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UX Maturity: Research and Analytics to drive an impact
- 1. UX MATURITY: Research & Analytics to drive impact Alina Magowska Head of UX Research and UX Analytics
- 2. 2 13m active buyers and over 128k merchants In Poland, approx. 2x more users start their product search on Allegro than on Google 86% spontaneous brand recognizability in PL 200m+ offers Over 3,150 employment in 2020 with nearly 1,500 to be recruited in 2021 Approx. 380m monthly visits
- 3. CHILDHOOD 3 INTUITIVE NO COMPETITORS SIMPLE TOOLS LACK OF DESIGN DEPARTMENT
- 4. ADOLESCENCE 4 TACTICAL LOCAL COMPETITORS LACK OF DESIGN DEPARTMENT DESIGN GETS NOTICE
- 5. ADULTHOOD 5 STRATEGIC GLOBAL AND LOCAL COMPETITORS ADVANCED TOOLS DESIGN IS VERY IMPORTANT AND FORMALIZED
- 6. 6 UNRECOGNIZED Design is not important INTERESTED Design is important but receives little funding INVESTED Design is very important and formalised COMMITTED Design is critical and executives are actively involved ENGAGED Design is a core tenets of company’s strategy EMBEDDED Design is in the fabric of the company DESIGN / UX MATURITY MODEL The Maturity Model (Renato Feijó, 2010), adaptation
- 7. 7 Business Design (Human) Technology Venn Diagram: anders, Stappers, 2008 FORCES THAT SHAPE THE COMPANY'S STRATEGY AND OPERATIONS
- 8. 8 Business Design (Human) Technology Business Technology D e s i g n ( H u m a n ) Venn Diagram: Sanders, Stappers, 2008 FORCES THAT SHAPE THE COMPANY'S STRATEGY AND OPERATIONS
- 9. 9 HOW TO BECOME MATURE
- 10. 10 THINK GLOBAL, ACT LOCAL FIND YOUR WAY TO SIT AT THE TABLE TAKE CHANGE AS YOUR OPPORTUNITY HOW TO BECOME MATURE 1 2 3
- 12. 12 THINK GLOBAL, ACT LOCAL #2 ‘EXTERNAL’ LOCAL MEANING - KNOW YOUR CUSTOMERS, LEARN AND GROW WITH THEM = BUYING ONLINE (IN PL) DESCRIPTION AND EVALUATION + PREDICTION AND CREATION
- 13. 13 THINK GLOBAL, ACT LOCAL #2 ‘INTERNAL’ LOCAL MEANING - KNOW YOUR STAKEHOLDERS AND TUNE IN WITH THEM STEP 1 MAKE A STAKEHOLDER ANALYSIS Note: List your stakeholders and then put them on the chart LATENTS PROMOTERS DEFENDERS APATHETICS interest power/impact Meet their needs Manage closely Monitor Keep informed
- 14. 14 THINK GLOBAL, ACT LOCAL #2 ‘INTERNAL’ LOCAL MEANING - KNOW YOUR STAKEHOLDERS AND TUNE IN WITH THEM STEP 1 MAKE A STAKEHOLDER ANALYSIS STEP 2 FINE-TUNE YOUR RESEARCH AND ANALYTICS TO A GIVEN AUDIENCE TO MAXIMIZE THEIR ENGAGEMENT Note: List your stakeholders and then put them on the chart LATENTS PROMOTERS DEFENDERS APATHETICS interest power/impact Meet their needs Manage closely Monitor Keep informed LATENTS PROMOTERS DEFENDERS APATHETICS interest power/impact ● strategic research ● metrics tactics & operation research-letter ‘Research Update’ find research enthusiasts and inform from time to time Note: Find your supporters/sponsors and negative stakeholders
- 15. 15 THINK GLOBAL, ACT LOCAL #2 ‘INTERNAL’ LOCAL MEANING - KNOW YOUR STAKEHOLDERS AND TUNE IN WITH THEM STEP 1 MAKE A STAKEHOLDER ANALYSIS STEP 2 FINE-TUNE YOUR RESEARCH AND ANALYTICS TO A GIVEN AUDIENCE TO MAXIMIZE THEIR ENGAGEMENT Note: List your stakeholders and then put them on the chart LATENTS PROMOTERS DEFENDERS APATHETICS interest power/impact Meet their needs Manage closely Monitor Keep informed LATENTS PROMOTERS DEFENDERS APATHETICS interest power/impact ● strategic research ● metrics tactics & operation research-letter ‘Research Update’ find research enthusiasts and inform from time to time Note: Find your supporters/sponsors and negative stakeholders
- 16. FIND YOUR WAY TO SIT AT THE TABLE
- 17. 17 FIND YOUR WAY TO SIT AT THE TABLE DON’T WAIT FOR THE INVITATION, JUST GET INVOLVED ● IF YOU DON'T HAVE A CLEARLY DEFINED PRODUCT PROCESS, DO IT TOGETHER WITH ALL ROLES YOU WORK WITH ● SHOW WHAT YOUR PLACE IS IN THIS PROCESS, WHAT YOU CAN OFFER AND WHAT YOU NEED FROM OTHERS Product development Strategy Explore Design D e v e l o p D e l i v e r Strategic research Exploratory research Define product brief + success metrics Generate ideas Prototype & evaluate ideas Plan Build & test Get feedback Product strategy Release
- 18. 18 FIND YOUR WAY TO SIT AT THE TABLE RESEARCH AND DATA ANALYSIS ARE CRUCIAL FOR PRODUCT DEVELOPMENT - KNOWLEDGE SHOULD DRIVE THIS PROCESS Product development Strategy Explore Design D e v e l o p D e l i v e r Strategic research Exploratory research Define product brief + success metrics Generate ideas Prototype & evaluate ideas Plan Build & test Get feedback Product strategy Release Why should we do this? Are we doing the right thing? What should we do? Are we doing the product right? Is it still the right thing?
- 19. TAKE CHANGE AS YOUR OPPORTUNITY
- 20. 20 TAKE CHANGE AS YOUR OPPORTUNITY Adapted from Internal and External Business Strategies concept PESTEL: Political, Economic, Socio-cultural, Technological, Ecological, Legal #1 DO AN INTERNAL AND EXTERNAL ANALYSIS FOR YOUR TEAM AS IT WAS FOR THE WHOLE COMPANY YOUR TEAM = YOUR COMPANY Your Team / Department Inside the company Resources Capabilities Competencies Firm activities Strategic groups Industry environment PESTEL Environment
- 21. 21 TAKE CHANGE AS YOUR OPPORTUNITY Adapted from Internal and External Business Strategies concept INTERAL ● identifies strengths and weaknesses ● frameworks: Value Chain, VRIO ● example: organizational transformation EXTERNAL ● identifies opportunities and threats ● frameworks: PESTEL, 5 FORCES ● example: COVID 19 #2 MONITOR THE ENVIRONMENT AND USE THE CHANGE AS YOUR ADVANTAGE
- 22. 22 KEY TAKEAWAYS THINK GLOBAL, ACT LOCAL FIND YOUR WAY TO SIT AT THE TABLE TAKE CHANGE AS YOUR OPPORTUNITY EVALUATE AT WHICH STAGE OF DESIGN/UX MATURITY YOUR COMPANY IS
- 23. STAY SAFE! You can find me at alina.magowska@gmail.com Images from Pexels