Designing for the enterprise is really, really hard. The reason it’s hard is that in most cases the people who buy the software and the people who use the software are completely different, and therefore have completely different needs. The people who buy enterprise software — IT managers, HR managers, etc. — care about things like configurability, control, more features than a competitor, and most of all: the ability to customize the thing just so, so that it fits in with whatever systems already exist. End users care about none of those things. They care about getting a job done as quickly and with as little pain as possible. So how do you design in this kind of hostile environment? How do you provide a good end user experience while also catering to the needs of the business of selling to a different audience? That’s what this talk is about. You’ll learn: * How to balance the needs of different product audiences effectively. * How to bring user-centered design and Lean UX principles to the slow-moving machine that is the enterprise market. * How to turn a sales-driven organization into a product-driven organization (or at least how to co-exist peacefully) Enterprise software has never been this fun.

1. Surviving the Enterprise Storm
Designing in Complex Organizations
A corporate redemption story by @RianVDM

2. What’s so
wrong with
enterprise
software?

6. enterprise software
Too much
legacy
Lack of
empathy
Why
sucks

7. Lack of
empathy
Sold to
Used by
!=

8. Lack of
empathy
Control
Configurability
Compliance
Features
Get
stuff
done

9. The death spiral
As fewer people are able
to use the software,
fewer people want to
use it, until no one uses
it any more.

10. Lack of
empathy
Build for
Features & timelines
Build for
The Job to be Done

11. enterprise software
Lack of
empathy
Too much
legacy
Why
sucks

12. Too much
legacy
Waterfalls Silos Bureaucracy

13. The larger the distance between people
who build a product and people who
make decisions about the product, the
harder it is to make a good product.
The Distance to Here

14. The dysfunction in the organization
becomes
the dysfunction in the product,
and that gets passed on to customers.
— Jon Kolko

15. How do we
survive it?

16. Show the business
value of design

17. 2014 Design Value Index Results and Commentary
The Design Value Index, a
market capitalization-
weighted index comprised
of design-driven
companies, shows 10-year
returns of a 219% over
that of the S&P 500 from
2004-2014.
— 2014 DVI

18. From Software Engineering: A Practitioner’s Approach
Costofmakingchanges
1x
During
Design
100x
After
Launch
6x
During
Development

19. Shrink user-centered
design to fit

20. Ethnographic
study
HTML
Formal usability
testing
Phone
interviews
Clickable
prototype
RITE
Ask a
friend
Paper
sketch
Show someone
at Starbucks
Stumptown
Explore
Prototype
User
testing

21. Turn Sales into a product
design function

22. Product Forces Framework

23. Pay down
yo debt

24. Technical
Debt
Time
— Henrik Kniberg

25. Technical
Debt
Time
Debt baseline
Debt ceiling
— Henrik Kniberg

26. Break down silos
through collaboration

27. Product Discovery
Design Studio & Prototyping
User Research
Modern collaboration techniques

28. visualizing data
A note about
<rant>

29. Data-ink Ratio
(aka Chartjunk)

30. Data-ink Ratio (aka Chartjunk)

31. (aka Chartjunk)

33. </rant>

34. “We enable people to
work better together
using simple, smart,
beautiful products.”
— Elisa Steele, CEO of Jive

37. jivecircle.com

38. Show them why it’s important
Show them it’s not going to
make their lives difficult
Give them a framework that
covers the whole product
Make them part of the process

39. @RianVDM elezea.com
jivesoftware.com/careers