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Surviving the Enterprise Storm - Designing in Complex Organizations

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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.

Published in: Design
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Surviving the Enterprise Storm - Designing in Complex Organizations

  1. 1. Surviving the Enterprise Storm Designing in Complex Organizations A corporate redemption story by @RianVDM
  2. 2. What’s so wrong with enterprise software?
  3. 3. enterprise software Too much legacy Lack of empathy Why sucks
  4. 4. Lack of empathy Sold to Used by !=
  5. 5. Lack of empathy Control Configurability Compliance Features Get stuff done
  6. 6. 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.
  7. 7. Lack of empathy Build for Features & timelines Build for The Job to be Done
  8. 8. enterprise software Lack of empathy Too much legacy Why sucks
  9. 9. Too much legacy Waterfalls Silos Bureaucracy
  10. 10. 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
  11. 11. The dysfunction in the organization becomes the dysfunction in the product, and that gets passed on to customers. — Jon Kolko
  12. 12. How do we survive it?
  13. 13. Show the business value of design
  14. 14. 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
  15. 15. From Software Engineering: A Practitioner’s Approach Costofmakingchanges 1x During
 Design 100x After Launch 6x During
 Development
  16. 16. Shrink user-centered design to fit
  17. 17. 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
  18. 18. Turn Sales into a product design function
  19. 19. Product Forces Framework
  20. 20. Pay down yo debt
  21. 21. Technical Debt Time — Henrik Kniberg
  22. 22. Technical Debt Time Debt baseline Debt ceiling — Henrik Kniberg
  23. 23. Break down silos through collaboration
  24. 24. Product Discovery Design Studio & Prototyping User Research Modern collaboration techniques
  25. 25. visualizing data A note about <rant>
  26. 26. Data-ink Ratio (aka Chartjunk)
  27. 27. Data-ink Ratio (aka Chartjunk)
  28. 28. (aka Chartjunk)
  29. 29. </rant>
  30. 30. “We enable people to work better together using simple, smart, beautiful products.” — Elisa Steele, CEO of Jive
  31. 31. jivecircle.com
  32. 32. 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
  33. 33. @RianVDM elezea.com jivesoftware.com/careers

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