The digital service economy demands the ability to create coherent user experiences while achieving end-to-end agility and efficiency. The ability to deliver them together requires seamless system, process, and organizational design. Companies need a unified approach to design and operations that centers the entire organization around helping customers achieve their goals.
This workshop teaches participants how to connect user-centered design to the entire service delivery lifecycle. It introduces a holistic approach that interconnects marketing, design, development, and operations into a circular design/operations loop. Through talks, discussions, and guided exercises, participants learn how to improve both customer satisfaction and operational effectiveness by:
-designing for service, not just software
-minimizing latency and maximizing feedback throughout the organization
-designing for failure and operating to learn
-using operations as input to design
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?
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
44. Lean Startup is a cybernetic methodology
Product development: predict the customer’s trajectory
MVP: calibrate your aim
Pivot: adjust your prediction
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
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
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
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…
110. Product-centric -> service-centric thinking
Captures the essence of industrial -> post-industrial shift
The most important and difficult mindset shift to make
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
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
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
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
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
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
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
“
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
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.
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
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/
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