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- 1. HOW BUSINESS CULTURES INFLUENCE ONLINE PRODUCTS NATALIE BUDA SMITH, CZECH REPUBLIC (@NATIBUDA) ALEJO JUMAT, USA (@ALEJOJUMAT)
- 2. We’re going to talk about how a company’s business culture influences online products...
- 3. ...& why you might care.
- 4. Why is this important?
- 5. Because it impacts your optimal design solution...
- 6. And people with great influence will have a say in that design solution
- 7. The intersection of these 3 components drive a product result User Technology Experience Business Online products
- 8. Scenarios We know user Stories Proverbs Personas Content Inventories Analytics experience well Process Flows System Maps Concept Maps User Surveys We’re great at user research Wireframes Prototypes Storyboards We know how to present information based onReports Concept Designs Narrative user needs and mental models Presentations We’re great atStyle Guides Design Patterns understanding the user’s context Specifications Plans User E Xperience Treasure Map by Jeffery Callender and Peter Morville
- 9. We get technology We work very closely with technologists and create great relationships with technologists Understand the technical implications of our designs
- 10. What do we know about business? We integrate business goals into our designs But what else do we know about the “business” that could influence the optimal design?
- 11. Do we truly know our business stakeholders (like we know our users)?
- 12. Do we truly understand the influencing factors of the business environment?
- 13. What about the flow of money (e.g. who controls the funding, budget cycles)?
- 14. What about business processes (e.g. release cycles, regulatory compliance)?
- 15. Business folks (product managers, marketing managers, business development managers) have a lot of clout - get them on your side
- 16. Much like understanding your users, you have to understand the business...
- 17. ...and spending almost as much time understanding the business, as you do with users and technologists, will help preserve your design
- 18. Just as you conduct user research to understand your users, try to better understand the business environment
- 20. Some different types of organizations Large corporations Government Start-ups Non-profits or NGOs
- 21. Influencing elements Organizational structure The flow of money: timing and control Maturity and size Regulations and policies Approval and release cycles Influence of leadership and their egos
- 22. Dunbar’s number 150 A theoretical cognitive limit to the number of people with whom one can maintain stable social relationships Relationships in which an individual knows each person and how each person relates to every other person Numbers larger than this generally require more restrictive rules, laws, and enforced norms to maintain a stable, cohesive group
- 23. Let’s look at some influencing factors for each type of organization
- 24. Large corporation Highly structured, hierarchical, silos Stakeholder driven, regulated budgets Large in size, established processes Beholden to government regulations Established approval and release cycles Typically the larger the corporation the less influence of C-level personalities on the day to day work
- 25. Government Very structured, hierarchical, silos, political Yearly budgets, allocation from other areas Large in size, established processes Beholden to federal law Established approval and release cycles Influence of political leadership, which can change every election cycle
- 26. Start-up Flat hierarchy, with easy access to C-level Rounds of funding from Investors Small and flexible, open to new process and ways of doing Less affected by regulation and policies Agile release cycles with showing progress as driver Heavy influence of C-level personalities
- 27. Non-profit or NGO Common project or country based organizational structure Donations, donors and grants Range of sizes Less affected by regulation and policies Approval and release schedules dependent on size Strong influence of leadership personalities and values
- 28. Dominate cultures prevail in mergers and acquisitions
- 29. Use your knowledge of these influencing factors to push the best user experience
- 30. Analyze the organization chart Like a site map, read the organization chart Who owns the product? Who controls other aspects needed for the product? Are the three players: User Experience, Technology and Business aligned against or in support of each other?
- 31. Where does user experience sit in the organization?
- 32. The ideal organization chart for good user experience User Experience Department or Division C-Level User Experience Leader Reports to CEO Involved in A-Z instead of A-C
- 33. Find the money Where is revenue generated? What departments/divisions are the most profitable? Who actually pays for the product? Who decides the budget? How is money spent?
- 34. Make friends in important places Need to invest time in building and maintaining relationships If it is a large organization, need to be strategic and reach across the organization as needed
- 35. Prevent decision fatigue The more choices you make throughout the day, the harder each one becomes for your brain, and eventually it looks for shortcuts What is the best time of day to get your way? NYTimes: Do You Suffer From Decision Fatigue?
- 36. Invest in the long view, not just fight the smaller battles
- 37. Evangelize within the organization, not just what and how but WHY
- 38. WHY is the key “People don’t buy what you do, they buy why you do it” (Simon Sinek, The Golden Circle) Addresses Addresses “limbic brain” “neocortex brain”
- 39. Addresses “neocortex brain” Responsible for rational and analytical thought and language
- 40. Addresses “limbic brain” Responsible for trust, loyalty and decision making Speaking to this part of the brain will make a connection with your “business” stakeholders
- 41. User experience is best suited for the WHY: with the product and within the organization
- 42. In conclusion, the top three things you can do Understand the business team and their motivations and build relationships Take advantage of the business culture and its influencing elements Invest in the long view of product development, not just fight shorter, tactical battles
Notas do Editor
- Introduce ourselves: names, work experience and why this topic is important to each of us\n
- Business culture as in the total of the inherited ideas, beliefs, values, and knowledge, which constitute the shared bases of social action in an organization.\n
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- How many of you have had a wonderful idea or design for a product, and then after taking the product through the process feel like you ended up with just half of its potential?\n
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- Talk to examples\n
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- We are going to focus on four different types of organizations today, and discuss their specific influencing elements. Much like you develop personas for a project, here are four sketches of different types of organizations and their characteristics.\n\nThe large corporation, like IBM, [insert European company] or Sprint/Nextel, we are defining it to be a large business, as in 1000+ employees, with multiple divisions.\nA government organization is like the Department of Treasury or [insert European agency]\nA start-up is a growing and relatively newly-formed small business that has yet to list on a stock market\nA non-profit or NGO is an organization that is not beholden to investors and typically does not generate a profit at the end of the fiscal year, like the Red Cross, Oxfam or AARP\n
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- Dunbar's number was first proposed by British anthropologist Robin Dunbar, who theorized that "this limit is a direct function of relative neocortex size, and that this in turn limits group size ... the limit imposed by neocortical processing capacity is simply on the number of individuals with whom a stable inter-personal relationship can be maintained.\n
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- ISO\n
- 508 compliance\n
- Easy access to CEO and other C-level people\nRounds of funding from investors\nAgile release cycles (more about getting something out and showing progress)\n\n
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- Talk about examples. tend to work as separate companies until forced to work as one. NavTech example.\nThings to do to survive\n
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- Levav of Stanford and Danziger of Ben-Gurion University\n\nShortcuts are usually risky behavior or no decision at all. Retailers will use this technique - car buying, suit buying, carpet buying, wedding registries\nPrisoners who appeared early in the morning received parole about 70 percent of the time, while those who appeared late in the day were paroled less than 10 percent of the time.\n\nHeatherton and Darthmouth: Your brain does not stop working when glucose is low. It stops doing some things and starts doing others. It responds more strongly to immediate rewards and pays less attention to long-term prospects.\n
- example of long view, smaller battles\nsuccess stories\n
- examples of what, how and why - if you don’t talk about the why you wont make a connection\n
- Simon Simek has done research into why some companies are successful when others are not. What is what you do - as in make mobile apps. How is how your company does it, the differentiator or niche, Why is the organizations belief or cause.\nWhy addresses the “limbic brain” that is responsible for decision making, trust and loyalty. Rooted in biology. Inspired organizations no matter the size or the industry, all communicate the Why.\n
- When you talk “what” and “how” you’re talking to the neo-cortex which is responsible for rational and analytical thought\n
- Why as in what is your purpose, your cause your belief. Why addresses the “limbic brain” that is responsible for decision making, trust and loyalty.\n
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