ozIA 2008 UX Strategy

Slideshow Transcript

1. Slide 1: UX Strategy the role of strategy in UX projects & teams Steve Baty UX Strategist ozIA 2008 - UX Strategy
2. Slide 2: About me ozIA 2008 - UX Strategy
3. Slide 3: UX Consultant About me ozIA 2008 - UX Strategy
4. Slide 4: UX Consultant About me 1996 ozIA 2008 - UX Strategy
5. Slide 5: UX Consultant About me 1993 1996 ozIA 2008 - UX Strategy
6. Slide 6: Independent UX Consultant About me 1993 1996 ozIA 2008 - UX Strategy
7. Slide 7: Independent UX Consultant MBA About me 1993 1996 ozIA 2008 - UX Strategy
8. Slide 8: Independent UX Consultant MBA About me M.Ecommerce 1993 1996 ozIA 2008 - UX Strategy
9. Slide 9: Independent UX Consultant MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) ozIA 2008 - UX Strategy
10. Slide 10: Independent UX Consultant Archaeology MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) ozIA 2008 - UX Strategy
11. Slide 11: Independent UX Consultant Archaeology MBA About me M.Ecommerce 1993 1996 B.Sc (Maths) UXMatters - uxmatters.com ozIA 2008 - UX Strategy
12. Slide 12: “It is a matter of life and death, a road to either safety or ruin.” -Sun Tzu ozIA 2008 - UX Strategy
13. Slide 13: Strategy ozIA 2008 - UX Strategy
14. Slide 14: Strategy ozIA 2008 - UX Strategy
15. Slide 15: Strategy Plan ozIA 2008 - UX Strategy
16. Slide 16: Purpose Strategy Plan ozIA 2008 - UX Strategy
17. Slide 17: Purpose Resources Strategy Plan ozIA 2008 - UX Strategy
18. Slide 18: Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
19. Slide 19: Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
20. Slide 20: Combative Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
21. Slide 21: Combative Aggressive Compromise Purpose Resources Strategy Plan Opportunity ozIA 2008 - UX Strategy
22. Slide 22: Competition ozIA 2008 - UX Strategy
23. Slide 23: Competition ozIA 2008 - UX Strategy
24. Slide 24: Positioning Competition ozIA 2008 - UX Strategy
25. Slide 25: Fixed pie Positioning Market Competition Value Quality Price ozIA 2008 - UX Strategy
26. Slide 26: Fixed pie Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy
27. Slide 27: Sustainability Fixed pie Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy
28. Slide 28: Sustainability Fixed pie Industry structure Positioning Market Competition Value Quality Price Competitive advantage ozIA 2008 - UX Strategy
29. Slide 29: “Whoever is first in the field and awaits the coming of the enemy, will be fresh for the fight; whoever is second in the field and has to hasten to battle will arrive exhausted.” - Sun Tzu ozIA 2008 - UX Strategy
30. Slide 30: Value creation ozIA 2008 - UX Strategy
31. Slide 31: Value creation ozIA 2008 - UX Strategy
32. Slide 32: Innovation Value creation ozIA 2008 - UX Strategy
33. Slide 33: Innovation Define the future Value creation ozIA 2008 - UX Strategy
34. Slide 34: Innovation Define the future Combination Core competencies Value creation Configuration Leverage ozIA 2008 - UX Strategy
35. Slide 35: Innovation Define the future Combination Core competencies Value creation Configuration Leverage Scenarios ozIA 2008 - UX Strategy
36. Slide 36: “What are you working on?” COMPETITION FOR THE PRESENT COMPETITION FOR THE FUTURE A Blueprint for Managing A Strategic In-House UX PRACTICE RELATED ACTIVITIES Growing a Vital Team Design Group Evangelizing our Efforts! by Stephen P. Anderson Between delivering on funded projects and ghting res, it can be di cult to Defining Tools & Processes Experiments / Tech. Playground set aside time for any strategic e orts. Yet for many UX groups, this is where we could add the most value—demonstrating ways in which product or service Following Trends & Upcoming Technologies experience could be signi cantly better. Expert Evaluations While it may be tempting to look for CREDIT WHERE CREDIT IS DUE: more time or resources for these e orts, Designing Future Product and this is really about strategic planning. PROJECT FOCUSED EFFORTS Delivering Funded Projects Service Experiences As leaders inside an organization, we This is the exciting part– being able to design things as they should be... This is where MOST OF OUR TIME is spent, creating enhancements tied to product releases... have to be able to defend how every In this more general strategic context, a designer can have a voice in articulating challenges, In this more speci c, tactical context, a UX Designer makes consistent improvements that enhance product value and in uence customer experience. However, even the designer’s framing market strategy and designing approaches, thereby in uencing outcomes. bit of our time—no matter how large best e orts won’t compensate for an inappropriate business approach, or having, in e ect, Box 1 Box 2 Box 3 “solved the wrong problem”. or small— ts into the overall strategic Manage the Selectively Create the This work isn’t what motivates more visionary teams. But this is what demonstrates value in direction. This is especially the case Present Abandon the Future the short-term, earning the trust to pursue other ideas. Past Personas, Scenarios & Models where resources are tight and you have to make tradeo and priority decisions These artifacts create that don’t sit well with some. Competition for Competition for ALIGNMENT across I developed this model to help facilitate the Present the Future This lets us create a Design Research shared UNDERSTANDING the organization Performance Management Growth and Innovations these discussions and communicate Benchmark Best Practices Create Next Practices Focus on Today’s Customers Focus on Tomorrow’s Customers of the design space Focus on Today’s Technologies Focus on Today’s Competitors Focus on Tomorrow’s Technologies Focus on Tomorrow’s Competitors Centralized Resource Allocation Decentralized Resource Allocation priorities in a way that makes sense to Leverage Current Competencies Build New Competencies Brand Definition, Branding Guidelines executive management. GUIDELINES & STANDARDS Based on the two domains of ‘competing for the present’ (tactical work) and Coding Standards ‘competing for the future’ (strategic work), I’ve found this to be an e ective way to communicate and rationalize where a team is spending time. With these domains as a foundation, I layered on the principal types of UX activities UI Guidelines / Design Patterns (research, persona creation, internal evangelism, screen design, etc.) that need to take place in order for us to be successful—over the long run— in our e orts. Globalization / Localization Standards This up-front planning has resulted in a balanced, holistic perspective on what needs to happen to be successful. As such, it’s been a great tool not only for planning and communicating, but also for keeping the team on track, focused Workshops & Training and accountable. ozIA 2008 - UX Strategy
37. Slide 37: ozIA 2008 - UX Strategy
38. Slide 38: “...We see the intersecting of the internet and mobility. Nokia has been a device company and that will remain a lucrative business for years to come, but instead of waiting until we have to change, Nokia is looking ahead and making changes now.” ozIA 2008 - UX Strategy
39. Slide 39: ozIA 2008 - UX Strategy
40. Slide 40: Capabilities ozIA 2008 - UX Strategy
41. Slide 41: Surveys & questionnaires Forms design User testing Industrial design Card-sorting Application dev Capabilities SEO Project mgmt Hosting Analytics Prototyping Design documentation Gestural interfaces Interface dev ozIA 2008 - UX Strategy
42. Slide 42: Capabilities ozIA 2008 - UX Strategy
43. Slide 43: Not unique Capabilities Not an advantage Not sustainable ozIA 2008 - UX Strategy
44. Slide 44: “There are not more than five cardinal tastes, yet combinations of them yield more flavours than can ever be tasted” - Sun Tzu ozIA 2008 - UX Strategy
45. Slide 45: Core Competencies ozIA 2008 - UX Strategy
46. Slide 46: C.K. Prahalad Gary Hamel Core Competencies ozIA 2008 - UX Strategy
47. Slide 47: C.K. Prahalad Gary Hamel Outsourcing Core Competencies ozIA 2008 - UX Strategy
48. Slide 48: C.K. Prahalad Gary Hamel Outsourcing Core Competencies Iterative design ozIA 2008 - UX Strategy
49. Slide 49: C.K. Prahalad Gary Hamel Outsourcing Core Competencies User research Iterative design ozIA 2008 - UX Strategy
50. Slide 50: C.K. Prahalad Gary Hamel Outsourcing Infrastructure Core Competencies User research Iterative design ozIA 2008 - UX Strategy
51. Slide 51: C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Core Competencies User research Iterative design ozIA 2008 - UX Strategy
52. Slide 52: C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Continuous improvement Core Competencies User research Iterative design ozIA 2008 - UX Strategy
53. Slide 53: C.K. Prahalad Gary Hamel Outsourcing Service design Infrastructure Continuous improvement Core Competencies User research Iterative design Building social networks ozIA 2008 - UX Strategy
54. Slide 54: C.K. Prahalad Gary Hamel Outsourcing Service design Logistics Infrastructure Continuous improvement Core Competencies User research Iterative design Building social networks ozIA 2008 - UX Strategy
55. Slide 55: C.K. Prahalad Gary Hamel Outsourcing Service design Logistics Infrastructure Continuous improvement Core Competencies Inventory management User research Iterative design Building social networks ozIA 2008 - UX Strategy
56. Slide 56: C.K. Prahalad Gary Hamel Outsourcing Service design Logistics Infrastructure Continuous improvement Core Competencies Inventory management Relevance Breadth Imitation User research Iterative design Building social networks ozIA 2008 - UX Strategy
57. Slide 57: UX = ? ozIA 2008 - UX Strategy
58. Slide 58: UX = ? ozIA 2008 - UX Strategy
59. Slide 59: usefulness UX = ? ozIA 2008 - UX Strategy
60. Slide 60: usefulness desirability UX = ? ozIA 2008 - UX Strategy
61. Slide 61: usefulness desirability credibility (+ trust) UX = ? ozIA 2008 - UX Strategy
62. Slide 62: usefulness desirability credibility (+ trust) UX = ? usability ozIA 2008 - UX Strategy
63. Slide 63: usefulness desirability credibility (+ trust) UX = ? findability usability ozIA 2008 - UX Strategy
64. Slide 64: usefulness desirability credibility (+ trust) UX = ? accessibility findability usability ozIA 2008 - UX Strategy
65. Slide 65: usefulness desirability credibility (+ trust) UX = ? accessibility findability value usability ozIA 2008 - UX Strategy
66. Slide 66: Value of UX ozIA 2008 - UX Strategy
67. Slide 67: Essential Value of UX ozIA 2008 - UX Strategy
68. Slide 68: Sustainable competitive advantage Essential Value of UX ozIA 2008 - UX Strategy
69. Slide 69: Sustainable competitive advantage Essential Value of UX Differentiation ozIA 2008 - UX Strategy
70. Slide 70: Sustainable competitive advantage Essential Value of UX Loyalty Differentiation ozIA 2008 - UX Strategy
71. Slide 71: Sustainable competitive advantage Essential Value of UX Loyalty Differentiation Flow-through offline ozIA 2008 - UX Strategy
72. Slide 72: Defining your strategy ozIA 2008 - UX Strategy
73. Slide 73: Purpose Defining your strategy ozIA 2008 - UX Strategy
74. Slide 74: Audience Purpose Defining your strategy ozIA 2008 - UX Strategy
75. Slide 75: Audience Goals Purpose Defining your strategy ozIA 2008 - UX Strategy
76. Slide 76: Mental models Audience Goals Purpose Defining your strategy ozIA 2008 - UX Strategy
77. Slide 77: Mental models Audience Goals Purpose Defining your strategy Context of use ozIA 2008 - UX Strategy
78. Slide 78: Mental models Audience Goals Purpose Defining your strategy Context of use Differentiation ozIA 2008 - UX Strategy
79. Slide 79: Mental models Audience Dependencies Goals Purpose Defining your strategy Context of use Differentiation ozIA 2008 - UX Strategy
80. Slide 80: Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Differentiation ozIA 2008 - UX Strategy
81. Slide 81: Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Brand Values Differentiation ozIA 2008 - UX Strategy
82. Slide 82: Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation ozIA 2008 - UX Strategy
83. Slide 83: Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation Information structure ozIA 2008 - UX Strategy
84. Slide 84: Engagement Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation Information structure ozIA 2008 - UX Strategy
85. Slide 85: Engagement Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation Findability Information structure ozIA 2008 - UX Strategy
86. Slide 86: Engagement Mental models Audience Dependencies Goals Purpose Capability Defining your strategy Context of use Experience Brand Values Differentiation Findability Analytics Information structure ozIA 2008 - UX Strategy
87. Slide 87: Defining your strategy ozIA 2008 - UX Strategy
88. Slide 88: Defining your strategy Amazon books Ordering Huge catalogue Social/community Findability ozIA 2008 - UX Strategy
89. Slide 89: Scalability Performance Reach Relevance Google search Defining your strategy Amazon books Ordering Huge catalogue Social/community Findability ozIA 2008 - UX Strategy
90. Slide 90: Scalability Performance Reach Relevance Google search Defining your strategy Customer acquisition Amazon books Ordering Huge catalogue Sign-up Social/community Payment Value proposition Findability ozIA 2008 - UX Strategy
91. Slide 91: Scalability Performance ‘Ridiculously complex password requirements for a site that stores Reach Relevance virtually no personal information other than site-specific prefs. Rgh!’ Google search - Dan Brown Defining your strategy Customer acquisition Amazon books Ordering Huge catalogue Sign-up Social/community Payment Value proposition Findability ozIA 2008 - UX Strategy
92. Slide 92: Execution ozIA 2008 - UX Strategy
93. Slide 93: Execution ozIA 2008 - UX Strategy
94. Slide 94: Marketing Execution ozIA 2008 - UX Strategy
95. Slide 95: Marketing IT Execution ozIA 2008 - UX Strategy
96. Slide 96: Marketing Logistics IT Execution ozIA 2008 - UX Strategy
97. Slide 97: Marketing Logistics IT Execution Sales ozIA 2008 - UX Strategy
98. Slide 98: Marketing Logistics IT Execution Sales Ad Agency ozIA 2008 - UX Strategy
99. Slide 99: Marketing Interactive agency Logistics IT Execution Sales Ad Agency ozIA 2008 - UX Strategy
100. Slide 100: Marketing Interactive agency Logistics IT Execution Sales Executive commitment Ad Agency ozIA 2008 - UX Strategy
101. Slide 101: Marketing Interactive agency Logistics IT Execution Sales Executive commitment Ad Agency It so often goes wrong ozIA 2008 - UX Strategy
102. Slide 102: Alignment ozIA 2008 - UX Strategy
103. Slide 103: Alignment ozIA 2008 - UX Strategy
104. Slide 104: Structure Alignment ozIA 2008 - UX Strategy
105. Slide 105: Structure Alignment Technology ozIA 2008 - UX Strategy
106. Slide 106: Structure Alignment Skills Technology ozIA 2008 - UX Strategy
107. Slide 107: Structure Alignment Staff Skills Technology ozIA 2008 - UX Strategy
108. Slide 108: Structure Alignment Staff Leadership Skills Technology ozIA 2008 - UX Strategy
109. Slide 109: UX Teams ozIA 2008 - UX Strategy
110. Slide 110: UX Teams Research and nail it or iterate? ozIA 2008 - UX Strategy
111. Slide 111: Staff experience UX Teams Research and nail it or iterate? ozIA 2008 - UX Strategy
112. Slide 112: Staff experience UX Teams Genius design Research and nail it or iterate? ozIA 2008 - UX Strategy
113. Slide 113: Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? ozIA 2008 - UX Strategy
114. Slide 114: Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? Patterns ozIA 2008 - UX Strategy
115. Slide 115: UCD or ACD Specialists or generalists Staff experience UX Teams Genius design Research and nail it or iterate? Patterns ozIA 2008 - UX Strategy
116. Slide 116: Competitive Advantage ozIA 2008 - UX Strategy
117. Slide 117: Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
118. Slide 118: Differentiation Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
119. Slide 119: Sustainability Differentiation Competitive Advantage “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
120. Slide 120: Sustainability Differentiation Competitive Advantage Difficult to imitate “So, why choose you?” - Seth Godin ozIA 2008 - UX Strategy
121. Slide 121: Strategic thinking ozIA 2008 - UX Strategy
122. Slide 122: Strategic thinking Change the game. ozIA 2008 - UX Strategy
123. Slide 123: Strategic thinking Change the game. ozIA 2008 - UX Strategy
124. Slide 124: Strategic thinking Change the game. ozIA 2008 - UX Strategy
125. Slide 125: References ozIA 2008 - UX Strategy
126. Slide 126: Execution is everything - Steve Baty Questions to ask for any UX Project - Steve Baty User Experience Design - Peter Morville Morville’s facets of UX refined? - James Melzer Explaining Core Competence - Mind Tools Nokia morphs itself from within - BBC Your competitive advantage - Seth Godin Managing a strategic UX team - Stephen P. Anderson Jimmy Wales on Wikipedia - Xark! The Art of War - Sun Tzu Where software vendors should focus - McKinsey & Co ozIA 2008 - UX Strategy
127. Slide 127: Steve Baty ozIA 2008 - UX Strategy
128. Slide 128: Twitter: docbaty Steve Baty ozIA 2008 - UX Strategy
129. Slide 129: Twitter: docbaty Steve Baty Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy
130. Slide 130: Twitter: docbaty Steve Baty Web: www.meld.com.au Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy
131. Slide 131: Twitter: docbaty Slideshare: www.slideshare.net/stevebaty Steve Baty Web: www.meld.com.au Email: stevebaty@meld.com.au ozIA 2008 - UX Strategy