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Strategic UX

leisa
May 24, 2012

Strategic UX

talk given at General Assembly, London 23 May 2012

leisa

May 24, 2012
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  1. UX interested primarily in the design of digital touch points

    that make people pleased to be our customers STRATEGY sequence of tactics executed in order to achieve a stated goal. +
  2. ‘everyone has a plan, until they get punched in the

    face’ - Mike Tyson, World Heavyweight Boxing Champion
  3. why most UX is shite UX is a symptom of

    organisational culture disambiguity.com/why-most-ux-is-shite/ most organisations don’t really care about UX
  4. Christopher Simmons - http://www.aiga.org/content.cfm/what-design-cant-do If you want to be a

    brand, you have to work from the inside out. A great logo isn’t going to make a shitty product any less shitty, any more than a hard worker is going to make a bad boss a compelling leader.’
  5. ‘People don’t buy what you do, they buy why you

    do it’ ‘Do business with people who believe what you believe’ The Golden Circle - Simon Sinek
  6. strategy is simple 1. Have a vision of a future

    state 2. Set goal to help achieve vision 3. Work out plan to achieve goal 4. Execute plan 5. Celebrate
  7. coming up with a strategy is the easy part. 1.

    Being brave enough to share a vision (that might be wrong) 2. Being brave enough to set a goal (and stick to it long enough) 3. <Come up with strategy - simples> 4. Be able to maintain focus on executing strategy (allowing for feedback to correct path but not be distracted) 5. <Stop celebrating launches>
  8. the way most business works these days makes good UX

    hard to do. - Short term focus - Functional accounting - Functional silos - Hierarchical rewards - Distance of management from customers - Shareholder value rather than customer value
  9. target audience value proposition customer experience strategy strategy driven tactical

    execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology
  10. ‘With respect to the definition of business purpose and business

    mission, there is only one such focus, one starting point. It is the customer. The customer defines the business’ - Peter Drucker Management: Tasks, Responsibilities, Practice
  11. What the customer thinks he or she is buying, what

    he or she considers value is decisive – it determines what a business is, what it produces, and whether it will prosper. And what the customer buys and considers value is never a product. It is always a utility – that is, what a product or service does for him or her. And what is value for the customer is anything but obvious. - Peter Drucker, Management: Tasks, Responsibilities, Practice
  12. our brand is the only ____________ that _____________ - Marty

    Neumeier Zag: The #1 Strategy of High Performance Brands
  13. ‘make mantra’ - Guy Kawasaki Authentic Athletic Performance - Nike

    Fun Family Entertainment - Disney Rewarding Everyday Moments - Starbucks
  14. you need to get this in an agreed set of

    words and use those words, often.
  15. ‘How can you deliver a unique value to meet an

    important set of needs for an important set of customers’ - Michael Porter
  16. > Systems & Infrastructure > Leadership & Culture > Customer

    Touchpoints > Alignment with Brand > Use of Insight CX Responsibilities
  17. target audience value proposition customer experience strategy strategy driven tactical

    execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology
  18. A team that has a shared mission that is important,

    does not get thrown off by a bad quarter or a bad press report. - Gary Hemel
  19. Jared Spool’s guide to #1 Principles come directly from research

    #2. Helps you say ‘no’ most of the time #3 Distinguishes you from your competitors #4 Might be reversed in a future release #5 Was evaluated for this project #6 Its meaning is constantly tested http://www.uie.com/articles/creating-design-principles/ creating great design principles
  20. you need to get this in an agreed set of

    words, written down. use those words, often.
  21. guerrilla CX metrics 1. new customers: volume & value 2.

    lost customers: volume & value with reasons 3. renewals with reasons 4. referrals by customer group 5. revenue and profitability by customer group ref: Jeanne Bliss in Chief Customer Officer: Getting Past Lip Service to Passionate Action,
  22. actionable metrics - Split tests (A/B, Multivariate) - Funnel analysis

    - Cohort analysis - Per Customer analysis - Keyword analysis ref: Eric Ries, Lean Startup
  23. Make change emotional Make the next step clear ref: Switch:

    How to Change Things When Change Is Hard, Dan & Chip Heath
  24. facilitating company-wide empathy for the end user. encouraging exploration, understanding,

    collaboration and shared ownership of the user experience.
  25. prioritising work with reference to research end user needs &

    clearly communicating business and experience goals
  26. target audience value proposition customer experience strategy strategy driven tactical

    execution 4. 3. 2. 1. vision (business purpose) what are you trying to achieve? what’s the plan? how do we execute the plan? customer experience business model business strategy customer journey map personas design principles KPIs and metrics prioritisation experience modelling design evaluation framework strategy driven methodology