A model for how User Experience people can engage more strategically with their organisation, and how we can be more strategic in the way we do UX

1. From Usability to UX Strategy
Leisa Reichelt

2. from usability to
UX strategy
Leisa Reichelt
Drupalcon Chicago, March 2011

3. i asked for this talk to be in the business stream...

4. Business needs to get more from their UX team.
UX has more to give.

5. This is about forging alliances

6. To know what a business is we have to start with its
purpose. Its purpose must lie outside of the business itself.
In fact, it must lie in society, since business enterprise is an
organ of society. There is only one valid definition of
business purpose: to create a customer.
- Peter Drucker, Management: Tasks, Responsibilities, Practice

7. What the customer thinks he or she is buying, what he or
she considers value is decisive – it determines what a
business is, what it produces, and whether it will prosper.
And what the customer buys and considers value is never a
product. It is always a utility – that is, what a product or
service does for him or her. And what is value for the
customer is anything but obvious.
- Peter Drucker, Management: Tasks, Responsibilities, Practice

8. business strategy is UX strategy

9. Profit is not a cause but a result – the results of the
performance of the business in marketing, innovation,
productivity. It is a needed result, serving essential
economic functions. Profit is, first, the test of performance –
the only effective test… Indeed, profit is a beautiful example
of what engineers mean when they talk of feedback, or the
self-regulation of a process by it’s own results.
- Peter Drucker, Management: Tasks, Responsibilities, Practice

10. Harry Beckwith- Selling the Invisible
why are companies terrified of a clear value proposition
look up the positioning quote from selling the invisible and put
it here - the bit about saying what you are is saying what
you’re not.
- Harry Beckwith, Selling the Invisible

11. we UXers can help drive good decision making

12. we UXers can help drive good decision making
we, UXers, need good decisions made to make good UX.

13. If you want to be a brand, you have to work from the inside out
A great logo isn’t going to make a shitty product any less shitty,
any more than a hard worker is going to make
a bad boss a compelling leader.’
Christopher Simmons - http://www.aiga.org/content.cfm/what-design-cant-do

14. Facilitator
one who contributes structure and process to interactions so groups
are able to function effectively and make high-quality decisions.
A helper and enabler whose goal is to support others to achieve
exceptional performance
Facilitation at a Glance: Ingrid Bens

15. business
strategy 1. value proposition
- target audience
- business model
- experience strategy
ux strategy
2. customer experience framework
- experience map & touchpoints
- personas (UX & Marketing)
- KPIs & metrics
iven - design principles
ution
strategy driven
tactical execution
3. execute strategy in design
- prioritisation / methodology
- designing strategically
- measurement & evaluation

16. 1. Business strategy
value proposition
- target audience
- business model
- experience strategy

17. anecdotal experience
almost every client I’ve ever worked for who is seeking
greater market share has had no clear value proposition.

18. yay!
unclear proposition clarify
proposition
now bad proposition
new
proposition
no proposition
(eg. new company)
new
product?

19. how to get a group to make a complex decision
like, say, agree on a value proposition
generate synthesis & evaluate & make a clearly articulate
ideas explore ideas prioritise ideas decision agreed value
proposition
ref: http://www.uie.com/articles/kj_technique/

20. encouraging exploration
creating structure for decision making
facilitating collaboration

21. creating sharable ideas
focusing work on the end user experience
minimum viable/desirable product

22. prioritising & communicating

23. thanks Gamestorming

24. our brand is the only ____________ that _____________
- Zag: The #1 Strategy of High Performance Brands, Marty Neumeier
thanks Gamestorming

25. ‘make mantra’ - Guy Kawasaki
Authentic Athletic Performance - Nike
Fun Family Entertainment - Disney
Rewarding Everyday Moments - Starbucks

26. experience strategy
‘A star to sail your ship by’
- Jesse James Garrett

27. target audience
if you design for everyone, you design for no one.

28. target audience
‘How can you deliver a unique value to meet an important
set of needs for an important set of customers’
- Michael Porter, Business Strategy Guru

29. business goals
‘We never take our eyes off the business goals … design
is an integral part of any successful business strategy,
and not an artistic ‘boutique’ profession’
- Hartmut Esslinger, Founder, frog design inc. (The Fine Line)

30. money questions you should be prepared to talk about.
Revenue: How will this make money? How much will it make?
Revenue: How much will we make per customer?
(Customer Lifetime Value (CLV))
Cost: How much will this cost to make?
Cost: How much will each customer cost to acquire and support?
Profit: Will the revenue surpass the cost?
(profit = revenue - cost of goods sold)
Return on investment (is it worth the effort?)
= (profit - investment)
investment
Different businesses use different calculations.
If yours has one in place, find out what it is.

31. 2. customer experience framework
- experience map & touchpoints
- personas (UX & Marketing)
- KPIs & metrics
- design principles

33. http://www.servicedesigntools.org/tools/8

34. http://www.servicedesigntools.org/tools/8

35. journeys, touchpoints, important moments
work through them across all aspects of the experience (even if
you have no control of many of them)
collaborate across departments to create a shared
understanding of the customer experience and all touchpoints
design a framework or model that works best for your company.
integrate this model into the way the company works.

36. money in money out
(aquisition) (churn)
sales & promotion trial (meet initial need) expose to broader value/
range of services

37. how it helped
- removing silos
- creating shared language
- creating shared focus
- sharing learnings from insight/research activities
(everyone knows more about customers without doing any more work!)
- ability to see how work contributes to company success
- ability to empathise with customer experience
- ability to prioritise work to benefit company & customer
- ability for UX to get in earlier and be more effective
- ability to measure effectiveness of work commissioned
based on acquisition and churn metrics
- shift focus from quantity of work outputted to quality

39. personas

40. Designing for About Face 3
the Digital Age Cooper, Reinman
Kim Goodwin & Cronin
resources

41. Design Principles
breaking down the experience strategy
into actionable guidelines

43. everyone should know the experience strategy & design principles
these are tools for the entire business not just the designers
communicate!

44. 3. execute strategy in design
- prioritisation / methodology
- designing strategically
- measurement & evaluation

45. Prioritising strategically
Use your strategic framework to help you work
out what to design/build first
(what is most aligned with the strategy, what will
deliver the most value)
This is particularly useful if you use an agile
methodology

46. how to wireframe strategically
define audience generate synthesis & evaluate & make a sketch the
& purpose of ideas explore ideas prioritise ideas decision wireframe
interface

47. strategic collaborative
wireframe outline

48. evaluating design (quality metrics)
your strategic methodology means you know how to
measure if a page/interaction is working or not.
use your KPIs/metrics to continually measure how well
your design is working. report on this. improve.
use tools like A/B testing.

49. facilitating change
‘culture eat strategy for breakfast’ - Drucker

50. facilitating change
appeal to the elephant and the rider:
1. make change emotional
2. make the next action clear
3. change the environment
Switch: How to change things when change is hard by Chip Heath and Dan Heath

51. appeal to the elephant

52. facilitating change
appeal to the elephant and the rider:
1. make change emotional
2. make the next action clear
3. change the environment
Switch: How to change things when change is hard by Chip Heath and Dan Heath

53. focus on facilitation
‘with it’s focus on asking
instead of telling, listening &
building consensus, facilitation
is an essential skill for anyone
working collaboratively with
others’

54. ‘it’s simple, but it’s not easy’

55. ‘a great way to get fired’

56. thank you & good luck
disambiguity.com
leisa.reichelt@gmail.com
@leisa

57. What did you think?
Locate this session on the DCC website:
http://chicago2011.drupal.org/sessions
Click the “Take the Survey” link.
Thanks!