UX Leadership: Helping Teams Design Onboarding Experience Using 3 Frameworks
No matter what you call it -- user on-boarding, first-time use, the out-of-box experience -- a user's first experience with your product is critical. Designers need to ensure that people get up and running quickly and understand the benefits the product delivers. But what's the best way to do that? Come join a network of design leaders for a discussion of the fundamentals and best practices of delivering a memorable, engaging first-use experience.
Stephen Gay
Global Director, Intuit
&
Kylie Tuosto
Experience Design Manager, Intuit
SFDW DESIGN WORKSHOP JUNE 3, 2016
By Kylie Tuosto & Stephen Gay
This year, for SF Design Week, we hosted a workshop focused on crafting delightful first use experiences. Our workshop included design principles for first use, core frameworks for thinking about delivering customer benefit, and several design patterns and exercises.
OVERVIEW
No matter what you call it -- user on-boarding, first-time use, the out-of-box experience -- a user's first experience with your product is critical. Designers need to ensure that people get up and running quickly and understand the benefits the product delivers. But what's the best way to do that? Come join a network of design leaders for a discussion of the fundamentals and best practices of delivering a memorable, engaging first-use experience.
RESOURCES
Worksheets: FocusOnFirstUse_Worksheets.pdf
Slides: FocusOnFirstUse_Presentation.pdf
LinkedInGroup: https://www.linkedin.com/groups/7059078
CRO & Jobs To Be Done - Jon Hayes @ CRO ProsJon Hayes
It can be incredibly difficult to manage a website when the product you are trying to sell is something many consumers don’t understand well. Let alone trying to optimise that experience especially when it’s multi channel and there are various teams involved.
So how do you build meaningful experiments that will take your website to the next level? We hear the phrase customer centricity used all the time but how can we bring that ideal into the optimisation process to start driving the big improvements the organisation wants?
The Jobs To Be Done framework may just be the key to helping you focus on the changes that will really matter to your customers.
Jon Hayes has been in the digital space for a decade. He started by working with several agencies before shifting over to the financial services sector to build digital experiences their customers would finally enjoy.
Conversational UI: How to walk the talkStephen Gay
Hosted by: Stephen Gay & Kay Viswanadha
The promise of conversational UI – your users already know how to talk to another human, now they can do just that with your product. As a designer, you have many different choices to consider in delivering conversational experiences to your customers – whether it’s through virtual assistants, chat UI or chatbots on messaging platforms.
Come join this workshop where we’ll share our learnings and do some hands-on exercises together to design conversational experiences.
In this workshop we’ll cover:
- Fundamentals of CUI & determining what’s right for your product
- Discussion on ingredients of CUI experiences
- Identifying features and prototyping CUI
- Multisensory CUI & emerging design patterns
Generating opportunity maps with customer jobs to-be-doneHutch Carpenter
Outlines a method for soliciting your customers' jobs-to-be-done. These customer insights then become an opportunity map for targeting high impact innovation.
UX STRAT Europe 2017: David Ruiz, "Developing a Multi-Channel Banking Experie...UX STRAT
UX STRAT Europe 2017 presentation by David Ruiz, Head of Design and CX, Orange Bank: "Developing a Multi-Channel Banking Experience for a Telecom Giant"
SFDW DESIGN WORKSHOP JUNE 3, 2016
By Kylie Tuosto & Stephen Gay
This year, for SF Design Week, we hosted a workshop focused on crafting delightful first use experiences. Our workshop included design principles for first use, core frameworks for thinking about delivering customer benefit, and several design patterns and exercises.
OVERVIEW
No matter what you call it -- user on-boarding, first-time use, the out-of-box experience -- a user's first experience with your product is critical. Designers need to ensure that people get up and running quickly and understand the benefits the product delivers. But what's the best way to do that? Come join a network of design leaders for a discussion of the fundamentals and best practices of delivering a memorable, engaging first-use experience.
RESOURCES
Worksheets: FocusOnFirstUse_Worksheets.pdf
Slides: FocusOnFirstUse_Presentation.pdf
LinkedInGroup: https://www.linkedin.com/groups/7059078
CRO & Jobs To Be Done - Jon Hayes @ CRO ProsJon Hayes
It can be incredibly difficult to manage a website when the product you are trying to sell is something many consumers don’t understand well. Let alone trying to optimise that experience especially when it’s multi channel and there are various teams involved.
So how do you build meaningful experiments that will take your website to the next level? We hear the phrase customer centricity used all the time but how can we bring that ideal into the optimisation process to start driving the big improvements the organisation wants?
The Jobs To Be Done framework may just be the key to helping you focus on the changes that will really matter to your customers.
Jon Hayes has been in the digital space for a decade. He started by working with several agencies before shifting over to the financial services sector to build digital experiences their customers would finally enjoy.
Conversational UI: How to walk the talkStephen Gay
Hosted by: Stephen Gay & Kay Viswanadha
The promise of conversational UI – your users already know how to talk to another human, now they can do just that with your product. As a designer, you have many different choices to consider in delivering conversational experiences to your customers – whether it’s through virtual assistants, chat UI or chatbots on messaging platforms.
Come join this workshop where we’ll share our learnings and do some hands-on exercises together to design conversational experiences.
In this workshop we’ll cover:
- Fundamentals of CUI & determining what’s right for your product
- Discussion on ingredients of CUI experiences
- Identifying features and prototyping CUI
- Multisensory CUI & emerging design patterns
Generating opportunity maps with customer jobs to-be-doneHutch Carpenter
Outlines a method for soliciting your customers' jobs-to-be-done. These customer insights then become an opportunity map for targeting high impact innovation.
UX STRAT Europe 2017: David Ruiz, "Developing a Multi-Channel Banking Experie...UX STRAT
UX STRAT Europe 2017 presentation by David Ruiz, Head of Design and CX, Orange Bank: "Developing a Multi-Channel Banking Experience for a Telecom Giant"
The challenge of educating people that UX isn't one step in the process, it spans the whole project development process.
This is a talk about taking the first steps to change how people think about the project they are doing to deliver a better experience for the customer or user.
How To Build A Mobile App - From Ideation to LaunchCarlos S. Aquino
This presentation is meant to be a 40k-Foot view of the mobile application development process. Overall this guide does not meant delve into the iOS or Android programming language instead it is a guide on how to take an idea and develop it into a mobile app.
Jobs to be Done is best described as a perspective through which new product ideas can be evaluated for usefulness and viability. Understanding your customers’ Jobs to be Done helps determine what specific needs, pain points, or problems to focus on during the innovation process.
The theory of Jobs to be Done was developed by Tony Ulwick and later by Clayton Christensen of Harvard Business School as a complement to his theory of disruptive innovation. Jobs to be Done is a lens through which companies can view their innovation initiatives. People buy products and services to get a “job” done, and the products that are successful are those which help the customer get a job done faster, more easily and less expensively. When a company understands in detail what a functional job is, it is more likely to be able to create solutions to help the customer get a job done more effectively. When the customer can get a job done more easily with a given product, the product will likely be more successful.
Use the templates to identify your customers’ most important jobs to be done and then rank order them to determine the most important jobs to address as part of your innovation efforts.
How to Make Products People Want: The Outcome-Driven Approach To InnovationJean-Francois Hector
Most digital innovations fail because teams lose sight of what customers really want to achieve.
Outcome-Driven Innovation is a powerful way of thinking that puts your customers’ needs at the centre of every conversation.
This simple method will give you the clarity you need to focus on the right opportunities and make better design decisions.
This deck was presented on 28th January 2017 at Chiang Mai Startup Events. It covers questions such as "What is JTBD framework"? and "How does JTBD help businesses understand the WHY rather than the WHAT?" It is based on Tony Ulwick's presentation.
How do branding and service design fit together? While one concept manages expectations, the other manages experiences. Combining both approaches allows creating brand experience for the benefit of customers as well as for companies. The concept of ‘Brand Services’ are “give-away services” that address relevant user needs and at the same time convey a brand message. In this talk and hands-on exercise, Christian Vatter shows how creating value for people and promoting business goes hand-in-hand.
Christian Vatter is user psychologist and brand consultant. He founded Rlevance Consulting, a human centered business consultancy with a specialty in creating meaningful brands and value-adding customer experiences. In his work he often combines service design with branding techniques to create sustainable bonds with customers. He wrote various articles on this topic and speaks at international conferences.
The Customer Job To Be Done Canvas - PrototypeHelge Tennø
At an increasing rate (according to IBM C-Suite studies) companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions. But do businesses have the data or insight to put them there?
In the MIT Sloan Management Review article Finding The Right Product For Your Product Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse discusses the idea of understanding what jobs customers are trying to solve and then figuring out the reason people are pulling the product into these jobs.
As many others I am currently prototyping a tool for this theory (Work-In-Progress) and my work so far can be seen and downloaded here.
I'm employing the same strategies towards my own business as I do with my clients, therefore the tool is still just a prototype being redesigned and redesigned again. But hopefully there are people out there interested in trying the tool out, give feedback and help on the way forward. This tool is not a parking lot for an idea - but a continuous, hopefully never-ending process.
Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-t...vonreventlow
Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer. We found key for success is to add focus on emotions. And the result to be a condensed job description as more work is required to detail the solutions that it becomes testable against objectives and barriers.
Designing Mobile Solutions for Social & Economic ContextsJonny Schneider
Technology should help solve problems for people, but all people (and their problems) are unique - there is no one size fits all. This is especially true of Mobile, where environments and user needs are much more diverse than in other computing platforms. For instance, building mobile applications for the widest reach in India requires thinking about feature phones, non-English interfaces, the 'language' of missed calls, low-bandwidth situations, cultural nuances and numerous other unique conditions.
Jonny Schneider and Nagarjun Kandukuru argue that the practice of design thinking helps mobile developers solve the most important problems in context-appropriate ways. They demonstrate how the best mobile applications lie at the intersection of technical feasibility, business viability and crucially, user delight.
Design management and agile world: fitting customer expectationsLuca Mascaro
In the Customer Age, Design has become the business most powerful ally in the challenge to create and offer products/services that can provide superior quality experiences. We are often invited to assume a partnership role with product managers/owners in most of our projects, bridging the requests coming from stakeholders and users and following the entire project life through an experience management approach. Experience Centered Design is thus becoming the new frontier that we, as designers, are called to cross.
So how design can assume the role of a strategic partner in the daily experience management? I will present some real cases regarding big and complex projects in which we have played this role and the agile methods, tools and best practices that can be used in such a delicate process.
Brian Rhea on JTBD at Rocky Mountain ProductCampBrian Rhea
Overview of the Jobs-to-Be-Done Theory. A discussion of some tools that are helpful while doing customer interviews through the lens of JTBD as well as some resources practitioners should be aware of.
Getting started with Job to be Done researchFirmhouse
To build a successful new product or service you need to make something people will buy. Jobs to be Done help you to understand why people buy the products they do, and make something they will be willing to pay a premium price for. Learn how, at our Jobs to be Done workshop. We run our workshop monthly, more information: https://goo.gl/jvhnVM
A presentation on the many innovative things we did while executing the Aadhaar projects both for UIDAI & NPR. The skills are transferable and applicable to any customer service project and/or any field based data collection or processing project like FI (Financial Inclusion), CSC (Customer Service Centres), ESeva / MeeSeva (billng & collection) etc.
The challenge of educating people that UX isn't one step in the process, it spans the whole project development process.
This is a talk about taking the first steps to change how people think about the project they are doing to deliver a better experience for the customer or user.
How To Build A Mobile App - From Ideation to LaunchCarlos S. Aquino
This presentation is meant to be a 40k-Foot view of the mobile application development process. Overall this guide does not meant delve into the iOS or Android programming language instead it is a guide on how to take an idea and develop it into a mobile app.
Jobs to be Done is best described as a perspective through which new product ideas can be evaluated for usefulness and viability. Understanding your customers’ Jobs to be Done helps determine what specific needs, pain points, or problems to focus on during the innovation process.
The theory of Jobs to be Done was developed by Tony Ulwick and later by Clayton Christensen of Harvard Business School as a complement to his theory of disruptive innovation. Jobs to be Done is a lens through which companies can view their innovation initiatives. People buy products and services to get a “job” done, and the products that are successful are those which help the customer get a job done faster, more easily and less expensively. When a company understands in detail what a functional job is, it is more likely to be able to create solutions to help the customer get a job done more effectively. When the customer can get a job done more easily with a given product, the product will likely be more successful.
Use the templates to identify your customers’ most important jobs to be done and then rank order them to determine the most important jobs to address as part of your innovation efforts.
How to Make Products People Want: The Outcome-Driven Approach To InnovationJean-Francois Hector
Most digital innovations fail because teams lose sight of what customers really want to achieve.
Outcome-Driven Innovation is a powerful way of thinking that puts your customers’ needs at the centre of every conversation.
This simple method will give you the clarity you need to focus on the right opportunities and make better design decisions.
This deck was presented on 28th January 2017 at Chiang Mai Startup Events. It covers questions such as "What is JTBD framework"? and "How does JTBD help businesses understand the WHY rather than the WHAT?" It is based on Tony Ulwick's presentation.
How do branding and service design fit together? While one concept manages expectations, the other manages experiences. Combining both approaches allows creating brand experience for the benefit of customers as well as for companies. The concept of ‘Brand Services’ are “give-away services” that address relevant user needs and at the same time convey a brand message. In this talk and hands-on exercise, Christian Vatter shows how creating value for people and promoting business goes hand-in-hand.
Christian Vatter is user psychologist and brand consultant. He founded Rlevance Consulting, a human centered business consultancy with a specialty in creating meaningful brands and value-adding customer experiences. In his work he often combines service design with branding techniques to create sustainable bonds with customers. He wrote various articles on this topic and speaks at international conferences.
The Customer Job To Be Done Canvas - PrototypeHelge Tennø
At an increasing rate (according to IBM C-Suite studies) companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions. But do businesses have the data or insight to put them there?
In the MIT Sloan Management Review article Finding The Right Product For Your Product Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse discusses the idea of understanding what jobs customers are trying to solve and then figuring out the reason people are pulling the product into these jobs.
As many others I am currently prototyping a tool for this theory (Work-In-Progress) and my work so far can be seen and downloaded here.
I'm employing the same strategies towards my own business as I do with my clients, therefore the tool is still just a prototype being redesigned and redesigned again. But hopefully there are people out there interested in trying the tool out, give feedback and help on the way forward. This tool is not a parking lot for an idea - but a continuous, hopefully never-ending process.
Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-t...vonreventlow
Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer. We found key for success is to add focus on emotions. And the result to be a condensed job description as more work is required to detail the solutions that it becomes testable against objectives and barriers.
Designing Mobile Solutions for Social & Economic ContextsJonny Schneider
Technology should help solve problems for people, but all people (and their problems) are unique - there is no one size fits all. This is especially true of Mobile, where environments and user needs are much more diverse than in other computing platforms. For instance, building mobile applications for the widest reach in India requires thinking about feature phones, non-English interfaces, the 'language' of missed calls, low-bandwidth situations, cultural nuances and numerous other unique conditions.
Jonny Schneider and Nagarjun Kandukuru argue that the practice of design thinking helps mobile developers solve the most important problems in context-appropriate ways. They demonstrate how the best mobile applications lie at the intersection of technical feasibility, business viability and crucially, user delight.
Design management and agile world: fitting customer expectationsLuca Mascaro
In the Customer Age, Design has become the business most powerful ally in the challenge to create and offer products/services that can provide superior quality experiences. We are often invited to assume a partnership role with product managers/owners in most of our projects, bridging the requests coming from stakeholders and users and following the entire project life through an experience management approach. Experience Centered Design is thus becoming the new frontier that we, as designers, are called to cross.
So how design can assume the role of a strategic partner in the daily experience management? I will present some real cases regarding big and complex projects in which we have played this role and the agile methods, tools and best practices that can be used in such a delicate process.
Brian Rhea on JTBD at Rocky Mountain ProductCampBrian Rhea
Overview of the Jobs-to-Be-Done Theory. A discussion of some tools that are helpful while doing customer interviews through the lens of JTBD as well as some resources practitioners should be aware of.
Getting started with Job to be Done researchFirmhouse
To build a successful new product or service you need to make something people will buy. Jobs to be Done help you to understand why people buy the products they do, and make something they will be willing to pay a premium price for. Learn how, at our Jobs to be Done workshop. We run our workshop monthly, more information: https://goo.gl/jvhnVM
A presentation on the many innovative things we did while executing the Aadhaar projects both for UIDAI & NPR. The skills are transferable and applicable to any customer service project and/or any field based data collection or processing project like FI (Financial Inclusion), CSC (Customer Service Centres), ESeva / MeeSeva (billng & collection) etc.
DataDreamin presents: A Cup of Data vol 4 - Spilling the Tea on UX Design Principles - November 12th, 2021 by Elena Migunova.
You know how to build recipes and dashboards, got your Tableau CRM skills. But how do you create EFFECTIVE dashboards? This session will teach you how you can become a design hero and give you the right tools to apply UX design principles to your Tableau CRM dashboards.
"Stop making excuses a culture first approach to product centricity" by Jorda...Productized
Many companies understand the value / benefits of becoming a holistic, Design-driven, Product-centric organization
Jordan's PRODUCTIZED presentation outlines a playbook of culture development, helping leaders and teams to identify opportunities to LIVE these principles, to identify opportunities for their application and experience the benefits of their comprehension and use.
AMPLIFY | Customer Engagement is a powerful customer value creation methodology available to mid-market companies seeing to gain a foothold on increasing customer loyalty, engagement, revenue and profitability growth, product development success and employee engagement.
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
[AIIM17] Channel Your Inner Jedi: 5 Key Strategies Taken from Star Wars - And...AIIM International
Creating a successful information management strategy can be a challenge requiring constant iteration, communication, and negotiation. Nothing short of becoming one with "The Force". Park your technology at the door and let's take a serious look at some of the biggest challenges in developing an information strategy with some real world examples presented through an entertaining lens of "Star Wars".
Learn about the current state of Information Management in AIIM’s latest report: http://info.aiim.org/2017-state-of-information-management
Putting the Customer First - with Conversion Rate Optimization. Learn all about how the ideology of "putting the customer first" is actually put into practise with biometrics and conversion rate optimization. Marcus will walk you through some big brand case studies to learn what they have done to dramatically improve online performance, and how you can apply these methods for your own brand.
Putting the Customer First - with Conversion Rate Optimization. Learn all about how the ideology of "putting the customer first" is actually put into practise with biometrics and conversion rate optimization. Marcus will walk you through some big brand case studies to learn what they have done to dramatically improve online performance, and how you can apply these methods for your own brand.
Innovation, RASCI Models and Performance Management 6.docxjaggernaoma
Innovation, RASCI Models and Performance Management 6
Candace Poole
Business Process Management
MT400
December 1, 2016
It is very important stage when we talk about innovative ideas. It is composed of many ideas, data, wishes and thoughts that can be combined together to form a good project. Amazon is a giant size company in the world of innovations. Its infect base on innovative idea to sell online books and digital contents when people were not able to think that this idea will be of million dollars’ worth one day.
Activity: I-Click
1-Click is a fast and easy way to order from Amazon.com it works with one click of a button. 1-Click is automatically operated just after the customer places their first order with Amazon.co.uk. By setting 1-Click so that it you will enable the site to remembers key details of you such as delivery addresses and contact numbers.
The objectives of the activity
· To provide ease of shopping experience with Amazon
· To facilitate the customer
· To save time
· To minimize the cost and maximize customer satisfaction
· To add amazing experience for shoppers who like to shop online within few minutes
· To check out quickly
· Its designed to get free in just 30 seconds for order placement
Deficiencies:
· It may involve risk of hacking
· Due to large data base wrong order or address may be given
Participants in this project
Project monitoring team
Role of Project Mentoring team is unparalleled because this team is responsible to make sure that the project is a success.
IT management Team:
Top responsibility lies with IT management team. They will initiate the project, design software that will remember the details then test it whether it works on desired objectives or not.
The follow up team
This team traces each activity pertaining the project and when anything goes wrong or a delay is noticed, that team brings the right people in the system to alert.
Marketing Team:
This team will be required to design a marketing plan that will market this activity of 1-click and catch the attention of mobile phone users.. This team will play its roel once the project of one click will be ready for use.
RASCI Model is used by project managers to allocate the responsibility it’s utilized heavily in the innovation and promotional process so as to yield the viable results. The model is helpful in assigning and displaying the responsibilities of individual’s jobs in the project.
RASCI is composed of
R- Responsibility
A-Accountability
S-Support
C-consulted
I-informed
Performance Management represents the process of tracking the project sourcing including data and interpreting the data to make feasible conclusions. This process of planning involved her for an action is a hectic task. There are many reasons for this like customer satisfaction score, employees’ satisfaction scores, productivity, cash flow and gross marginal that are much important for performance judgments.
A summary of the RA.
Adopting VUI in a GUI world - Enterprise UX MeetupStephen Gay
Apple’s Siri and Google Now have ignited consumers’ interest in VUI by delivering valuable and delightful customer experiences. Innovative companies can leverage VUI solutions to create a competitive advantage. But how do you drive the adoption of VUI in an organization with a long GUI-only history? We'll share the frameworks we used to evangelize VUI to help you start your own grassroots VUI movement.
Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI worldStephen Gay
Evangelizing and designing voice user interface in an organization with a long GUI-only history.
Apple’s Siri and Google Now have ignited consumers’ interest in voice user interface (VUI) by delivering valuable and delightful customer experiences. Innovative companies can leverage VUI solutions to create a competitive advantage. But how do you drive the adoption of VUI in an organization with a long GUI-only history? We'll share the frameworks we used to evangelize VUI, offer key insights and design principles to help you start your own grassroots VUI movement, and provide best practices and a VUI brainstorming canvas.
Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovationStephen Gay
About the talk – “How do you drive the adoption of voice in an organization with a long GUI-only history? We’ll share the frameworks we used to evangelize voice, as well as key insights and design principles that will help you start your own grassroots VUI movement in your organization.”
Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)Stephen Gay
What does every successful start-up, venture capitalist and savvy designer know? It’s that “value exchange networks” have the power to ignite massive human potential to grow business and delight consumers through connected services. If you’ve checked in with Foursquare, rated a seller on eBay, or answered a question on Quora, then you’ve participated in a value exchange network. So what are value exchange networks? They are networks in which the value is co-created and exchanged in a decentralized and distributed way by all participants – consumers are transformed into creators, promoters, problem-solvers, and even co-owners. Today most industries are being transformed by leveraging these value exchange networks. Services are shifting from an era in which companies created and delivered monolithic offerings to passive consumers, to an era in which services exist as networks of value co-creation. In this new landscape, lines separating consumer and company are dissolving, and companies are acting as enablers of value creation, discovery, and exchange rather than solely creators and distributors.
Game Thinking - The Business of Gaming (Gamification)Stephen Gay
Companies can leverage game thinking (gamification) to delight customers, increase usage and achieve business goals. The following deck is an overview of my research on the topic of gamification and game thinking. Enjoy!
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Expert Accessory Dwelling Unit (ADU) Drafting ServicesResDraft
Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
UX Leadership: Helping Teams Design Onboarding Experience Using 3 Frameworks
1. 1 Intuit Confidential and Proprietary
Three Frameworks for Designing Onboarding Experiences
Kylie Tuosto Stephen Gay
#focusonfirstuse @uxstrat @kylietuosto@stephengay
2. 2 Intuit Confidential and Proprietary
Meet & greet, hopes & fears
Our Story
Framework 1: Mapping the Journey
Framework 2: Measuring the Benefit
Break
Framework 3: Investing in Change
Wrap Up
Today’s Agenda
3. 3 Intuit Confidential and Proprietary
Hello!
Kylie Tuosto
@kylietuosto
Group Manager First Time Use
Stephen Gay
@stephengay
Global Design Director
9. 9 Intuit Confidential and Proprietary
DELIVER THE
CUSTOMER
BENEFIT
DELIVER WITH
EASE
DELIVER
POSITIVE EMOTION
THIS IS
AWESOME
How we measure design
INTUITAPEX PYRAMID
LIKE MASLOW’S NEEDS, WE NEED TO DELIVER ALL THREE TO SUCCEEED.
10. 10 Intuit Confidential and Proprietary
Benefit
Ease
Emotion
DELIGHT
NPS
COMPANY
GROWTH
Why we deliver
11. 11 Intuit Confidential and Proprietary
11
How we organize our teams
VP Design
Director
Small Business
Director
Self Employed
Director
Accountants
Director
Developers
Accounting
Team
Payroll
Team
Payments
Team
Inventory
Team
FTU
Team
12. 12 Intuit Confidential and Proprietary
Our QuickBooks First Use Journey
Dec2015
LAUNCHED TEST FOCUSED ON
INCREASING ENGAGEMENT
WITH TASKS
LAUNCHED TEST FOCUSED ON
INCREASING ENGAGEMENT
WITH KEY JOBS
DEVELOPED AND TESTED A
SERIES OF FIRST USE
PATTERNS TO IMPROVE THE
CUSTOMER EXPERIENCE
Jan2016 Mar2016Jun2015
TASKED WITH IMPROVING THE
QUICKBOOKS ECOSYSTEM
FIRST TIME USE EXPERIENCE
Jul2015
CRAFTED A VISION OF A
COMPLETELY REIMAGINED
PERSONALIZED QUICKBOOKS
14. 14 Intuit Confidential and Proprietary
Searching our directory of 12,345
photographers like you…
Customizing QuickBooks
navigation just for you…Customizing setup tasks…
How we presented the vision
17. 17 Intuit Confidential and Proprietary
Definitions
BENEFIT
EXAMPLE: PAYROLL IS DONE
What the user achieves when they complete one or more jobs
A market-ready solution for one or more jobs
OFFERING
EXAMPLE: PAYING EMPLOYEES + PAYROLL TAXES = PAYROLL OFFERING
JOB
A core function the user wants to complete, made up of several tasks
EXAMPLE: PAYING EMPLOYEES
TASK
One of several steps a user needs to take to accomplish a job
EXAMPLE: ADDING A NEW PAY TYPE
18. People don’t want a
quarter-inch drill, they
want a quarter-inch hole.
– Theodore Levitt
Economist & Harvard Business School Professor
19. 19 Intuit Confidential and Proprietary
People buy products and services to get
jobs done. Products come and go, but
underlying jobs do not go away. Our goal is
to solve the job well.
20. 20 Intuit Confidential and Proprietary
Apps we love solve jobs that matter to us
Focus on Jobs
21. 21 Intuit Confidential and Proprietary
Accounting Connect your bank
Download transactions
Categorize transactions
Add memos
Add receipt photos
Add vendor
Add customer
Tag transactions for insights
Reconcile monthly
Run reports
Breaking Jobs Into Tasks
THEJOB THETASKS
25. 25 Intuit Confidential and Proprietary
Onboarding
Journey
Shift your organization’s
mindset around first use.
Focus on the
Benefit
Change how you measure
results.
Learning
Framework
Invest in the most
impactful change.
26. 26 Intuit Confidential and Proprietary
How does your organization currently think about first
use?
27. 27 Intuit Confidential and Proprietary
Framework 1
Onboarding Journey
Shift your organization’s mindset
around first use. It’s a journey, not a
one-time thing.
Exercise 3
Delivering
Delight
28. 28 Intuit Confidential and Proprietary
Shifting the mindset
It’s a mindset.
It’s integral.
It evolves over time.
Solving for simplicity.
20+ patterns across onboarding journey.
It’s a team.
It’s additive.
It happens just once.
Solving only for speed.
One pattern for guidance.
From narrowly defined. To end-to-end and holistic.
29. 29 Intuit Confidential and Proprietary
Onboarding Journey
DISCOVER
Exposing the user to a tailored, recommended
solution based on what we know about them.
SETUP
Guiding the user through entering data, configuring
settings, or customizing a feature.
ACHIEVE BENEFIT
Ensuring the user feels the value of the benefit
by experiencing it for the first time.
SEALTHE DEAL
Helping the user choose a plan based
on what we know about them.
UNDERSTAND
Helping the user understand what’s at stake, why
it’s relevant, and what the benefits are.
30. 30 Intuit Confidential and Proprietary
Onboarding Journey
SETUP ACHIEVE BENEFITDISCOVER UNDERSTAND SEALTHE DEAL
BEHAVIOR MECHANICS
_ Social Proof
_ Curiosity
_ Exclusivity
_Loss Aversion
USER DATA
_ Profile demographics
_ Usage data
_ Status
VISUALIZE THE VALUE
_ Sneak peek of features
CONSIDER
_ What’s at stake?
_ Design for the “aha!”
_ What’s the unique value
proposition?
_ How much will it cost?
CONSIDER
_ Not asking for info you
don’t need
_ Teaching through the
process of doing
_ Ask simple questions
_ Demonstrate progress
_ Establish trust
_ Eliminate steps
CONSIDER
_ Make it an own-able
moment
_Celebrate success
_ Clarify next steps
_Encourage repeat use
and habit forming
CONSIDER
_ Will the solution benefit
me?
_ Allowing the user to try
before buying
_ Clear pricing
communication
_ Price should feel better
than the competition
31. JOB Get a rideBENEFIT
First Use Journey
SETUP ACHIEVE BENEFITDISCOVER UNDERSTAND SEALTHE DEAL
Arrive at destination
TASKS TASKS TASKS TASKS TASKS
Hear about it from a friend
Search for it in app store
Download the app
Open the app
Create an account
Enable Geo-location
Add credit card
Open the app
Enter destination
Select type of ride
Wait for driver
Get stuff loaded into car
Take the ride
Get out of the car
Money leaves bank
Rate the driver
Learn about what it does
Who are the drivers?
How much does a ride
cost?
How long does it take?
Guarantees?
How do I get a ride?
32. JOB Pay employeesBENEFIT
First Use Journey
SETUP ACHIEVE BENEFITDISCOVER UNDERSTAND SEALTHE DEAL
Accounting is done
TASKS TASKS TASKS TASKS TASKS
Get recommendation in
QuickBooks
Learn about what it does
How does this compare to
ADP?
How much does it cost?
How do taxes work?
Which plan is right for me?
Add business info
Set up bank account
Create employee profile
Employee submits I-9, W-
4
File new hire paperwork
Log in to time tracker
Review and approve hours
Enter employee time
Submit payroll
Understand the cost
Add employee pay info Wait for bank transfer
Get confirmation that they
were paid
Calculate per employee
fees
Select service level
Select add-on services
Enter credit card info
Receive bill
What about worker’s
comp? Labor laws?
What pay types are
available? Deductions?
34. Onboarding
Journey
Shift your organization’s
mindset around first use.
• Align on terminology for each phase of your users’ journey
• Understand the purpose of each phase and what you’re trying
to solve for
• Outline the user tasks involved in accomplishing each phase
35. Onboarding
Journey
Shift your organization’s
mindset around first use.
• Align on terminology for each
phase of your users’ journey
• Understand the purpose of
each phase and what you’re
trying to solve for
• Outline the user tasks involved
in accomplishing each phase
Focus on the
Benefit
Change how you measure
results.
Learning
Framework
Invest in the most
impactful change.
37. 37 Intuit Confidential and Proprietary
Framework 2
Measuring the benefit
Ensure the team is working on and
measuring the most important tasks for
the customer.
Exercise 3
Delivering
Delight
38. 38 Intuit Confidential and Proprietary
Job: Online Shopping
Customer Benefit: Best selection, fast & affordable
Measure: % lowest priced products, delivery time
Job: Managing Notes
Customer Benefit: Always accessible
Measure: Uptime
Job: Driving
Customer Benefit: Lowest price & most convenient
Measure: % rides at lowest price, lowest wait time
Job: Pay Employees
Customer Benefit: Confidence & efficiency
Measure: % paycheck errors, time to run payroll
Measuring the benefit
39. 39 Intuit Confidential and Proprietary
“That was easy.”
“It took me half the
time it normally
takes!”
“The app connected
directly to my time
tracking tool.”
“I know my
paychecks are
accurate.”
“Everyone got paid
on time.”
Efficiency Confidence
Measuring the payroll benefit
“I know I got my
payroll taxes right.”
40. 40 Intuit Confidential and Proprietary
From measuring business results (conversion)
Measuring the benefit
Define the best way to
measure the benefit.
Time to complete & time spent waiting
How are we performing today?
What is the mid-term and long term goal?
TARGET
TASK ACTUAL
To measuring customer results (efficiency & confidence)
CYCLE PAIN
Degree of pain
41. PHASE SetupJOB
Measuring Benefit
CYCLE TARGETTASK ACTUAL PAIN
Get a ride
LIST THE SMALL TASKS THAT LADDER UP TO THE OVERALL
JOB
TIME TO COMPLETE TIME SPENT
WAITNG
GOAL TIME LOW, MED, OR HIGH PAIN
L
L
L
L
L
M
M
M
M
M
H
H
H
H
H
Login/create account
Enable geo-location
Add credit card info
60 sec
10 sec
2 min
0 sec
0 sec
3 min
0 sec
0 sec
1 min
H
L
L
42. PHASE SetupJOB
Measuring Benefit
CYCLE TARGETTASK ACTUAL PAIN
Pay employees
LIST THE SMALL TASKS THAT LADDER UP TO THE OVERALL
JOB
TIME TO COMPLETE TIME SPENT
WAITNG
GOAL TIME LOW, MED, OR HIGH PAIN
L
L
L
L
L
M
M
M
M
M
H
H
H
H
H
Employer adds business info
Employer sets up bank account
Employer creates employee profile
Employee submits I-9, W-4 paperwork
Employer adds employee pay info
30 sec
30 sec
2 min
0 sec
1 min
0 sec
3 min
0 sec
1-5 days
0 sec
30 sec
30 sec
1 min
1 min
0 sec
43. STAGEJOB
Measuring Benefit
CYCLE TARGETTASK ACTUAL PAIN
LIST THE SMALL TASKS THAT LADDER UP TO THE OVERALL
JOB
TIME TO COMPLETE TIME SPENT
WAITNG
GOAL TIME LOW, MED, OR HIGH PAIN
L
L
L
L
L
M
M
M
M
M
H
H
H
H
H
44. • Align cross-functionally on the biggest problems to solve
• Set target metrics that measure the customer benefit (not the
business outcome)
• Focus maniacally on providing that benefit
Focus on the
Benefit
Change how you measure
results.
45. Onboarding
Journey
Shift your organization’s
mindset around first use.
• Align on terminology for each
phase of your users’ journey
• Understand the purpose of
each phase and what you’re
trying to solve for
• Outline the user tasks involved
in accomplishing each phase
Focus on the
Benefit
Change how you measure
results.
• Align cross-functionally on the
biggest problems to solve
• Set target metrics that
measure the customer benefit
(not the business outcome)
• Focus maniacally on providing
that benefit
Learning
Framework
Invest in the most
impactful change.
47. 47 Intuit Confidential and Proprietary
Framework 3
Learning Framework
Invest in the most impactful change.
Exercise 3
Delivering
Delight
48. 48 Intuit Confidential and Proprietary
How do people learn?
90% of usability is habit.
It’s easy to learn if I already know how.
In order to learn, we need to fail.
So make it easy for users to recover.
Learning by doing triggers memory.
That’s what makes concepts stick.
Learning preferences.
Give options, but don’t overwhelm.
BEFORE
AFTER
49. 49 Intuit Confidential and Proprietary
How do people learn?
90% of usability is habit.
It’s easy to learn if I already know how.
In order to learn, we need to fail.
So make it easy for users to recover.
Learning by doing triggers memory.
That’s what makes concepts stick.
Learning preferences.
Give options, but don’t overwhelm.
MISTAKE DETECTION
50. 50 Intuit Confidential and Proprietary
How do people learn?
90% of usability is habit.
It’s easy to learn if I already know how.
In order to learn, we need to fail.
So make it easy for users to recover.
Learning by doing triggers memory.
That’s what makes concepts stick.
Learning preferences.
Give options, but don’t overwhelm.
GUIDED TRANSACTION CATEGORIZATION
51. 51 Intuit Confidential and Proprietary
How do people learn?
90% of usability is habit.
It’s easy to learn if I already know how.
In order to learn, we need to fail.
So make it easy for users to recover.
Learning by doing triggers memory.
That’s what makes concepts stick.
Learning preferences.
Give options, but don’t overwhelm.
VIDEO CONTENT IN CONTEXT WITH JOBS (UNTIL TOURS ARE BUILT)
52. 52 Intuit Confidential and Proprietary
Onboarding Patterns
SETUP ACHIEVE BENEFITDISCOVER UNDERSTAND SEALTHE DEAL
_ Zero state page
_ Guidance tip
_ In-page tip
_ Dashboard card
_ Before task modal
_ After task modal
_ What’s new
_ Task list
_ Email
_ Learn page
_ Help topics
_ Video pattern
_ Step-flow
_ Zero state page
_ Dashboard cards
_ Task list
_ Guided flow
_ Task list
_ Confirmation
_ Smart card
_ After task modal
_ Help-me-choose tool
_ Plan comparison
_ Competitor comparison
Patterns designed to facilitate learning along the way.
53. 53 Intuit Confidential and Proprietary
Pattern Map
Show how patterns work together to guide new users.
56. 56 Intuit Confidential and Proprietary
Categorize Experience
GUIDEDWORKFLOWONGOING USE GUIDEDTOUR
Designed for speed and efficiency
Relies on existing knowledge
Progress demonstrated through numbers
decreasing
Users were lost at first glance
No development cost
Designed for learning a new interface
Relies on reading & illustration
Progress demonstrated through animated
illustrations
10% more transactions categorized
2 mo. development costs
Designed for learning a new concept
Guides user through the workflow
Progress demonstrated through numbers
decreasing & data visualization filling
Results TBD
4 mo. development costs
57. 57 Intuit Confidential and Proprietary
Learning Framework
HARD
EASY
DISCOVER
REPEAT
USE
Learnanewconcept&interface
Learnanewinterface
UNDERSTAND SETUP ACHIEVE BENEFIT SEALTHEDEAL
Learnanewconcept
60. • Design and organize your onboarding patterns
• Choose the job and phase that’s causing the most user pain
• Determine how to invest in the right onboarding solution
across your priorities.
Learning
Framework
Invest in the most
impactful change.
61. Onboarding
Journey
Shift your organization’s
mindset around first use.
• Align on terminology for each
phase of your users’ journey
• Understand the purpose of
each phase and what you’re
trying to solve for
• Outline the user tasks involved
in accomplishing each phase
Focus on the
Benefit
Change how you measure
results.
• Align cross-functionally on the
biggest problems to solve
• Set target metrics that
measure the customer benefit
(not the business outcome)
• Focus maniacally on providing
that benefit
Learning
Framework
Invest in the most
impactful change.
• Design and organize your
onboarding patterns
• Choose the job and phase
that’s causing the most user
pain
• Determine how to invest in the
right onboarding solution
across your priorities.
62. 62 Intuit Confidential and Proprietary
Join our LinkedIn Group to get all of the
resources from today’s workshop and
more!
https://www.linkedin.com/groups/7059078
What you’ll find:
● PDF of this workshop
● PDF of each worksheet
● UX Articles on onboarding
● Great discussion!
Resources & Tools
Editor's Notes
Reference
https://strategyn.com/customer-centered-innovation-map/
http://www.christenseninstitute.org/key-concepts/jobs-to-be-done/
The jobs-to-be-done framework emerged as a helpful way to look at customer motivations in business settings. Conventional marketing techniques teach us to frame customers by attributes—using age ranges, race, marital status, and other categories that ultimately create products and entire categories too focused on what companies want to sell, rather than on what customers actually need. The jobs-to-be-done framework is a tool for evaluating the circumstances that arise in customers’ lives. Customers rarely make buying decisions around what the “average” customer in their category may do—but they often buy things because they find themselves with a problem they would like to solve. With an understanding of the “job” for which customers find themselves “hiring” a product or service, companies can more accurately develop and market products well-tailored to what customers are already trying to do. - See more at: http://www.christenseninstitute.org/key-concepts/jobs-to-be-done/#sthash.FIC7wY0k.dpuf