Changing Cultures towards Design-Centric 改變- 塑造以設計為核心的文化

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Keynote presentation slides in Happy UX Conference Taiwan, 2013 (http://happyux.hpx.tw/conf/en/raven-chai/), presented by Raven Chai.

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Changing Cultures towards Design-Centric 改變- 塑造以設計為核心的文化

  1. 1. Changing Cultures towards Design-Centric 改變- 塑造以設計為核心的文化 RAVEN CHAI UX CONSULTING HAPPY UX 2013
  2. 2. About Myself • Engineer  »  Animator  »  Technologist  »  UX  Designer • Founded  UX  Consulting  in  2008  in  Singapore • Love  any  type  of  sports,  except  golf • A  foodie  and  will  continue  to  be  one • A  lifelong  Liverpool  FC  and  Roger  Federer  fan User   Experience   Professional   Associa2on  -­‐   Asia  Region,  Leadership  Team Founder  of  UXSG  Community @ravenchai 2
  3. 3. THESE ARE MY PERSONAL OPINIONS, EXPERIENCES AND LEARNINGS ABOUT CULTURE CHANGE. @ravenchai 3
  4. 4. I MIGHT BE WRONG. YOU MIGHT DISAGREE. IT’S PERFECTLY OK! @ravenchai 4
  5. 5. HOW THE STORY UNFOLDS PART 1 @ravenchai PART 2 5
  6. 6. Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Corporate culture is rooted in an organization's goals, strategies, structure, and approaches to labor, customers, investors, and the greater community. -- @ravenchai encyclopedia 6
  7. 7. POSSIBLE WAYS TO DESCRIBE CULTURES Sales & Marketing Centric Engineering Centric Design Centric Customer Centric Assumes they know customers best Believes in product features as the main selling point Technology driven Owned (or wanted) the user interface Creative approach to design Believes customers buy their products because of design To have the customer’s best interests at all touch points Believes in understanding customers’ needs as part of DNA Let’s not kid ourselves, most organisations are just doing lip service @ravenchai Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 7
  8. 8. ONE OF MOST REFERENCED MODELS @ravenchai Reference: http://johnnyholland.org/2010/04/planning-your-ux-strategy/ 8
  9. 9. UX ACCEPTANCE LEVEL Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html @ravenchai 9
  10. 10. How do we really feel towards each other? “We” refers to Product Managers, Designers, Developers, Marketing, User Researchers etc @ravenchai 10
  11. 11. BUT IN REALITY... @ravenchai 11
  12. 12. WHAT WE REALLY WANT TO ACHIEVE CREATES IMPACT -- BE EFFECTIVE -- MAKES A DIFFERENCE @ravenchai 12
  13. 13. PART 1 - SINGTEL CASE STUDIES GROUP CONSUMER GROUP DIGITAL LIFE GROUP ENTERPRISE Business Solutions Broadband, Pay TV & Mobile/ Telephony @ravenchai Reference: http://www.singtel.com 13
  14. 14. FIRST PROJECT Year  2007  -­‐  Usability  assessment  and  benchmarking  with  global  telco  websites @ravenchai 14
  15. 15. ”If you tell the truth, you don't have to remember anything.” -- Mark Twain @ravenchai 15
  16. 16. SKEPTICISM STAGE Start identifying stakeholders who might be curious about “usability” • • Addressing  their  pain  points Took  up  the  challenges Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html @ravenchai 16
  17. 17. DESIGN ITERATIONS OVER THE YEARS @ravenchai 17
  18. 18. SECOND PROJECT Year  2008  -­‐  New  product  launch Traditionally  done  by  creative  agencies  within  very  tight  timeline @ravenchai 18
  19. 19. CURIOSITY STAGE Identify advocates, build relationships “Brainwashing” by sending valuable articles, videos and books • • • • Help  to  achieve  quick  wins Be  adaptive  and  9lexible Shows  value  in  project  management Do  UX  work  in  stealth  mode Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html @ravenchai 19
  20. 20. INTEGRATING MICROSITES STRATEGICALLY @ravenchai 20
  21. 21. STRATEGIC PROJECT NO. 1 Year  2008  -­‐  1st  formal  usability  testing  to  understand  customers’  online  purchase  behavior @ravenchai 21
  22. 22. STRATEGIC PROJECT NO. 3 @ravenchai 22
  23. 23. BEFORE & AFTER Before - Brick a nd Mortar After - Digital Lifestyle @ravenchai 23
  24. 24. ACCEPTANCE STAGE Share project sponsors’ goals and KPIs Collaborative design process Direct access to team members at all levels • • • Story  telling  and  celebrate  success Get  business  stakeholders  involved  in   research  and/or  design  work Balance  between  quick  wins  and  long   term  strategic  goals Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html @ravenchai 24
  25. 25. PART 2 - THE EMERGENCE OF OCBC BANK Banking  Services    ♦    Private  Banking    ♦    Insurance     ♦    Asset  Management    ♦    Stockbroking @ravenchai Reference: http://www.ocbc.com 25
  26. 26. CUSTOMER EXPERIENCE TEAM @ravenchai 26
  27. 27. CREATING NEW BANKING EXPERIENCES SpeciJically  for  Gen  Y  based  on  in-­‐depth  customer  research  and  design  thinking  methodology @ravenchai 27
  28. 28. HAVING A SAY IN MANAGEMENT TEAM David  McQuillen Group  Customer  Experience Mr  David  McQuillen  joined  OCBC  in  January  2010  as  Senior  Vice  President  and  Head  of  Group  Customer  Experience.   @ravenchai Reference: http://www.youtube.com/watch?v=S1F-QxhGGBE + https://vimeo.com/45742142 28
  29. 29. DESIGN PRACTITIONER MAKING PRODUCT DECISIONS Bojan  Blecic VP  and  Head  Experience  Design @ravenchai 29
  30. 30. @ravenchai MY CURRENT EXPERIENCE WORKING WITH OCBC CX TEAM 30
  31. 31. PARTNERSHIP STAGE • • • • Problem  solving  as  a  team  from  different  BUs Consensus  building Senior  executives  are  involved  in  negotiation UX  workshops  are  mandatory  for  all  stakeholders Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html @ravenchai 31
  32. 32. SUMMARY RECAP Do UX work in stealth mode Story telling and celebrate success • Get business stakeholders involved in research and/or design work Balance between quick wins and long term strategic goals • Problem solving as a team from different BUs • • Consensus building Senior executives are involved in negotiation • @ravenchai • Be adaptive and flexible Shows value in project management • Partnership • • Acceptance Help to achieve quick wins • Curiosity • • Skepticism Addressing their pain points Take up the challenges UX workshops are mandatory for all stakeholders • 32
  33. 33. WHAT ARE THE MAJOR TRIGGERS? @ravenchai 33
  34. 34. COMPETITIVE ENVIRONMENT ”Businesses are extremely competitive, the need to differentiate your services is greater than ever” @ravenchai Reference: http://www.weforum.org/issues/global-competitiveness 34
  35. 35. ECONOMIC FOCUS To  turn  Singapore  into  a  leading  centre  for   contemporary  design  in  Asia. Extracts  from  of,icial  report,  The  “Design  Singapore”  Initiative @ravenchai 35
  36. 36. INCREASING GROUND-UP INITIATIVES @ravenchai 36
  37. 37. EVOLUTION OF DESIGN IN SINGAPORE Multi-­‐Channel   Design Service  Design Architectural,  Industrial  Design,   Product  Manufacturing Programming, Graphic  Design, Interactive  Web Testing, Evaluation Interaction   Design Focus Before 1995 Industrial  Design @ravenchai 2001 Web  Programming 2007 Usability  Engineering 2012 Experience  Design 37
  38. 38. CURATION FROM UXPA ASIA TEAM @ravenchai Another good reference: http://uxmatters.com/mt/archives/2012/03/soft-skills-for-ux-designers.php 38
  39. 39. ROAD TO DESIGN-CENTRIC CULTURE 1. GET BUY-IN FROM SENIOR MANAGEMENT 2. INVOLVE YOUR STAKEHOLDERS IN DESIGN PROCESSES 3. COLLABORATE WITH INTERNAL & EXTERNAL DESIGN PRACTITIONERS 4. MAINTAIN A LEARNER’S MIND AND ADAPT TO RAPID CHANGES @ravenchai Reference: http://www.fastcompany.com/52831/creating-design-centric-culture 39
  40. 40. 屢 戰 永 屢 不 敗 言 屢 棄 敗 致 屢 死 戰 方 休 ”I can accept failure, but I can’t accept not trying” -- Michael Jordan @ravenchai 40
  41. 41. RAVEN CHAI Email:  raven@uxconsulting.com.sg Twitter:  @ravenchai Publications  /  Featured  in:

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