SlideShare una empresa de Scribd logo
1 de 212
Descargar para leer sin conexión
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Designing Delivery:

A Unified Approach to Digital Service Quality
@jeffsussna
Me: IT consultant/design thinker
Practice: help digital businesses deliver continuous value

Career: Dev/QA/Ops

Background: liberal arts
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
What happens when we apply design to IT itself?
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Service design meets DevOps meets complexity
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Products -> services
Things -> experiences

Transactions -> relationships

Convincing -> understanding
Silos -> infusion
Is the coffee shop for chatting or working?

Is your phone for calls/photos/email?

Is your car a car or a Spotify client?
Complicated -> complex
Is your car radio Honda’s fault or Spotify’s?

Is online customer subscription management SoE or SoR?

Do your customers call support or just complain on Twitter?
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Complexity is strange and counterintuitive
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
“…the automation was not operational due to an
unrelated failure…”
-Google
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Efficiency -> adaptability
Kodak lasted 100 years before being disrupted

Microsoft lasted 30 years

Apple went from world’s most valuable company to a ? in 1 year
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Brand promise shifts from delivery to conversation
The new business imperative
Engineer robustness -> navigate complexity

Push product/message -> co-create product/message
Exercise:
Where/how does complexity impact design?

Example: how did that birthday reminder get in my calendar?
What is business? Control
Profit, market share, stock price

Product quality, customer satisfaction

Operational efficiency, employee behavior 

…
Industrialism: the age of control
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Taylorism
Time/motion studies -> standardized activities

Separation of planning/management from execution

The problems with industrial control
Product-centric

Efficiency/scale over adaptability

Assumes predictability

We need a new, post-industrial model of control
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Cybernetics: kybernetes, “good steering”
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Horst Rittel: design methods founder, cyberneticist
Lean Startup is a cybernetic methodology
Product development: predict the customer’s trajectory

MVP: calibrate your aim

Pivot: adjust your prediction
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
“Cybernetics needs to be applied to itself”
-Margaret Mead
How do you adopt <methodology>?
Steering -> self-steering
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
The cybernetic insight
Life/business is a never-ending process of adaptation:

Internal/external

Product/process/organization

Design/operations
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
“I like cybernetics: its intrinsic circularity helps me see
myself through the eyes of the other.”
-Heinz von Foerster
Exercise:
What happens when we shift from linear to circular thinking?

Example: “including” support in planning
How do we become self-steering organizations?
Principles and practices
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Minimize delay, maximize feedback:
New measure of end-to-end efficiency: course correction

Design signals, not just features

Apply to internal and external relationships
Agile: “continuous delivery of valuable software”
“Agile processes harness change 

for the customer's competitive advantage"
Agile optimizes for steering, not speed
Beware temptation to re-industrialize
LeanUX: "giving Agile a brain"
The cybernetics of what to deliver
DevOps completes the Software-as-a-Service equation
The cybernetics of how to deliver (and listen/respond)
DevOps isn’t just about faster application delivery
Inseparability of functionality and operability 

Flow + feedback = learning
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Microservices
“a new organizational as much as a new architectural model"
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Design for failure, operate to learn:
Design for resilience

Use failure as information
Treat operations as an input to design:
Seek out operational insight

Expose internal and external interactions

Listen to reality -> act on what you hear
Exercise:
Design for failure and learning

Example: database crash while reserving a hotel room
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Design for service, not just software:
Start with the customer’s larger needs & goals

Address experience across touchpoints and time

Treat employees as customers
What is the real meaning of service?
Software product quality
“The software meets the spec.”
Software service quality
"The service helps customers accomplish jobs-to-be-done"
ITIL v.3 definition of service:
“…delivering value by facilitating outcomes customers want…”
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Service value is co-created in use
Customers “hire” services to help them accomplish larger goals
"The product is the trip."
-AirBnb designer
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Service exposes the sausage factory
Service exposes the sausage factory
Service exposes the sausage factory
Seek empathy:
Approach everything you do as user-centered design 

Use operations to better understand the customer’s perspective
Exercise:
Design for internal/external jobs-to-be-done

Example: Amazon Web Services
When you:
Minimize delay, maximize feedback +

Design for failure, operate to learn +

Treat operations as input to design +

Design for service, not just software +

Seek empathy…
…design becomes continuous
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
“Continuous design is fractal”
-after Andy Polaine
How do we ensure service quality?
Four dimensions of service:
Outcomes

Access

Coherency

Continuity
Outcomes
Do the elements work correctly?

Are they usable? Do they fit into my workflow?

Do they help me accomplish my job-to-be-done?
Access
Can I use the service how and when I need to?

Performance, scalability, security, visibility…
Access depends on humans not just systems
Biz/tech operations staff are customers too

“Running the service” helps me accomplish my goals
Access is about repair not just prevention
Failure is inevitable in complex systems

Solving problems contributes to customer satisfaction
Coherency
Does the service address my entire journey?

Does my experience hang together?

Does it integrate with the surrounding context?
Continuity
Does the service evolve along with me and my world?

Bugs, improvements, evolution…
Design and development become part of operations
Managing change becomes a UX concern
Releasing features trigger employee and customer journeys

Need to design across time, not just space
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Exercise:
Design and testing across the four dimensions

Example: Spotify privacy policy failure
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Exercise:
Self-steering from here to there

Example: the Leadenhall Building
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
In conclusion…
Product-centric -> service-centric thinking
Captures the essence of industrial -> post-industrial shift 

The most important and difficult mindset shift to make
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Service exposes the sausage factory
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Ingineering.IT:
Coaching and assessments
Workshops
Strategic design and communication
Thank you!
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Design Upstream
Scaling Design Culture in your Organization
Chris Avore / @erova / March 30 2016
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
But enough about me
Today’s Agenda
• Introduction
• Lecture
• The current state:

Design in your organization
Second halfFirst half
• Lecture
• The future state:

Enabling change as a team
• Wrap up
people are
thinking
talking
writing
about culture
“Type a quote here.”
The Defining Elements of a Winning Culture
There’s No Such Thing as a Culture Turnaround
A Winning Culture Keeps Score
How to Engender a Performance Culture
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
why now?
Business needs to
• reduce costs
• improve quality of products & services
• identify new opportunities for growth
• increase productivity
meanwhile…
Businesses are suffering from:
• Incremental or little innovation
• losing market share to new ideas,
competitors
• finding fundamental problems too late
• job descriptions that confine talent
• cultures of hoarding vs sharing
It used to be that when we said we were
going to be design-driven, the
engineers said, “Well, here’s the
technology constraints.”
!
The product manager said, “Well, here’s
the thing we have to solve,” and then
gave it to the designers and said…
http://www.businessweek.com/articles/2014-03-20/intuit-how-design-drove-its-turnaround
http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround
Make it pretty before it ships
http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround
Make the logo bigger!
Make it pop!
This doesn’t look like Apple
Less whitespace plz kthx
is this above the fold?
deliver the
planned thing
deliver the
right thing>
Design averse culture leads to…
• low morale
• distrust among departments, teams
• design team perceived as
decorators, not deciders
• loss of credibility in good design
• high turnover
A respectful, multi-team collaborative
working environment where designers
are empowered to effectively solve
business problems via exploration,
iteration, and validation.
Solve better problems
Design better products
Right people
Right room
Right questions
If they want you to cook the dinner, at
least they ought to let you shop for
some of the groceries.
“
What barriers prevent UX from
having a greater impact?
30 minute exercise

10 minutes: Jot one barrier per Sticky
20 minutes: organize Stickies into themes
Label themes and be prepared to share with group
15 minute discussion
https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
“What barriers prevent UX from
having a greater impact?”
LACK OF
LEADERSHIP
11%
OVERALL FIRM CULTURE
9%
https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Perception
problem
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Influence
problem
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Visibility
problem
What do UXers do to impede
having a bigger impact?
15 minute discussion
Look in the mirror too
• Speaking different languages
• Different measures of success
• Not embracing wider goals
• Deliverable Dogma
• Assuming non-designers don’t get design
Change Management Problem
But before you can change, you
need to know where you are today.
Limited to feature
implementation
Design informs product
strategy, opportunity, innovation
Strategy
PROGRESSING / TACTICAL MODERN / STRATEGIC
Build solutions based on
requirements, specs
• Address problems first
• Establishes standards,
patterns, priorities
Design
Tactical usability testing
validate features
• Beyond screens or dept
• Hypothesis-based
• Quant and Qual lenses
Research
OUTDATED PROGRESSING MODERN
SCOPE
Ad#hoc,#
digital#only
Multiple#digital#
touchpoints
End5to5end,#digital#and#non5
digital
STRATEGY
Absent
Gather#requirements Set#vision#and#shape#a#road#
map#aligned#to#firm#strategies
RESEARCH
Usability#testing
Iterative#testing
Ethno#research
Qualitative/quantitative#drive#
hypothesis5driven#experiments
DESIGN
Wireframes
Process#goes#from#
sketch#to#high5fidelity
Sets#and#governs#experience#
standards
STAFFING
Generalist#individual#
contributors#only
Full#teams#with#
research,#IxD/visual#
design,#prototypers
Executive#leadership#plus#
centralized#strategy#and#
governance
Identify 1 point in each attribute of
design teams on the maturity model
where you want to advance one step.
Then briefly describe your plan of how
you could lead that change effort.
15 minutes to complete
15 minutes table discussion
OUTDATED PROGRESSING MODERN
SCOPE
Ad#hoc,#
digital#only
Multiple#digital#
touchpoints
End5to5end,#digital#and#non5
digital
STRATEGY
Absent
Gather#requirements Set#vision#and#shape#a#road#
map#aligned#to#firm#strategies
RESEARCH
Usability#testing
Iterative#testing
Ethno#research
Qualitative/quantitative#drive#
hypothesis5driven#experiments
DESIGN
Wireframes
Process#goes#from#
sketch#to#high5fidelity
Sets#and#governs#experience#
standards
STAFFING
Generalist#individual#
contributors#only
Full#teams#with#
research,#IxD/visual#
design,#prototypers
Executive#leadership#plus#
centralized#strategy#and#
governance
What’s next
• Enabling Change
• Team-based scenario challenge
• Additional practical approaches
• Wrap up
Enabling Change
Find an advocate
Establish a sense of urgency
Craft a vision and a story
Communicate the future state
Celebrate short term wins
Raise the profile
Deliver the goods
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
BREAK
Enabling Change
Find an advocate
Establish a sense of urgency
Craft a vision and a story
Communicate the future state
Celebrate short term wins
Raise the profile
Deliver the goods
Find an Advocate
Selecting the right challenge is paying attention to
who else cares about it
“
Find that Advocate
• Expertise (may not be as important as others)
• Control over resources (time, budget, people, expense)
• Political support (access to influential colleagues, partners, network)
• Build a coalition of advocates—don’t stop at 1
Establish a Sense of Urgency
Traits of Complacent Orgs:Yes, we have our problems, but
they aren’t that terrible, and I’m
doing my job just fine
Kotter 5
Traits of Complacent Orgs:
• Too much past success
• Lack of visible crises
• Low performance standards
• Insufficient feedback from external, trusted sources
How to increase urgency
• External data refutes comfortable status quo
• Talk to unhappy or former customers
• Show how profitable future opportunities are unobtainable with current mindset
Craft a vision *and* a story
• Feasible, appealing picture of the
future
• Focused
• Flexible
• Easy to communicate to a variety of
audiences
• Tie back to vision
• Anyone could deliver the story
• Describe backgrounds, skills, techniques
• Reinforce credibility, including external success
• Describe reporting line, org hierarchy
• Share physical locations
Vision Story
How to communicate the vision
• Share the spirit of vision, if not vision itself
• Keep it simple, jargon-free
• Multiple channels, forums even if not 100% official
• Repetition, Repetition, Repetition,
• Create a dialogue, not one-way communication
Celebrate short term wins
Short term wins…
• Visible to outsiders
• Unambiguous
• Tied directly to change effort, vision
Short term wins…
• Provide evidence you’re on the right track
• Help hone the vision and long-term strategies
• Build momentum
• Keep bosses/advocates on your side
Raise your visibility
Raise your visibility
• Present at annual sales kick-offs
• Become part of the pitch of new hires or client visits
• Attend conferences/trade shows attended by sales/marketing/account teams
In my career at both
Thomson Reuters and
Nasdaq, I’ve never seen us
build a solution that looks as
clean and solid as this one
us
In my career at both Thomson Reuters and Nasdaq, I’ve never seen
build a solution that looks as clean and solid as this one
Deliver the goods
To become that trusted partner, there is no
substitute for demonstrated competence.
“http://boxesandarrows.com/recruiting-your-army-creating-the-in-house-design-agency/
How to show you’re good
• Share usability clips—audio or video is best, not just transcripts
• Perception of pace, even if you’re right on schedule
• Performance metrics
• Adhering to budget
• Additional stakeholder validation
More KPIs
• Revenue generated from new
products
• Projects in pipeline
• Stage-gate specific
• P&L impact
• Patent applications or patents
granted
• Internal rate of return
• Earned-Value Analysis
• Press/Social mentions
We are most optimistic on the Next Gen IR
platform…[Nasdaq] is in advanced beta
testing, set to be launched in Q4.
This software appears to be best in class…
Wall Street Research Report
“
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Learn about the silos
On silos (or closed, tight networks)
• Nonaligned and unshared priorities
• Lack of information flow
• Lack of coordinated decision making across silos
• Groupthink / overconfidence of decisions / confirmation bias
• Few new ideas
• No incentive to share knowledge
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna
Building those bridges
Collaborative workshops
• design studio
• gamestorming activities
• pre-mortem
• design-the-box
• magazine cover
Promote & Publish
• shared vision, north stars
• useful, reusable assets
• personas
• successes
• research findings
Managers enable good design
• Facilitate introductions & conversations
• Best evangelist may not be your best designer
• Embrace the unknowns, let go from planning
• Don’t overspecialize—enable generalists, growth, exposure
Managers enable good design
Deploy design research beyond usability testing
Managers enable good design
Don’t pull the ladder up
Connect to the big picture
• Map your success to company goals
• Is customer service mentioned as a core value?
• Show how you reduced support calls by 20%
• Is increasing margin a business goal?
• Prove the new features command a higher price with less maintenance
investment than preceding release.
Help others help themselves
Resources
• Inventory of your work
• Design patterns lets designers focus on big problems
• Style guide, fonts, palettes (or point to Marketing)
• Personas & other research findings
Workshops
• How to conduct design studio
• How to discuss design via critique
• How to conduct a customer interview
• How to write a user story
• Rethink the kick off meeting
• Facilitate a retro
Future State Exercise
Wrapping up
The real risk
• Other businesses or orgs will use their own budgets for hiring designers who
won’t report to you
• Those businesses may hire consultants or outside agencies to execute one
project, but no long term engagement for knowledge sharing later
• Design will be the scapegoat
Projects end
Allies move on
Market conditions change
Priorities shift
Competitors evolve
Teammates quit
Such Disruption
Building a Culture of Design
Building a Culture of Design
Experimentation
Innovation
Learning
Quality
A culture of quality requires
employees to apply skills and make
decisions in highly ambiguous but
critical areas while leading them
toward deeper reflection about the
risks and payoffs of their actions.
Creating a Culture of Quality
http://hbr.org/2014/04/creating-a-culture-of-quality/
A culture of quality requires
employees to apply skills and make
decisions in highly ambiguous but
critical areas while leading them
toward deeper reflection about the
risks and payoffs of their actions.
Creating a Culture of Quality
http://hbr.org/2014/04/creating-a-culture-of-quality/
Don’t atrophy
Persuasion is a process
not an event
Delivery is your currency
Credibility is your social capital
Your vision is your access
THANK YOU
Chris Avore / avore@erova.com / @erova
Further Reading
• Leading Change

by John Kotter
• Communicating the UX Vision: 13 Anti-Patterns That Block Good Ideas

by Martina Schell and James O’Brien
• Designing for Growth: A Design Thinking Tool Kit for Managers

by Jeanne Liedtka
MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna

Más contenido relacionado

La actualidad más candente

Michael fulton it architecture for non-architects
Michael fulton   it architecture for non-architectsMichael fulton   it architecture for non-architects
Michael fulton it architecture for non-architectsMAX Technical Training
 
What is Enterprise Architecture?
What is Enterprise Architecture?What is Enterprise Architecture?
What is Enterprise Architecture?Sian Harding
 
User story estimation with agile architectures
User story estimation with agile architecturesUser story estimation with agile architectures
User story estimation with agile architecturesRaffaele Garofalo
 
Setting Some Realistic Enterprise Architecture Goals
Setting Some Realistic Enterprise Architecture GoalsSetting Some Realistic Enterprise Architecture Goals
Setting Some Realistic Enterprise Architecture GoalsPaul Ramsay
 
Does Agile Enterprise Architecture = Agile + Enterprise Architecture?
Does Agile Enterprise Architecture = Agile + Enterprise Architecture?Does Agile Enterprise Architecture = Agile + Enterprise Architecture?
Does Agile Enterprise Architecture = Agile + Enterprise Architecture?Jason Bloomberg
 
How to improve Customer and Employee Experience with IT Service Management
How to improve Customer and Employee Experience with IT Service ManagementHow to improve Customer and Employee Experience with IT Service Management
How to improve Customer and Employee Experience with IT Service ManagementITSM Academy, Inc.
 
2014 02 florian-matthes-agile-enterprise-architecture-management
2014 02 florian-matthes-agile-enterprise-architecture-management2014 02 florian-matthes-agile-enterprise-architecture-management
2014 02 florian-matthes-agile-enterprise-architecture-managementEric Javier Espino Man
 
How to establish Enterprise Architecture in large organisations using TOGAF
How to establish Enterprise Architecture in large organisations using TOGAFHow to establish Enterprise Architecture in large organisations using TOGAF
How to establish Enterprise Architecture in large organisations using TOGAFNemanja Kostic
 
Continuous Delivery of Agile Architecture
Continuous Delivery of Agile ArchitectureContinuous Delivery of Agile Architecture
Continuous Delivery of Agile ArchitectureBrad Appleton
 
Enterprise Architecture, the Agile Way
Enterprise Architecture, the Agile WayEnterprise Architecture, the Agile Way
Enterprise Architecture, the Agile Wayconsulting_croz
 
(Minimum) Enterprise Viable Product - a relook
(Minimum) Enterprise Viable Product - a relook(Minimum) Enterprise Viable Product - a relook
(Minimum) Enterprise Viable Product - a relookSriram Sabesan
 
Adventures in enterprise architecture
Adventures in enterprise architectureAdventures in enterprise architecture
Adventures in enterprise architectureJeff Bramwell
 
ACS EA-SIG - Bridging enterprise-architecture and systems-thinking
ACS EA-SIG - Bridging enterprise-architecture and systems-thinkingACS EA-SIG - Bridging enterprise-architecture and systems-thinking
ACS EA-SIG - Bridging enterprise-architecture and systems-thinkingTetradian Consulting
 
Strategic refactoring. Refactoring strategies
Strategic refactoring. Refactoring strategiesStrategic refactoring. Refactoring strategies
Strategic refactoring. Refactoring strategiesValentin-Tudor Mocanu
 
Executing large distributed projects using agile methodologies india agile we...
Executing large distributed projects using agile methodologies india agile we...Executing large distributed projects using agile methodologies india agile we...
Executing large distributed projects using agile methodologies india agile we...Mahesh Varadharajan
 
Fast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPM
Fast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPMFast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPM
Fast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPMJörg Grote
 
Agile enterprise architecture
Agile enterprise architectureAgile enterprise architecture
Agile enterprise architectureScott W. Ambler
 
SFIA 8 launch slides September 2021
SFIA 8 launch slides September 2021SFIA 8 launch slides September 2021
SFIA 8 launch slides September 2021SFIA User Forum
 
DevOps: What is the Right Speed?
DevOps: What is the Right Speed?DevOps: What is the Right Speed?
DevOps: What is the Right Speed?Gunnar Menzel
 

La actualidad más candente (20)

Michael fulton it architecture for non-architects
Michael fulton   it architecture for non-architectsMichael fulton   it architecture for non-architects
Michael fulton it architecture for non-architects
 
What is Enterprise Architecture?
What is Enterprise Architecture?What is Enterprise Architecture?
What is Enterprise Architecture?
 
User story estimation with agile architectures
User story estimation with agile architecturesUser story estimation with agile architectures
User story estimation with agile architectures
 
Setting Some Realistic Enterprise Architecture Goals
Setting Some Realistic Enterprise Architecture GoalsSetting Some Realistic Enterprise Architecture Goals
Setting Some Realistic Enterprise Architecture Goals
 
Does Agile Enterprise Architecture = Agile + Enterprise Architecture?
Does Agile Enterprise Architecture = Agile + Enterprise Architecture?Does Agile Enterprise Architecture = Agile + Enterprise Architecture?
Does Agile Enterprise Architecture = Agile + Enterprise Architecture?
 
How to improve Customer and Employee Experience with IT Service Management
How to improve Customer and Employee Experience with IT Service ManagementHow to improve Customer and Employee Experience with IT Service Management
How to improve Customer and Employee Experience with IT Service Management
 
2014 02 florian-matthes-agile-enterprise-architecture-management
2014 02 florian-matthes-agile-enterprise-architecture-management2014 02 florian-matthes-agile-enterprise-architecture-management
2014 02 florian-matthes-agile-enterprise-architecture-management
 
How to establish Enterprise Architecture in large organisations using TOGAF
How to establish Enterprise Architecture in large organisations using TOGAFHow to establish Enterprise Architecture in large organisations using TOGAF
How to establish Enterprise Architecture in large organisations using TOGAF
 
Continuous Delivery of Agile Architecture
Continuous Delivery of Agile ArchitectureContinuous Delivery of Agile Architecture
Continuous Delivery of Agile Architecture
 
Enterprise Architecture, the Agile Way
Enterprise Architecture, the Agile WayEnterprise Architecture, the Agile Way
Enterprise Architecture, the Agile Way
 
ITIL4 and ServiceNow
ITIL4 and ServiceNowITIL4 and ServiceNow
ITIL4 and ServiceNow
 
(Minimum) Enterprise Viable Product - a relook
(Minimum) Enterprise Viable Product - a relook(Minimum) Enterprise Viable Product - a relook
(Minimum) Enterprise Viable Product - a relook
 
Adventures in enterprise architecture
Adventures in enterprise architectureAdventures in enterprise architecture
Adventures in enterprise architecture
 
ACS EA-SIG - Bridging enterprise-architecture and systems-thinking
ACS EA-SIG - Bridging enterprise-architecture and systems-thinkingACS EA-SIG - Bridging enterprise-architecture and systems-thinking
ACS EA-SIG - Bridging enterprise-architecture and systems-thinking
 
Strategic refactoring. Refactoring strategies
Strategic refactoring. Refactoring strategiesStrategic refactoring. Refactoring strategies
Strategic refactoring. Refactoring strategies
 
Executing large distributed projects using agile methodologies india agile we...
Executing large distributed projects using agile methodologies india agile we...Executing large distributed projects using agile methodologies india agile we...
Executing large distributed projects using agile methodologies india agile we...
 
Fast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPM
Fast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPMFast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPM
Fast Data Summit Frankfurt - Highlights of TIBCO ActiveMatix BPM
 
Agile enterprise architecture
Agile enterprise architectureAgile enterprise architecture
Agile enterprise architecture
 
SFIA 8 launch slides September 2021
SFIA 8 launch slides September 2021SFIA 8 launch slides September 2021
SFIA 8 launch slides September 2021
 
DevOps: What is the Right Speed?
DevOps: What is the Right Speed?DevOps: What is the Right Speed?
DevOps: What is the Right Speed?
 

Similar a MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna

Empired Convergence 2017 - Transforming you customer experience
Empired Convergence 2017 - Transforming you customer experienceEmpired Convergence 2017 - Transforming you customer experience
Empired Convergence 2017 - Transforming you customer experienceEmpired
 
IT Executive's Guide to Design thinking | Algarytm
IT Executive's Guide to Design thinking | AlgarytmIT Executive's Guide to Design thinking | Algarytm
IT Executive's Guide to Design thinking | AlgarytmPropel Apps
 
The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...Oscar Berg
 
The User Experience Brief
The User Experience BriefThe User Experience Brief
The User Experience BriefJohn Yesko
 
IT Executive's guide to Design Thinking
IT Executive's guide to Design ThinkingIT Executive's guide to Design Thinking
IT Executive's guide to Design ThinkingAlgarytm
 
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...Richard Harbridge
 
Lean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertLean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertNatalie Warnert
 
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...IT Arena
 
OrangeHills - Business Design Overview
OrangeHills - Business Design OverviewOrangeHills - Business Design Overview
OrangeHills - Business Design OverviewMarcin Kokott
 
Workshop: Design Upstream - Scaling Design Culture
Workshop: Design Upstream - Scaling Design CultureWorkshop: Design Upstream - Scaling Design Culture
Workshop: Design Upstream - Scaling Design CultureChris Avore
 
The need for Business design to underpin strategic and operational agility
The need for Business design to underpin strategic and operational agility The need for Business design to underpin strategic and operational agility
The need for Business design to underpin strategic and operational agility Craig Martin
 
Digital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBA
Digital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBADigital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBA
Digital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBARBA
 
Learning Insights for the New Year [WEBINAR]
Learning Insights for the New Year [WEBINAR]Learning Insights for the New Year [WEBINAR]
Learning Insights for the New Year [WEBINAR]Kineo
 
Enterprise digital transformation
Enterprise digital transformationEnterprise digital transformation
Enterprise digital transformationSunil Maulik
 
I'd suggest introductory presentation
I'd suggest introductory presentationI'd suggest introductory presentation
I'd suggest introductory presentationmrsihill
 
Building an Adoption Plan: Turning it on(Part 2 of 2)
Building an Adoption Plan: Turning it on(Part 2 of 2)Building an Adoption Plan: Turning it on(Part 2 of 2)
Building an Adoption Plan: Turning it on(Part 2 of 2)Cisco Canada
 
DevOps @ Enterprise - DevOps Meetup Zurich
DevOps @ Enterprise - DevOps Meetup ZurichDevOps @ Enterprise - DevOps Meetup Zurich
DevOps @ Enterprise - DevOps Meetup ZurichMarcelo Sousa Ancelmo
 
The Lean Enterprise
The Lean EnterpriseThe Lean Enterprise
The Lean EnterpriseRyan Dorrell
 
Microsoft Digital Advisory Services
Microsoft Digital Advisory ServicesMicrosoft Digital Advisory Services
Microsoft Digital Advisory ServicesMaria Fonsell
 

Similar a MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna (20)

Empired Convergence 2017 - Transforming you customer experience
Empired Convergence 2017 - Transforming you customer experienceEmpired Convergence 2017 - Transforming you customer experience
Empired Convergence 2017 - Transforming you customer experience
 
IT Executive's Guide to Design thinking | Algarytm
IT Executive's Guide to Design thinking | AlgarytmIT Executive's Guide to Design thinking | Algarytm
IT Executive's Guide to Design thinking | Algarytm
 
The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...
 
The User Experience Brief
The User Experience BriefThe User Experience Brief
The User Experience Brief
 
IT Executive's guide to Design Thinking
IT Executive's guide to Design ThinkingIT Executive's guide to Design Thinking
IT Executive's guide to Design Thinking
 
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...
 
Lean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertLean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie Warnert
 
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
 
OrangeHills - Business Design Overview
OrangeHills - Business Design OverviewOrangeHills - Business Design Overview
OrangeHills - Business Design Overview
 
Anant 2014 Roadmap
Anant 2014 RoadmapAnant 2014 Roadmap
Anant 2014 Roadmap
 
Workshop: Design Upstream - Scaling Design Culture
Workshop: Design Upstream - Scaling Design CultureWorkshop: Design Upstream - Scaling Design Culture
Workshop: Design Upstream - Scaling Design Culture
 
The need for Business design to underpin strategic and operational agility
The need for Business design to underpin strategic and operational agility The need for Business design to underpin strategic and operational agility
The need for Business design to underpin strategic and operational agility
 
Digital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBA
Digital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBADigital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBA
Digital Summit Denver 2015: Enterprise User Experience | Margaret Bossen, RBA
 
Learning Insights for the New Year [WEBINAR]
Learning Insights for the New Year [WEBINAR]Learning Insights for the New Year [WEBINAR]
Learning Insights for the New Year [WEBINAR]
 
Enterprise digital transformation
Enterprise digital transformationEnterprise digital transformation
Enterprise digital transformation
 
I'd suggest introductory presentation
I'd suggest introductory presentationI'd suggest introductory presentation
I'd suggest introductory presentation
 
Building an Adoption Plan: Turning it on(Part 2 of 2)
Building an Adoption Plan: Turning it on(Part 2 of 2)Building an Adoption Plan: Turning it on(Part 2 of 2)
Building an Adoption Plan: Turning it on(Part 2 of 2)
 
DevOps @ Enterprise - DevOps Meetup Zurich
DevOps @ Enterprise - DevOps Meetup ZurichDevOps @ Enterprise - DevOps Meetup Zurich
DevOps @ Enterprise - DevOps Meetup Zurich
 
The Lean Enterprise
The Lean EnterpriseThe Lean Enterprise
The Lean Enterprise
 
Microsoft Digital Advisory Services
Microsoft Digital Advisory ServicesMicrosoft Digital Advisory Services
Microsoft Digital Advisory Services
 

Más de Adaptive Path

Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...
Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...
Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...Adaptive Path
 
iWitness Case Study | Jesse James Garrett | UX Week 2012
iWitness Case Study | Jesse James Garrett | UX Week 2012iWitness Case Study | Jesse James Garrett | UX Week 2012
iWitness Case Study | Jesse James Garrett | UX Week 2012Adaptive Path
 
Testing Positive for Healthcare UX | Maren Connary | UX Week
Testing Positive for Healthcare UX | Maren Connary | UX WeekTesting Positive for Healthcare UX | Maren Connary | UX Week
Testing Positive for Healthcare UX | Maren Connary | UX WeekAdaptive Path
 
Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...
Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...
Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...Adaptive Path
 
Go with It: Learning by Doing | Brianna Cutts | UX Week 2012
Go with It: Learning by Doing | Brianna Cutts | UX Week 2012Go with It: Learning by Doing | Brianna Cutts | UX Week 2012
Go with It: Learning by Doing | Brianna Cutts | UX Week 2012Adaptive Path
 
Cars, Castles, and Spas | Rob Maigret | UX Week 2012
Cars, Castles, and Spas | Rob Maigret | UX Week 2012Cars, Castles, and Spas | Rob Maigret | UX Week 2012
Cars, Castles, and Spas | Rob Maigret | UX Week 2012Adaptive Path
 
UI for Big Data Visualization | Jonathan Stray | UX Week 2012
UI for Big Data Visualization | Jonathan Stray | UX Week 2012UI for Big Data Visualization | Jonathan Stray | UX Week 2012
UI for Big Data Visualization | Jonathan Stray | UX Week 2012Adaptive Path
 
UX Week 2011: Only Good Touching
UX Week 2011: Only Good TouchingUX Week 2011: Only Good Touching
UX Week 2011: Only Good TouchingAdaptive Path
 
The importance of trust in customer experience
The importance of trust in customer experienceThe importance of trust in customer experience
The importance of trust in customer experienceAdaptive Path
 
Five Great Experiences to Nurture
Five Great Experiences to NurtureFive Great Experiences to Nurture
Five Great Experiences to NurtureAdaptive Path
 
Subject To Change: creating great products and services for an uncertain world
Subject To Change: creating great products and services for an uncertain worldSubject To Change: creating great products and services for an uncertain world
Subject To Change: creating great products and services for an uncertain worldAdaptive Path
 

Más de Adaptive Path (13)

Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...
Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...
Two Brains, One Head: Analysis and Intuition in Design Practice | Maria Corde...
 
iWitness Case Study | Jesse James Garrett | UX Week 2012
iWitness Case Study | Jesse James Garrett | UX Week 2012iWitness Case Study | Jesse James Garrett | UX Week 2012
iWitness Case Study | Jesse James Garrett | UX Week 2012
 
Testing Positive for Healthcare UX | Maren Connary | UX Week
Testing Positive for Healthcare UX | Maren Connary | UX WeekTesting Positive for Healthcare UX | Maren Connary | UX Week
Testing Positive for Healthcare UX | Maren Connary | UX Week
 
Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...
Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...
Mapping Experiences and Orchestrating Touchpoints | Chris Risdon & Patrick Qu...
 
Go with It: Learning by Doing | Brianna Cutts | UX Week 2012
Go with It: Learning by Doing | Brianna Cutts | UX Week 2012Go with It: Learning by Doing | Brianna Cutts | UX Week 2012
Go with It: Learning by Doing | Brianna Cutts | UX Week 2012
 
Cars, Castles, and Spas | Rob Maigret | UX Week 2012
Cars, Castles, and Spas | Rob Maigret | UX Week 2012Cars, Castles, and Spas | Rob Maigret | UX Week 2012
Cars, Castles, and Spas | Rob Maigret | UX Week 2012
 
UI for Big Data Visualization | Jonathan Stray | UX Week 2012
UI for Big Data Visualization | Jonathan Stray | UX Week 2012UI for Big Data Visualization | Jonathan Stray | UX Week 2012
UI for Big Data Visualization | Jonathan Stray | UX Week 2012
 
UX Week 2011: Only Good Touching
UX Week 2011: Only Good TouchingUX Week 2011: Only Good Touching
UX Week 2011: Only Good Touching
 
The importance of trust in customer experience
The importance of trust in customer experienceThe importance of trust in customer experience
The importance of trust in customer experience
 
From the Outside-In
From the Outside-InFrom the Outside-In
From the Outside-In
 
Five Great Experiences to Nurture
Five Great Experiences to NurtureFive Great Experiences to Nurture
Five Great Experiences to Nurture
 
Subject To Change: creating great products and services for an uncertain world
Subject To Change: creating great products and services for an uncertain worldSubject To Change: creating great products and services for an uncertain world
Subject To Change: creating great products and services for an uncertain world
 
The Long Wow
The Long WowThe Long Wow
The Long Wow
 

Último

Construction Documents Checklist before Construction
Construction Documents Checklist before ConstructionConstruction Documents Checklist before Construction
Construction Documents Checklist before ConstructionResDraft
 
Math Group 3 Presentation OLOLOLOLILOOLLOLOL
Math Group 3 Presentation OLOLOLOLILOOLLOLOLMath Group 3 Presentation OLOLOLOLILOOLLOLOL
Math Group 3 Presentation OLOLOLOLILOOLLOLOLkenzukiri
 
Production of Erythromycin microbiology.pptx
Production of Erythromycin microbiology.pptxProduction of Erythromycin microbiology.pptx
Production of Erythromycin microbiology.pptxb2kshani34
 
Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024
Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024
Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024Ted Drake
 
Embroidery design from embroidery magazine
Embroidery design from embroidery magazineEmbroidery design from embroidery magazine
Embroidery design from embroidery magazineRivanEleraki
 
Design mental models for managing large-scale dbt projects. March 21, 2024 in...
Design mental models for managing large-scale dbt projects. March 21, 2024 in...Design mental models for managing large-scale dbt projects. March 21, 2024 in...
Design mental models for managing large-scale dbt projects. March 21, 2024 in...Ed Orozco
 
UX Conference on UX Research Trends in 2024
UX Conference on UX Research Trends in 2024UX Conference on UX Research Trends in 2024
UX Conference on UX Research Trends in 2024mikailaoh
 
Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...
Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...
Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...Amil baba
 
High-Quality Faux Embroidery Services | Cre8iveSkill
High-Quality Faux Embroidery Services | Cre8iveSkillHigh-Quality Faux Embroidery Services | Cre8iveSkill
High-Quality Faux Embroidery Services | Cre8iveSkillCre8iveskill
 
Designing for privacy: 3 essential UX habits for product teams
Designing for privacy: 3 essential UX habits for product teamsDesigning for privacy: 3 essential UX habits for product teams
Designing for privacy: 3 essential UX habits for product teamsBlock Party
 
LRFD Bridge Design Specifications-AASHTO (2014).pdf
LRFD Bridge Design Specifications-AASHTO (2014).pdfLRFD Bridge Design Specifications-AASHTO (2014).pdf
LRFD Bridge Design Specifications-AASHTO (2014).pdfHctorFranciscoSnchez1
 
Khushi sharma undergraduate portfolio...
Khushi sharma undergraduate portfolio...Khushi sharma undergraduate portfolio...
Khushi sharma undergraduate portfolio...khushisharma298853
 
Mike Tyson Sign The Contract Big Boy Shirt
Mike Tyson Sign The Contract Big Boy ShirtMike Tyson Sign The Contract Big Boy Shirt
Mike Tyson Sign The Contract Big Boy ShirtTeeFusion
 
Create Funeral Invites Online @ feedvu.com
Create Funeral Invites Online @ feedvu.comCreate Funeral Invites Online @ feedvu.com
Create Funeral Invites Online @ feedvu.comjakyjhon00
 
WCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptx
WCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptxWCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptx
WCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptxHasan S
 
Cold War Tensions Increase - 1945-1952.pptx
Cold War Tensions Increase - 1945-1952.pptxCold War Tensions Increase - 1945-1952.pptx
Cold War Tensions Increase - 1945-1952.pptxSamKuruvilla5
 
The future of UX design support tools - talk Paris March 2024
The future of UX design support tools - talk Paris March 2024The future of UX design support tools - talk Paris March 2024
The future of UX design support tools - talk Paris March 2024Alan Dix
 
Building+your+Data+Project+on+AWS+-+Luke+Anderson.pdf
Building+your+Data+Project+on+AWS+-+Luke+Anderson.pdfBuilding+your+Data+Project+on+AWS+-+Luke+Anderson.pdf
Building+your+Data+Project+on+AWS+-+Luke+Anderson.pdfsaidbilgen
 
How to use Ai for UX UI Design | ChatGPT
How to use Ai for UX UI Design | ChatGPTHow to use Ai for UX UI Design | ChatGPT
How to use Ai for UX UI Design | ChatGPTThink 360 Studio
 

Último (19)

Construction Documents Checklist before Construction
Construction Documents Checklist before ConstructionConstruction Documents Checklist before Construction
Construction Documents Checklist before Construction
 
Math Group 3 Presentation OLOLOLOLILOOLLOLOL
Math Group 3 Presentation OLOLOLOLILOOLLOLOLMath Group 3 Presentation OLOLOLOLILOOLLOLOL
Math Group 3 Presentation OLOLOLOLILOOLLOLOL
 
Production of Erythromycin microbiology.pptx
Production of Erythromycin microbiology.pptxProduction of Erythromycin microbiology.pptx
Production of Erythromycin microbiology.pptx
 
Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024
Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024
Introduce Trauma-Informed Design to Your Organization - CSUN ATC 2024
 
Embroidery design from embroidery magazine
Embroidery design from embroidery magazineEmbroidery design from embroidery magazine
Embroidery design from embroidery magazine
 
Design mental models for managing large-scale dbt projects. March 21, 2024 in...
Design mental models for managing large-scale dbt projects. March 21, 2024 in...Design mental models for managing large-scale dbt projects. March 21, 2024 in...
Design mental models for managing large-scale dbt projects. March 21, 2024 in...
 
UX Conference on UX Research Trends in 2024
UX Conference on UX Research Trends in 2024UX Conference on UX Research Trends in 2024
UX Conference on UX Research Trends in 2024
 
Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...
Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...
Best-NO1 Pakistani Amil Baba Real Amil baba In Pakistan Najoomi Baba in Pakis...
 
High-Quality Faux Embroidery Services | Cre8iveSkill
High-Quality Faux Embroidery Services | Cre8iveSkillHigh-Quality Faux Embroidery Services | Cre8iveSkill
High-Quality Faux Embroidery Services | Cre8iveSkill
 
Designing for privacy: 3 essential UX habits for product teams
Designing for privacy: 3 essential UX habits for product teamsDesigning for privacy: 3 essential UX habits for product teams
Designing for privacy: 3 essential UX habits for product teams
 
LRFD Bridge Design Specifications-AASHTO (2014).pdf
LRFD Bridge Design Specifications-AASHTO (2014).pdfLRFD Bridge Design Specifications-AASHTO (2014).pdf
LRFD Bridge Design Specifications-AASHTO (2014).pdf
 
Khushi sharma undergraduate portfolio...
Khushi sharma undergraduate portfolio...Khushi sharma undergraduate portfolio...
Khushi sharma undergraduate portfolio...
 
Mike Tyson Sign The Contract Big Boy Shirt
Mike Tyson Sign The Contract Big Boy ShirtMike Tyson Sign The Contract Big Boy Shirt
Mike Tyson Sign The Contract Big Boy Shirt
 
Create Funeral Invites Online @ feedvu.com
Create Funeral Invites Online @ feedvu.comCreate Funeral Invites Online @ feedvu.com
Create Funeral Invites Online @ feedvu.com
 
WCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptx
WCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptxWCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptx
WCM Branding Agency | 210519 - Portfolio Review (F&B) -s.pptx
 
Cold War Tensions Increase - 1945-1952.pptx
Cold War Tensions Increase - 1945-1952.pptxCold War Tensions Increase - 1945-1952.pptx
Cold War Tensions Increase - 1945-1952.pptx
 
The future of UX design support tools - talk Paris March 2024
The future of UX design support tools - talk Paris March 2024The future of UX design support tools - talk Paris March 2024
The future of UX design support tools - talk Paris March 2024
 
Building+your+Data+Project+on+AWS+-+Luke+Anderson.pdf
Building+your+Data+Project+on+AWS+-+Luke+Anderson.pdfBuilding+your+Data+Project+on+AWS+-+Luke+Anderson.pdf
Building+your+Data+Project+on+AWS+-+Luke+Anderson.pdf
 
How to use Ai for UX UI Design | ChatGPT
How to use Ai for UX UI Design | ChatGPTHow to use Ai for UX UI Design | ChatGPT
How to use Ai for UX UI Design | ChatGPT
 

MX: Managing Experience | Day 2 - Designing Delivery: A Unified Approach to Digital Service Quality | Jeff Sussna

  • 2. Designing Delivery:
 A Unified Approach to Digital Service Quality @jeffsussna
  • 3. Me: IT consultant/design thinker Practice: help digital businesses deliver continuous value
 Career: Dev/QA/Ops
 Background: liberal arts
  • 5. What happens when we apply design to IT itself?
  • 7. Service design meets DevOps meets complexity
  • 15. Products -> services Things -> experiences
 Transactions -> relationships
 Convincing -> understanding
  • 16. Silos -> infusion Is the coffee shop for chatting or working?
 Is your phone for calls/photos/email?
 Is your car a car or a Spotify client?
  • 17. Complicated -> complex Is your car radio Honda’s fault or Spotify’s?
 Is online customer subscription management SoE or SoR?
 Do your customers call support or just complain on Twitter?
  • 20. Complexity is strange and counterintuitive
  • 22. “…the automation was not operational due to an unrelated failure…” -Google
  • 25. Efficiency -> adaptability Kodak lasted 100 years before being disrupted
 Microsoft lasted 30 years
 Apple went from world’s most valuable company to a ? in 1 year
  • 27. Brand promise shifts from delivery to conversation
  • 28. The new business imperative Engineer robustness -> navigate complexity
 Push product/message -> co-create product/message
  • 29. Exercise: Where/how does complexity impact design?
 Example: how did that birthday reminder get in my calendar?
  • 30. What is business? Control Profit, market share, stock price
 Product quality, customer satisfaction
 Operational efficiency, employee behavior 
 …
  • 33. Taylorism Time/motion studies -> standardized activities
 Separation of planning/management from execution

  • 34. The problems with industrial control Product-centric
 Efficiency/scale over adaptability
 Assumes predictability

  • 35. We need a new, post-industrial model of control
  • 43. Horst Rittel: design methods founder, cyberneticist
  • 44. Lean Startup is a cybernetic methodology Product development: predict the customer’s trajectory
 MVP: calibrate your aim
 Pivot: adjust your prediction
  • 46. “Cybernetics needs to be applied to itself” -Margaret Mead
  • 47. How do you adopt <methodology>?
  • 50. The cybernetic insight Life/business is a never-ending process of adaptation:
 Internal/external
 Product/process/organization
 Design/operations
  • 52. “I like cybernetics: its intrinsic circularity helps me see myself through the eyes of the other.” -Heinz von Foerster
  • 53. Exercise: What happens when we shift from linear to circular thinking?
 Example: “including” support in planning
  • 54. How do we become self-steering organizations? Principles and practices
  • 58. Minimize delay, maximize feedback: New measure of end-to-end efficiency: course correction
 Design signals, not just features
 Apply to internal and external relationships
  • 59. Agile: “continuous delivery of valuable software”
  • 60. “Agile processes harness change 
 for the customer's competitive advantage"
  • 61. Agile optimizes for steering, not speed Beware temptation to re-industrialize
  • 62. LeanUX: "giving Agile a brain" The cybernetics of what to deliver
  • 63. DevOps completes the Software-as-a-Service equation The cybernetics of how to deliver (and listen/respond)
  • 64. DevOps isn’t just about faster application delivery Inseparability of functionality and operability 
 Flow + feedback = learning
  • 67. Microservices “a new organizational as much as a new architectural model"
  • 69. Design for failure, operate to learn: Design for resilience
 Use failure as information
  • 70. Treat operations as an input to design: Seek out operational insight
 Expose internal and external interactions
 Listen to reality -> act on what you hear
  • 71. Exercise: Design for failure and learning
 Example: database crash while reserving a hotel room
  • 75. Design for service, not just software: Start with the customer’s larger needs & goals
 Address experience across touchpoints and time
 Treat employees as customers
  • 76. What is the real meaning of service?
  • 77. Software product quality “The software meets the spec.”
  • 78. Software service quality "The service helps customers accomplish jobs-to-be-done"
  • 79. ITIL v.3 definition of service: “…delivering value by facilitating outcomes customers want…”
  • 82. Service value is co-created in use Customers “hire” services to help them accomplish larger goals
  • 83. "The product is the trip." -AirBnb designer
  • 85. Service exposes the sausage factory
  • 86. Service exposes the sausage factory
  • 87. Service exposes the sausage factory
  • 88. Seek empathy: Approach everything you do as user-centered design 
 Use operations to better understand the customer’s perspective
  • 89. Exercise: Design for internal/external jobs-to-be-done
 Example: Amazon Web Services
  • 90. When you: Minimize delay, maximize feedback +
 Design for failure, operate to learn +
 Treat operations as input to design +
 Design for service, not just software +
 Seek empathy…
  • 93. “Continuous design is fractal” -after Andy Polaine
  • 94. How do we ensure service quality?
  • 95. Four dimensions of service: Outcomes
 Access
 Coherency
 Continuity
  • 96. Outcomes Do the elements work correctly?
 Are they usable? Do they fit into my workflow?
 Do they help me accomplish my job-to-be-done?
  • 97. Access Can I use the service how and when I need to?
 Performance, scalability, security, visibility…
  • 98. Access depends on humans not just systems Biz/tech operations staff are customers too
 “Running the service” helps me accomplish my goals
  • 99. Access is about repair not just prevention Failure is inevitable in complex systems
 Solving problems contributes to customer satisfaction
  • 100. Coherency Does the service address my entire journey?
 Does my experience hang together?
 Does it integrate with the surrounding context?
  • 101. Continuity Does the service evolve along with me and my world?
 Bugs, improvements, evolution…
  • 102. Design and development become part of operations
  • 103. Managing change becomes a UX concern Releasing features trigger employee and customer journeys
 Need to design across time, not just space
  • 105. Exercise: Design and testing across the four dimensions
 Example: Spotify privacy policy failure
  • 107. Exercise: Self-steering from here to there
 Example: the Leadenhall Building
  • 110. Product-centric -> service-centric thinking Captures the essence of industrial -> post-industrial shift 
 The most important and difficult mindset shift to make
  • 112. Service exposes the sausage factory
  • 117. Design Upstream Scaling Design Culture in your Organization Chris Avore / @erova / March 30 2016
  • 120. Today’s Agenda • Introduction • Lecture • The current state:
 Design in your organization Second halfFirst half • Lecture • The future state:
 Enabling change as a team • Wrap up
  • 122. “Type a quote here.” The Defining Elements of a Winning Culture There’s No Such Thing as a Culture Turnaround A Winning Culture Keeps Score How to Engender a Performance Culture
  • 125. Business needs to • reduce costs • improve quality of products & services • identify new opportunities for growth • increase productivity
  • 127. Businesses are suffering from: • Incremental or little innovation • losing market share to new ideas, competitors • finding fundamental problems too late • job descriptions that confine talent • cultures of hoarding vs sharing
  • 128. It used to be that when we said we were going to be design-driven, the engineers said, “Well, here’s the technology constraints.” ! The product manager said, “Well, here’s the thing we have to solve,” and then gave it to the designers and said… http://www.businessweek.com/articles/2014-03-20/intuit-how-design-drove-its-turnaround http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround
  • 129. Make it pretty before it ships http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround Make the logo bigger! Make it pop! This doesn’t look like Apple Less whitespace plz kthx is this above the fold?
  • 131. Design averse culture leads to… • low morale • distrust among departments, teams • design team perceived as decorators, not deciders • loss of credibility in good design • high turnover
  • 132. A respectful, multi-team collaborative working environment where designers are empowered to effectively solve business problems via exploration, iteration, and validation.
  • 138. If they want you to cook the dinner, at least they ought to let you shop for some of the groceries. “
  • 139. What barriers prevent UX from having a greater impact? 30 minute exercise
 10 minutes: Jot one barrier per Sticky 20 minutes: organize Stickies into themes Label themes and be prepared to share with group 15 minute discussion
  • 141. “What barriers prevent UX from having a greater impact?” LACK OF LEADERSHIP 11% OVERALL FIRM CULTURE 9% https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
  • 142. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Perception problem
  • 143. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Influence problem
  • 144. • Overall firm culture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Visibility problem
  • 145. What do UXers do to impede having a bigger impact? 15 minute discussion
  • 146. Look in the mirror too • Speaking different languages • Different measures of success • Not embracing wider goals • Deliverable Dogma • Assuming non-designers don’t get design
  • 148. But before you can change, you need to know where you are today.
  • 149. Limited to feature implementation Design informs product strategy, opportunity, innovation Strategy PROGRESSING / TACTICAL MODERN / STRATEGIC Build solutions based on requirements, specs • Address problems first • Establishes standards, patterns, priorities Design Tactical usability testing validate features • Beyond screens or dept • Hypothesis-based • Quant and Qual lenses Research
  • 150. OUTDATED PROGRESSING MODERN SCOPE Ad#hoc,# digital#only Multiple#digital# touchpoints End5to5end,#digital#and#non5 digital STRATEGY Absent Gather#requirements Set#vision#and#shape#a#road# map#aligned#to#firm#strategies RESEARCH Usability#testing Iterative#testing Ethno#research Qualitative/quantitative#drive# hypothesis5driven#experiments DESIGN Wireframes Process#goes#from# sketch#to#high5fidelity Sets#and#governs#experience# standards STAFFING Generalist#individual# contributors#only Full#teams#with# research,#IxD/visual# design,#prototypers Executive#leadership#plus# centralized#strategy#and# governance
  • 151. Identify 1 point in each attribute of design teams on the maturity model where you want to advance one step. Then briefly describe your plan of how you could lead that change effort. 15 minutes to complete 15 minutes table discussion
  • 152. OUTDATED PROGRESSING MODERN SCOPE Ad#hoc,# digital#only Multiple#digital# touchpoints End5to5end,#digital#and#non5 digital STRATEGY Absent Gather#requirements Set#vision#and#shape#a#road# map#aligned#to#firm#strategies RESEARCH Usability#testing Iterative#testing Ethno#research Qualitative/quantitative#drive# hypothesis5driven#experiments DESIGN Wireframes Process#goes#from# sketch#to#high5fidelity Sets#and#governs#experience# standards STAFFING Generalist#individual# contributors#only Full#teams#with# research,#IxD/visual# design,#prototypers Executive#leadership#plus# centralized#strategy#and# governance
  • 153. What’s next • Enabling Change • Team-based scenario challenge • Additional practical approaches • Wrap up
  • 154. Enabling Change Find an advocate Establish a sense of urgency Craft a vision and a story Communicate the future state Celebrate short term wins Raise the profile Deliver the goods
  • 156. BREAK
  • 157. Enabling Change Find an advocate Establish a sense of urgency Craft a vision and a story Communicate the future state Celebrate short term wins Raise the profile Deliver the goods
  • 159. Selecting the right challenge is paying attention to who else cares about it “
  • 160. Find that Advocate • Expertise (may not be as important as others) • Control over resources (time, budget, people, expense) • Political support (access to influential colleagues, partners, network) • Build a coalition of advocates—don’t stop at 1
  • 161. Establish a Sense of Urgency
  • 162. Traits of Complacent Orgs:Yes, we have our problems, but they aren’t that terrible, and I’m doing my job just fine Kotter 5
  • 163. Traits of Complacent Orgs: • Too much past success • Lack of visible crises • Low performance standards • Insufficient feedback from external, trusted sources
  • 164. How to increase urgency • External data refutes comfortable status quo • Talk to unhappy or former customers • Show how profitable future opportunities are unobtainable with current mindset
  • 165. Craft a vision *and* a story
  • 166. • Feasible, appealing picture of the future • Focused • Flexible • Easy to communicate to a variety of audiences • Tie back to vision • Anyone could deliver the story • Describe backgrounds, skills, techniques • Reinforce credibility, including external success • Describe reporting line, org hierarchy • Share physical locations Vision Story
  • 167. How to communicate the vision • Share the spirit of vision, if not vision itself • Keep it simple, jargon-free • Multiple channels, forums even if not 100% official • Repetition, Repetition, Repetition, • Create a dialogue, not one-way communication
  • 169. Short term wins… • Visible to outsiders • Unambiguous • Tied directly to change effort, vision
  • 170. Short term wins… • Provide evidence you’re on the right track • Help hone the vision and long-term strategies • Build momentum • Keep bosses/advocates on your side
  • 172. Raise your visibility • Present at annual sales kick-offs • Become part of the pitch of new hires or client visits • Attend conferences/trade shows attended by sales/marketing/account teams
  • 173. In my career at both Thomson Reuters and Nasdaq, I’ve never seen us build a solution that looks as clean and solid as this one
  • 174. us In my career at both Thomson Reuters and Nasdaq, I’ve never seen build a solution that looks as clean and solid as this one
  • 176. To become that trusted partner, there is no substitute for demonstrated competence. “http://boxesandarrows.com/recruiting-your-army-creating-the-in-house-design-agency/
  • 177. How to show you’re good • Share usability clips—audio or video is best, not just transcripts • Perception of pace, even if you’re right on schedule • Performance metrics • Adhering to budget • Additional stakeholder validation
  • 178. More KPIs • Revenue generated from new products • Projects in pipeline • Stage-gate specific • P&L impact • Patent applications or patents granted • Internal rate of return • Earned-Value Analysis • Press/Social mentions
  • 179. We are most optimistic on the Next Gen IR platform…[Nasdaq] is in advanced beta testing, set to be launched in Q4. This software appears to be best in class… Wall Street Research Report “
  • 181. Learn about the silos
  • 182. On silos (or closed, tight networks) • Nonaligned and unshared priorities • Lack of information flow • Lack of coordinated decision making across silos • Groupthink / overconfidence of decisions / confirmation bias • Few new ideas • No incentive to share knowledge
  • 185. Building those bridges Collaborative workshops • design studio • gamestorming activities • pre-mortem • design-the-box • magazine cover Promote & Publish • shared vision, north stars • useful, reusable assets • personas • successes • research findings
  • 186. Managers enable good design • Facilitate introductions & conversations • Best evangelist may not be your best designer • Embrace the unknowns, let go from planning • Don’t overspecialize—enable generalists, growth, exposure
  • 187. Managers enable good design Deploy design research beyond usability testing
  • 188. Managers enable good design Don’t pull the ladder up
  • 189. Connect to the big picture • Map your success to company goals • Is customer service mentioned as a core value? • Show how you reduced support calls by 20% • Is increasing margin a business goal? • Prove the new features command a higher price with less maintenance investment than preceding release.
  • 190. Help others help themselves
  • 191. Resources • Inventory of your work • Design patterns lets designers focus on big problems • Style guide, fonts, palettes (or point to Marketing) • Personas & other research findings
  • 192. Workshops • How to conduct design studio • How to discuss design via critique • How to conduct a customer interview • How to write a user story • Rethink the kick off meeting • Facilitate a retro
  • 195. The real risk • Other businesses or orgs will use their own budgets for hiring designers who won’t report to you • Those businesses may hire consultants or outside agencies to execute one project, but no long term engagement for knowledge sharing later • Design will be the scapegoat
  • 196. Projects end Allies move on Market conditions change Priorities shift Competitors evolve Teammates quit Such Disruption
  • 197. Building a Culture of Design
  • 198. Building a Culture of Design
  • 203. A culture of quality requires employees to apply skills and make decisions in highly ambiguous but critical areas while leading them toward deeper reflection about the risks and payoffs of their actions. Creating a Culture of Quality http://hbr.org/2014/04/creating-a-culture-of-quality/
  • 204. A culture of quality requires employees to apply skills and make decisions in highly ambiguous but critical areas while leading them toward deeper reflection about the risks and payoffs of their actions. Creating a Culture of Quality http://hbr.org/2014/04/creating-a-culture-of-quality/
  • 206. Persuasion is a process not an event
  • 207. Delivery is your currency
  • 208. Credibility is your social capital
  • 209. Your vision is your access
  • 210. THANK YOU Chris Avore / avore@erova.com / @erova
  • 211. Further Reading • Leading Change
 by John Kotter • Communicating the UX Vision: 13 Anti-Patterns That Block Good Ideas
 by Martina Schell and James O’Brien • Designing for Growth: A Design Thinking Tool Kit for Managers
 by Jeanne Liedtka