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Strategic UX Workshop at UX London

leisa
April 20, 2012

Strategic UX Workshop at UX London

slides from my workshop on Strategic User Experience

leisa

April 20, 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. ‘when a meeting, or part thereof, is held under the

    Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed’ http://www.chathamhouse.org/about-us/chathamhouserule
  4. exercise 1. what are the top three factors in your

    organisations that restrict your ability to deliver excellent user experience? - individual thought. 5mins - share experiences
  5. 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.’
  6. ‘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
  7. choose an organisation from the deck provided imagine you are

    starting that organisation from scratch. how might you design the organisation in a way that will make it easier for it’s people to deliver great UX? ? exercise 2. design the ORG chart. where does UX fit in your organisation? how does a project come about in your organisation? How do you make sure it makes sense & is well designed? how do you incentivise good user experience in your organisation?
  8. 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
  9. 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>
  10. 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
  11. 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
  12. ‘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
  13. 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
  14. our brand is the only ____________ that _____________ - Marty

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

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

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

    important set of needs for an important set of customers’ - Michael Porter
  18. Business Model YES! you need to understand it NO! you

    don’t need an MBA (unless you want one) Make sure you understand where the money comes in and goes out (both costs or customers lost).
  19. An experience strategy is that collection of activities that an

    organization chooses to undertake to deliver a series of (positive, exceptional) interactions which, when taken together, constitute an (product or service) offering that is superior in some meaningful, hard-to-replicate way; that is unique, distinct & distinguishable from that available from a competitor. - Steve Baty http://johnnyholland.org/2009/06/04/what-is-an-experience-strategy/
  20. > Systems & Infrastructure > Leadership & Culture > Customer

    Touchpoints > Alignment with Brand > Use of Insight CX Responsibilities
  21. 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
  22. 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
  23. you need to get this in an agreed set of

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

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

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

    How to Change Things When Change Is Hard, Dan & Chip Heath
  27. exercise 3. design your homepage (and present it) (opt for

    something relatively simple over really tricky interactions, something like a product page is a good choice) 1. defining (writing down) the primary persona for the page & their primary goals/desires for the interaction. 2. working out how you would measure success for this interaction 3. brainstorm key elements to include on the screen (individually then aggregate ideas) 4. prioritise elements using persona/business goals as criteria 5. designing the screen use a collaborative, strategic approach to the design by: capture your workings, you’re going to present this.
  28. 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
  29. top down current business practices make it virtually impossible for

    companies to deliver consistently good UX this is our most important, long term, strategic UX design project. don’t accept that business as usual is the way it should be.
  30. bottom up big change takes time (optimistic estimate 5yrs) use

    strategic UX model to frame ‘naive’ questions for clarity around business strategy and offer assistance by facilitation we can’t wait for change before we act. use strategic UX create frameworks for bridging silos to build a shared understanding of a more holistic customer experience conduct & present UX project work in relation to business & CX strategy.
  31. how can you immunise yourself against ‘how we do things

    round here’ but still get stuff done.