 8
Germany
App usage data
12 new users
3 other products
Product landing page
136 page views
89 video views
First use pop-up
Rating: 7/10
6 remarks
UX Lab release 17 (n=10)
First trade: 7 min.
Support: 2x
Financial DB
10.340 Euro
123 Transactions
Task success
8.1Target = 8
All users
UX Lab release 17 (n=10)
First trade: 7 min.
Support: 2x
Support desk
14 questions
Time: 45 min.
Usabilla feedback
3 new ratings
Retention
6.0Target = 8
Netherlands
App store
4 users uninstalled
the app
Financial DB
Lost revenue
501.405 Euro
Exit questionnaire (n=4)
Rating: 5/10
2 remarks
App activity data
304 passive users
95 active users
Engagement
7.8Target = 8
Millennials
Twitter #productXYZ
34 tweets this
week
App usage data
54 users of last
release features
Survey Q1 2017 (n=154)
Top 5 features
rated 8.1
Financial DB
New revenue
10.1050 Euro
User forum
3 new threads
17 posts
35. 3518
Hack #5: Journey based metrics
Defining customer driven prioritities
Campaign
”Summer 2017”
8
8
7
Landing page
“Sign up”
9
8
7
Welcome gift
6
7
X
Journey target:
Current: 6
Desired: 9
Benchmark: 7
Paper form
3
8
7
Support call
7
8
8
Mobile app
“Activate account”
4
7
7
User profile:
Persona: Sandra
New customer
Netherlands
TP
dashboard
TP
dashboard
TP
dashboard
TP
dashboard
TP
dashboard
TP
dashboard
Touchpoint target:
Current:
Desired:
Benchmark:
CJ dashboard
38. 3820
Role of enterprise design
Next steps towards a customer experience driven organisation …
Vision & strategy process
Proposition development process
Implementation process
2020 2030
2017 2018 2019
Sprint Sprint Sprint Sprint Sprint Sprint Sprint
2020
39. 3920
Role of enterprise design
Next steps towards a customer experience driven organisation …
Vision & strategy process
Proposition development process
Implementation process
2020 2030
2017 2018 2019
Sprint Sprint Sprint Sprint Sprint Sprint
Informationsupplychain
Sprint
2020
40. 4020
Role of enterprise design
Next steps towards a customer experience driven organisation …
Vision & strategy process
Proposition development process
Implementation process
2020 2030
2017 2018 2019
Sprint Sprint Sprint Sprint Sprint Sprint
CXdesignchain
Sprint
2020
Concept design
Detailed design
Service design
Concept validation
Experience evaluation
Customer insight
41. 4121
Collaboration model
Next steps towards a customer experience driven organisation …
Acquisition Service Retention
Onmichannel
experience
concepting
Branches
Support
Sites
Omnichannel
guidelines,
components &
management
Proposition concepting & CX directionBrand positioning & identity
CX vision en strategy
Customer insight & foresight
Corporate vision & strategy
Apps
Agile teams
New business/ventures
42. 4221
Collaboration model
Next steps towards a customer experience driven organisation …
Acquisition Service Retention
Onmichannel
experience
concepting
Branches
Support
Sites
Omnichannel
guidelines,
components &
management
Proposition concepting & CX directionBrand positioning & identity
CX vision en strategy
Customer insight & foresight
Corporate vision & strategy
Apps
Agile teams
Concept design
Detailed design
Service design
Concept design
Service design
Detailed design
Detailed design
Detailed design
Brand design
New business/ventures
43. 4322
Experience design chains
Next steps towards a customer experience driven organisation …
Brand
positioning
Brand
identity
Omnichannel
concepting
UX library Development
Detailed UX
design
Merk waardes &
principes
Reference design &
digital identity
Components &
guidelines
Application design
Evaluate brand
principles
Brand & Communication UX design Agile teams
Brand strategist Brand designer(s) Service design PO library
UX designer(s)
Front End engineer
UI designer Marketeer
Non product
Non digital
Library
Library E.g. Offices and print
E.g. Internal and external communication
Researcher Concept designer(s) User researcherArt director Researcher
Brand guidelines
1. Channel experience 2. Proposition experience 3. Realtime experience
44. 4422
Design team core activities
Next steps towards a customer experience driven organisation …
Customer insight and
foresight
CX vision and strategy Service ecosystem
design
Strategic customer
journey design
Design patterns,
guidelines and
components
Strategic activities
Tactical activities
Operational activities
Onmichannel
concepting and
management
Proposition concepting
and CX direction
Design instruments and
tools
Design team culture
and development
Detailed design User testing Design approvalDesign resourcing
Customer researcher(s)
Customer data analyst(s)
CX strategist Service designer(s) Journey designer(s)
Lead designer(s)
Service designer(s)
Design team manager
Lead designer(s)
Library PO Design architect(s)
Visual designer(s)
Lead designer(s)
User researcher(s)
Business designer(s)
Journey designer(s)
Lead UX designer(s)
Resource manager UX designer(s) User reseearcher(s) Design director(s)
Front end engineer(s) Channel manager(s) CX manager(s)
45. 45
Take aways
1. For a successful digital
transformation a professional
design organisation is essential;
2. Agile transformations offer
opportunities to strengthen design;
3. Design will transform how
enterprises operate. 24
Welcome
Last year intense experience doing interesting projects for customers
Preparing meetup is opportunity to reflect and share my observations and ideas
Title: agile transformations forget about design and customer > fix it > future setup
My current role is consultant design organisation
I support our clients in bringing their internal design activities to the next level.
I have a background in interaction design, graduated from UCA in 1995.
Experience working as designers, design manager and strategist for enterprise organisation
The company who has enabled me to do this work for the last 7 years is Informaat.
We are around 80 professionals in the field of experience design
Ranging from interaction design, service design, visial design, content strategists and front end engineering
On the picture we see Jesse doing some work …
The company who has enabled me to do this work for the last 7 years is Informaat.
We are around 80 professionals in the field of experience design
Ranging from interaction design, service design, visial design, content strategists and front end engineering
On the picture we see Jesse doing some work …
Our vision is that enterprises can only deliver an excellent customer experience by perusing customer experience excellence.
They need to orchestrate all activities which impact the customer expeirence.
Customer focussed and internally focussed.
To do this we have developed the Informaat CX framework
Which shows how to alight activities across departments, teams and disciplines.
Resulting in a CX vision & strategy and a CX foundation which leads to delivering an excellent CX.
Part of the framework is the CX canvas.
Supports the identification of opportunities and challenges for improving the CX.
Use it during interviews or workshops to develop an understanding of the specific challenges of an organisation.
Lets start with a few definitions …
I’ll probably be using UX and CX a lot in this presentation.
UX traditionally emerging from product UI design and CX emerging from hospitality and marketing.
I see UX as part of CX with a focus on websites, apps.
As more contactpoints of a customer with an organisatiion become digital UX will play a more important role in de CX.
Field of design has grown over that last 10 years > not always understood outside design community
Most enterprises I work for are not very mature when it comes to design.
Use this classification to differentiate between design activities > clarify sope, impact, proces, stakeholders, etc.
Field of design has grown over that last 10 years > not always understood outside design community
Most enterprises I work for are not very mature when it comes to design.
Use this classification to differentiate between design activities > clarify sope, impact, proces, stakeholders, etc.
Field of design has grown over that last 10 years > not always understood outside design community
Most enterprises I work for are not very mature when it comes to design.
Use this classification to differentiate between design activities > clarify sope, impact, proces, stakeholders, etc.
Field of design has grown over that last 10 years > not always understood outside design community
Most enterprises I work for are not very mature when it comes to design.
Use this classification to differentiate between design activities > clarify sope, impact, proces, stakeholders, etc.
Digitizing analog services, improving existing digital services and inventing new digital services.
Big impact on people, culture, primary processes and IT infrastructure.
Digitizing analog services, improving existing digital services and inventing new digital services.
Big impact on people, culture, primary processes and IT infrastructure.
Desire to become more agile
From pilots to company wide roll out
External consulting and coaching
Often IT driven
Slow realisation that experience will be the main differentator.
Brand positioning as starting point for communication, channel and proposition experiences.
All leads to growning nead of professional design capability
Enterprises started organising their design activities over the past 10 years