GATECH MS-HCI PROFESSIONAL PRACTICE SEMINAR | DESIGNING VALUE AND IMPACT
This presentation was given at Georgia Tech's MS-HCI Professional Practice Seminar in the fall of 2019 to discuss designing value and impact by learning the language of business.
you leave this program and get a job. GATECH MS-HCI PROFESSIONAL PRACTICE SEMINAR | DESIGNING VALUE AND IMPACT Ryan Rumsey CEO/Founder, Second Wave Dive LLC @ryanrumsey
The perceived value users have in interactions with your product or service. UX CX GATECH MS-HCI PROFESSIONAL PRACTICE SEMINAR | DESIGNING VALUE AND IMPACT
Business stuff you should know. GATECH MS-HCI PROFESSIONAL PRACTICE SEMINAR | DESIGNING VALUE AND IMPACT https://www.reddit.com/r/reactiongifs/comments/5tqktd/mrw_i_cant_find_the_tv_remote_but_my_show_starts/
Source: https://theblog.adobe.com/design-ethics-who-designers-really-work-for/ GATECH MS-HCI PROFESSIONAL PRACTICE SEMINAR | DESIGNING VALUE AND IMPACT
Dell’s strategy is to provide affordable and highly customizable products to consumers quickly through a top-notch supply chain and logistics operation.
Apple’s strategy is to provide premium and easy- to-use products to consumers through integrated systems, high quality buying experiences, and innovative design.
Same words, different expectations Expects… Schedules Agendas Examples Proof Numbers Expects… Trust & Patience New behavior New thinking “Imagination” “Creativity” Design Business Talks about… Innovation Breakthroughs Disruption Results Impact Source: Tom Mulhern and Steve Portigal
Overlaps and gaps in meaning There are some overlaps—and some gaps. BUSINESS STRATEGY XD STRATEGY COMPETITIVE FORCES ? What’s happening around us? MARKET OPPORTUNITY HUMAN INSIGHTS What do people need? DIFFERENTIATION XD CHARACTERISTICS How can we uniquely help? ? INSPIRATION & VISION What would that look like? A PLAN XD BREADTH & DEPTH What do we need to do? Source: Leah Buley
“For all the value they could create, too often designers appear naive in the face of genuinely understanding cultures of decision-making.” - Dan Hill, Dark matter and trojan horses. A strategic design vocabulary.
Use design methods to understand colleagues and anticipate behavior. Framing the Now How Might We Explore Potentials Identify & Release D iverging D iverging Converging Converging
Business leaders have consider a variety of lenses when making decisions. ECONOMICS CUSTOMERS EMPLOYEES SHAREHOLDERS PROCESSES PARTNERS ORGANIZATIONS LEGAL SOCIETY STRATEGY SUPPLIERS PERFORMANCE REGULATIONS SOCIAL ENVIRONMENTAL
The ROI of Retention = x x Number of customers 1,900,000 Annual customer value $100 Projected % - current % (12%-10%) Incremental $ earned $3.8M This is business viability. Project costs should not exceed this!
The ROI of Retention = x x Number of customers 1,900,000 Annual customer value $100 Projected % - current % (12%-10%) Incremental $ earned $3.8M This is business viability. Project costs should not exceed this! Typically, this number comes from segment data. Segments are not personas, but knowing the segment gives you focus to align personas to.
The ROI of Retention = x x Number of customers 1,900,000 Annual customer value $100 Projected % - current % (12%-10%) Incremental $ earned $3.8M This is business viability. Project costs should not exceed this! Typically, this number comes from segment data. Segments are not personas, but knowing the segment gives you focus to align personas to. Here’s your target to test different solutions against. In this hypothetical, we want to test an increase in retention with different design options.
The ROI of Retention = x x Number of customers 1,900,000 Annual customer value $100 Projected % - current % (12%-10%) Incremental $ earned $3.8M This is business viability. Project costs should not exceed this! Typically, this number comes from segment data. Segments are not personas, but knowing the segment gives you focus to align personas to. Here’s your target to test different solutions against. In this hypothetical, we want to test an increase in retention with different design options. Without a base value, we can’t calculate an ROI.
The ROI of Retention = x x Number of customers 1,900,000 Annual customer value $100 Projected % - current % (12%-10%) Incremental $ earned $3.8M This is business viability. Project costs should not exceed this! Typically, this number comes from segment data. Segments are not personas, but knowing the segment gives you focus to align personas to. Here’s your target to test different solutions against. In this hypothetical, we want to test an increase in retention with different design options. Without a base value, we can’t calculate an ROI. IF MATH ISN’T USED, IT’S A GUESS
The ROI of Retention = x x Number of customers 1,900,000 Annual customer value $100 Projected % - current % (12%-10%) Incremental $ earned $3.8M This is business viability. Project costs should not exceed this! Typically, this number comes from segment data. Segments are not personas, but knowing the segment gives you focus to align personas to. Here’s your target to test different solutions against. In this hypothetical, we want to test an increase in retention with different design options. Without a base value, we can’t calculate an ROI. THERE IS NO WAY TO CALCULATE ROI OF A GUESS
The ROI of Retention = x x Number of customers 1,900,000 Annual customer value $100 Projected % - current % (12%-10%) Incremental $ earned $3.8M This is business viability. Project costs should not exceed this! Typically, this number comes from segment data. Segments are not personas, but knowing the segment gives you focus to align personas to. Here’s your target to test different solutions against. In this hypothetical, we want to test an increase in retention with different design options. Without a base value, we can’t calculate an ROI. IT’S YOUR JOB TO IGLIGHT THIS AS A RISK!
Align design recommendation options to costs and benefits of each. Year 1 Year 2 Year 3 Total bene!ts $1,500,000 $3,600,000 Total costs -$500,000 -$200,000 -$100,000 Net Cash Flow -$-500,000 $800,000 $3,300,000 Total ROI
Show the risks and strengths of options to recommend a path forward. Desirability Score 84.00% B Usability 86.9% B Functionality 91.9% A Credibility 64.5% D Awareness 87.9% B Strengths Weaknesses Opportunities Threats • No extra cost expenditures towards capabilities or planning • Resources will not be allocated and can be focused on business as usual tasks • No remarkable growth can be expe increasing productivity • Users will continue to have to re-in representatives in the phone chann situation • Resources not spent on new capabilities could be directed towards training and employee incentives • Allows for further research and on current economic climate and focus on other potential future opportunities • Org remains vulnerable to market • Member satisfaction may diminish expectations grow across the indus • Decreased member retention and u needs remain unfulfilled
and apply new or familiar tools. 2 Embrace existing cultures to drive cultural shifts 3 Evaluate the business you’re in to influence the future of doing business