Whether you’re a one-man team, or a member of a large team, collaboration can be difficult. We all know silos aren’t the answer, so how do you work together without stepping on toes or forcing the whole team to wait at each step of the process? In this talk, we’ll take a look at methodologies that ease the design process, and learn how a group can truly function as a team.
This document summarizes a presentation on designing meaningful work projects for success. It provides an agenda for the presentation, which focuses on challenges in work and practices for overcoming them. The presentation introduces dimensions for character, meaning, and impact. It also outlines the Shuhari mental model of mastery and a practice tree for various techniques. The document concludes by prompting reflection on strengths and weaknesses in practices, elements of meaningful work, and connections between ideas.
Transform User Experience by Exploring More Ideas with DesignTopcoder
Greg Bell, Head of Marketing and Community at Topcoder, shares process-driven tips for getting great results by experimenting with design in the ideation phase.
UXR maturity models show increasing levels of user experience research adoption within organizations from "unrecognized" to "embedded". Tracking impact and engagement is important for UXR. Key ways to track impact include documenting how research influenced products/services, discovered issues, and led to changes in thinking, priorities or strategic direction. Tracking engagement can include measuring whether research is consumed, budgets increase, findings have lasting influence, trust is built with stakeholders, and requests are made for more research training.
Building Out a User Experience Team, Making UX Relevant Companywide - UPA 201...Mad*Pow
The document summarizes a panel discussion on building out a user experience team and making UX relevant companywide. The panelists provided their perspectives on establishing UX teams, including the need for executive buy-in, integrating UX into product development processes, hiring qualified practitioners, establishing support structures for UX teams, and considering social psychological factors for team success.
Design thinking is a human-centered approach that can be applied by project managers. It involves asking "why" questions to understand user needs, taking an exploratory stance, and using tools from fields like service design. Design thinking helps organizations balance exploration of new ideas with exploitation of existing practices through an ambidextrous approach. Project managers can incorporate design thinking by applying service design tools to understand customer journeys and needs, and by taking an innovative, questioning approach rather than only focusing on traditional project constraints like scope, time and cost.
Becoming a UX Specialist, Generalist, or Both - David Thomas, 2016Mad*Pow
The document discusses different types of UX roles including specialists, generalists, and consultants. It emphasizes that soft skills are more important than hard skills for UX work. The document also explains that UX is about designing for experiences rather than discrete interfaces. True UX work requires skills in areas like research, strategy, information architecture, and design in order to understand user needs and improve their experiences.
This document discusses moving from product-focused "stuff" to customer-focused "stories". It suggests that organizations shift from transactional to relational relationships by co-creating value with customers. The document uses a bicycle manufacturer as an example and lists potential new services like bike sharing, repairs, and coaching programs. It outlines a framework for moving from products to servitized products to productized services to full service ecosystems. The document concludes with a panel discussion on practical tools, capabilities, value assessment, and partnership strategies for making the transition.
This document summarizes a presentation on designing meaningful work projects for success. It provides an agenda for the presentation, which focuses on challenges in work and practices for overcoming them. The presentation introduces dimensions for character, meaning, and impact. It also outlines the Shuhari mental model of mastery and a practice tree for various techniques. The document concludes by prompting reflection on strengths and weaknesses in practices, elements of meaningful work, and connections between ideas.
Transform User Experience by Exploring More Ideas with DesignTopcoder
Greg Bell, Head of Marketing and Community at Topcoder, shares process-driven tips for getting great results by experimenting with design in the ideation phase.
UXR maturity models show increasing levels of user experience research adoption within organizations from "unrecognized" to "embedded". Tracking impact and engagement is important for UXR. Key ways to track impact include documenting how research influenced products/services, discovered issues, and led to changes in thinking, priorities or strategic direction. Tracking engagement can include measuring whether research is consumed, budgets increase, findings have lasting influence, trust is built with stakeholders, and requests are made for more research training.
Building Out a User Experience Team, Making UX Relevant Companywide - UPA 201...Mad*Pow
The document summarizes a panel discussion on building out a user experience team and making UX relevant companywide. The panelists provided their perspectives on establishing UX teams, including the need for executive buy-in, integrating UX into product development processes, hiring qualified practitioners, establishing support structures for UX teams, and considering social psychological factors for team success.
Design thinking is a human-centered approach that can be applied by project managers. It involves asking "why" questions to understand user needs, taking an exploratory stance, and using tools from fields like service design. Design thinking helps organizations balance exploration of new ideas with exploitation of existing practices through an ambidextrous approach. Project managers can incorporate design thinking by applying service design tools to understand customer journeys and needs, and by taking an innovative, questioning approach rather than only focusing on traditional project constraints like scope, time and cost.
Becoming a UX Specialist, Generalist, or Both - David Thomas, 2016Mad*Pow
The document discusses different types of UX roles including specialists, generalists, and consultants. It emphasizes that soft skills are more important than hard skills for UX work. The document also explains that UX is about designing for experiences rather than discrete interfaces. True UX work requires skills in areas like research, strategy, information architecture, and design in order to understand user needs and improve their experiences.
This document discusses moving from product-focused "stuff" to customer-focused "stories". It suggests that organizations shift from transactional to relational relationships by co-creating value with customers. The document uses a bicycle manufacturer as an example and lists potential new services like bike sharing, repairs, and coaching programs. It outlines a framework for moving from products to servitized products to productized services to full service ecosystems. The document concludes with a panel discussion on practical tools, capabilities, value assessment, and partnership strategies for making the transition.
The panel discussion focused on evolving ways of communicating and selling service design to organizations. Panelists included representatives from Civic Innovation YYC Lab, Yu Centrik, Harmonesse Service Design, and LVL Studio. They discussed questions to ask clients to engage them at the right level and ways to demonstrate service design expertise, including process-led case studies, consulting skills, experience, business cases, approaches, and ways to measure value. The moderator was Josh Greenhut from Bridgeable. Attendees were invited to tweet questions with the hashtag #SellingSD.
What is the User Experience profession anyway and why are we doing this work? I want to help people make products people love. Some of us in the field are making products people love - what are they doing differently? What is Agile and how do we fit in? How do we rethink our profession in this world where technology and implementation move so fast? Get back to the core of what we do: connect customers and companies; understand our users (not just the ones who use the product, but those who use our services) and focus on the value we offer. Not the value of the test or the report, but the value of the intelligence we provide. The landscape has changed: people have higher expectations about the products and service they use. Things should just work, they shouldn't be hard. How can we help companies and product teams get there? This talk would be my take on the subject, I would love to hear yours too.
GHC slides for dare to disrupt the numbersAliza Carpio
These are slides to support the talk with Sonia May-Patlan and Aliza Carpio at Grace Hopper 2021. The title is "Dare to Disrupt the Numbers: Design Open Source for Inclusivity". These slides are specific to the design thinking portion of the talk
This document provides tips for startups to recruit good designers. It advises startups to understand what makes their company unique, understand their specific design needs, build a large pipeline of potential designer candidates, highlight what they can offer designers beyond the work, learn design basics, look beyond portfolios to assess problem-solving skills, find designers without ego who emphasize user empathy, discover personal motivators during interviews, socialize candidates with the team, and hire designers early in the company's growth.
In this presentation, Jason Fiske shares his experience introducing and implementing service design at Farm Credit Canada. He focuses on what worked well and how champions of service design can implement the practice within a similar corporate environment.
The document outlines an event hosted by Zilver Innovation to discuss business transitions and the role of design in solving challenges. The event will cover 5 business transitions companies face, 4 core design capabilities, and include a workshop for participants to reflect on how their organization can enable change. Fred and Marit from Zilver Innovation will introduce the topics and guide a discussion on how design thinking can help organizations adapt, implement new capabilities, and unlock opportunities through embracing transitions.
Making ourselves redundant: Delivering impact by building design capabilities...Service Experience Camp
This document discusses how service designers can build capabilities in others and avoid making themselves redundant through skills transfer. It recommends including skills transfer in all service design projects by doing the work together, bringing in others like middle managers, and focusing on developing a design mindset over just providing toolkits. The goal is to ensure the work does not just end up in a drawer by enabling others to continue applying the design process.
This document summarizes a presentation given by Michael Nir on delivering value through improving consumer experience. The presentation discusses how adopting agile, UX design thinking, and continuous feedback can help organizations better understand consumer needs and incorporate them into products. However, Nir notes that agile is often still development-centric and lacks sufficient feedback loops. The document then outlines Nir's recommendations for how large organizations can start applying these concepts through cross-functional teams, rapid feedback projects, and uncovering key assumptions about products through collaboration and experimentation.
What does your job title really mean? / Ben Fausone & Yannic ScheffelService Experience Camp
This is Ben Fausone & Yannic Scheffel’s presentation from Service Experience Camp 2016 on What does your job title really mean, held on Day 1 in Raum 5.
This document provides an overview of design sprints, which are a five-phase framework that helps teams answer key product questions through collaboration, rapid prototyping and user testing. The phases are understand, sketch, decide, prototype and validate. Design sprints allow teams to reach goals quickly, encourage user-centered thinking and faster product launches. Research findings can be turned into a sprint challenge to action results. Activities include lightning talks, user sessions, how might we brainstorming, crazy 8 sketching, dot voting and prototype testing.
Why design thinking matters in digital business strategy [INFOGRAPHIC]iFactory Digital
Design thinking is not a new concept, yet it is currently revolutionising the way we work and operate a business. Some of the biggest design-led companies including Coca Cola, Apple, IBM, and Proctor & Gamble adopt this strategy company-wide and successfully outperforming other companies listed on the S&P 500 over the past ten years by an incredible 219%.
https://ifactory.com.au/news/why-design-thinking-matters-digital-business-strategy
UXPA2019 Level Up! Transforming Organizational Culture with UXUXPA International
This document discusses how UX skills can help professionals advance into leadership roles and transform organizational culture. It provides examples of how Mindbody applied UX techniques like research, collaboration and problem solving to define new core values for the company. By taking a design thinking approach and gathering diverse perspectives, Mindbody was able to simplify and refresh its values to make them more relevant and accessible. The document encourages UX professionals to look for opportunities to apply their skills to broader business problems in order to expand their influence within an organization.
Design 'Doing' - Laura Sweeney & Joe McCarroll - (UX Product Designers, CompoZed labs Allstate)
Get real insights on how a balanced XP team works, and how the Product Design function operates within Allstate
User Interface Design Style Guides are Not Dead, they Just Smell FunnyUXPA International
The document discusses developing and managing user interface design style guides (UIDSGs). It proposes a basic 6-step process for UIDSG development that includes initializing and planning, understanding requirements and defining scope, developing content, evaluation and refinement, deployment and training, and identifying lessons learned for future iterations. Common challenges that can cause UIDSGs to fail are also examined, along with solutions such as clearly defining goals and user groups, testing usability, and providing training.
MURAL Webinar: Evaluating the Impact of Design Thinking in Action IIMURAL
In this webinar, Professor Jeanne Liedtka shared updates on her previous research on the impact of design thinking in practice - and introduced a new tool which allows you to self-asses the impact of design thinking within your own organization and see how your results compare to those of other companies.
UXSG2014 #2 Keynote - Leading UX (Hsin Olive Eu)ux singapore
This document outlines a presentation on UX leadership. It discusses how UX practitioners should take on leadership roles by establishing shared goals, envisioning the future, and supporting others. It emphasizes the importance of both hard and soft skills for UXers, and outlines five principles of being a successful UXer: defining problems, building shared visions, reproducing successes, having passion and ownership, and using both brain and heart. It also discusses how UX work fits into the software development process and provides examples of UX leadership in practice.
This is Amanda Stockwell's session from UX Australia 2015 in Brisbane.
The session discussed the unique challenges that UX professionals face when crafting their career path and finding roles that are both appropriate fits for their existing skill sets and offer opportunities to grow. It helped the attendees understand UX career options and help them craft their work samples and personal interactions to maximise their chances for success, whatever that looks like to them.
The session included a discussion of:
The varying career paths within UX and definitions of success
What employers are looking for in UX professionals
Ways to utilise existing UX skills to illustrate strengths and articulate value within a work environment or to potential employers
Tips to improve work samples to demonstrate expertise
Methods to present and brands oneself
UX STRAT 2013: Aline Baeck, BEYOND WIREFRAMES How User Experience Methods Ca...UX STRAT
This document discusses how user experience methods can foster innovation and solve business problems. It provides an overview of a workshop where these methods were applied with a team at Intuit, resulting in a redirected project with a clearer purpose and definition of success. The document outlines several UX methods that were part of the workshop, including empathy maps, problem diagnostics, and ideation techniques. It argues that applying design thinking and UX strategies can help teams better understand customer needs and generate more innovative solutions.
BA and Beyond 19 - The Master Channel - Co-creating a learning roadmap for bu...BA and Beyond
As analysts, it is our duty to create business value by understanding business problems, and by helping with the evaluation and implementation of possible solutions to these problems.
In a quickly changing world, this is not a trivial task. At TMC, we have thought long and hard about the skills any business analyst should possess in order to be successful. In this workshop, we want to explore and refine this roadmap together with you. Together we will decide where to go next with the courses on The Master Channel.
As a bonus, just for helping out, we will choose one person who gets free access to one learning track of his or her own choosing.
New Ways of Working at EY aims to create a flexible and trusting work environment. It focuses on diversity and inclusion across gender, disability, generations, and LGBT. Flexibility is shown to improve engagement and retention. A new website was launched in 2014 containing a talent roadmap and communications toolkit. Flexible working is championed through role models, a focus on outputs over presenteeism, and senior support. Challenges include changing mindsets and ensuring flexibility is enabled by technology, legislation, and business needs. Progress is measured through engagement surveys linking flexibility to outcomes.
The panel discussion focused on evolving ways of communicating and selling service design to organizations. Panelists included representatives from Civic Innovation YYC Lab, Yu Centrik, Harmonesse Service Design, and LVL Studio. They discussed questions to ask clients to engage them at the right level and ways to demonstrate service design expertise, including process-led case studies, consulting skills, experience, business cases, approaches, and ways to measure value. The moderator was Josh Greenhut from Bridgeable. Attendees were invited to tweet questions with the hashtag #SellingSD.
What is the User Experience profession anyway and why are we doing this work? I want to help people make products people love. Some of us in the field are making products people love - what are they doing differently? What is Agile and how do we fit in? How do we rethink our profession in this world where technology and implementation move so fast? Get back to the core of what we do: connect customers and companies; understand our users (not just the ones who use the product, but those who use our services) and focus on the value we offer. Not the value of the test or the report, but the value of the intelligence we provide. The landscape has changed: people have higher expectations about the products and service they use. Things should just work, they shouldn't be hard. How can we help companies and product teams get there? This talk would be my take on the subject, I would love to hear yours too.
GHC slides for dare to disrupt the numbersAliza Carpio
These are slides to support the talk with Sonia May-Patlan and Aliza Carpio at Grace Hopper 2021. The title is "Dare to Disrupt the Numbers: Design Open Source for Inclusivity". These slides are specific to the design thinking portion of the talk
This document provides tips for startups to recruit good designers. It advises startups to understand what makes their company unique, understand their specific design needs, build a large pipeline of potential designer candidates, highlight what they can offer designers beyond the work, learn design basics, look beyond portfolios to assess problem-solving skills, find designers without ego who emphasize user empathy, discover personal motivators during interviews, socialize candidates with the team, and hire designers early in the company's growth.
In this presentation, Jason Fiske shares his experience introducing and implementing service design at Farm Credit Canada. He focuses on what worked well and how champions of service design can implement the practice within a similar corporate environment.
The document outlines an event hosted by Zilver Innovation to discuss business transitions and the role of design in solving challenges. The event will cover 5 business transitions companies face, 4 core design capabilities, and include a workshop for participants to reflect on how their organization can enable change. Fred and Marit from Zilver Innovation will introduce the topics and guide a discussion on how design thinking can help organizations adapt, implement new capabilities, and unlock opportunities through embracing transitions.
Making ourselves redundant: Delivering impact by building design capabilities...Service Experience Camp
This document discusses how service designers can build capabilities in others and avoid making themselves redundant through skills transfer. It recommends including skills transfer in all service design projects by doing the work together, bringing in others like middle managers, and focusing on developing a design mindset over just providing toolkits. The goal is to ensure the work does not just end up in a drawer by enabling others to continue applying the design process.
This document summarizes a presentation given by Michael Nir on delivering value through improving consumer experience. The presentation discusses how adopting agile, UX design thinking, and continuous feedback can help organizations better understand consumer needs and incorporate them into products. However, Nir notes that agile is often still development-centric and lacks sufficient feedback loops. The document then outlines Nir's recommendations for how large organizations can start applying these concepts through cross-functional teams, rapid feedback projects, and uncovering key assumptions about products through collaboration and experimentation.
What does your job title really mean? / Ben Fausone & Yannic ScheffelService Experience Camp
This is Ben Fausone & Yannic Scheffel’s presentation from Service Experience Camp 2016 on What does your job title really mean, held on Day 1 in Raum 5.
This document provides an overview of design sprints, which are a five-phase framework that helps teams answer key product questions through collaboration, rapid prototyping and user testing. The phases are understand, sketch, decide, prototype and validate. Design sprints allow teams to reach goals quickly, encourage user-centered thinking and faster product launches. Research findings can be turned into a sprint challenge to action results. Activities include lightning talks, user sessions, how might we brainstorming, crazy 8 sketching, dot voting and prototype testing.
Why design thinking matters in digital business strategy [INFOGRAPHIC]iFactory Digital
Design thinking is not a new concept, yet it is currently revolutionising the way we work and operate a business. Some of the biggest design-led companies including Coca Cola, Apple, IBM, and Proctor & Gamble adopt this strategy company-wide and successfully outperforming other companies listed on the S&P 500 over the past ten years by an incredible 219%.
https://ifactory.com.au/news/why-design-thinking-matters-digital-business-strategy
UXPA2019 Level Up! Transforming Organizational Culture with UXUXPA International
This document discusses how UX skills can help professionals advance into leadership roles and transform organizational culture. It provides examples of how Mindbody applied UX techniques like research, collaboration and problem solving to define new core values for the company. By taking a design thinking approach and gathering diverse perspectives, Mindbody was able to simplify and refresh its values to make them more relevant and accessible. The document encourages UX professionals to look for opportunities to apply their skills to broader business problems in order to expand their influence within an organization.
Design 'Doing' - Laura Sweeney & Joe McCarroll - (UX Product Designers, CompoZed labs Allstate)
Get real insights on how a balanced XP team works, and how the Product Design function operates within Allstate
User Interface Design Style Guides are Not Dead, they Just Smell FunnyUXPA International
The document discusses developing and managing user interface design style guides (UIDSGs). It proposes a basic 6-step process for UIDSG development that includes initializing and planning, understanding requirements and defining scope, developing content, evaluation and refinement, deployment and training, and identifying lessons learned for future iterations. Common challenges that can cause UIDSGs to fail are also examined, along with solutions such as clearly defining goals and user groups, testing usability, and providing training.
MURAL Webinar: Evaluating the Impact of Design Thinking in Action IIMURAL
In this webinar, Professor Jeanne Liedtka shared updates on her previous research on the impact of design thinking in practice - and introduced a new tool which allows you to self-asses the impact of design thinking within your own organization and see how your results compare to those of other companies.
UXSG2014 #2 Keynote - Leading UX (Hsin Olive Eu)ux singapore
This document outlines a presentation on UX leadership. It discusses how UX practitioners should take on leadership roles by establishing shared goals, envisioning the future, and supporting others. It emphasizes the importance of both hard and soft skills for UXers, and outlines five principles of being a successful UXer: defining problems, building shared visions, reproducing successes, having passion and ownership, and using both brain and heart. It also discusses how UX work fits into the software development process and provides examples of UX leadership in practice.
This is Amanda Stockwell's session from UX Australia 2015 in Brisbane.
The session discussed the unique challenges that UX professionals face when crafting their career path and finding roles that are both appropriate fits for their existing skill sets and offer opportunities to grow. It helped the attendees understand UX career options and help them craft their work samples and personal interactions to maximise their chances for success, whatever that looks like to them.
The session included a discussion of:
The varying career paths within UX and definitions of success
What employers are looking for in UX professionals
Ways to utilise existing UX skills to illustrate strengths and articulate value within a work environment or to potential employers
Tips to improve work samples to demonstrate expertise
Methods to present and brands oneself
UX STRAT 2013: Aline Baeck, BEYOND WIREFRAMES How User Experience Methods Ca...UX STRAT
This document discusses how user experience methods can foster innovation and solve business problems. It provides an overview of a workshop where these methods were applied with a team at Intuit, resulting in a redirected project with a clearer purpose and definition of success. The document outlines several UX methods that were part of the workshop, including empathy maps, problem diagnostics, and ideation techniques. It argues that applying design thinking and UX strategies can help teams better understand customer needs and generate more innovative solutions.
BA and Beyond 19 - The Master Channel - Co-creating a learning roadmap for bu...BA and Beyond
As analysts, it is our duty to create business value by understanding business problems, and by helping with the evaluation and implementation of possible solutions to these problems.
In a quickly changing world, this is not a trivial task. At TMC, we have thought long and hard about the skills any business analyst should possess in order to be successful. In this workshop, we want to explore and refine this roadmap together with you. Together we will decide where to go next with the courses on The Master Channel.
As a bonus, just for helping out, we will choose one person who gets free access to one learning track of his or her own choosing.
New Ways of Working at EY aims to create a flexible and trusting work environment. It focuses on diversity and inclusion across gender, disability, generations, and LGBT. Flexibility is shown to improve engagement and retention. A new website was launched in 2014 containing a talent roadmap and communications toolkit. Flexible working is championed through role models, a focus on outputs over presenteeism, and senior support. Challenges include changing mindsets and ensuring flexibility is enabled by technology, legislation, and business needs. Progress is measured through engagement surveys linking flexibility to outcomes.
The Delicious Discomfort Of Not Knowing: How to Lead Effectively Through Unce...IWMW
This document contains snippets of text from Neil Denny on various topics including statistical analysis, overprecision, strategies for surviving at the edge, getting artisan, aversion therapy, and embracing complexity. It promotes taking risks, being creative, challenging assumptions, and connecting both externally and internally. Contact information is provided at the end to discuss further.
The document summarizes the Institutional Web Management Workshop 2013 conference. It provides an overview of the conference themes and topics that were discussed each day, including opportunities and openness, the user experience, the changing technical landscape, and case studies. It also discusses the future of the Institutional Web Management Workshop, potential new business models, and implications for UKOLN staff.
The document discusses the conflicting pressures facing universities and argues they may be caught in a double bind. It outlines pressures to publish research while also connecting through the web, and to adopt new models like MOOCs while maintaining traditional practices. Universities also face pressures to support students but balance budgets. Performance indicators are used to enforce contradictions and shape university identity around measured factors. This systemic double bind may lead universities to exploit the system, become incoherent, find creative solutions, or spur the creation of alternatives. The best question for universities is to redefine their purpose given changes, but the double bind may prohibit that questioning.
The document discusses the concept of gamification. It defines gamification as incorporating game elements into non-gaming applications to improve engagement and user experience. The purpose of gamification is to motivate long-term user participation and loyalty through psychological techniques that appeal to human nature and make tasks more enjoyable. It can be used to align business and user goals in marketing, learning, health, work and other contexts. Game mechanics are effective motivational tools that tap into intrinsic desires for achievement and self-improvement.
Out of the silos and into the farm (NEPHP 2014)Marli Mesibov
The document discusses collaboration and its importance for successful projects. It advocates adopting an agile methodology over traditional waterfall approaches to promote collaboration between teams. The key aspects of agile methodology are frequent delivery of working software, business and development working together daily, and an ability to adapt to changing requirements. For collaboration to succeed, the document emphasizes keeping focused on the end goal, setting expectations between teams, and being willing to admit what you don't know.
We'll identify how teamwork, agile, and UX can work together to increase team communication, and decrease the likelihood of stalled timelines or increased scope down the line.
Attendees will learn:
1. Helpful, concrete questions to ask of other team members in collaborative settings.
2. The secret to why “silos” exist in the first place, and why they’re not always bad.
Design Thinking Dallas by Chris BernardChris Bernard
The document discusses design thinking and its importance for meaningful innovation. It defines design thinking as focusing on what is desirable to users, going beyond usability to create desirable experiences. It emphasizes that design thinking is needed for all roles and organizations to stay competitive. It outlines how organizations can develop design thinking capabilities through people, awareness/understanding, and execution of user experience principles and processes.
The document summarizes key principles from the book "Lean UX: Applying Lean Principles to Improve User Experience". It discusses how Lean UX focuses on continuous and collaborative research, prototyping MVPs to validate hypotheses, and integrating UX design into agile processes. The goal is to eliminate waste and get customer feedback early to guide product development.
The Painted Sky provides art-based training programs to help companies improve performance, overcome skills gaps, transform behaviors, and achieve strong results. They have run over 300 workshops across 9 countries for over 100 corporate clients covering 1500+ participants from various major companies. Their art-based programs help develop skills like communication, collaboration, emotional intelligence, and conflict management. They also provide executive coaching, design thinking workshops, and leadership development programs using experiential learning techniques like painting, theater exercises, and role-playing.
The document discusses open design practices at OSAF and the Chandler Project. It defines open design as brainstorming with more contributors to generate ideas and get validation and feedback, while still having a moderated and coherent design process. It describes challenges to open design, like ensuring coherence across contributions and focusing on end users. Examples of successes and failures are provided, emphasizing the importance of clear goals, decision processes, and engaging the development community in design. Next steps to improve open design are outlined.
Really efficient integrated marketing teams by Jose Truchado (Expedia)Promodo
The document discusses how marketing teams can work more efficiently by moving away from siloed structures and integrating teams, highlighting how Expedia improved a Twitter campaign by collaborating across departments; it also emphasizes getting to know team members' skills and personalities, like through Myers-Briggs, to better distribute tasks.
This document discusses the key principles of user experience (UX) design. It explains that UX draws on various ingredients like psychology, usability, design, copywriting, and analysis. It then provides more details on each of these ingredients, including questions UX designers should consider from the perspectives of psychology, usability, design, copywriting, and how to properly analyze user data. The document also discusses key principles for UX work like using cross-functional teams, continuous discovery, and minimum viable products.
Design curation workshop by UX Desi @Lamakaan, Hyderabad, IndiaGanesh Kumar
The document outlines an agenda for a design curation workshop conducted by UX Desi. The workshop includes exercises in observation, imagination, and systemization. In observation, participants do role-playing and observer reports without using Google. In imagination, they connect dots creatively and do team canvassing. In systemization, they study case studies and business models. The goal is to promote design awareness through multidisciplinary collaboration.
This document discusses the value of design and how DesignOps helps amplify that value. It addresses how design provides value through activities like understanding users, creating clarity, exploring possibilities, and envisioning experiences. It also discusses how organizations can appreciate design value through appropriate metrics and assessments. The document notes how agile practices and other factors can cause organizations to lose design value if they prioritize outputs over outcomes or uniformity over appropriateness. Finally, it explains that DesignOps helps carry the design burden, create more time for designing, increase quality, improve communications, support professional development, and provide principles to guide organizations so they can better realize the value of design.
Keynote given on May 30 @ DesignOps Global Conference.
In the world of design and Design Operations, leaders struggle to create insight into the success level of their design teams so that appropriate resources can be attained.
Some teams think they can be agile by using a defined process or set of practices as defined by one of the agile approaches. This is just “doing Agile.” Other teams are agile in name only – the team says it’s “doing Agile” but ends up using the same old practices and achieving the same results. Teams adopt agile for a variety of reasons, but it’s not the process or set of practices they select that produces the results they seek. Teams are most successful when they adopt a particular mindset in order to “be agile”. Join Kent McDonald as he describes this mindset through 7 key ideas based on how people and organizations work best. We’ll discuss some specific techniques you can use to adopt the mindset on your project, how the project manager role changes along with the mindset, and how to help your team move from “doing Agile” to actually “being agile”.
This document contains the transcript from a presentation on UX in South Africa. It discusses:
1) The current state of UX in South Africa, with some organizations not understanding user needs or how to handle complexity.
2) How companies that use design strategically grow faster, and the need for growth in South Africa.
3) How the 684 attendees can help drive positive change through understanding what UX is and what needs to change.
4) Various aspects of UX like vision, strategy, interaction design and more. It emphasizes the importance of user research, prototyping and getting products in front of users.
How Might We Get Engineers Involved in Discovery - Tim SimmsUXDXConf
Let’s say you’re hosting a dinner party. You've got a few sous chefs in the kitchen helping you prepare the meal. They're chopping vegetables, measuring ingredients, and doing their part to make the meal a success. But what if your chefs talked to your guests before the party to find out what they liked and wanted to eat? Equipped with these insights, your team could make more-informed culinary decisions, leading to an even more incredible guest experience.
Similarly, engineers can benefit from engaging directly with customers during the discovery process. But how do you get to a state where your engineers are completely bought in and where your product and engineering teams are working collaboratively to create value from the discovery process?
Driving UX, Design, & Development collaboratively through the EnterpriseLean Startup Co.
This document discusses the importance of collaborative UX research and design between researchers, designers, and executives. It provides examples of how design sprints can help bring different teams together to understand problems, design solutions, test prototypes, and iterate based on feedback. The document also highlights challenges in getting executive buy-in for research and emphasizes speaking to metrics and strategic decisions to overcome those challenges.
The basic objective of every firm is to boost sales and overall corporate growth. The importance of UX/UI design in accomplishing this aim is critical. The program's UX/UI design enhances the user experience and customer happiness, which eventually helps grow the number of users of the given application. Check out the UI UX design courses in Bangalore for more information.
This document provides an overview of Lean UX and Lean Startup principles and processes. It discusses concepts like minimizing waste, formulating hypotheses rather than requirements, iterative design and testing, and focusing on learning from customers. Key aspects covered include collaborative ideation, generating options rather than single solutions, designing minimum viable products to test learning quickly, and using metrics focused on actionable insights rather than vanity metrics. The overall goal is to provide a process for customer development and learning through iterative design, testing, and incorporating customer feedback.
The document discusses art-based training initiatives offered by The Painted Sky to help companies with people development. It describes how art-based trainings allow participants to better understand themselves, colleagues, and their environment for improved performance and empathy. The Painted Sky has run over 300 art-based workshops across 7 countries for over 100 corporate clients covering skills like communication, collaboration and emotional intelligence. It also offers executive coaching and training programs in areas like creativity, communication, change management and leadership.
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From OmniChannelX 2020:
First there was Siri. And then Cortana, Alexa, and Nest. Voice UI is the new hot thing – but how do you write in the right voice for… voice?
This session is for strategists and UX content creators alike. Planning and writing for a voice interaction means considering the complete experience – across all channels. In this session, you’ll learn how to plan for it, as well as tools to make the process easier.
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In this talk by Marli Mesibov, we explore voice UI. These slides come from a webinar given for UX designers and UX writers. Planning and writing for a voice interaction is different from writing for the web. In this webinar, we discussed how to plan for it, and tools to make the process easier.
Topic include:
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This document summarizes Marli Mesibov's presentation on journey mapping for content strategy. It discusses how Marli took a journey to the Confab EDU conference, presenting on this topic. The presentation covers why journeys matter for understanding users, introduces the concept of journey-first thinking, and provides a 4-step process for creating journey maps: 1) interviewing end-users and creating personas, 2) mapping user flows, 3) connecting touchpoints to channels, and 4) using the journey map to inform design. The presentation emphasizes designing for the full user journey across multiple devices and touchpoints.
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3) Case studies of content strategies for behavior change applications like a health coach and helper chatbot.
4) Recommendations for getting started with content strategy for behavior change, such as creating empathy maps, journey maps, storyboards, and sample conversations.
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6. Your design
doesn’t fit my
content.
Your content
doesn’t fit my
design!
Development
didn’t consider
us at all!!
It must be
his fault.
Let’s go
get him!
7. The customer experience conveyor belt
Research
Functionality
Content
Visualdesign
Development
12. Individuals and interactions over processes
and tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Responding to change over following a plan
That is, while there is value in the items on the
right, we value the items on the left more
-The Agile Manifesto
13. The 12 Agile Principles
1. Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
2. Welcome changing requirements, even late
in development. Agile processes harness
change for the customer's competitive
advantage.
14. The 12 Agile Principles
3. Deliver working software frequently, from a
couple of weeks to a couple of months with a
preference to the shorter timescale.
4. Business people and developers must work
together daily throughout the project.
15. The 12 Agile Principles
5. Build projects around motivated individuals;
give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
16. The 12 Agile Principles
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.
17. The 12 Agile Principles
9. Continuous attention to technical excellence
and good design enhances agility.
10. Simplicity – the art of maximizing the
amount of work not done – is essential.
18. The 12 Agile Principles
11. The best architectures, requirements, and
designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on
how to become more effective, then tunes and
adjusts its behavior accordingly.
22. “Different people like to work in
different ways. To get the most out
of your team, you have to respect
and value that diversity.”
– Deborah Holstein,
Marketing Profs
28. “The best UX design seems to
be coming from designers
implementing a ‘release early,
release often’ mind set… It
favors responsiveness and
nimbleness… and for most
enterprises [is] incredibly
difficult to do.”
- Jon Lax
30. We will build intuitive user
experiences.
We will develop usable guidelines and
strategies.
We will adapt to agile methodology.
We will increase cross-team
collaboration.
-my content strategy manifesto
31. The 5 Content Strategy
Principles
1. Conduct research before the first sprint
begins.
2. Create a minimum viable content strategy.
Prioritize the most effective and valuable
elements.
32. The 5 Content Strategy
Principles
3. Prepare for spontaneity.
4. Take advantage of iterations to try new
things.
5. Try out pair programming.
33. “When you decided to become a
designer, you accepted the role
of gatekeeper with it. You are
responsible for what you put into
the world, and for its effects
upon that world.”
- Michael Montiero
Editor's Notes
My name is Marli Mesibov, and I’m a content strategist based out of Boston, MA. I’ve become fascinated lately with understanding how projects are run, and what makes them run efficiently. It’s probably not surprising. I first learned about content strategy and the user experience while working as a project manager in a user experience agency, so understanding what makes a project run efficiently was my job.
What I have found, time and time again, is that projects run smoothly when teams are working together smoothly. Honestly, it reminds me of high school.
When I was in 10th grade, I spent every lunch period and most study halls in the music room, with my music friends. We’d play string quartet music, or just sit and talk, and I loved it – except when they started picking on the “dumb jocks.” I always struggled with their view of the athletes, because after school every day I went to cross-country practice. I loved cross-country, where my other running friends and I would log miles and share stories. But it always stung when they bitched about the “nerdy, weird” debate kids because… you guessed it. I spent two evenings a week practicing oral interpretation and Lincoln-Douglass style debating. Do you know what my Speech and Debate friends whined about? They were fun people, and they were mostly laid back. But they hated the stuck up jerks in the music program.
As a copywriter turned project manager turned UX consultant turned content strategist, I get that same queasy feeling in my stomach when I hear my people insulting others who are also my people. It makes me want to sit in a content strategy silo, where I’ll only need to talk to other content strategists, and we’ll be able to work in complete isolation, with no push back from anyone who doesn’t understand us.
But there’s no way around it. The silos are coming down – and with good reason. Imagine a company where a software product is created, but the designers are on one floor, the developers are on another floor, and the content team is in another. Rather than send emails, they upload their completed work to a server, where it is passed along to the next person. But one day, the UX designer looks at the completed application that’s been created, and asks “who put that video in this screen? It looks terrible!” The UX designer storms into the content office, and says “why did you put the video there?” and the content strategist says, “well, I needed to put it somewhere. Why didn’t you design a place for the video?” So they redo a bunch of design work, and send it along to the developer. The developer takes one look at the beautifully redesigned application and says “I don’t have nearly enough time to develop a customized element for this video or this redesign. The scope I drew up assumed we were following a strict pre-designed template.
I didn’t make this company up. I actually interviewed with them a few years ago. When they gave me a tour of the content floor I felt a little uncomfortable, seeing all of these content creators sitting in cubicles, silently putting information into templates. That’s not the world we live in. I felt even worse when they showed me some sample products they had created – the products accurately reflected the lack of collaboration. Designs felt out of date, and content awkwardly sat in hastily-developed chunks.
You may have worked at this company, or one of the many enterprises like it.
This morning, Noz told us that silos are breakdowns in communication. I think silos are also where we go to when we want to specialize. We dig in, we build up, and we end up with walls separating us. But when we talk about silos, we’re talking about teams or team members working in isolation, passing a product along as though on a conveyor belt, without communicating. Now it’s time for the silos to come down and designers, developers, and content strategists to all work together to create scopes and design our processes and applications.
Today we’re going to connect 3 points to make a triangle: Agile, Collaboration, and UX. We’re going to connect those three points, and at the center we’ll find better strategies for our projects.
3. Deliver working software frequently, from a couple of weeks to a couple of months with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals; give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
These are the 12 principles of agile methodology, but they are also all elements of any successful team. Working at a sustainable pace, paying attention to quality, working flexibly and communicating with one another and with clients… these are things we all need to do.
These are beautiful principles. But when I work with clients, I tend to break things out. We start with a mission (agile has one). Then we break the mission down into goals, or principles (agile has 12). Next we need to break the goals down into components. How are we going to accomplish each of these goals?
That brings us to the second part of the triangle.
Principles and theories are the foundations upon which we build our products. But when it comes to putting theories into practice, we need to talk about specifics. How will we agree on a minimum viable product? What constitutes “continuous attention” to detail? When should software be considered “working”? These are areas where teams need to find agreement, in order to be able to accomplish anything. So now I want to get into those nitty gritty questions and determine how, exactly, your team will be able to uphold their own mission statement and principles.
The worst part about fighting with someone else on your team is that feeling that they are preventing you from doing your job, and from finishing the project. Which is bizarre, given that they are supposed to be helping. Sometimes, sure, they’re just being a pain, but there are things we can keep in mind as well.
Here’s the thing. I like my job, and generally, I like my clients. I’m guessing you do too. Our projects are often really enjoyable, and even when they’re stressful, we take great pride in doing our work well and having a fantastic finished project.
So when the user researcher on my project says that he already planned on doing all of the ethnographic interviews, yeah, I had been planning on doing them myself. But it’s not worth fighting about, because our goal is the same: we want to learn about our users. As long as I keep that goal in mind, and I remember that the project will go more smoothly if we work together, I’ll more likely just ask the user researcher if I can sit in and listen to the interviews. It’s unlikely he’ll say no, and if it turns out he really isn’t any good at his job, and asks terrible questions, then I can pass him notes adding questions of my own.
Dean Barker, from Blend Interactive started complaining to me at a conference party about content strategists. “Do you know what your problem is?” he asked me. “Your problem is, you guys think that we mess everything up. You come in with these totally unreasonable ideas for governance or how a CMS should be structured, and then I just screw everything up for you by expecting something I can work with.”
“Well, what can you work with?” I asked him.
He said, “I don’t know yet.”
I thought for a minute, and then I said, “It sounds like you’re saying you need me to come up with something – anything, so that you can look at it and pick out what will work, and what won’t work. Maybe I could give you my ideal strategy, and then you can let me know what’s possible, and what I need to rework?” And he agreed.
Now, what that means is that after telling me content strategists have “unreasonable ideas,” he approved me as a hypothetical content strategist for his company, to come up with as many unreasonable ideas as I wanted. But we both knew the expectations, so that reality wouldn’t be a mean kick on the ball of our dreams. Instead, I would walk into the first meeting assuming this work would be thrown away in favor of something once I knew the guidelines. And Dean would know, walking into the meeting, that I was not bringing a finished product – in fact, I wasn’t even bringing in a started product. I was just bringing in something for him to reference, to get him started explaining what he needed.
Content strategists struggle to work with marketers because many of us were told, or seem to think that content strategy is just a better version of marketing, and anything they’re doing we can do better.
About a year ago I walked into a meeting where everyone in the room was at least ten years older than me. I was responsible for presenting a content strategy to the team, but not two sentences in, someone from the marketing department interrupted me. I was frustrated, and I wanted to interrupt right back and prove my point, but I figured, here’s a man who has been working in marketing and the whole web world for at least ten years longer than I have. He must know a lot that I don’t.
Then I realized that there were aspects on content strategy that he hadn’t heard of, but I was still learning so much about marketing from him. I hope that if I’m still working in content strategy twenty years from now, I hope I still remember that we all come from different backgrounds, and we all know different things that are helpful to one another.
On the other hand, we can’t become so dependent on other peoples’ knowledge that we forget our compassion. Developers, for example, frequently seem to come from Jupiter, or some other planet where everything we do here on Earth is backwards, and yet they can’t tell us how or why everything is different where they come from.
When my father is baffled by someone’s lack of knowledge, for example if he meets someone who doesn’t know about the names of every member of the New York Mets, he says “he wasn’t born with that knowledge in his diaper.” It was his way of remembering that even the most “obvious” things are new to someone, and for me, it helps me remember that developers don’t necessarily know things that seem obvious to content strategists. In fact, a developer has had a totally different set of training than a content strategist.
It’s up to us to be patient. It’s up to them too, but nothing has ever been solved by waiting for someone else to take the first step. So when things don’t make sense, I’ve found the best questions to ask are not “why” but “what.” “What have you seen in the past?” “What types of situations are you expecting?” and most of all, “What can I do to get you what you need?”
This brings us to part 3: UX. Agile work, and collaborative work, are two points of the triangle, and using just agile strategies and suggestions for better collaboration may be enough to improve your projects. But UX is the third piece and it’s just as important. Many people actually consider UX to be more important then collaboration, but it’s my opinion that the experience will suffer if we can’t work collaboratively on it.
User experience is, quite literally, the experience someone has when using your product, your website, your application.
Creating a positive user experience means focusing on people over process. Jon Lax, in an article called “Shipping an Empty Box” said:
“Modern UX design is favoring a model of constant improvement… The best UX design seems to be coming from designers implementing a release early, release often mind set. People like Jason Fried at 37Signals preach a sermon of simplicity and getting real. Build it, release it, watch it, refine. It is a good methodology I think it yields over time a good UX. It favors responsiveness and nimbleness… and for most enterprises incredibly difficult to do.”
Jon Lax, “Shipping an Empty Box”
Sound familiar? “release early, release often?” It should. That’s agile methodology. UX and agile were meant to work together. I believe that content strategists need to employ user experience techniques every day. Everything we do is based in understanding the user, speaking with the user’s voice, walking in the user’s place – understanding what content the user will need, and when.
In many ways, working in content already required the flexibility that UX and agile together require. At one time, content strategists were seen as so unimportant that we were forced to follow whatever schedule the designers or developers wanted. If that meant we had pages of content due with only a day’s warning, and then no work for weeks, then so it was. But we rebelled. We shouted “content is king!” and they heard us.
We are part of the user experience process. We are now understood to be a key part. 44% of b2b marketers use content strategies – that’s huge! If we demanded it, in many companies we would be given a silo where we could develop our governance tactics and editorial guidelines and editorial calendars and brand guidelines and SEO guidelines and voice and tone. But we don’t want a silo. We want to take the elements of agile methodology and collaboration and make a manifesto that will result in intuitive, delightful products.
With this in mind, I’ve developed a manifesto of sorts, to specify what we as content strategists do on behalf of UX. - Our mission is to Build Intuitive user experiences.
Our goals, or principles are to develop guidelines and strategies, to adapt to Agile methodology, and to increase cross-team collaboration. What are the components?
By and large, they’re the same components I listed for collaboration. But there are a few additional components, specific to getting our work done.
1. Before the first sprint, comes the research. While the user researchers are gathering their information, we need to be simultaneously gathering any other materials already exist. Are we working on a project that already has an established brand? Great. If not, now’s the time to identify others that are similar. It won’t make for perfect content in the first sprint, but that’s ok! We have multiple iterations coming up.
2. Prioritize. Liz Bennett and Rachel Lovinger had side-by-side experiences with agile, and wrote about it back in 2011 in an article called “Can Agile Work for Content.” One of their biggest takeaways was the necessity to move fast. “In an ideal world,” they wrote, “Liz would have done a complete content inventory and gap analysis up front, but there was no time.” Knowing that there won’t be time for everything, prioritize the most effective research, the most necessary governance tactics.
3. Prepare for spontaneity. When we do get into the first iteration, we need to log and categorize every single piece of copy, every image, every bit of help text, every error message. Essentially, create a content audit as you go, so that three iterations down the road, there’s something to reference.
4. Take advantage of iterations! Try one tone in the 2nd iteration and another one in the 3rd. Set up usability tests towards the end of each sprint, to learn what’s working and what isn’t.
5. Try pair programming. For developers, this means two developers sitting side by side working on something, and then swapping to check over work or help with difficult areas. For content strategists, try sitting by a designer. You start on one wireframe while he or she works on another – then swap. See how the flow comes together with some pages content-first and others design-first. I also find that designers are great for bouncing around ideas. (Because they know things that I don’t!)
Earlier today, Mike Atherton quoted a line from one of my favorite quotes. Mike Montiero, in his talk “How Designers Destroyed the World” – which I highly recommend, it won the Net Award for talk of the year, and in it he says:
“When you decided to become a designer, you accepted the role of gatekeeper with it. You are responsible for what you put into the world, and for its effects upon that world.”
I love this quote. I believe that we have accepted the role of gatekeeper as well. We, content strategists, are responsible for what we put into the world, and for its effects upon that world, and we can do that all the better when we are working with and not against our colleagues.