Keynote presentation slides in Happy UX Conference Taiwan, 2013 (http://happyux.hpx.tw/conf/en/raven-chai/), presented by Raven Chai.

1. Changing Cultures towards Design-Centric
改變- 塑造以設計為核心的文化
RAVEN CHAI UX CONSULTING
HAPPY UX 2013

2. About Myself
•
Engineer
»
Animator
»
Technologist
»
UX
Designer
•
Founded
UX
Consulting
in
2008
in
Singapore
•
Love
any
type
of
sports,
except
golf
•
A
foodie
and
will
continue
to
be
one
•
A
lifelong
Liverpool
FC
and
Roger
Federer
fan
User
Experience
Professional
Associa2on
-­‐
Asia
Region,
Leadership
Team
Founder
of
UXSG
Community
@ravenchai
2

3. THESE ARE MY PERSONAL
OPINIONS, EXPERIENCES
AND LEARNINGS ABOUT
CULTURE CHANGE.
@ravenchai
3

4. I MIGHT BE WRONG.
YOU MIGHT DISAGREE.
IT’S PERFECTLY OK!
@ravenchai
4

5. HOW THE STORY UNFOLDS
PART 1
@ravenchai
PART 2
5

6. Corporate culture refers to the shared values, attitudes, standards, and
beliefs that characterize members of an organization and define its nature.
Corporate culture is rooted in an organization's goals, strategies,
structure, and approaches to labor, customers, investors, and the greater
community.
--
@ravenchai
encyclopedia
6

7. POSSIBLE WAYS TO DESCRIBE CULTURES
Sales & Marketing
Centric
Engineering Centric
Design Centric
Customer Centric
Assumes they know customers best
Believes in product features as the main selling point
Technology driven
Owned (or wanted) the user interface
Creative approach to design
Believes customers buy their products because of design
To have the customer’s best interests at all touch points
Believes in understanding customers’ needs as part of DNA
Let’s not kid ourselves, most organisations are just doing lip service
@ravenchai
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013
7

8. ONE OF MOST REFERENCED MODELS
@ravenchai
Reference: http://johnnyholland.org/2010/04/planning-your-ux-strategy/
8

9. UX ACCEPTANCE LEVEL
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai
9

10. How do we really feel towards each other?
“We” refers to Product Managers, Designers, Developers, Marketing, User Researchers etc
@ravenchai
10

11. BUT IN REALITY...
@ravenchai
11

12. WHAT WE REALLY WANT TO ACHIEVE
CREATES IMPACT -- BE EFFECTIVE -- MAKES A DIFFERENCE
@ravenchai
12

13. PART 1 - SINGTEL CASE STUDIES
GROUP CONSUMER
GROUP DIGITAL LIFE
GROUP ENTERPRISE
Business Solutions
Broadband, Pay TV & Mobile/
Telephony
@ravenchai
Reference: http://www.singtel.com
13

14. FIRST PROJECT
Year
2007
-­‐
Usability
assessment
and
benchmarking
with
global
telco
websites
@ravenchai
14

15. ”If you tell the truth, you don't
have to remember anything.”
-- Mark Twain
@ravenchai
15

16. SKEPTICISM STAGE
Start identifying stakeholders who
might be curious about “usability”
•
•
Addressing
their
pain
points
Took
up
the
challenges
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai
16

17. DESIGN ITERATIONS OVER THE YEARS
@ravenchai
17

18. SECOND PROJECT
Year
2008
-­‐
New
product
launch
Traditionally
done
by
creative
agencies
within
very
tight
timeline
@ravenchai
18

19. CURIOSITY STAGE
Identify advocates, build relationships
“Brainwashing” by sending valuable articles, videos and books
•
•
•
•
Help
to
achieve
quick
wins
Be
adaptive
and
9lexible
Shows
value
in
project
management
Do
UX
work
in
stealth
mode
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai
19

20. INTEGRATING MICROSITES STRATEGICALLY
@ravenchai
20

21. STRATEGIC PROJECT NO. 1
Year
2008
-­‐
1st
formal
usability
testing
to
understand
customers’
online
purchase
behavior
@ravenchai
21

22. STRATEGIC PROJECT NO. 3
@ravenchai
22

23. BEFORE & AFTER
Before - Brick a
nd Mortar
After - Digital Lifestyle
@ravenchai
23

24. ACCEPTANCE STAGE
Share project sponsors’ goals and KPIs
Collaborative design process
Direct access to team members at all levels
•
•
•
Story
telling
and
celebrate
success
Get
business
stakeholders
involved
in
research
and/or
design
work
Balance
between
quick
wins
and
long
term
strategic
goals
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai
24

25. PART 2 - THE EMERGENCE OF OCBC BANK
Banking
Services
♦
Private
Banking
♦
Insurance
♦
Asset
Management
♦
Stockbroking
@ravenchai
Reference: http://www.ocbc.com
25

26. CUSTOMER EXPERIENCE TEAM
@ravenchai
26

27. CREATING NEW BANKING EXPERIENCES
SpeciJically
for
Gen
Y
based
on
in-­‐depth
customer
research
and
design
thinking
methodology
@ravenchai
27

28. HAVING A SAY IN MANAGEMENT TEAM
David
McQuillen
Group
Customer
Experience
Mr
David
McQuillen
joined
OCBC
in
January
2010
as
Senior
Vice
President
and
Head
of
Group
Customer
Experience.
@ravenchai
Reference: http://www.youtube.com/watch?v=S1F-QxhGGBE + https://vimeo.com/45742142
28

29. DESIGN PRACTITIONER MAKING
PRODUCT DECISIONS
Bojan
Blecic
VP
and
Head
Experience
Design
@ravenchai
29

30. @ravenchai
MY CURRENT EXPERIENCE
WORKING WITH OCBC CX TEAM
30

31. PARTNERSHIP STAGE
•
•
•
•
Problem
solving
as
a
team
from
different
BUs
Consensus
building
Senior
executives
are
involved
in
negotiation
UX
workshops
are
mandatory
for
all
stakeholders
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai
31

32. SUMMARY RECAP
Do UX work in stealth mode
Story telling and celebrate success
•
Get business stakeholders involved in research and/or design work
Balance between quick wins and long term strategic goals
•
Problem solving as a team from different BUs
•
•
Consensus building
Senior executives are involved in negotiation
•
@ravenchai
•
Be adaptive and flexible
Shows value in project management
•
Partnership
•
•
Acceptance
Help to achieve quick wins
•
Curiosity
•
•
Skepticism
Addressing their pain points
Take up the challenges
UX workshops are mandatory for all stakeholders
•
32

33. WHAT ARE THE MAJOR TRIGGERS?
@ravenchai
33

34. COMPETITIVE ENVIRONMENT
”Businesses are extremely competitive,
the need to differentiate your services is
greater than ever”
@ravenchai
Reference: http://www.weforum.org/issues/global-competitiveness
34

35. ECONOMIC FOCUS
To
turn
Singapore
into
a
leading
centre
for
contemporary
design
in
Asia.
Extracts
from
of,icial
report,
The
“Design
Singapore”
Initiative
@ravenchai
35

36. INCREASING GROUND-UP INITIATIVES
@ravenchai
36

37. EVOLUTION OF DESIGN IN SINGAPORE
Multi-­‐Channel
Design
Service
Design
Architectural,
Industrial
Design,
Product
Manufacturing
Programming,
Graphic
Design,
Interactive
Web
Testing,
Evaluation
Interaction
Design
Focus
Before 1995
Industrial
Design
@ravenchai
2001
Web
Programming
2007
Usability
Engineering
2012
Experience
Design
37

38. CURATION FROM UXPA ASIA TEAM
@ravenchai
Another good reference: http://uxmatters.com/mt/archives/2012/03/soft-skills-for-ux-designers.php
38

39. ROAD TO DESIGN-CENTRIC CULTURE
1. GET BUY-IN FROM SENIOR MANAGEMENT
2. INVOLVE YOUR STAKEHOLDERS IN DESIGN PROCESSES
3. COLLABORATE WITH INTERNAL & EXTERNAL DESIGN
PRACTITIONERS
4. MAINTAIN A LEARNER’S MIND AND ADAPT TO RAPID CHANGES
@ravenchai
Reference: http://www.fastcompany.com/52831/creating-design-centric-culture
39

40. 屢
戰
永
屢
不
敗
言
屢
棄
敗
致
屢
死
戰
方
休
”I can accept failure, but I can’t accept not trying”
-- Michael Jordan
@ravenchai
40

41. RAVEN CHAI
Email:
raven@uxconsulting.com.sg
Twitter:
@ravenchai
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