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UXA2023 Sarah Heimeier - Digital transformation...

UXAustralia
August 24, 2023

UXA2023 Sarah Heimeier - Digital transformation – A framework for success

How to deliver a design project that gets results.

Design can make or break a digital transformation project, so it's well worth getting right. Sarah Heimeier has led dozens of successful transformations for some of Australia’s largest financial institutions and leading FinTechs, and in this talk she'll share her winning framework. You'll leave with practical, actionable steps to deliver your project in a way that aligns with your business goals, enables new technology, and has the whole team celebrating.

UXAustralia

August 24, 2023
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  1. © 2023. All Right Reserved. Please credit Sarah Heimeier if

    you are using, reusing, or creating derivatives or variations of any of this. Thank you! Sarah Heimeier Digital transformation: a framework for success How to deliver a design project that gets results © 2023. All Right Reserved. Please credit Sarah Heimeier if you are using, reusing, or creating derivatives or variations of any of this. Thank you!
  2. The framework is technically there, but it’s moments away from

    collapsing because the foundations weren’t laid properly.
  3. Definition Digital transformation Using digital technologies to create new, or

    modify existing business processes, people, culture, technology and customer experiences to meet changing business and market requirements. Often focused on enabling the business to deliver on their strategy. Reference: Salesforce
  4. How can we make a meaningful change which will be

    good for customers and good for business?
  5. Why projects fail? Being unprepared for setbacks • There’s always

    the possibility of something unexpected happening • Having a contingency plan in place 1 No clear vision + conflicting priorities • You need a vision and strategy • Have clear goals and targets to understand whether the project is successful 2 Doing too much, too fast, all at once • Shiny toy syndrome • Focusing on implementing things that don’t have a solid business case 4 Resistance to change • Everyone is stuck in their ways • They have culture shock to the change 3 Lack of leadership • Lack of long-term commitment • Lack of leadership support 5
  6. Define your objectives Get everyone aligned Define the project and

    what you’re working towards Define PROJECT OBJECTIVES
  7. Example: Framework for defining the project Project X Project objectives

    Existing work Background information Deliverables Who is on the team? Ownership and responsibilities Scope Success metrics Define your objectives
  8. Example: Define your ways of working Define your objectives How

    do we collaborate? Who is responsible for what? How do we share updates? What are our team goals? Define your ways of working
  9. Example: Decision making framework – Steer Co Define your objectives

    Steer Co Share updates Accountability Honesty Clear any roadblocks Your Team Empowered to make decisions Transparency
  10. Define the current experience Define How does it all link

    together? Customer experience, front of house, back of house, systems, processes Understand all of the steps that are involved in the experience Positives, pain points, value, differentiators, opportunities
  11. Example: Observations of teams Define current experience Understand the end

    to end process Understand the activities that are completed Observe systems Listen to calls
  12. Example: Blueprint and workshop Define current experience Step 1 Step

    2 Step 3 Step 4 Step 5 Positives What works well? Pain points What doesn’t work well? Opportunities, value, differentiators Experience blueprint Experience workshop
  13. Define the future experience Define Where are you heading? Get

    crystal clear What does your transformation involve? Strategy, success, direction Your plan may deviate - you need a North Star to guide you
  14. Example: Define what you need to do Define future experience

    Objectives Experience Principles Vision Systems & processes Differentiators People Needs Capabilities Value Jobs to be done Roles
  15. Example: Sales and service future state workshop Define future experience

    Strategy♟ • What is our vision statement? • What are our objectives? Benefits and value 💎 • What value are they delivering? • What benefits do we want to deliver? People 󰳕 • What does the team look like? • How does the team change? • What is the new structure? What are the roles that will exist? Processes & systems 🛠 • How does technology support them to do their job? • What technology do we need to deliver our desired experience?
  16. Decide on your selection criteria Requirements of the new platform

    to allow for your future experience Create a checklist to assess different platforms Link to your future vision - the capabilities, requirements and needs Decide
  17. Example: Selection criteria for decision engine Decide on your selection

    criteria What exists in market Our vision Selection criteria
  18. Example: Selection criteria for decision engine Decide on your selection

    criteria What exists in market Our vision Selection criteria
  19. Decide on your technology Decide Refine your list of technology

    options against your selection criteria Understand the experience of current users of the technology Organise showcases with your selected organisations
  20. Example: Selection criteria for decision engine Decide on your technology

    What exists in market Our vision Selection criteria Tech company A Tech company B Tech company C Tech company D
  21. Example: Selection criteria for decision engine Decide on your technology

    What exists in market Our vision Tech company B Tech company A Each company showcases: • The same specific case study • How different experiences or scenarios would work on their system
  22. Vendor comparison Company A Company B Similarities Gaps Usability Engineer

    experience Scalability Logic Relationship Speed to market Recommendation Example: Selection criteria for decision engine Decide on your technology
  23. Decide on your Minimum Lovable Experience Decide You know the

    pain points you’re solving, technology and vision - now scale it back to what’s achievable Decide on an experience that delivers value and benefits to the business Align the value to the effort needed to deliver the experience
  24. Example: Increasing value with every release Decide on your Minimum

    Loveable Experience Value Value Value Value 💎 Value 💎 Value 💎💎 Value 💎💎💎 Q2 Q1 Q3 Q4 Value
  25. Example: Increasing value with every release Decide on your Minimum

    Loveable Experience Value Value Value Value 💎 Value 💎 Value 💎💎 Value 💎💎💎 Q2 Q1 Q3 Q4 Value
  26. Example: Launching product on a new platform Decide on your

    Minimum Loveable Experience Week 1: Experience planning Week 2: Delivery planning ❏ Vision ❏ Define the project – again! ❏ Identify dependencies ❏ Define the Minimum Lovable Experience ❏ Identify any assumptions / research needed ❏ Define rough stories and sprints ❏ Define our delivery plan ❏ Refine our ways of working Kick-off sprint: 2-week inception
  27. Example: Launching product on a new platform Decide on your

    Minimum Loveable Experience Phase Front of house Back of house Systems Customer actions Experience steps Line of interaction 🫱 Line of visibility 👀 Phase Phase Phase
  28. Example: Launching product on a new platform Decide on your

    Minimum Loveable Experience Phase Front of house Back of house Systems Customer actions Experience steps Line of interaction 🫱 Line of visibility 👀 Phase Phase Phase Get alignment
  29. Example: Launching product on a new platform Decide on your

    Minimum Loveable Experience Phase Front of house Back of house Systems Customer actions Experience steps Line of interaction 🫱 Line of visibility 👀 Phase Phase Phase
  30. Deliver your technology Making choices to deliver the right experience

    Commit to what you will deliver each sprint Deliver Be iterative and incremental Think Plan Do Review Shout out to Terry Thornton
  31. Example: Unsuccessful delivery Deliver your technology Not enough discovery done

    Incorrect objectives from the start Too much commitment, not enough incremental iteration Experience didn’t match what users were looking for and their behaviour Users didn’t trust the tool and no one used it Do the right amount of discovery Define what the users need and accurate objectives from get-go Commit to what you’re building while being iterative and incremental The experience will be the meaningful change users needed Successful delivery!
  32. Example: Set up for delivery success Deliver your technology Get

    the first stories defined Refine the designs Create the research plan Get the environments set up Ensure everyone has the tools, capabilities and support they need
  33. Deliver your change management Deliver Change management is MORE important

    than delivery If the stakeholders and customers aren’t going to use it, then what is the point of it?
  34. Change management ≠ comms = continuous stakeholder management = engaging

    with stakeholders = working with stakeholders = having them part of the project
  35. Example: Stakeholder map Deliver your change management Name Role Name

    Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Name Role Decision maker Key influencer Product Tech Finance Design Legal + compliance
  36. Example: Core vs extended team Deliver your change management Extended

    team Name Role Name Role Name Role Name Role Name Role Name Role Core team Name Role Name Role Name Role Name Role
  37. Accountable Responsible (core team) Name Role Name Role Name Role

    Name Role Name Role Name Role Name Role Name Role Name Role Name Role Consulted (involved / extended team) Informed Name Role Name Role Name Role Name Role Example: RACI stakeholder map Deliver your change management Decision maker Heavy influencer Steer co Doing the work, full time on the project / team Responsible Accountable Answers for the work – often leadership Consulted Experts / SMEs to learn from. Regularly providing input or helping to move work forward, project isn’t their sole focus Informed Kept in the loop, stay up to date and will provide feedback / input when necessary
  38. Example: Decisioning project Deliver your change management Compliance Sales Finance

    Support Legal Data Discovery Ask assumptions Clarify assumptions Gain confidence Ask questions ⚖ Who to talk to about what?
  39. Showcase Playback Showcase Decision Decision Playback Decision Example: Stakeholder engagement

    plan Deliver your change management Kick off Discovery Insights Prioritisation Solution discovery Solution definition Workshop Workshop Workshop Workshop Workshop 🏛Compliance 💰Finance 🛠Support 🎯Sales ⚖Legal 🏛Compliance 📊Data ⚖Legal 📊Data
  40. Deliver your North Star Deliver It should have evolved over

    the project Marry value to effort As you figure out what worked, and what didn’t Evolve the Minimum Lovable Experience you delivered to get you closer to your North Star
  41. Example: Regular research plan between release Deliver your North Star

    How are the team finding the experience? What areas do we need to improve? Where do we have gaps in our knowledge? What areas are working well? What areas aren’t?
  42. Example: Regular research plan between releases Deliver your North Star

    Release Experience survey Interview teams on new experience Observations Define the problem Solution design + testing Synthesis + Insights Synthesis + Insights Synthesis + Insights Refine the experience Refine the experience
  43. Example: Screen and user flow Deliver your North Star User

    flow Apply Approve Adjust New New New
  44. Culture Spend time building trust, connection and getting to know

    the people on your team You need an overall culture that supports you to deliver your best work 100% committed and belief in the vision 4 critical factors 1
  45. Culture: Company values 4 critical factors Customer obsessed One team

    Simplify Deliver value fast Be bold, open & real Think like an owner 🤩 💡 🗣 🚀 󰛕 󰛒 Allows us to give feedback and kudos in alignment with them Helps us to have common behaviours that we will all strive to achieve
  46. Culture: Define what’s important for a successful team 4 critical

    factors = Positive intent Shared values Trust Open conversations Vulnerability Build relationships Honesty Clear roles and responsibilities Successful team
  47. Culture: Cadences example 4 critical factors Ways of working: Defined

    roles, responsibilities and cadences M T W T F Week 2 Daily standup Daily standup Daily standup Daily standup Daily standup Showcase Kickoff Retro + kudos Planning Friday fun 🍕 Daily standup Friday fun 🍕 Daily standup Daily standup Daily standup Daily standup Steer co Week 1
  48. Communication Lack of alignment is key to failure of digital

    transformation projects Check-ins with executives and senior stakeholders Cadences to hold everyone accountable Honest and transparent 4 critical factors 2
  49. Communication: Scheduled sharing 4 critical factors Sharing cadences M T

    W T F Week 2 Daily standup Daily standup Daily standup Daily standup Daily standup Showcase Kickoff Retro + kudos Planning Friday fun 🍕 Daily standup Friday fun 🍕 Daily standup Daily standup Daily standup Daily standup Steer co Week 1
  50. Communication: Scheduled sharing 4 critical factors Sharing cadences M T

    W T F Week 2 Daily standup Daily standup Daily standup Daily standup Daily standup Showcase Kickoff Retro + kudos Planning Friday fun 🍕 Daily standup Friday fun 🍕 Daily standup Daily standup Daily standup Daily standup Steer co Week 1 Sharing what has been done with the wider organisation Connecting with others Specific questions to answer Key decisions Areas you need feedback on Showcase Steer co Blockers
  51. Cost Balance value and effort Desirability, viability, feasibility Identify your

    business case and make sure it is valid Vision and strategy - align to where the company wants to head 4 critical factors 3
  52. Cost vs Value Cost: Business case analysis 4 critical factors

    Business case analysis Business value checklist: ❏ Scalable ❏ Efficiency ❏ Revenue ❏ Customer satisfaction ❏ Meet regulatory requirements Customer value checklist: ❏ Price ❏ Service ❏ Convenience ❏ Control and options ❏ Product ❏ Feel valued Why How Cost benefit analysis What Are you sure you want to do that? Maybe reconsider your business case?
  53. Business case analysis Cost: Cost vs Value 4 critical factors

    Opportunity area “How might we..?” Description / pain points Activity based costing Cost of delivery Cost savings for team Conversion numbers Time spent on activity Number of times pain point of activity occurs Cost vs Value
  54. Change You can depend on change happening Change is key

    to success Know and accept that your plan will change - and be prepared for it Your plan is out of date as soon as you make it 4 critical factors 4
  55. Keep evaluating how you’re going Understand what needs to change

    You can’t manage what you don’t measure Change: Success measures 4 critical factors Success measures
  56. 70% confidence Because perfect is the enemy of good Change:

    Designing an experience 4 critical factors
  57. Change: Try and pivot 4 critical factors Week 1 Week

    2 Week 3 Is everything good, or are we lost? Make a change when it’s needed Have the ability, courage, conviction and support Be iterative and incremental Explore Test Reset Give yourself an allocated amount of time to test something out
  58. Know when to accept the sunk cost Be open to

    changing Stop, and look back Try, then pivot Change: Try and pivot 4 critical factors
  59. Define Objectives Current experience Future experience Decide Selection criteria Technology

    Minimum lovable experience Deliver Technology Change management North star © 2023. All Right Reserved. Please credit Sarah Heimeier if you are using, reusing, or creating derivatives or variations of any of this. Thank you! Culture Communication Cost Change
  60. Connect with me Sarah Heimeier I share my knowledge of

    design, and coach the next generation of super stars 🌟