To bring about technology change, at times, requires transformational change at the organization level. This presentation is a strategic overview of an approach used to raise awareness of the importance of user experience within the Enterprise.

1. A CASE FOR
USER EXPERIENCE
IN THE ENTERPRISE

2. THE SITUATION1

3. Too many…
◦Sites
◦Newsletters
◦Apps
…to do my job

4. THE SITUATION
Information cannot
be accessed readily
in predictable ways.
Constituents desire
engagement.
Tech and too many
tool create gaps and
barriers.

5. THE DESIRED OUTCOME2

6. DESIRED OUTCOME:
One “door” to access
all information
Lower the barrier to
entry for
constituents to
retrieve information

7. “…culture really does
drive everything.”

8. SOME TECHNOLOGY EFFORTS
REQUIRE TRANSFORMATIONAL
CHANGE
New mindsets and behaviors.
Leaders and workers must shift their worldviews
WIIFM v. WIIFU: What’s in its for “us”

9. THE RESPONSE3

10. MISSION
Facilitate communication connections in
the simplest and non-disruptive ways.
“The What
Gain
Agreement
on
“The What”

11. VISIONWhat The only information model that
How iteratively measures effectiveness
Who for constituents
Where globally
Why to learn process patterns at a time
When when customer circumstance
keeps shifting
Vision
before
Strategy

12. Crawl - Walk - Run - Fly
centralize newsletter
subscriptions +
distribution schedule
establish CRM
analyze contact
data
revamp
communications
approach
identify the
mission of each
website
create asset
directory
establish
governance
1. Pool data from
every corner
2. Surface insights
from data
3. Shape the future
Users
1 2
3
5. Website Unification
4
launch
technology
discovery and
planning
Information
architecture
planning
STRATEGY

13. THE RESPONSE FROM TECHNOLOGY4

14. The Traditional Approach: Transitional Change
Launch Tool Tweak Tool
Re-Launch
-or-
New Tool
User
Discovery
Stop
Launching

15. Demote the Technology; Solve Real Problems:
Developmental Change
Launch ToolDiscovery
Solve
Constituents Problems
Start
Listening
to the Market

16. THE RESPONSE FROM MANAGEMENT5

17. THE RESPONSE FROM MANAGEMENT
◦ First: Initiative is addressed as
a corporate priority
◦ Second: Endorsement of a
governance group
◦ Last: Initiative is driven by
Executives; Initiative is not
technology driven

18. Promotion6
Yes! Enterprise Products have Promotion Plans

19. “
The existing culture significantly
influences what people consider
permissible and appropriate.

20. Why Promotions?
Different
Learning Styles
Some adults learn by
reading, others visually,
while others learn audibly.
Varying Interests
drive Engagement
Identifying distinct personas is
key to determining targeted
messenging.
Word of Mouth >
Top Down
Engagement requires a
person to embrace a change
as their own – having
ownership.
An Ongoing
Promotions Plan
It takes a person 5 – 7x to
hear a message before
hearing the message.
Quarterly reminder
campaigns post-launch
reinforce the desired
change.
Peer Pressure
Sharing success stories from
others who have embraced
the change, models the
desired behavior.
Transparency
Share the good and the bad.
Acknowledging plans to
solve ‘the bad’ builds trust.

21. Thanks!
ANY QUESTIONS?
You can find me at
rachellesargent@gmail.com
Twitter @RachelleByarsS
LinkedIn linkedin.com/m/rachellebyarss