![[EASTMAN] recognized that his roll film could lead to a
revolution if he focused on the experience he wanted to
deliver, an experience captured in his advertising slogan,
“You press the button, we do the rest.”](https://image.slidesharecdn.com/uxstrategyuxlx-jkalbach-170527154439/85/UX-Strategy-Blueprint-59-320.jpg)
Uploaded byJim Kalbach
UX Strategy Blueprint
The document discusses UX strategy and provides examples of strategic analysis activities, elements of an effective strategy, and ways to communicate strategy. It emphasizes that UX strategy helps solve business problems through coordinated UX choices to achieve a desired experience. Key elements include analyzing challenges and aspirations, defining focus areas and guiding principles, planning activities and desired outcomes. Facilitating strategic conversations, diagramming insights, documenting the strategy, and illustrating the story are important for communication.
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Similar to UX Strategy Blueprint
UX Strategy Blueprint
- 1. Strategy and the UXStrategy Blueprint
- 2.
- 3. AGENDA • Understanding strategy& UX Strategy • Blueprint Exercise & discussion • Break • Facilitating strategy • Planning • Communicating Strategy
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- 5. “Air Sandwich“ A strategyis a set of hypotheses about cause and effect….and can be expressed by a sequence of if-then statements. ROBERT KAPLAN & DAVID NORTON “Linking the Balanced Scorecard to Strategy” 1996
- 6. “Air Sandwich“ A goodstrategy honestly acknowledges the challenges being faced and provides an approach to overcoming them.
- 7. “Air Sandwich“ At generalmanagement’s core is strategy: defining a company’s position, making trade-offs, and forging fit among activities …Strategy renders choices about what not to do as important as the choice about what to do. MICHAEL PORTER “What is strategy?” Harvard Business Review, 1996
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- 9. Building strategy isa creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.
- 10. So, what theheck is UX strategy?
- 11. HIERARCHY OF STRATEGY Corporate Strategy Brand Strategy Product Strategy UX Strategy Asstrategy cascades down, its specificity reduces. A subordinate strategy is needed when superordinate strategies stop providing clarity.
- 12. UX STRATEGY UX strategyhelps the business solve its problems through an interlocking set of choices that coordinates UX activity for a desired experience.
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- 15. What are sometypes of activities you might perform for strategic analysis? EXERCISE: STRATEGIC ANALYSIS
- 16. 1. Business Strategy 2.Competitive Benchmarking 3. Web Analytics 4. Behavioral Segmentation, or Personas, and Usage Scenarios 5. Interaction Modeling 6. Prioritization of New Features and Functionality 7. Social / Mobile / Local PAUL BRYAN’S 7 INGREDIENTS OF UX STRATEGY
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- 18. CORE ELEMENTS OFSTRATEGY
- 19. 5 Ps OFSTRATEGY 1. Pattern – Trends from the past 2. Position – Desired outcome 3. Perspective – Philosophy of working 4. Ploy – Out-maneuver opposing forces 5. Plan – Course of action
- 20. 1. What's yourwinning aspiration? 2. Where will you play? 3. How will you win? 4. What capabilities are needed? 5. How will you manage strategy? 5 STRATEGIC QUESTIONS
- 21. LAFLEY & MARTINMINTZBERG KEY QUESTIONS Pattern What challenges motivate action? Aspiration Position What are your aspirations? Playing field Perspective What will you focus on? How to win Ploy What are your guiding principles? Capabilities Plan What types of activities are needed? Management How will you measure success? STRATEGIC QUESTIONS
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- 27. ELEMENT BUSINESS STRATEGY Challenges Losingcustomers and revenue due to disruption and slipping market relevance Aspiration Reinvent the business to maintain leadership Focus Areas • Global • Research institutions • Online channels • Social media Guiding Principles Leverage scale and authority to win Activities • Acquire • Innovate business model • Refresh brand • Build expertise in social Outcomes Retention Revenue Einstein Media Co. Worldwide leader in scientific publishing
- 29. Ethnography Workflow models, touchpoint maps Guidelines and governance Enable usersto be discoverers of scientific breakthroughs Modular, ubiquitous, but familiar formats Organize and design across workflows Satisfaction (SUS) % of UIs that comply to guidelines End consumers Communities, social Information interaction: finding & publishing
- 30. Will Miner, Director ofUX 2U Inc
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- 34. ASPIRATION: CUSTOMER IMPERATIVES Makeit immediately understandable. I want to just “get” it and know why it’s valuable to me. I want to feel in control of the software when I use it. Fit into my workflow and way of communicating. Make it so natural that I’ll just use it all the time. Make it delightful. I want something that’s pleasing to the eye and enjoyable to use. Bring my existing data with me so I don’t have to migrate and commit to a new system. Integrate materials so that are all close at hand. I need help managing and organizing my work. What is the desired experience?
- 35. 1. USERS Segments Needs, behaviors Workflows Skilllevels: average vs extreme users 2. GEOGRAPHY Countries Languages Cultures 3. EXPERIENCES Websites, Software Devices, Hardware Service touchpoints 4. ASPECTS OF UX IA IxD Visual Design Content Effectiveness, efficiency, control, learnability, memorability Also: Interruptibility, shareability, glanceability, findability, … FOCUS AREAS Picking focus areas is about making decisions on trade-offs in advance.
- 36. PRINCIPLES • Single wordsor short phase • Imperatives to the team • Easy to remember and repeat • Pneumonics What mantras will guide the team?
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- 38. EXAMPLE: GOOGLE CALENDAR •Visually appealing • Make it a joy • Add info fast • Go with the flow • Show big picture
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- 40. What are theTYPES of tasks you will carry out? • Ethnography • Personas • Journey mapping • Wireframing • Prototyping • Design exploration • Pattern, style guides • Research • Lean UX • Beta testing • Rapid prototyping • Benchmarking • Analytics • ... ACTIVITIES
- 41. EXAMPLE OUTCOMES • Delivera high quality user experience that: • Improves customer satisfaction by 25% • Increases active usage by a factor of 2 • Drive preference: 90% of users select the new solution • Maintain consistency across touchpoints • 80% of UIs pass a “consistency check“ • Optimize our design processes • Shorten design time by 25%
- 42. EXERCISE – DEFINECORE UX STRATEGY In groups 1. Refer to the scenario of the business strategy 2. On the UX Strategy Blueprint, record key points for each element of the UX strategy. Write down a few keywords or phrase for each that reflect a viable approach. 3. Skip elements that are unknown or make assumptions as needed.
- 43. HIERARCHY OF STRATEGY Corporate Strategy Brand Strategy Product Strategy UX Strategy Asstrategy cascades down, its specificity reduces. A subordinate strategy is needed when superordinate strategies stop providing clarity.
- 44. EXERCISE – DEFINECORE UX STRATEGY In groups 1. Refer to the scenario of the business strategy 2. On the UX Strategy Blueprint, record key points for each element of the UX strategy. Write down a few keywords or phrase for each that reflect a viable approach. 3. Skip elements that are unknown or make assumptions as needed.
- 45. EXISTING NEW EXISTINGNEW Penetration Innovation ExpansionDiversification MARKET OFFERING Ansoff Matrix 1. TYPES OF GROWTH
- 46. EXISTING NEW EXISTINGNEW TYPES OFUX STRATEGY Optimization (penetration) Migration (innovation) Adaptation (expansion) Introduction (diversification) TargetUsers User Experience
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- 52. CHALLENGES: SAILBOAT What’s holding usback now? What would make us go faster? What might get in our way ahead?
- 53. FOCUS AREAS: WHAT‘SON YOUR RADAR? 1. Define the key areas of concern, e.g., experiences or customers 2. Brainstorm examples and aspects for each – which are of concern? 3. Prioritize by primary, secondary, tertiary Users Experiences Geographies Aspects of UX
- 54. PRINCIPLES: 4 Ps Inmarketing, the 4 Ps describe the key factors to consider • Product • Price • Promotion • Place (distribution) Find a letter than can be used for 3-5 words in your key considerations.
- 55.
- 56. OUTCOMES: PIRATE METRICS AcquisitionActivation Retention Referral Revenue 1. Brainstorm each individually 2. Consolidate across the group 3. Prioritize and select most important Dave McClure: http://www.expectedbehavior.com/experiments/pirate_metrics/
- 57. FOCUS AREAS: WHAT‘SON YOUR RADAR? 1. Define the key areas of concern, e.g., experiences or customers 2. Brainstorm examples and aspects for each – which are of concern? 3. Prioritize by primary, secondary, tertiary Users Experiences Geographies Aspects of UX
- 58.
- 59. [EASTMAN] recognized thathis roll film could lead to a revolution if he focused on the experience he wanted to deliver, an experience captured in his advertising slogan, “You press the button, we do the rest.”
- 60.
- 61. THE ASK Solutions thatmerely please, serve, meet the needs/specs, or delight customers don’t go far enough. They represent yesterday’s marketing and design paradigms. They misunderstand innovation’s real impact – transforming customers.
- 63.
- 64. Who does Googleask us to become?
- 65. Kodak = Camera> Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers
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- 69. Kodak = Camera> Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers but… Segway = New Vehicle > Weirdo on Scooter Super Size = Value for Money > Unhealthy person
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- 73. What are sometypes of planning you might perform as output of a UX strategy? What are some specific examples of each? EXERCISE 7: PLANNING
- 74. PRIORITIZATION Effort EASY HARD Impact LOW HIGH Do these first Dothese last Do these second Do these third
- 75.
- 76. RIVER DIAGRAM Sequence ofevent, not a project plan.
- 77. Not a projectplan (yet) PROCESS
- 78. UX PLAYBOOK What typesof information go into a UX playbook? What would a table of contents look like for your UX playbook?
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- 81. PLAYBOOK • Strategy: Challenges,Aspirations, Principles, Focus, Outcomes • Activities for UX • Process, rules of engagement an scaling design • Methods, techniques, and toolkit items • Resources and budgeting approach • Design operations • Training and education
- 82.
- 83. “Defining strategy asintended and conceiving it as deliberate, as has traditionally been done, effectively precludes the notion of strategic learning. Once the intentions have been set, attention is riveted on realizing them, not on adapting them. Messages from the environment tend to get blocked out. Adding the concept of emergent strategy…opens the process of strategy making up to the notion of learning.” Minzberg & Waters. “Of Strategies Deliberate and Emergent” (1985) STRATEGIC LEARNING
- 84. “Air Sandwich“ Everyone hasa plan until you get punched in the mouth. MIKE TYSON
- 85.
- 87. It’s a dirtylittle secret: most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. DAVID J. COLLIS AND MICHAEL G. RUKSTAD “Can You Say What Your Strategy Is?” Harvard Business Review (2008)
- 88. Strategy is abouttelling a persuasive story.
- 89. If your productteam isn’t first aligned around a well-defined story— that is, if the people who prioritize your feature backlog don’t have a crystal clear understanding about whose lives they’re trying to transform, how, and why— how can they build a great product? ANDY RASKIN, Strategic Messaging Consultant “What I’ve Learned Positioning 40 Companies” https://medium.com/firm-narrative/what-i-ve-learned-positioning-40-companies-21dbfddfca6d
- 90. 1. Discuss 2. Diagram 3.Document 4. Illustrate Multiple forms and repetition are essential COMMUNICATING STRATEGY
- 91. • Workshops withmix of stakeholders • Conduct planned exercises • Lead discussions and make decisions 1. DISCUSS
- 92.
- 93. G2W = G2M, peopledon‘t know what broadcasting is Make attendee experience awesome Awareness, education, socialize Customer G2MTW confusion Synch and asynch to cover the length and breadth of market Mobile Not easy to video broadcast Roles not clear, labels not clear Streaming provider crowding our space We‘re not preventing threat of new entry Space is evolving quickly, speed and velocity We don’t capture value of live event, market not sustainable We only extract value from organizer, not looking at value chain Need to learn the “what”, uncertain solutions Expand breadth to broadcasting tool Be integral part of marketing, sales flows Self service As relevant as twitter in terms of being a megaphone to the world People can speak to the world for free Disrupt media, demand gen R&D Infrastructure to big and expernsive Overall attendee experience - Easy join; - Any, any, all; - Interaction Agile, iterative work, better teamwork GEO: US, with some international 6 languages Organizers: content creation, capturing and sharing Iterative delivery Acquisitions Re-invent the webinar/webcast /livestream category G2MTW technical dependenciesDon’t move quick enough to capture market value Superflexible solutions that anyone can develop on Love the low end Highlight the unique value of G2W Increase attendee tNPS G2W outgrows SF and G2M APIs Separate layers Explore Freemium Tell the G2W story Fast, but smart delivery Process Lean Startup and “true”, iterative agile Market CX / Product Process / Development Biz / Steering Team Oranizers become broadcasters Clarify event roles Risk averse Lack of strategy Lack of discipline n teams have experienced the G2W roadshow n new innovations, features, products launched Redesign organizer experience R&D Past and future vision of G2W
- 94. Compile and documentelements (~2 pages) 3. DOCUMENT
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- 99.
- 100. What are sometypes of activities you might perform for strategic analysis? EXERCISE 6: STRATEGIC ANALYSIS
- 101. 1. Business Strategy 2.Competitive Benchmarking 3. Web Analytics 4. Behavioral Segmentation, or Personas, and Usage Scenarios 5. Interaction Modeling 6. Prioritization of New Features and Functionality 7. Social / Mobile / Local PAUL BRYAN’S 7 INGREDIENTS OF UX STRATEGY
- 102. 1. Ansoff Matrix 2.Business Model Canvas 3. Experience Mapping 4. Strategy Canvas 5. Concept Diagrams 6. Activity Maps 7. Others TOOLS
- 103. EXISTING NEW EXISTINGNEW Penetration Innovation ExpansionDiversification MARKET OFFERING Ansoff Matrix 1. TYPES OF GROWTH
- 104. EXISTING NEW EXISTINGNEW TYPES OFUX STRATEGY Optimization (penetration) Migration (innovation) Adaptation (expansion) Introduction (diversification) TargetUsers User Experience
- 105.
- 106. 2. BUSINESS MODELCANVAS
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- 111. Author Involvement Levels IDENTIFYOPPORTUNITIES
- 112. PLAYBOOK Detail each oneof the activities in a playbook for repeating, consistent action.
- 113. Create artifacts thatembody key elements of your strategy • Prototypes • Scenarios • Storyboards • Videos 4. ILLUSTRATE
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- 116. On a singlepiece of paper, summarize your strategy so far in a diagram to be able to communicate it to others. EXERCISE 4: COMMUNICATING
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- 118. W. CHAN KIM& RENEE MAUBORGNE Blue Ocean Strategy (2005)
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- 122. FOCUS AREAS: DomainModel - BBC Wildlife MIKE ATHERTON, “Beyond the Polar Bear.” http://www.slideshare.net/reduxd/beyond-the-polar-bear
- 123. Ad hoc Session Audio Video Zeus 1.1(GoTo) Collabor- ators Screen Sharing Contacts Presence Chat People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Interaction Length
- 124. Ad hoc Session Audio Video Zeus 1.2(GoTo) Screen Sharing Contacts Presence Meeting Room Organizer Collabor- ators Participants White- board Files Agendas Notes Tasks Meetings Chat People Interactions Content Purpose Context Tools Finance Activity Workflow Histories FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Interaction Length Leave- Behind Referral System
- 125. Workspace Ad hoc Session Audio Video Zeus 1.3(GoTo) Screen Sharing Contacts Presence Organizer Collabor- ators Participants White- board Files Agendas Notes Tasks Meetings Chat Record- ings Leave- Behind eCommerce People Interactions Content Purpose Context Tools Finance Activity Workflow Histories FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Help Referral System Interaction Length 3rd Party
- 126. Workspace Session Audio Video Zeus 2.T (GoTo) Screen Sharing Contacts Presence Trainer RegistrantsWhite- board Files Agendas Notes Tasks Trainings Co- trainer Polling Histories /reports Hand Raise Q&A Attent- tion Others’ screen displays Tests, Surveys Chat Record- ings eCommerce Breakouts Training Faciliator People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Help Registrant List & Management Interaction Length Training fees Target Market Sponsor, stake- holder
- 127. Workspace Session Audio Video Zeus 2.W (GoTo) Screen Sharing Contacts Presence Presenter RegistrantsWhite- board Files Agendas Notes Tasks Webinars Co- presenter Polling Histories /reports Hand Raise Q&A Attent- tion Chat Record- ings eCommerce Others’ screen displays Faciliator Webinar People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Help Registrant List & Management Interaction Length Webinar fees Target Market Sponsor, stake- holder
- 128. MICHAEL PORTER “WhatIs Strategy“ Harvard Business Review (1996) 6. ACTIVITY MAP
- 129. IKEA Activity Map:UX Overlay EXAMPLE ACTIVITY MAP
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- 131. 1. Competitor review 2.Metric analysis 3. Resource assessment 4. Budget review … 7. OTHER TECHNIQUES
- 132. FINAL THOUGHTS &DISCUSSION
- 133. THE UX STRATEGIST 1.T-shaped 2. Creative 3. Peripheral Vision 4. Synthesizer 5. Mentor 6. Facilitator
- 134. “Air Sandwich“ Many leadershaven’t thought about their own strategies in a very deep way. … If leaders aren’t clear about this, imagine the confusion in their businesses three or four levels down. CYNTHIA MONTGOMERY
- 135. What arguments wouldyou make for UX Strategy? What arguments would you make against it? EXERCISE 8: ARGUMENTS
- 136. OBJECTION ERROR ANSWER “Wecan’t wait and need to get started.” Strategy is long analysis There’s a simple framework to generate a UX strategy quickly to help the business overcome its challenges. “You can’t predict the future.” Strategy is detailed planning We’re not trying to plan everything detail, but we need a shared perspective to ensure alignment. “We already have a corporate strategy.” “Air Sandwich” UX strategy provides a basis for decision making at our level that is consistent with the business goals. “Just deliver the screens.” Failure to recognize dependencies UX is more than UI, and we need to think across touchpoints. This is will help differentiate us. “This will slow us down.” Strategy is inefficient Setting a common direction now will help the entire team be more efficient and save costs later. “We already have a project plan.” Planning results in winning Beyond a plan, we need to make choices that will help us reach our aspirations and coordinate activity. ARGUMENTS FOR UX STRATEGY
- 137.