The document discusses the growing market for usability and user experience (UX) within organizations, highlighting key trends and challenges in selling UX services. It emphasizes the importance of understanding organizational culture and overcoming barriers to implement effective UX practices. Additionally, it outlines strategies for UX professionals to communicate value, collaborate across disciplines, and foster a UX-friendly environment.

1. Selling Usability in (to) Organizations

2. Grazie Turin & UPA Europe

3. Lucky Draw

4. How did I get here? Daniel Szuc

5. Start Your Engines!

6. Who uses?

11. Why?

12. UX culture http://www.google.com/corporate/tenthings.html

13. What just happened?

14. Persuasion “ These aren’t the usability specialists you’re looking for…” Entertaining Connecting Touching on UX themes Google example … and then usability

15. Good News

16. Usability is Sold Key market trends in 2006 (e-consultancy) Market grew by 28% in 2005 to £115m. Likely to grow by around 25% to £144m by the end of 2006 Growing marketplace understanding of commercial benefits of usability , and the business case for accessibility Growing shortage of experience , particular cross-platform expertise, at a time of rising demand for holistic customer experience irrespective of channel It will no longer be about us selling Usability to Management but showing where its adding value Too much demand, not enough supply

17. http://www.usnews.com/features/business/best-careers/best-careers-2008.html Usability/User experience specialist

18. http://www.pewinternet.org/press_release.asp?r=310

19. Business of design

20. Lifestyle integration

21. I just want to have a shower

24. Part of something bigger right?

30. Barriers

31. Yikes!

32. Truth: UX Language is Ugly Thank you John Rhodes

33. UX Speed Bumps Our definitions of UX force us to justify UX We talk ourselves into a defensive position Does it matter what you call it? Don’t let your ego get in the way Let them choose the language to use “ Usability” vs.. “UX”  What’s the value is explaining the difference? Thank you John Rhodes

34. Barriers No management support Developers see UX as an obstacle Enterprise solutions dictating UX Selling more advanced methods when people expect usability to be fast and cheap Too late in the development process

35. Know Your Target

36. Organization Types Thank you Paul Sherman Engineer-centric Might never have had a UX team. Products created from interesting technology. Territorial about UI. Design-centric View building applications and websites as a creative endeavor. Primary focus may be creating designs that other designers will like and respect. Sales & marketing centric Represented by powerful people who “know” their customers...but don’t know “all” the customers. Challenges Tendency to deem a product usable if it is possible to do the task. They rely heavily on their own experience in UI design. They feel they are doing the right thing for the customer, even if they don’t have evidence. Challenges Define the user experience in terms of aesthetics rather than ease of use. Focus on visuals rather than workflows. Rely heavily on their own instincts about users. Focus only on data that confirms their viewpoints. Challenges Rely heavily on customers' self-report and customer suggestions to assess usability. Disproportionately weight their “biggest” or “loudest” customers . Often overconfident in their ability to “know” what the customer needs.

37. Know your target Usability Maturity Who is buying & budget allocation Business vision Invest in research and Development Customer care or just “lip service”?

38. Ripe Organizations

39. Ripe Organizations “ Culture Patterns” that indicate UX growth Management is using the lingo Hired a Director/VP of UX Usability testing of products is a given Money is flowing to bring in new UX’ers A usability lab is in place or being discussed Product managers claim that UX is strategic advantage This is how you know people have “bought” UX

40. What Sells?

41. What Sells Passion and enthusiasm for UX Choosing the right project & meeting like minded people Simple entry level tools Case studies & Stories Business domain knowledge Clear communication & listening

42. What Sells Technology Marketing Business UX Change Agent

43. Be a Change Agent http://www.uxmatters.com/MT/archives/000162.php

44. Be a Change Agent Gulf between Project Mgt, Engineering and User Experience Liaisons between these disciplines—that is, across cultures (“the glue”) Culture Founders, Design Process, Belief, Management buy in

45. UX Sales Kit "Minimum standards" that all UX'ers should meet: What is usability, user-centered design, UX Case study - tell a story Share a delightful product experience Sell the team services What else?

46. Sales Goal?

47. Product Success

48. Where or what do you want to be in 2,5,10 years time?

49. ? User Tester v Designer Closer (issues) v Opener (innovations) Loner v Collaborator Critic v Creator Silo v holistic “ Be more open, more creative, take risks, challenge our assumptions, listen to each other”

50. Learn more … http://www.uxmatters.com/MT/archives/000335.php

51. Thank You