Identifying the touchpoints between customer and businesses is the first step in creating products and services that provide true value. The use of systematic, visual representations expose previously unseen opportunities for improvement and for growth.
There are many names for such diagrams: customer journey maps, experience maps, mental model diagrams, and more. The term “alignment diagrams” describes them all as a category of deliverable that shares a common fundamental principle: aligning the user experience with business processes.
Accordingly, alignment diagrams have two parts: one capturing customer behavior and the other reflecting business processes. The overlap of these two parts reveals the interaction between them. By visually aligning the user’s experiences with the business offering, providers are better able to highlight the points where value is created.
How Citizen Experience Can Transform Public Sector Service Delivery and Policymaking through the Power of Design.
TEDxPennQuarter talk Oct. 18, 2011 in Washington, DC
Rapid Techniques for Mapping ExperiencesJim Kalbach
Understanding your customer's experience is the first step in creating solutions that provide value. The use of systematic, visual representations can expose previously unseen opportunities for growth. Called experience maps (among other related terms), these diagrams provides valuable business insight.
However, many people associate mapping experience with heavy upfront research. This need not be the case at all. In fact, diagrams can be co-created by team members in a matter of days.
Once complete, experience maps provide a big picture that you can align subsequent activities to, including user story mapping, design sprints, content planning, and more.
In this webcast you will learn:
The value of experience mapping and how you get results quick.
The key factors of a solid mapping effort, which still apply even in rapid creation situations.
A key to surviving disruption is understanding the tasks customers are trying accomplish: they “hire” products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, I’ll show how to prioritize efforts in a way that has real impact.
Understanding the dynamics of the user’s experience is the first step in creating solutions that provide value. The use of systematic, visual representations exposes previously unseen opportunities for growth. Called “alignment diagrams,” this category of diagram gives businesses strategic clarity based on the user experience.
Alignment diagrams have two parts: one capturing human behaviour and the other reflecting relevant aspects of the organisation. The overlap of these parts reveals the interaction between the two. By visually aligning experiences, providers are better able to highlight the points where value is created.
This workshop will show you how to turn customer insight into actionable intelligence. Together, we’ll discuss the principles of value alignment and review many diagram examples. Through hands-on exercises, you’ll be able to apply some of the principles in practice. At the end of the session you should have the confidence to embark on a diagraming effort and be able to evangelise them.
Building a better mousetrap does guarantee success anymore. Products and services are increasingly interconnected. Ecosystems are the new competitive advantage. The winners will be determined by how well their offerings fit with each other and how well they fit into people’s lives.
The use of systematic, visual representations exposes previously unseen opportunities for improvement and for growth across channels and touchpoints. Broadly, the term “mapping experiences” describes a range of such visualizations. You’ve probably already encountered one of the many approaches already in practice – customer journey mapping, service blueprints, experience maps, mental model diagrams, etc.
For sure, IAs are well-suited for architecting such complex diagrams. Creating them requires empathy, organization, and visual storytelling skills.
But our job as IAs goes beyond mapmaking. We have to also assume the role of facilitator and aspire to become grassroots strategic players. Engaging others in conversation and gaining strategic alignment are the ultimate goals. It’s not about the “map,” rather the activity of “mapping” that’s important.
Getting everyone on the same page is vital for the success of any agile effort. Systematic, visual representations – maps of the user experience -- help align team towards a common goal. You’re probably already familiar with mapping techniques already out there: journey maps, experience maps, user story mapping and more.
But how do we apply these techniques in remote teams? The shared understanding that visualizations offer seems to get lost when interacting through Slack, Skype and the like. For sure, better tools can help remote collaboration, but ultimately distributed UX design requires a new set of skills.
Mapping Experience -- Jim Kalbach UXSTRAT 15Jim Kalbach
Building a better mousetrap does not guarantee success anymore. Products and services are increasingly interconnected. Ecosystems are the new competitive advantage. The winners will be determined by how well their offerings fit with each other and how well they fit into people's lives.
We are witnessing a fundamental shift in the way businesses create and capture value. But we are stuck in obsolete practices of management that optimize short term gains to maximize shareholder prices at the expense of long term shared value. The use of systematic, visual representations exposes previously unseen opportunities for improvement and for growth. This workshop focuses on ''alignment diagrams'', a category of artifact that gives businesses strategic clarity in creating competitive solutions. Together, we'll discuss the principles of value alignment and review many diagram examples. Through hands-on exercises, you'll be able to apply some of the principles in practice.
How Citizen Experience Can Transform Public Sector Service Delivery and Policymaking through the Power of Design.
TEDxPennQuarter talk Oct. 18, 2011 in Washington, DC
Rapid Techniques for Mapping ExperiencesJim Kalbach
Understanding your customer's experience is the first step in creating solutions that provide value. The use of systematic, visual representations can expose previously unseen opportunities for growth. Called experience maps (among other related terms), these diagrams provides valuable business insight.
However, many people associate mapping experience with heavy upfront research. This need not be the case at all. In fact, diagrams can be co-created by team members in a matter of days.
Once complete, experience maps provide a big picture that you can align subsequent activities to, including user story mapping, design sprints, content planning, and more.
In this webcast you will learn:
The value of experience mapping and how you get results quick.
The key factors of a solid mapping effort, which still apply even in rapid creation situations.
A key to surviving disruption is understanding the tasks customers are trying accomplish: they “hire” products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, I’ll show how to prioritize efforts in a way that has real impact.
Understanding the dynamics of the user’s experience is the first step in creating solutions that provide value. The use of systematic, visual representations exposes previously unseen opportunities for growth. Called “alignment diagrams,” this category of diagram gives businesses strategic clarity based on the user experience.
Alignment diagrams have two parts: one capturing human behaviour and the other reflecting relevant aspects of the organisation. The overlap of these parts reveals the interaction between the two. By visually aligning experiences, providers are better able to highlight the points where value is created.
This workshop will show you how to turn customer insight into actionable intelligence. Together, we’ll discuss the principles of value alignment and review many diagram examples. Through hands-on exercises, you’ll be able to apply some of the principles in practice. At the end of the session you should have the confidence to embark on a diagraming effort and be able to evangelise them.
Building a better mousetrap does guarantee success anymore. Products and services are increasingly interconnected. Ecosystems are the new competitive advantage. The winners will be determined by how well their offerings fit with each other and how well they fit into people’s lives.
The use of systematic, visual representations exposes previously unseen opportunities for improvement and for growth across channels and touchpoints. Broadly, the term “mapping experiences” describes a range of such visualizations. You’ve probably already encountered one of the many approaches already in practice – customer journey mapping, service blueprints, experience maps, mental model diagrams, etc.
For sure, IAs are well-suited for architecting such complex diagrams. Creating them requires empathy, organization, and visual storytelling skills.
But our job as IAs goes beyond mapmaking. We have to also assume the role of facilitator and aspire to become grassroots strategic players. Engaging others in conversation and gaining strategic alignment are the ultimate goals. It’s not about the “map,” rather the activity of “mapping” that’s important.
Getting everyone on the same page is vital for the success of any agile effort. Systematic, visual representations – maps of the user experience -- help align team towards a common goal. You’re probably already familiar with mapping techniques already out there: journey maps, experience maps, user story mapping and more.
But how do we apply these techniques in remote teams? The shared understanding that visualizations offer seems to get lost when interacting through Slack, Skype and the like. For sure, better tools can help remote collaboration, but ultimately distributed UX design requires a new set of skills.
Mapping Experience -- Jim Kalbach UXSTRAT 15Jim Kalbach
Building a better mousetrap does not guarantee success anymore. Products and services are increasingly interconnected. Ecosystems are the new competitive advantage. The winners will be determined by how well their offerings fit with each other and how well they fit into people's lives.
We are witnessing a fundamental shift in the way businesses create and capture value. But we are stuck in obsolete practices of management that optimize short term gains to maximize shareholder prices at the expense of long term shared value. The use of systematic, visual representations exposes previously unseen opportunities for improvement and for growth. This workshop focuses on ''alignment diagrams'', a category of artifact that gives businesses strategic clarity in creating competitive solutions. Together, we'll discuss the principles of value alignment and review many diagram examples. Through hands-on exercises, you'll be able to apply some of the principles in practice.
Innovation ist ohne Stories und Storytelling nicht möglich. Anhand der Hero's Journey wird der Einsatz von Stories im Innovationsprozesse eingeführt.
Präsentation zum 1. Crea Germany Meetup, Hamburg
Peter Merholz at BayCHI July 8, 2008: Creating Great Products and Services in...BayCHI
The way most organizations think and work on products and services isn't suited to the unpredictable world we live in. Instead, companies need new ways of thinking and working to adapt into innovative, agile, and commercially successful organizations who creates great products and services. Peter Merholz, one of the authors of Adaptive Path's new book, Subject to Change, will share a handful of breakthrough ideas for succeeding in a future that you can't predict.
Bridging the Gap: How to Empathize with Business…and, in the meanwhile, creat...Emiliano Soldi
How to engage business and build the right product through Agile approaches? Well, us storytelling, empathy, persona template, impact mapping, story mapping and Story cubes!
Innovation is one of the ultimate buzzwords of our era but what is it really? What is its meaning? How can we see it? Replicate it? Scale it? In his talk, I propose that innovation really is the “removal of friction” from a system; and that through this lens we can understand the rise of design, lean startup, Silicon Valley and possibly many other innovative happenings across time.
The talk covers the following topics:
1. The Real Lesson Steve Jobs Taught Us
2. The Rise of Design
3. Innovation = The Removal Of Friction?
4. Co-opting Innovation
The Next Generation Content Is The ProductHelge Tennø
Customers are demanding more from their products and servces. Corporations need to fill the gap between the product and the customer with more value and service.
PHILIPS DigiSummit - A startup approach to hacking marketsMeasureWorks
Modern markets are noisy. In our rush to launch new or improved products we tend to forget that customers don’t buy what they don’t understand.
From working with hundreds of startups there are 5 lessons learned to build the right product features within the target market. In this session we’ll discuss marketing positioning, founders blindess, the importance of analytics and experimentation and how to use all of this to grow your product faster.
Zeeland Content Strategy breakfast. What is the future of content? How social objects can help you to create a natural, flowing and less rigid content strategy.
Revolutionizing JTBD Research: Evan Shore on AIJim Kalbach
Evan Shore, Senior Director of Product Management for Walmart Health & Wellness, shares his amazing exploration of using AI to assist in JTBD research.
Experience mapping serves as a perfect activity to bring into sprints. Diagrams allow you to pull together a wealth of information in a compact and compelling format that is efficient to use. They are well-suited for agile teams.
The key is to focus on engaging others in dialog. It’s not about the map (noun), it’s about mapping (verb). Turn customer insight in to action within the context of a sprint.
This talk will show you how to visualize the user experience quickly and leverage mapping in sprints. I’ll debunk the myth the mapping is a heavy, upfront activity. In fact, when done rapidly, mapping experiences becomes a springboard into creativity and solving real customer problems quickly.
Innovation ist ohne Stories und Storytelling nicht möglich. Anhand der Hero's Journey wird der Einsatz von Stories im Innovationsprozesse eingeführt.
Präsentation zum 1. Crea Germany Meetup, Hamburg
Peter Merholz at BayCHI July 8, 2008: Creating Great Products and Services in...BayCHI
The way most organizations think and work on products and services isn't suited to the unpredictable world we live in. Instead, companies need new ways of thinking and working to adapt into innovative, agile, and commercially successful organizations who creates great products and services. Peter Merholz, one of the authors of Adaptive Path's new book, Subject to Change, will share a handful of breakthrough ideas for succeeding in a future that you can't predict.
Bridging the Gap: How to Empathize with Business…and, in the meanwhile, creat...Emiliano Soldi
How to engage business and build the right product through Agile approaches? Well, us storytelling, empathy, persona template, impact mapping, story mapping and Story cubes!
Innovation is one of the ultimate buzzwords of our era but what is it really? What is its meaning? How can we see it? Replicate it? Scale it? In his talk, I propose that innovation really is the “removal of friction” from a system; and that through this lens we can understand the rise of design, lean startup, Silicon Valley and possibly many other innovative happenings across time.
The talk covers the following topics:
1. The Real Lesson Steve Jobs Taught Us
2. The Rise of Design
3. Innovation = The Removal Of Friction?
4. Co-opting Innovation
The Next Generation Content Is The ProductHelge Tennø
Customers are demanding more from their products and servces. Corporations need to fill the gap between the product and the customer with more value and service.
PHILIPS DigiSummit - A startup approach to hacking marketsMeasureWorks
Modern markets are noisy. In our rush to launch new or improved products we tend to forget that customers don’t buy what they don’t understand.
From working with hundreds of startups there are 5 lessons learned to build the right product features within the target market. In this session we’ll discuss marketing positioning, founders blindess, the importance of analytics and experimentation and how to use all of this to grow your product faster.
Zeeland Content Strategy breakfast. What is the future of content? How social objects can help you to create a natural, flowing and less rigid content strategy.
Revolutionizing JTBD Research: Evan Shore on AIJim Kalbach
Evan Shore, Senior Director of Product Management for Walmart Health & Wellness, shares his amazing exploration of using AI to assist in JTBD research.
Experience mapping serves as a perfect activity to bring into sprints. Diagrams allow you to pull together a wealth of information in a compact and compelling format that is efficient to use. They are well-suited for agile teams.
The key is to focus on engaging others in dialog. It’s not about the map (noun), it’s about mapping (verb). Turn customer insight in to action within the context of a sprint.
This talk will show you how to visualize the user experience quickly and leverage mapping in sprints. I’ll debunk the myth the mapping is a heavy, upfront activity. In fact, when done rapidly, mapping experiences becomes a springboard into creativity and solving real customer problems quickly.
The concept of jobs to be done (JTBD) provides a lens for understanding value creation. It’s straightforward principle: people “hire” products to fulfill a need.
For instance, you might hire a new suit to make you look good at a job interview. Or, you hire Facebook to stay in touch with friends. You could also hire a chocolate bar to relieve stress.
Viewing customers in this way – as goal-driven actors in a given context – shifts focus from psycho-demographic aspects to needs and motivations.
Although the theory of JTBD is rich and has a long history, practical approaches to applying the approach are largely missing. In this presentation, Jim will highlight concrete ways to apply JTBD in your work. This will not only help you design better solutions, but also enable you to contribute to broader strategic conversations.
Businesses typically view UX design as a tactical activity. More and more, however, companies are turning to UX as a source of strategic growth. As they do so, creating a design strategy and aligning it with business goals becomes essential. For many UX designers this represents a new challenge requiring an expanded skill set.
This workshop provides a solid background for understanding, building and communicating an effective UX Strategy. Through many examples, hands-on activities, and references to relevant literature, you’ll learn about this emerging field that is critical to the future of UX.
In particular, we’ll be working with a tool I created based on combination of research and practical experience called the UX Strategy Blueprint.
This course is suited for information architects, interaction designers, visual designers, content strategists, and UX designers seeking to better understand strategy, as well as product managers and developers interested in UX strategy. It is geared towards practicioners with an intermediate to advance level of understanding of UX design, in general.
The concept of jobs to be done provides a lens through which we can understand value creation. The term was made popular by business leader Clayton Christensen in The Innovator’s Solution, the follow-up to his landmark book The Innovator’s Dilemma.
It’s a straightforward principle: people “hire” products and services to get a job done.
For instance, you might hire a new suit to make you look good for a job interview. Or, you hire Facebook to stay in touch with friends on a daily basis. You could also hire a chocolate bar to reward yourself after work. These are all jobs to be done.
Although companies like Strategyn and The Rewired Group have been using the JTBD for many years, the framework has gotten a lot of attention recently. I’ve been fortunate to have worked with JTBD in various contexts in the past, and I included the topic in throughout my new book, Mapping Experiences.
Any kind of remote collaboration is hard. But it can seem nearly impossible when you are working with a design team. The visual interaction and open environment needed for great creative work can be tricky to achieve when your team doesn’t sit in the same room. But effective remote design and collaboration is possible.
Visualizing Value with Alignment DiagramsJim Kalbach
We are witnessing a fundamental shift in the way businesses create and capture value. Competing today requires a whole new mental model of how the world works. But we are stuck in obsolete practices of management that optimise short term gains to maximise shareholder prices at the expense of long term value shared by employees and society as whole.
Visualisations are a key tool that help organisations change their perspective and assume an outside-in view of their enterprise. Though no silver bullet, diagrams of various kinds seek to align people’s experiences with how businesses create and capture value.
Such visualisations are already an implicit part of design practices. Thus my position seeks to reframe the existing contributions of designers in a new and constructive way, highlighting their strategic value. Visualising value leverages our design skills to give us more awareness, competency, and that proverbial seat at the table.
This talk discusses some of the core principles of value alignment through visualisation, with examples from the field and practical advice offered throughout.
Aplplying Jobs To Be Done To UX StrategyJim Kalbach
Market disruption is happening at increasingly alarming rates. With so-called “big bang disruption” companies and entire markets can by obliterated in a short period of time. A key to survival is understanding the tasks customers are trying to accomplished: they “hire” our products and services to get a job done.
Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth. Luckily, UX strategy is naturally close to jobs to be done. We have the skills and techniques to observe people in the context of the work and lives, and extract the tasks they are doing.
What’s more, tools and techniques in the UX canon already capture JTBD, such as mental model diagrams. But more importantly, JTBD point to clear opportunities for innovation—human centered innovation. The key is to find jobs that are most important to users, but are least satisfied. This is your opportunity space.
In this talk, I will outline jobs to be theory and show how it relevant to UX strategy. Through examples from my own work, I’ll show how to prioritize features and efforts in a way that has real impact.
Revolutionary technological advances aren’t the only kinds of innovation that matter these days. Increasingly, growth via service design, business models and experience design is critical for survival in a highly competitive world. With “Commercial R&D” (research & development), this presentation will demonstrate the importance UX design in corporate innovation efforts of the future.
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?
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.
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.
Top 5 Indian Style Modular Kitchen DesignsFinzo Kitchens
Get the perfect modular kitchen in Gurgaon at Finzo! We offer high-quality, custom-designed kitchens at the best prices. Wardrobes and home & office furniture are also available. Free consultation! Best Quality Luxury Modular kitchen in Gurgaon available at best price. All types of Modular Kitchens are available U Shaped Modular kitchens, L Shaped Modular Kitchen, G Shaped Modular Kitchens, Inline Modular Kitchens and Italian Modular Kitchen.
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.
4. “By pushing for a collaborative cross-functional process, UX
designers are becoming grassroots strategic players...
The organizational perception of the
UX designer becomes more of a design
facilitator, a UX leader, and ultimately
a company leader.“
Jeff Gothelf. “Lean UX is Nothing New,” Johnny Holland (2012)
Designer as Facilitator
8. “Value-centered design starts a story about
an ideal interaction between an
individual and an organization and the
benefits each realizes from that interaction.”
Jess McMullin, “Searching For The Center of Design,“ Boxes and Arrows
29. SKETCH A DIAGRAM (20 MINS)
In groups, create a draft diagram for
attending a conference (Fluxible), so the
organizers can understand that experience
Discuss:
Point of view
Scope
Focus
Structure
37. circa 1886
Scientific American Supplement, No. 530, February 27, 1886
“A NEW PHOTOGRAPHIC APPARATUS”
This apparatus consists of a box containing a camera, A, and a frame,
C, containing the desired number of plates, each held in a small
frame of black Bristol board. The camera contains a mirror, M, which
pivots upon an axis and is maneuvered by the extreme bottom, B.
This mirror stops at an angle of 45°, and sends the image coming
from the objective to the horizontal plate, D, at the upper part of the
camera. The image thus reflected is righted upon this plate.
As the objective is of short focus, every object situated beyond a
distance of three yards from the apparatus is in focus. In exceptional
cases, where the operator might be nearer the object to be
photographed, the focusing would be done by means of the rack of
the objective. The latter can also slide up and down, so that the
apparatus need not be inclined when buildings or high trees are
being photographed. The door, E, performs the role of a shade.
When the apparatus has been fixed upon its tripod and properly
directed, all the operator has to do is to close the door, P, and raise
the mirror, M, by turning the button, B, and then expose the plate.
The sensitized plates are introduced into the apparatus through the
door, I, and are always brought automatically to the focus of the
objective through the pressure of the springs, R. The shutter of the
frame, B, opens through a hook, H, with in the pocket, N. After
exposure, each plate is lifted by means of the extractor, K, into the
pocket, whence it is taken by hand and introduced through a slit, S,
behind the springs, R, and the other plates that the frame contains.
All these operations are performed in the interior of the pocket, N,
through the impermeable, triple fabric of which no light can enter.
An automatic marker shows the number of plates exposed. When the
operations are finished, the objective is put back in the interior of the
camera, the doors, P and E, are closed, and the pocket is rolled up.
The apparatus is thus hermetically closed, and, containing all the
accessories, forms one of the most practical of systems for the
itinerant photographer.—La Nature.
38.
39. [EASTMAN] recognized that his
roll film could lead to a
revolution if he focused on the
experience he wanted to deliver,
an experience captured in his
advertising slogan, “You press
the button, we do the rest.”
41. The Ask
Solutions that merely please, serve, meet
the needs/specs, or delight customers don’t
go far enough. They represent yesterday’s
marketing and design paradigms. They
misunderstand innovation’s real impact –
transforming customers.
50. Using "The Ask" with Alignment Diagrams
1. At each phase ask: Who do we want our
customers to become?
2. Use metaphors. These are often experts of
some kind.
3. Reframe the solution space to transform users
based on the transformations.
59. You've got to start with
the customer experience
and work back toward
the technology –
not the other
way around.
1997
60. An industry begins with the
customer and his needs, not
with a patent, a raw material,
or a selling skill. Given the
customer’s needs, the industry
develops backwards, first
concerning itself with the
physical delivery of customer
satisfaction.
1960
61. Growth slows not because industries stop
growing, but because companies fail to continue
to meet ever-expanding customer needs.
63. • From the end of World War II until the late 1970s, a retain-and-
reinvest approach to resource allocation prevailed at major U.S.
corporations.
• This pattern began to break down in the late 1970s, giving way to
a downsize-and-distribute regime of reducing costs and then
distributing the freed-up cash to shareholders.
• By favoring value extraction over value creation, this approach has
contributed to employment instability and income inequality.
Profits Without Prosperity
WILLIAM LAZONICK, “Profits without Prosperity,“ HBR Sept 2014
64. Companies … remain trapped in an
outdated approach to value creation.
They continue to view value creation
narrowly, optimizing short-term
financial performance in a bubble
while missing the most important
customer needs.
Shared Value
MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
65. Figure out what your product is and
what your value chain is. Understand
where those things touch important
social needs and problems. If you’re
in financial services, let’s think about
‘saving’ or ‘buying a home’ - but in a
way that actually works for the
consumer.
Shared Value
MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
Story
Interaction
Individual
Business
Editor's Notes
It’s a pretty good time to be a UX Designer. More and more companies are seeing UX and Design as a source of differentiation. That not only provides opportunities for us individually, but also helps our field grow. But we need to step as a field, I believe. We complain that others don’t get it or we don’t have a seat at the table. But if we did would we really know what to do?
It’s great we have IxD and IA and Content Strategy and such. And I’m glad there are talented people focused on those areas.
But we also need to be able to contribute to broader conversations in organizations, around strategy and vision and creating value
And that’s what Jeff was talking about in his 2012 article Lean UX is Nothing New. He writes:
This doesn’t mean that you have to give up all the things you love about being a designer. I’m not saying to go get an MBA in business strategy.
Rather we can use our design skills to become facilitators in organizations.
Jeff sees things through the lens of Lean UX.
Another way to convert design skills into facilitation is through visualizations.
This is an experience map by Chris Risdon. It describes the experience of interacting with a service called rail Europe. On the top are phases of interaction. On the side are different facets of information that describe the experience. Aligned to that are actions the provider takes and even business opportunities.
What are the skills involved in creating this picture?
Research and empathy
Organization and analysis of information
Storytelling
Visualization skills
There are lots of approaches out there. Maybe you’ve heard of these things.
Let me explain why I call these alignment diagrams
People expect some benefit from a product or service
On the other hand, organizations and business need to get something in return – profit, market share, brand recognition, more members.
Where the two intersect is around the exchange of value.
And that’s where our focus should be. Not on the distinctions between diagram types. Not on the distinctions between UX and CX and SD. But on creating, delivering, capturing and maintaining value.
This is what Jess McMullin was talking about in his article from 2003, searching for the center of design.
But visualizations don’t provide the answers, they foster conversations. They are platforms for change. I believe they are a one tool – along with Lean UX and Design thinking – that enable designers to become facilitators. Because you’re not going to make this visualization and put it as an email attached. You print them out and have workshops around them.
They are catalysts for conversations. They are compelling artifacts that teams can rally around. They are cross functional – everyone can get something from understanding the user experience. They show a picture of value alignment.
By describing alignment diagrams as a class of documents that reveals the value creation equation, you have many possibilities. This brings choice.
Take a look at Harry Beck’s 1933 map of the London Underground. Here’s the original one.
Who’s been on the Tube in London? Do they go in a straight line? Are the stops equidistant?
Focus is on the different lines (in color) and stops
Scope is to show the entire system. Can this be used by rain engineers to plan how much track they need for repairs?
Who can use this? Travelers – that’s the point of view.
As the mapmaker you have to make decisions about the story you want to tell.
By describing alignment diagrams as a class of documents that reveals the value creation equation, you have many possibilities. This brings choice