Brand: The Only Future Ranking Factor - Malcolm Slade speaking at Leeds Loves...Epiphany
Malcolm has been working in search since 2005, when he joined Epiphany as the first employee. His expertise is problem solving which lends itself very well to his role as Head of Technical SEO. Malcolm likes to think of himself as an “approachable nerd”, able to talk equally well to normal people and technical nerds like him.
Talk Synopsis: You have implemented best practice, created great content and achieved some awesome links. Welcome to Page 2! In this talk we will look at the concept of Brand and how Google is likely to be using it to ensure Page 1 is the best it can be.
This document summarizes information about Audi AG, a German automaker owned by Volkswagen AG. It provides details on Audi's headquarters, global production facilities, subsidiaries, research and development initiatives, sales growth, principal markets, expansion in China, SWOT analysis, board of management, and focus on employee development and communication.
Branding and Design strategy for Lenovo in the She Centrury Yanan Li
This document provides a branding and service design strategy for Lenovo to address the female mobile phone market in China. It begins with an introduction explaining the growing economic power of women in China and the opportunity this presents. It then outlines the objectives of identifying Lenovo's current position, understanding female consumers, examining other brands targeting women, and establishing a branding and design approach. Research findings are presented on Lenovo's market share and competitors' strategies. Customer research shows factors women consider when buying phones and preferences for online searching. Possible brand strategies are evaluated and a conclusion recommends a sub-brand strategy using viral branding on Sina Weibo, emotional branding, and an experiential service design approach.
SDOA – Service Design and Organizational Activation. Enhanced lecture course Gatech 2012, Industrial Design. This presentation is part of the "breadth" part of the lecture series - designed to give service design students an understanding of business-relevant tools and concepts.
From my November 22 talk at ISA 14 in Buenos Aires...
Business people often have a blindspot for the very value they seek to create because it lies in the qualitative nature of relationships and not the quantitative techniques and tools they’ve been taught to focus upon. As a result, they often make strategic and tactical decisions alike that reduce the value they provide to customers, the value they can build, and the value that designers create.
New tools and approaches can help designers of all types change the conversation around their work and it’s value to our business colleagues, in order to create a better relationship as well as a better context for great design to be valued and realized.
This talk will discuss how designers can participate more fully in strategic business decisions by reframing what they do and how they work and by introducing new tools for designers to be more strategic.
Cross-Cultural analysis of pepsi web-design across different countries.Emmanuel Uchenna
This document analyzes Pepsi's websites in different countries using Hofstede's cultural dimensions. It finds that Pepsi's websites vary in ways that relate to the cultural traits of each country, such as representing more or fewer people (individualism), mainly males or both genders (masculinity), older or younger people (power distance), and varying levels of information (uncertainty avoidance). While globalization spreads products worldwide, companies must still adapt marketing to each local culture to be effective.
This document outlines a strategic plan for Dell to apply design-led thinking to build a competitive advantage. Currently, Dell is not seen as a design leader and follows competitors' innovations. The strategy proposes that Dell establish an internal design team to focus on simplifying the customer experience. This would involve cultural changes, implementing design processes, and restructuring teams around design. Adopting this approach could help Dell differentiate itself from competitors and strengthen its brand.
IIDEX 2013
Abstract: This presentation aims to put strategic design into perspective as a new culture of decision-making. Design strategy is about creating roadmaps and brand experiences that are transcendent and resilient. It is about processes that embark on social engagement as a catalyst for systemic organizational change. It is about systems of products and services that are strategically innovative and holistic. Design strategy is about a mindset, a way of thinking and a set of tools that help businesses, organizations and institutions realize what it is that they should be doing next, how they can do it, and most importantly, why they should be doing it in the first place.
Brand: The Only Future Ranking Factor - Malcolm Slade speaking at Leeds Loves...Epiphany
Malcolm has been working in search since 2005, when he joined Epiphany as the first employee. His expertise is problem solving which lends itself very well to his role as Head of Technical SEO. Malcolm likes to think of himself as an “approachable nerd”, able to talk equally well to normal people and technical nerds like him.
Talk Synopsis: You have implemented best practice, created great content and achieved some awesome links. Welcome to Page 2! In this talk we will look at the concept of Brand and how Google is likely to be using it to ensure Page 1 is the best it can be.
This document summarizes information about Audi AG, a German automaker owned by Volkswagen AG. It provides details on Audi's headquarters, global production facilities, subsidiaries, research and development initiatives, sales growth, principal markets, expansion in China, SWOT analysis, board of management, and focus on employee development and communication.
Branding and Design strategy for Lenovo in the She Centrury Yanan Li
This document provides a branding and service design strategy for Lenovo to address the female mobile phone market in China. It begins with an introduction explaining the growing economic power of women in China and the opportunity this presents. It then outlines the objectives of identifying Lenovo's current position, understanding female consumers, examining other brands targeting women, and establishing a branding and design approach. Research findings are presented on Lenovo's market share and competitors' strategies. Customer research shows factors women consider when buying phones and preferences for online searching. Possible brand strategies are evaluated and a conclusion recommends a sub-brand strategy using viral branding on Sina Weibo, emotional branding, and an experiential service design approach.
SDOA – Service Design and Organizational Activation. Enhanced lecture course Gatech 2012, Industrial Design. This presentation is part of the "breadth" part of the lecture series - designed to give service design students an understanding of business-relevant tools and concepts.
From my November 22 talk at ISA 14 in Buenos Aires...
Business people often have a blindspot for the very value they seek to create because it lies in the qualitative nature of relationships and not the quantitative techniques and tools they’ve been taught to focus upon. As a result, they often make strategic and tactical decisions alike that reduce the value they provide to customers, the value they can build, and the value that designers create.
New tools and approaches can help designers of all types change the conversation around their work and it’s value to our business colleagues, in order to create a better relationship as well as a better context for great design to be valued and realized.
This talk will discuss how designers can participate more fully in strategic business decisions by reframing what they do and how they work and by introducing new tools for designers to be more strategic.
Cross-Cultural analysis of pepsi web-design across different countries.Emmanuel Uchenna
This document analyzes Pepsi's websites in different countries using Hofstede's cultural dimensions. It finds that Pepsi's websites vary in ways that relate to the cultural traits of each country, such as representing more or fewer people (individualism), mainly males or both genders (masculinity), older or younger people (power distance), and varying levels of information (uncertainty avoidance). While globalization spreads products worldwide, companies must still adapt marketing to each local culture to be effective.
This document outlines a strategic plan for Dell to apply design-led thinking to build a competitive advantage. Currently, Dell is not seen as a design leader and follows competitors' innovations. The strategy proposes that Dell establish an internal design team to focus on simplifying the customer experience. This would involve cultural changes, implementing design processes, and restructuring teams around design. Adopting this approach could help Dell differentiate itself from competitors and strengthen its brand.
IIDEX 2013
Abstract: This presentation aims to put strategic design into perspective as a new culture of decision-making. Design strategy is about creating roadmaps and brand experiences that are transcendent and resilient. It is about processes that embark on social engagement as a catalyst for systemic organizational change. It is about systems of products and services that are strategically innovative and holistic. Design strategy is about a mindset, a way of thinking and a set of tools that help businesses, organizations and institutions realize what it is that they should be doing next, how they can do it, and most importantly, why they should be doing it in the first place.
1) The document proposes an online strategy for Audi to engage luxury car owners aged 20-39 by embracing social commerce trends, developing an exclusive smartphone app, sponsoring bloggers, and holding a social media integrated car design competition.
2) The strategy aims to increase customer loyalty, referrals, and bring the brand to the next level through innovative community outreach programs.
3) Key elements include a smartphone app that integrates with dealerships to schedule service, sponsored content on activities for Audi consumers, and a car design/promotion contest that auctions the winner's custom designed car with proceeds going to charity.
An end-to-end analysis of Audi's branding and marketing strategies. The analysis focuses on the company's launch, history, brand evolution, and efficiency in capturing customer loyalty. Future branding and corporate strategies are also evaluated against the current regime as a comparison to competitors within the market.
The document discusses design strategy and its relationship to business strategy. It defines design strategy as deciding what to create with a long term perspective of 3-5 years, taking a systemic view. A design strategist works at the intersection of design, research insights, and business strategy, translating insights into solutions and connecting design efforts to business goals. The key is to scope opportunities, define consumer value, focus on generating real business value, and develop tactics to achieve strategies. Design thinking and strategic design management can be used to innovate and create superior customer experiences that drive business success.
Mars was the Roman god of war and agriculture. It has two moons and an orbit of 686.98 days around the sun, with a rotation of 24 hours and 37 minutes. Mars has a mass that is 10% of Earth's and a volume of 15% of Earth, with temperatures ranging from -123oC to 36oC and an escape velocity of 18,024 km/h.
Снижение затрат на лицензирование, установку и обновление ПО, а также расход ...Michael Kozloff
Для организации с 1000 ПК решения компании 1E могут помочь съэкономить до 350 тыс. долларов в год за счет оптимизации ИТ-инфраструткуры
1E помогает устранять следующие типичные для ИТ потери:
- 15% серверов ничем не заняты > потери = $25 млрд.
- В среднем $414 не используемого ПО на 1 ПК
- 50% ПК включены ночью > потери = $2.8 млрд.
- Выполнение запроса на установку ПО в среднем стоит $40
- $1,035 -- $1,930 стоит для компаний переход 1 ПК с Windows XP на Windows 7
The document profiles American contemporary artist Carolyn H Edlund and her artwork. It includes images and prices of 6 of her oil paintings of flowers, landscapes, and other natural subjects. Edlund's artist statement explains that she aims to portray the beauty and textures of nature, and intends her still scenes to evoke a sense of enchantment and escape for viewers. She works in traditional techniques using watercolors and oils to create intimate landscapes that allow the viewer to immerse themselves in the scene.
This chapter introduces several new developments:
1) Crowfoot gives birth to an alien daughter named Aientsik Luna Azure.
2) Jacy receives pictures of her new niece and shares them with her boyfriend Owen, strengthening their bond.
3) Ohanko comes out as gay after accidentally kissing his boyfriend Desmond in public, embracing their relationship openly.
Ten students from Studio Picasso Enrichment at Waikato Intermediate Schools attended the Visual Arts Day on Friday 4 April 2014 at Fairfield Intermediate School. The students participated in activities like decorating wooden blocks, graffiti painting, urban landscape painting, book making, mixed media art, and creating 3D words out of wooden blocks. The students made new friends and produced great artworks to take back to their school. A slideshow was later created by the visual arts teacher at Fairfield Intermediate School to showcase the day's activities and artworks for an assembly presentation.
This document promotes a wellness party that includes various activities and products. The party will include cleansing rituals, chair massage therapy, cooking classes, and a purse fashion show. A variety of purses will be displayed in different colors and materials like denim, alligator, and crocodile prints. The party aims to help attendees feel purified and rejuvenated through these wellness activities. Contact information is provided to book the wellness party.
The Europe 2020 strategy sets ambitious objectives to create smart, sustainable and inclusive growth in the EU by 2020, including reducing greenhouse gas emissions and increasing energy efficiency, employment, innovation, education and competitiveness. The Virtuelle Cluster Initiative aims to assist these targets by providing an innovative virtual framework using technologies like video conferencing to help SMEs collaborate more productively across borders, reducing costs like travel while increasing productivity, process efficiency and economic opportunities on a global scale.
The document discusses the challenges of sustaining long-form content businesses in the digital age. Traditional print magazines and books are struggling as readers increasingly consume short-form, free content online from amateurs and enthusiasts. While platforms like Twitter and blogs have lower costs, they also bring in less revenue from advertising and must rely on volunteers instead of paid professionals.
A Decline In The Frequency Of Neonatal Exchange Transfusions And Its Effect O...Biblioteca Virtual
This study analyzed trends in neonatal exchange transfusions (ECTs) performed over 21 years at a single institution. The researchers found:
1) There was a significant decline in the number of ECTs performed per 1000 newborn admissions between 1986-1995 and 1996-2006, consistent with improvements in prenatal and postnatal care.
2) Patient demographics and most common indications for ECT were similar between the two time periods, with Rh disease remaining the most common cause of hyperbilirubinemia requiring ECT.
3) Patients treated from 1996-2006 were more likely to receive intravenous immunoglobulin before ECT and had a higher rate of preexisting comorbid conditions, but experienced fewer
Marketing return On Investment ModelinigTom_Thompson
The document discusses ROMI (return on marketing investment) analysis methodology using genetic modeling and regression. It involves building models using a large number of variables from various data sources to identify complex relationships between marketing expenditures and sales/outcomes. Case studies on HP small business marketing and US Navy recruiting are presented, showing variables that positively impact sales, leads, and contracts. The approach helps determine the most cost-effective variables and estimate return per dollar spent on different marketing activities.
The speaker feels they have not heard from the person they love in a long time. They worry they have done something wrong. The speaker wishes to be the angel or prince from the fairytale stories that the person loves. They want to protect the person with wings and have a happy ending like in the stories. The speaker hopes the person will believe they can have a relationship like in the fairytales.
The document discusses common mistakes in test-driven development (TDD). It presents the results of a survey of programmers that identified the most common deviations from TDD practices. The top deviations included writing complex tests, forgetting to refactor, refactoring other code while working on a test, and not implementing the simplest code to pass a test. The document concludes that while TDD is not always followed perfectly, its principles still provide benefits if applied conscientiously.
How We Added 500+ Clients in 18 Months Without Imploding Our Systems or Our M...Loud Rumor
The document appears to be a transcript of a presentation given by Mike Arce about how he grew his agency from struggling beginnings to adding over 500 clients in 18 months without compromising systems or margins. Some of the key points discussed include focusing intensely on a specific industry and service offerings, developing strong systems and documentation, prioritizing becoming an authority in his niche, and leveraging content creation and his podcast to attract more clients.
Designing a Better Process: 1 Pixel at a TimeEmily Rawitsch
1. The document discusses improving design processes through iterative techniques like prototyping, testing, and analyzing. It emphasizes practicing empathy, making the process easy, being objective, letting go of perfection, adding delight, and continuously iterating the process.
2. Design details are important when they impact usability, and teams must work together throughout the design lifecycle to challenge traditions and traditions that hinder the process.
3. The presentation provides examples of how one organization simplified their cumbersome design process through these techniques.
1) The document proposes an online strategy for Audi to engage luxury car owners aged 20-39 by embracing social commerce trends, developing an exclusive smartphone app, sponsoring bloggers, and holding a social media integrated car design competition.
2) The strategy aims to increase customer loyalty, referrals, and bring the brand to the next level through innovative community outreach programs.
3) Key elements include a smartphone app that integrates with dealerships to schedule service, sponsored content on activities for Audi consumers, and a car design/promotion contest that auctions the winner's custom designed car with proceeds going to charity.
An end-to-end analysis of Audi's branding and marketing strategies. The analysis focuses on the company's launch, history, brand evolution, and efficiency in capturing customer loyalty. Future branding and corporate strategies are also evaluated against the current regime as a comparison to competitors within the market.
The document discusses design strategy and its relationship to business strategy. It defines design strategy as deciding what to create with a long term perspective of 3-5 years, taking a systemic view. A design strategist works at the intersection of design, research insights, and business strategy, translating insights into solutions and connecting design efforts to business goals. The key is to scope opportunities, define consumer value, focus on generating real business value, and develop tactics to achieve strategies. Design thinking and strategic design management can be used to innovate and create superior customer experiences that drive business success.
Mars was the Roman god of war and agriculture. It has two moons and an orbit of 686.98 days around the sun, with a rotation of 24 hours and 37 minutes. Mars has a mass that is 10% of Earth's and a volume of 15% of Earth, with temperatures ranging from -123oC to 36oC and an escape velocity of 18,024 km/h.
Снижение затрат на лицензирование, установку и обновление ПО, а также расход ...Michael Kozloff
Для организации с 1000 ПК решения компании 1E могут помочь съэкономить до 350 тыс. долларов в год за счет оптимизации ИТ-инфраструткуры
1E помогает устранять следующие типичные для ИТ потери:
- 15% серверов ничем не заняты > потери = $25 млрд.
- В среднем $414 не используемого ПО на 1 ПК
- 50% ПК включены ночью > потери = $2.8 млрд.
- Выполнение запроса на установку ПО в среднем стоит $40
- $1,035 -- $1,930 стоит для компаний переход 1 ПК с Windows XP на Windows 7
The document profiles American contemporary artist Carolyn H Edlund and her artwork. It includes images and prices of 6 of her oil paintings of flowers, landscapes, and other natural subjects. Edlund's artist statement explains that she aims to portray the beauty and textures of nature, and intends her still scenes to evoke a sense of enchantment and escape for viewers. She works in traditional techniques using watercolors and oils to create intimate landscapes that allow the viewer to immerse themselves in the scene.
This chapter introduces several new developments:
1) Crowfoot gives birth to an alien daughter named Aientsik Luna Azure.
2) Jacy receives pictures of her new niece and shares them with her boyfriend Owen, strengthening their bond.
3) Ohanko comes out as gay after accidentally kissing his boyfriend Desmond in public, embracing their relationship openly.
Ten students from Studio Picasso Enrichment at Waikato Intermediate Schools attended the Visual Arts Day on Friday 4 April 2014 at Fairfield Intermediate School. The students participated in activities like decorating wooden blocks, graffiti painting, urban landscape painting, book making, mixed media art, and creating 3D words out of wooden blocks. The students made new friends and produced great artworks to take back to their school. A slideshow was later created by the visual arts teacher at Fairfield Intermediate School to showcase the day's activities and artworks for an assembly presentation.
This document promotes a wellness party that includes various activities and products. The party will include cleansing rituals, chair massage therapy, cooking classes, and a purse fashion show. A variety of purses will be displayed in different colors and materials like denim, alligator, and crocodile prints. The party aims to help attendees feel purified and rejuvenated through these wellness activities. Contact information is provided to book the wellness party.
The Europe 2020 strategy sets ambitious objectives to create smart, sustainable and inclusive growth in the EU by 2020, including reducing greenhouse gas emissions and increasing energy efficiency, employment, innovation, education and competitiveness. The Virtuelle Cluster Initiative aims to assist these targets by providing an innovative virtual framework using technologies like video conferencing to help SMEs collaborate more productively across borders, reducing costs like travel while increasing productivity, process efficiency and economic opportunities on a global scale.
The document discusses the challenges of sustaining long-form content businesses in the digital age. Traditional print magazines and books are struggling as readers increasingly consume short-form, free content online from amateurs and enthusiasts. While platforms like Twitter and blogs have lower costs, they also bring in less revenue from advertising and must rely on volunteers instead of paid professionals.
A Decline In The Frequency Of Neonatal Exchange Transfusions And Its Effect O...Biblioteca Virtual
This study analyzed trends in neonatal exchange transfusions (ECTs) performed over 21 years at a single institution. The researchers found:
1) There was a significant decline in the number of ECTs performed per 1000 newborn admissions between 1986-1995 and 1996-2006, consistent with improvements in prenatal and postnatal care.
2) Patient demographics and most common indications for ECT were similar between the two time periods, with Rh disease remaining the most common cause of hyperbilirubinemia requiring ECT.
3) Patients treated from 1996-2006 were more likely to receive intravenous immunoglobulin before ECT and had a higher rate of preexisting comorbid conditions, but experienced fewer
Marketing return On Investment ModelinigTom_Thompson
The document discusses ROMI (return on marketing investment) analysis methodology using genetic modeling and regression. It involves building models using a large number of variables from various data sources to identify complex relationships between marketing expenditures and sales/outcomes. Case studies on HP small business marketing and US Navy recruiting are presented, showing variables that positively impact sales, leads, and contracts. The approach helps determine the most cost-effective variables and estimate return per dollar spent on different marketing activities.
The speaker feels they have not heard from the person they love in a long time. They worry they have done something wrong. The speaker wishes to be the angel or prince from the fairytale stories that the person loves. They want to protect the person with wings and have a happy ending like in the stories. The speaker hopes the person will believe they can have a relationship like in the fairytales.
The document discusses common mistakes in test-driven development (TDD). It presents the results of a survey of programmers that identified the most common deviations from TDD practices. The top deviations included writing complex tests, forgetting to refactor, refactoring other code while working on a test, and not implementing the simplest code to pass a test. The document concludes that while TDD is not always followed perfectly, its principles still provide benefits if applied conscientiously.
How We Added 500+ Clients in 18 Months Without Imploding Our Systems or Our M...Loud Rumor
The document appears to be a transcript of a presentation given by Mike Arce about how he grew his agency from struggling beginnings to adding over 500 clients in 18 months without compromising systems or margins. Some of the key points discussed include focusing intensely on a specific industry and service offerings, developing strong systems and documentation, prioritizing becoming an authority in his niche, and leveraging content creation and his podcast to attract more clients.
Designing a Better Process: 1 Pixel at a TimeEmily Rawitsch
1. The document discusses improving design processes through iterative techniques like prototyping, testing, and analyzing. It emphasizes practicing empathy, making the process easy, being objective, letting go of perfection, adding delight, and continuously iterating the process.
2. Design details are important when they impact usability, and teams must work together throughout the design lifecycle to challenge traditions and traditions that hinder the process.
3. The presentation provides examples of how one organization simplified their cumbersome design process through these techniques.
1. How to build your career This Masterclass advocates an experimental approach to your career.
2. Develop your product and leadership skills Learn how to package and position yourself via the technical product and leadership skills of a product leader to form your own career hypotheses.
3. The importance of feedback Finally, recruit a Personal Board of Directors to solicit ongoing feedback from peers and mentors.
4. Tools to help you We’ll use Slido to see the variety of skills that product leaders all around the world exhibit, and to bring home the point that there’s no one “right” type of product leader.
5. And many more strategies It’s all about packaging and positioning yourself for that role that’s a perfect fit for you.
Aligning Sales and Marketing into a Single, Cohesive Sales-Acceleration MachineHeinz Marketing Inc
Traditionally, sales and marketing have operated separately: separate objectives, separate operations, and little integration or coordination. Those days, thankfully, have passed – at least for market-leading organizations that are accelerating the velocity and success of their sales effort, despite challenging market conditions. In this session, you'll hear proven strategies and tactics for converting your sales and marketing organizations into an integrated, high-producing and revenue-generating machine. We'll share best practices, templates, and other tools you can put to work immediately to quickly accelerate results.
Revealed: The Content Journalists Want To Link To In 2021 - State of Search 2...James Brockbank
This document outlines strategies for generating linkworthy content that journalists will want to write about in 2021. It discusses identifying a newsworthy hook to capture media attention, creating linkable assets in proven formats like tools/calculators, maps, indexes, and rankings. It also provides tips for following up on unlinked brand mentions from PR efforts, such as justifying the editorial value a link would provide and making the process of adding a link as easy as possible for the publication. The goal is to consistently earn high-quality links that drive traffic and position the company as an expert in its industry.
Innovative Accounting will land you in prison, but Innovation Accounting will land you a product that matters. In this talk we'll dive into Pirate Metrics, Lean Analytics Phases and the Passionate User Model and emerge with a better understanding of how to apply Innovation Accounting to both increase retention and reduce friction in your product or service.
Oli Hearsum - Brighton SEO Presentation 2021Oliver Hearsum
The document discusses the concept of reactive SEO and targeting new and emerging search terms. It provides examples of terms that saw large search volume increases in 2020 related to the pandemic, like "how far can a sneeze travel." The document also shares case studies, including one where optimizing for new charity-related terms helped a client get the #1 ranking and led to a significant increase in organic traffic and donations. It emphasizes that targeting new terms each year provides opportunities with low competition and a chance to gain an early advantage.
As Google works to enhance the SERPs with an endless onslaught of new features, the branded SERP has quickly evolved into an interactive first impression of your company. Learn how to optimize your branded SERP and leverage the latest search features to attract and engage search users from the first point of contact.
The Promise of Personalization: How to Create Meaningful Consumer Experiences...Grant Tilus
This document discusses personalization strategies and best practices. It recommends that companies 1) focus on building a strong data foundation before attempting personalization, 2) understand their technology stack and tools for personalization, 3) identify key user attributes and prioritize personalization opportunities, and 4) take an experimental approach to personalization by testing different strategies. The presentation provides tips for each stage of becoming better at personalization, from the initial stages to more advanced personalization.
I have extensive knowledge of many software applications. Listed are those which I use on a regular basis
Designing Packages: Adobe Photoshop, Corel Draw (All latest versions), Adobe Illustrator, Adobe InDesign PageMaker
Experienced In following: Print Production & Pre-Press works, Excellent in Designing Packages & Office Automation, Proficient in Graphics & Artistic skill.
MAC OSX Operating System
Project manager supervision
Creative thinking
Excellent managerial techniques
Creative direction
Miliki tim terdedikasi untuk mengakomodir seluruh kebutuhan social media marketing bisnis Anda, mulai dari produksi konten, brand monitoring dan advokasi, reporting dan analytics, hingga manajemen periklanan sosial media berikut re-targeting ads.
Tingkatkan efisiensi perusahaan Anda bersama KiosMaya.Com
Your trusted and reliable digital transformation partner.
https://kiosmaya.com/jasa-social-media-marketing/
This document provides an overview of MAZIK's portfolio, including their vision, mission, brand essence, and core values. Their vision is to be the most creative and innovative content creator by committing to exceptional quality, thinking outside the box, and contributing to the local community. Their brand essence or guiding principle is "Tam", which means striving for excellence through dedication, sincerity, and maximizing partner business competitiveness. Their core values include having a global mindset, collaboration, and being impact-driven. The portfolio then highlights examples of branding, print, digital, and UI/UX projects they have completed for various clients.
MARKETING MAKEOVER: How to Stand Out in a Content Saturated World (Webinar Sl...Pinpointe On-Demand
At the core of modern marketing lies a couple of common questions…
How do I make my business stand out with all this noise?
How do I stop wasting money every day on stuff that doesn’t work?
Sounds familiar?
Thankfully, there’s a surprisingly easy answer, and it has to do with our collective confusion with sales vs. marketing.
This slide deck goes along with a webinar by Pinpointe and award-winning marketing expert & strategist Antoine Dupont. It shows you tools and techniques for effectively creating remarkable content that generates more leads while growing your business.
By focusing on quality vs. quantity and bull’s eye research, you’ll learn how to create content people want to watch & read and do business with you.
Key Takeaways:
· Understand what works and doesn’t work anymore
· How to be effective with video marketing
· Why Facebook is grossly misunderstood
· How to clarify the messaging on your website to increase conversions
· How to effectively use email in your content marketing strategy
· How to stop thinking conversion and focus on the experience
If your organization has spent marketing dollars on tactics that no longer work, view these slides and the webinar replay found at http://email-marketing.pinpointe.com/webinar-marketing-makeover-stand-out-dupont, and Antoine will show you how your business can stand out through a series of easy-to-implement, actionable items.
Podcasters, unlock your true creative potential with Web Monetization🎙 Benjamin Bellamy
Podcasting is booming all over the world, but only a minority of podcasts are monetized.
Podcasters who want to make money are facing a cruel dilemma:
- Draw away their audience by erecting a paywall.
- Expose themselves to censorship by partnering with brands or closed distribution platforms.
Thanks to decentralized protocols, Interledger and Web Monetization allow podcasters to sell content, not their soul.
During this showcase, we will show you how to set up a podcast with Web Monetization and Castopod, an open-source podcast hosting platform. You will see that podcasting is the perfect candidate for time-based pricing.
The document discusses how B2B SEM can be used to grow a company by focusing on revenue generation through the full sales funnel, from awareness to close. It recommends taking an omni-format content approach, creating various types of content from whitepapers and webinars to blog posts, events and customer education materials to engage prospects throughout the process. Specific examples shown include using content for product marketing, tracking competitive alerts to revenue, scheduling event appointments, and developing content for existing customers. The key message is that B2B SEM should aim to increase company revenue and ROI, not just leads, by optimizing omni-format content across the entire customer journey.
The document discusses PR 20/20's Point Pricing value-based pricing model. It describes how the founder Paul Roetzer developed the model after realizing the flaws in hourly billing models. Point Pricing assigns fixed point values to projects based on value created rather than time estimates. Campaigns are made up of projects with assigned point totals. The model aims to increase transparency, accountability and focus on outcomes over outputs. It provides insights into how the model was developed and refined over time based on lean startup principles.
Similar to Mission Based UX Strategy (Big Design 2015) (20)
ARENA - Young adults in the workplace (Knight Moves).pdfKnight Moves
Presentations of Bavo Raeymaekers (Project lead youth unemployment at the City of Antwerp), Suzan Martens (Service designer at Knight Moves) and Adriaan De Keersmaeker (Community manager at Talk to C)
during the 'Arena • Young adults in the workplace' conference hosted by Knight Moves.
International Upcycling Research Network advisory board meeting 4Kyungeun Sung
Slides used for the International Upcycling Research Network advisory board 4 (last one). The project is based at De Montfort University in Leicester, UK, and funded by the Arts and Humanities Research Council.
Practical eLearning Makeovers for EveryoneBianca Woods
Welcome to Practical eLearning Makeovers for Everyone. In this presentation, we’ll take a look at a bunch of easy-to-use visual design tips and tricks. And we’ll do this by using them to spruce up some eLearning screens that are in dire need of a new look.
Explore the essential graphic design tools and software that can elevate your creative projects. Discover industry favorites and innovative solutions for stunning design results.
Architectural and constructions management experience since 2003 including 18 years located in UAE.
Coordinate and oversee all technical activities relating to architectural and construction projects,
including directing the design team, reviewing drafts and computer models, and approving design
changes.
Organize and typically develop, and review building plans, ensuring that a project meets all safety and
environmental standards.
Prepare feasibility studies, construction contracts, and tender documents with specifications and
tender analyses.
Consulting with clients, work on formulating equipment and labor cost estimates, ensuring a project
meets environmental, safety, structural, zoning, and aesthetic standards.
Monitoring the progress of a project to assess whether or not it is in compliance with building plans
and project deadlines.
Attention to detail, exceptional time management, and strong problem-solving and communication
skills are required for this role.
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Designforuminternational
India’s architectural landscape is a vibrant tapestry that weaves together the country's rich cultural heritage and its modern aspirations. From majestic historical structures to cutting-edge contemporary designs, the work of Indian architects is celebrated worldwide. Among the many firms shaping this dynamic field, Design Forum International stands out as a leader in innovative and sustainable architecture. This blog explores some of the best Indian architects, highlighting their contributions and showcasing the most famous architects in India.
20. “By 2020 Intuit will be
considered one of the
most design-driven
companies in the
world.”
https://hbr.org/2015/01/intuits-ceo-on-building-a-design-driven-company
Brad Smith
CEO, Intuit
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25. 1. Going global
2. Refreshed & realigned strategy
3. Brand strategy
4. Products to platforms
5. “Design-led by 2020”
6. 2-sided customer benefits
7. Working across business units
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27. Pro Tax Group eXperience Design
To scale - because everything is bigger in Texas, and Texas is bigger than everything
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32. help tax preparers
Save Time
Sleep
Tax
Prep
Life
Jan Feb Mar Apr
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Sleep
Tax
Prep
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Life
Sleep
Tax
Prep
Life
May Jun Jul Aug Sep Oct Nov Dec
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66. Direct Revenue
$10,000
Clients (small business owners)
recommends
software & services
buys software
& services
Annual accountant value to the software company
Susan
Accountant
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67. Direct Revenue
$10,000
Clients (small business owners)
Indirect Revenue
recommends
software & services
buys software
& services
buy software & services
$250,000
Annual accountant value to the software company
Susan
Accountant
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68. Susan
Accountant
Direct Revenue
$10,000
Clients (small business owners)
Indirect Revenue
recommends
software & services
buys software
& services
buy software & services
$250,000
Annual accountant value to the software company
benjudy.com @benjudy #bigd15 #mbsbigd
69. Susan
Accountant
Direct Revenue
$10,000
More clients! (small business owners)
Indirect Revenue
recommends
software & services
buys software
& services
buy software & services
I can’t count that high!
Annual accountant value to the software company
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70. where the real money is.
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72. Individual clients
Small businesses drive accountant revenue
Business clients
Number of clients Revenue from clients
80%
20% 70%
30%
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80. Apply the missions
to every customer
Growth Market AccountantPremium Accountant Value Market Accountant
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81. Premium Accountant
Growth Market Accountant
Value Market Accountant
Save Time Grow My Practice Make a Difference
delegation
firm management
collecting client data
file faster
get paid sooner
know what to do next
advise clients
maximize services
higher retention
more recommendations
market myself
build client base
increase referrals
provide clients insights
advise best tax outcomes
provide best value
keep rates affordable
deliver refunds faster
maximize refunds
reduce liability
file faster
get paid sooner
know what to do next
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106. Winning together
because you aren’t already sick of Star Wars, everywhere
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107. Product Management and
Experience Design need to
jointly solve for Discover,
Define, and Design. This is
not an XD only job, is the
job of all of our roles.
”
“
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133. CHANGE
• Going global
• Refreshed & realigned strategy
• Brand strategy
• Products to platforms
• “Design-led by 2020”
• 2-sided customer benefits
• Working across business units
MISSIONS
• Save Time
• Grow My Practice
• Make a Difference to Taxpayers
CHALLENGES
• Agile product teams
• Resourcing “Run the business”
• Altitude
• Not enough designers
• Perspective
• Ambiguity
• Customer insights in silos
• Winning together
METHODS
• Speak the language of business
• Apply the missions to every customer
• Learn the missions
• Track progress against the missions
• Plan projects in pursuit of missions
• Commission mission captains
• Design Week
• Train for strategic UX work
• Embrace ambiguity… then murder it
• Experiment with a unit of one
• Reframe design work requests
• Publish case studies
RESULTS
• XD driving clarity
• Do more with customer insights
• XD at all altitudes
• Happier, healthier designers
• Product Managers advocate for
holistic XD
PRINCIPLES
• Every designer is a strategist
• Every designer owns the
Missions
• Execute the design process
like you’re on a mission
• Empathy for all (even your
coworkers)
• XD Missions = Business
Strategy
• Missions need metrics
• Products and features exist to
deliver customer benefits
• Designers are storytellers
• Silos suck! Break out!
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Editor's Notes
Howdy, y’all I’m Ben Judy. I live in Texas now, but I grew up in…
Iowa. If you’re not familiar with their work, that’s where they grow all the corn.
Growing up surrounded by farms, I saw a lot of these.
They’re called silos.
What do you put in silos?
Grain. Corn, soybeans.
What you’re not supposed to put in silos is…
experience designers. I’d like to share some reflections on that.
But more importantly, I’d like tell you the story of the experience design team within the Pro Tax Group at Intuit. [build] The story I have to tell you is a case study of building a strategic capability with a newly formed design team in a large software company.
Here’s my outline. I’ll begin by describing the environment of change we’re in as a team. I’ll explain what we call our missions, and the challenges we’re facing as we organize our design strategy around those missions. I’ll tell you about our methods and the results that we’re seeing. Finally, all of this will add up to a set of principles for employing what we call a “Mission-Based XD Strategy.”
If you catch nothing else, though, you’ll hear me talk about how we’re busting out of those dreaded silos. All right, let’s go.
These are our missions. But before I explain them, first…
I need to begin with some context.
Intuit is a 32 year old software company with roughly 8,000 employees.
Here are just a few our products. You may be familiar with TurboTax and Mint, a couple of our consumer facing products. QuickBooks for small businesses.
Some products you probably aren’t familiar with unless you are an accountant or a professional tax preparer: Intuit Tax Online, and our desktop applications Lacerte and ProSeries. These come out of the business unit we call the Pro Tax Group. That’s where I work.
We sell software to accounting firms and what the government calls “enrolled agents.” Professional tax preparers.
Now, to really set the context for our XD strategy, I want you to imagine you’re part of a new experience design team in a company undertaking changes in each of these areas.
One: after more than 30 years as a U.S. based, U.S. centric software company, we’re going global.
A second change at Intuit is a major refresh of business strategy at all levels. These alignment triangles are a new paradigm Intuit adopted a couple years ago, and the content of all of these layers underneath the company mission have changed in just the last two or three years.
Also, our brand strategy is changing. We’re transitioning from a house of brands to a branded house.
More change! We’re also continuing to transition from a company that sells boxed desktop software products off the shelf to building open platforms and interconnected software ecosystems in the cloud. For example Quickbooks desktop to Quickbooks Online as a third party app platform.
This is my favorite point of context. Another big change. Our CEO famously said, “By 2020 Intuit will be considered one of the most design-driven companies in the world.”
Which, as a designer…
… makes me do a little happy dance in my head.
But the reality is, we’re already a customer-first, design-led company. We serve small businesses, individual consumers, and the accounting professionals who serve both of those groups.
The Pro Tax Group has historically focused on those
[click to build] accountants who serve clients.
[click to build] But now - here’s the change - we’re focusing a lot of attention on the relationships between our customers and their clients, the taxpayers.
Which means Pro Tax is learning how to design and deliver two-sided customer benefits. This is awesome, but it’s more change.
And it means we have to work together with the rest of the company. To operate as One Intuit, all of our businesses and departments need to collaborate and coordinate more closely than they have in the past.
So, all that to say, the times — they are a changin’ at Intuit. And that’s far from a complete list of changes.
In the midst of all of this strategic change, in February of 2014 I joined this business unit of about 800 employees — and, including myself, we had three experience designers.
But, in the last year and a half, we’ve grown a new team. We now have seven interaction designers (including yours truly), two visual designers, a research recruiter and some strong leadership. We’re in four locations.
And as our team comes together, we’re developing an identity and a strategic approach aimed at helping us reach our full potential. We call this our mission-based strategy.
Rather than being a loose group of individual designers who are isolated within software product teams…
we’re a single, mission-based team that designs for the entire ecosystem of Pro Tax products. Our focus on three primary customer benefits is allowing us to break out of those silos.
So I’ll tell you about our missions. Now of course yours will be different, but these are ours.
Saving Time is first. Tax preparers work insane hours during tax season. They can’t take on more work. If we can help them optimize their workflows, then we can help them grow.
That’s the second mission, help accountants Grow their Practice. Sometimes growth means adding more clients, but also it could mean growing the value they provide to existing clients or growing revenue from adjacent professional services.
And those two missions help accountants do the thing that led them to their profession in the first place: Make a difference in their clients’ lives. This is the heart, the most emotional of the three missions.
Now, experience design didn’t come up these missions ourselves. Veteran Pro Tax employees have known for a long time why these things are important customer benefits.
In fact, our business unit vision statement incorporates all three of these ideas. This is very important: the missions are enduring strategic goals that XD shares with the business.
So, great! We’re all singing the same song. What could possibly go wrong? Well…
As a new design team within a relatively old software company, we’ve faced many challenges.
One challenge is simply working with multiple, Agile product teams. And this is not going to become a discussion about Agile or Lean UX. But I do hope to articulate how our mission-based strategy has helped us cope with some process and resourcing issues around product development and delivery.
Initially, we aligned our designers individually to Scrum product teams, but without an overarching design strategy for our product ecosystem. We had no UX strategy. None of us were looking at the whole farm.
Now, this will be familiar to some of you. The double-diamond model of experience design with four phases: Discover, Define, Design, Deliver. It’s a framework, a template for experience design work.
What I noticed right away as I started working in Pro Tax is, we have methods that provide for the beginning and the end of this process but things were getting hazy in the middle.
We have a strong focus on Discovery. Just two of the ways we Discover are Unite and Design for Delight.
We do these Unite events, where our employees get out of the office and spend the day with our customers to discover surprising insights and to build empathy.
Also, Intuit has this awesome program called Design for Delight, D4D. There’s a heavy emphasis on going broad, brainstorming. Ideation. Discovery.
When it comes to delivery, most of our product teams practice development methods like Scrum, which provide lots of rigor around how we Deliver software.
But, even though we talk a lot about measuring customer benefits I don’t see us always defining them or maintaining focus on them at the project level. There’s a lot of ambiguity about what the design process should be and where we’re at with any given project. As a consequence, our approach to solution design, that third D, is also too fuzzy.
So our XD strategy has to fix that problem. I know it might seem kinda weird to say that design strategy is somehow responsible for fixing design process at the project level. But I really believe they’re connected.
Here’s this little world I use to try to visualize strategic placement of design work in a large software company. I’ll pause for a moment to let you look over it, then I’ll start walking us through it. [pause] You have execution down here. A bunch of agile product teams iterating constantly. I’ve drawn four product teams, we have way more than four. And those loops — their headlights only go out about two weeks maybe a month. Those Agile product teams can’t see very far from ground level.
Up here we have this strategic concept of horizon planning, the H1, H2, and H3 way up there. And really it just asks the question: is your company innovating, or stagnating?
Horizon 3 at the top would be taking moonshots. Big, bold, ambitious moves that can transform a company, and maybe transform an industry.
Well, another challenge we have in Pro Tax is that three quarters of our software development time as a business unit is spent running the business. Not even extending our core business, just maintaining and running what we already sell. In terms of altitude, we’re basically staring at our shoelaces three-quarters of the time.
So let’s place our double diamond model here. Our design projects, where do they go? When UX designers live down in those silos of Scrum product teams in this environment, notice what happened. Our diamonds, if they exist at all, get sucked down into executional, run-the-business, just-in-time, MVP, you name it, it’s anything but strategic. We’re not going out looking to the future, and we’re definitely not going up into any kind of strategic elevation.
So our challenge as a design team is one of altitude.
We need to be operating on a higher level, but being a new team with minimal resources, we struggle to climb up out of those silos, where the developers and product management say they want us to be.
Understand, another challenge: our product managers outnumber designers roughly 2 to 1. Don’t tell them I said this, but I call that a mathematical formula for bureaucracy.
And this shows up in our project priorities. Product management recently gave us this list of 54 projects, most of them due to be completed in the next four months. Did I mention we have seven interaction designers? We can’t play man-to-man here. We have to play a zone defense. As I get into our methods and principles in just a minute, you’ll see how a mission-based strategy helps us deal with this.
But not yet, let’s keep piling on the challenges. Perspective. We hear comments like this:
“Intuit sells products, not missions. And missions come to fruition in our products.”
And this is said as a sort of rebuttal. It’s typical of the mindset of a product manager who wants to see designers stay fully dedicated only to his or her product.
But here’s why we know this perspective is too narrow. Last year we added electronic signature capability in our pro tax products. The customer benefit here is saving time. E-Signature enables clients to see their tax returns get filed faster, accountants get paid faster. Everybody wins.
We had three different Agile product teams in the same building, delivering this set of features separately. Engineering built a common data service. But we didn’t design strategically for a common experience. It was a lost opportunity for re-use of design patterns, for collaboration, sharing insights, ecosystem thinking, and efficiency in XD resourcing. Because we designers were trapped with each product team in their respective silos.
Again, it’s a question of altitude. Where is your UX team spending its time? Down here? Or up here, overlooking the entire business and all of your customers — now and into the future?
Look at this from an executive’s point of view. Pull up a chair in the c-suite. Imagine you’re the CEO or the CFO for Intuit. What do you know? What do you focus on all the time? Revenue and opportunity. You know where we’re making our money as a business, and where we can make more. And guys, I’m a user experience designer, not any kind of business executive. When I step into a room like this, I feel like I’m here:
If you’re a designer, like me, you do not concern yourself much with quarterly earnings reports, revenue projections, fancy business acronyms like TAM that stand for fancy business terms like total addressable market. But if we’re going to think strategically about how design can impact a large organization, this is the wild jungle we have to explore. Being designers, of course, we’re going to visualize it, and try make it really simple. So get out your machete and see if you can hack your way through this with me.
First of all, understand that there is a very slow growth projection for accounting software in the U.S. primarily because the number of accounting firms isn’t changing much.
Domestic software sales is not a big growth area. In fact, for Pro Tax, this is one reason why we must go global. The total addressable market for selling software to accountants is pretty flat here. We have to go into new markets just to sell more.
So it’s a flat domestic market, but Intuit is out there, selling our tax software to accounting firms.
We need to know how much revenue we can make from those accountants on an annual basis. What’s the annual customer value to us as a software company?
So let’s look at one firm. A sole proprietor, one woman operating as an independent accounting firm, which is a pretty common scenario. Maybe she hires a couple seasonal, part time employees to help during tax season. Let’s call her Susan.
Susan pays us about ten grand a year for our professional tax and accounting software and services. That’s okay. If we sell a lot of software and services to a lot of accounting firms like Susan’s, we can do all right. To us in the Pro Tax group, this is direct revenue. Selling directly to our pro customers.
But Intuit also happens to sell software and services to small businesses. QuickBooks bookkeeping software and services like the Intuit Payment Network. Gee, wouldn’t it be cool if Susan would not only buy our Pro products, but also recommend more of our software and services to her small business clients! What would happen if she did, and what if all those small businesses bought our stuff, too?
Wow. I am not good at numbers. I have a bachelor of arts in broadcasting. I did not take a single math class in college. True story. But I’m pretty sure that number on the right is bigger. That’s the power of indirect revenue as we look at it in the Pro Tax Group. It’s all Direct revenue for Intuit, but from a business unit perspective, we’d call it indirect.
Now, if you know this — that the real money now and in the future is in growing Intuit’s small business platform through tax preparers and accountants — that totally changes your pro tax product strategy, doesn’t it? Suddenly, is isn’t only about selling software to the accountant. It’s about getting those accountants to love Intuit so they put their business clients on our other software and services. That’s where we can make exponentially more money, and it’s recurring, and it’s volume based — as those businesses grow, our revenue grows, too.
But it gets better! Susan has a price ceiling. She’s never going to pay us more than ten grand a year for software. Maybe a little more, but if we jack up our prices too high, she’ll have to leave us for a cheaper competitor. But if we help Susan grow — which is one of our customer benefit missions, if you recall, and she takes care of more business clients, and they also buy our small business software… you see where this is going.
Wikipedia will tell you this is called a Network effect. See, you don’t need to get an MBA, just Google this stuff.
Normal people call it “where the real money is.”
And lest you think this is all about greedy, capitalist pigs making as much money as we can off the backs of hard working accountants and their small business clients…
…guess what, it’s good for them, too. This slide is simply pointing out that accountants make more money when we help them serve small businesses better. Susan’s greatest revenue opportunity lies in small business clients as well.
And, when we help small businesses succeed, shoot, the whole national economy does better.
Wikipedia and corporate drones call this a ‘virtuous circle.’ Normal people call it ‘everybody wins.’
Now, I’ve dumbed all of this down for my own sake as well as yours. This all gets a lot more complicated, of course. I could go into market segmentation, and I will touch on that just a little bit later. But at this point, you’re asking, I thought this was about design strategy — why should a designer care about any of this?
Because unless I can gain altitude and see the big picture — what really matters strategically to our customers and to the business — I’m really not going to be very effective, am I? I don’t know about you, but I’m an ambitious guy. I don’t want my design efforts constrained to a fraction of a flat market. I want to play where the real opportunity is. I want my design work to have as big an impact as possible for the company and the industry that I’m in. Which means busting out of this little silo down here and seeing the whole landscape, and innovating and designing for those network effects.
If I’m trapped inside of a product silo, what can I see? About this much. How high does this silo go? I can see the revenue goals for this one software product. But I can’t see the rest of the farm or the world outside.
So, you understand a little about our business context, some corporate product and platform strategy, and some of the challenges our design team is facing. Now here are some methods we’ve used to elevate — to organize our young team around what we know to be the greatest needs of our customers, which allows us to design for the whole farm, so to speak.
First, we’re learning to talk about these missions the way the business does.
In our case, that means we designers have to get comfortable with those alignment triangles. Pay attention to corporate strategy, be inquisitive, and contribute our point of view as it evolves.
We’re also making sure these missions are expressed in ways that are applicable to all of our customers.
We figure out how the missions solve specific problems for each of our market segments such as: Premium, Growth Markets, and Value Market Accountants.
We had an awesome summer intern this year who built these amazing “Firmona Boxes.” Not personas, but “firmonas.”
Each box represents the different market segments of accounting firms.
Inside each box is a game; a group activity designed to help us build specific customer empathy, such as what it feels like to be a Value Market tax preparer working through hundreds of returns in a matter of weeks.
This is a customer benefit focused, mission-based activity. Not something an Agile product team would ask us to do.
More than feelings though, starting out, we also had to learn how to think about the missions. We had to train our brains.
I created a set of digital flash cards so we could drill ourselves on the missions and other points of business strategy. It’s a nice thing to pull out when you’re sitting in a meeting about the minutae of running the business. Get your mind back on what really matters.
We started gathering as a team each morning in front of these mission boards to review our projects and task status, in context of fulfilling each of the three missions. Never before had our design work been framed this way.
And now we’re experimenting with project management software to help us plan and track our design work through a mission-based strategy lens.
We assigned ourselves roles that we call Mission Captains. We act as accountability partners to make sure that we’re focused on customer benefits across all of the product design and discovery work that we’re doing.
And this summer we hosted an event we called Design Week. We invited the entire business to come for five days of guest speakers, inspiration, design activities, and all throughout, we had a strong emphasis on those missions.
Now, we’re very much at the beginning of this journey. But let’s talk about some early results that we’re seeing.
One result, internally, is greater clarity around our priorities as we drive a stronger commitment to the missions.
In service to explaining this result of clarity, let me tell you about another challenge we’re facing: we’re often told to “embrace ambiguity.”
And boy do we have ambiguity. Especially around our design process. I’ve had PM’s tell me, “Oh yeah, double diamond, we already do that.” And others have said, “Oh, we used to do that, but we do Agile now instead.” Total confusion and ambiguity.
Timing is critically important. There’s a time for embracing ambiguity (going broad) and time for clarity (narrowing.)
But at an organizational level, when the strategic purpose of experience design is ambiguous, the entire design process is unclear.
This is what you end up with. I swear to you, this is an accurate picture of one of our recent projects. We were adding some client data collection and communication features to one of our desktop pro tax products. For months, this project didn’t really have any design leadership in regard to process. And it finally got to the point where all anybody knew is that engineering had a ship date and it was like, now. Otherwise, seemingly everything about this project was totally ambiguous. So what do we do? [click to build] Schedule some research. Find out what customers want. No! It’s too late! That purple diamond, the ship date isn’t moving!
So that’s why I call myself the “ambiguity assassin.”
If I’m on the project, I make sure I know when we’re supposed to be narrowing, and that’s when I start driving conversations that eliminate ambiguity.
Let me bring it back to strategy, now. A focus on customer benefit missions allows me to do this, because my role is no longer merely about sitting with the developers and delivering incremental product improvements rapidly. The whole end-to-end experience design process is how we deliver those customer benefits, and that’s my domain. I get to climb up the mountain.
Another result of mission-based design strategy is doing more with what we learn about our customers.
I love that Intuit is a very customer-centric company. Even our CEO spends at least 60 hours each year doing ‘follow me home’ or ‘follow me to the office’ visits.
But — even in such an environment — you need experience designers acting as champions of a customer-first approach. Why?
Because we have this other challenge: while our employees go out in small teams to engage with customers — and that’s great — when they come back, they take the knowledge and empathy they gained back into their silos. Farmer Brown here doesn’t know what’s in each silo. And neither do I.
Mission Based Strategy is XD’s way of solving for this. As this cheesy artwork clearly illustrates, we can categorize insights using the missions. That centralizes knowledge and customer empathy, informing our entire ecosystem of products and platforms.
And then we can help the company do better horizon planning. Say we learned X about how accountants want to make a difference to their clients. That might indicate incremental improvement Y to product Z. Or it might indicate an impossibly big problem we should seek to solve with a moonshot. That kind of analysis is how experience design people can influence corporate strategy with customer insights. By the way, we do all our own research. We a small team, we’re all full time researchers on top of our day jobs.
Another result of mission-based strategy: designers are happier and more effective because we’re working together.
We’re collaborative beings. We learn from each other and challenge each other. We’re more creative and we solve problems more effectively together. You can’t do that in product silos.
One last challenge I’ll highlight, as an intro to my final result. Winning together. XD strategy can’t be XD versus the Evil Empire: product management, development, marketing, whoever. We have to win together or we don’t win at all.
Recently one of our PM’s said: “Product Management and Experience Design need to jointly solve for Discover, Define, and Design. This is not an XD only job, is the job of all of our roles.”
This made me do another happy dance.
That’s how we start winning together: by recognizing that an holistic approach to XD work is all of our jobs. The light bulb went on for at least one product manager. I call that a result.
Well, what have we learned? Here are some broad principles for Mission-Based Experience Design. As I go through these, I’ll weave in some more methods, too, so you can see more of how we’re applying these.
First, on a relatively new team, every designer needs to at least have some capability to think and operate strategically.
Now, it changes at scale. If we had 40 designers like the bigger business units do, we could have an XD strategy team. But right now, we’re all we’ve got.
The application of this principle — the method — is to train our designers to think and work like strategists, even if that isn’t their greatest skill set or passion in life.
One opportunity is to attend a dedicated conference like UX Strat, which just happened last week. I gave a shorter version of this presentation there. Paul Bryan, the organizer of that conference also teaches UX Strat Masterclass workshops. And back in February, four of us from Pro Tax did this.
And this really inspired me. After the workshop I spent the next month gathering every strategy document I could get my hands on from across Intuit and tacked them up on these black foam boards. That kickstarted a lot of what I’m talking about here. The point is, just one day of the right kind of training can do a lot for a team.
Second principle, every design team member has to own the missions and communicate them consistently.
People in other departments started asking, “what are these missions I’m hearing about?”
When one of us would say, “I dunno. It’s some new thing our boss is talking about but I don’t get it.”
That introduces ambiguity. Get all the designers together and sell it to yourselves first.
The next principle is about attitude: Execute your design process like you’re on a mission.
The method is, yes, embrace ambiguity …
… and then murder it.
Sorry if I just ruined the innocence of gummy bears for you. It’s just business. Nothing personal.
Strategy demands that you kill the ambiguity, get everybody aligned on the process and where you are. Designers need to manage the design process for the organization. Don’t let this happen.
Principle: practice empathy for other departments.
For us in XD, moving to Mission Based Strategy has been freeing. But for others, it’s been unnerving. They're worried that we're going to abandon the product teams.
We’ve had to do a lot of soft skills work to build understanding and trust. XD has to model empathetic behavior so that others reciprocate and try to see things from our perspective, too.
I recommend you experiment with a unit of one. I’ve been the canary in the coal mine. I was the first team member to pull out from a product team. We didn’t just yank everybody out. That would have been a disaster. In a political, corporate environment, proceed with caution.
Principle: Connecting the Missions with Business strategy is critical. In our case, we drew our missions from the business strategy. Now, we could do that because we’re in a customer-centric organization to begin with. That’s quite an advantage.
But this is why we draw these pictures that put design process in context of business strategy. This is also why we explain the missions in terms of the impact to our customer market segments, and we talk about design value analysis. Business leaders think in these terms, and if design opts-out of these kinds of conversations, our cripple our own impact on the organization.
Business leaders also like numbers. Missions need metrics. So we have KPI’s. We’re figuring out exactly how to measure Saving Time, Grow My Practice, and Making a Difference. We conduct baseline measurements of user experiences and compare new designs to that data.
Principle: Products and features exist to deliver customer benefits. Can I get an amen?
Product managers and software developers are often incentivized to think product revenue first. I’m glad they are: I like it when my company makes money and our stock value goes up.
But when we get requests for design work, we use Project Briefs to ensure that everything we do is mission-based, and that we keep our eyes on the whole ecosystem at every step of the process. We often get requests to design features for a single product, or solve a specific customer problem for one workflow. We use the briefs to reframe those requests into projects that solve for common experiences across all of our products.
Principle: We believe designers are storytellers and the best stories we can tell are about the success we’re having accomplishing these missions on behalf of our customers.
Case Studies are a nice method. We want to be the storytellers, not just for design, but for the whole organization, of how we won together and delighted customers.
To sum it all up, it’s about busting out of those silos.
Strategically organizing our team around customer benefit missions has allowed experience design to become more effective partners with the business in innovating at all altitudes, always keeping our customers at the center of our designs.
So that’s the story so far. This is slide number 135 and this is everything I just told you. I’m happy to take a question or two.