Bunnyfoot UX Strategy Workshop

1. Dr Jon Dodd
Dr Pete Underwood
UX STRATEGY WORKSHOP
20th July 2017

2. 2
THE PLAN FOR THIS AFTERNOON
14:00 - Session 1
 Introductions
 What is UX Strategy?
 How do you do it?
 Is your company ready for UX Strategy?
15:15 – Refreshment break
15:30 – Session 2
 Group discussions
 Feedback session
16:45 – Drinks and networking

3. 3
INTRODUCTIONS

4. 4
DR JON DODD
Dphil. ‘Visual and computational neuroscience’
Co-founder, Bunnyfoot 1999
My passion: Apply the brainy bits from science and psychology to customer
experience
Overall lead for UCD, customer experience, training
Project director, lead consultant, designer on a wide variety of UX and service design
projects e.g. Virgin holidays, Microsoft, NHS, Tesco, easyJet, Boden, M&S, Kier, Virgin
Media, Royal Caribbean, Sky…
2014 took part in the clipper round the world yacht race
Frustrated author, recent stand up comedian, training for a half iron man

5. 5
DR PETE UNDERWOOD
PhD ‘Human factors’
Consultant at Bunnyfoot since 2015
My passion: The same as Jon’s, i.e. using science to make stuff work better for
people
Main focus on research and strategy projects, training
Lead consultant on a wide range of UCD projects e.g. BBC, Sky, Vodafone, Historic
Royal Palaces, EDF, Compare The Market, Experian…
2017 walked 90 miles along the Thames to Hampton Court Palace
Recovering runner, bedroom guitarist, aircraft accident investigator

6. 6
WE’LL BE ASKING YOU QUESTIONS
Wifi network: CCTV Barbican
Password: CCTvw1f1
Please go to: slido.com
Event code: uxstrat

7. 7
PLEASE ASK US QUESTIONS!
Please ask questions about anything from the
presentation that grabs your interest (using the
Questions tab on Sli.do)
We’ll address a selection of them in the second part
of the workshop
We encourage you to ‘like’ questions – this will help
us to understand which topics we should cover in the
second session
Don’t worry – we already have a few interesting
topics up our sleeve for you to discuss
But we’d really like to have your input so you can
get the most value from today

8. 8
WHAT IS UX STRATEGY?
Your definitions please…
Q?

9. 9
IT’S USEFUL TO DEFINE…
User Experience
Customer Experience
Strategy

10. 10
WHAT IS USER EXPERIENCE?
…and usability
Q?

11. 11
IT’S NOTA TRICK QUESTION!
Many people (and the ISO) think it is the addition of stuff before and after a specific
interaction (where the interaction concerns usability)
Imagining the use of the product
without actually having used it
(subjective expectations)
Identification with or dissociation
from the product.
(reflective thoughts/feelings)
Effective, efficient and
satisfactory completion of goals
(evaluation while using)
User Experience
(ISO 9241-210)
Usability
(ISO 9241-11)
BEFORE USE
‘anticipating’
DURING USE
‘using’
AFTER USE
‘digesting’
Some people define it as the more emotional parts
There are lots of definitions flying about…

12. 12
WE LIKE THIS DEFINITION
The user experience is the totality of end-users’ perceptions
as they interact with a product or service.
These perceptions include effectiveness (how good is the
result?), efficiency (how fast or cheap is it?), emotional
satisfaction (how good does it feel?), and the quality of the
relationship with the entity that created the product or
service (what expectations does it create for subsequent
interactions?).’ - Kunivsky, 2010

13. 13
WHAT IS CUSTOMER EXPERIENCE?
Q?

14. 14
SOME DEFINITIONS OF CUSTOMER EXPERIENCE
Customer experience is the sum of all experiences a
customer has with a supplier of goods or services,
over the duration of their relationship with that
supplier’
The combination of rational and emotional factors
of using a company’s online services which
influences customers’ perceptions of a brand
online

15. 15
IS THERE A DIFFERENCE BETWEEN UX AND CX?
What do you think?
Q?

16. 16
AGAIN, IT’S USEFUL TO DEFINE…
User
Customer

17. 17
THE (BUSINESS) DICTIONARY DEFINITIONS
Entity that has authority to use an application, equipment, facility,
process, or system, or one who consumes or employs a good or
service to obtain a benefit or to solve a problem, and who may or
may not be the actual purchaser of the item.
User
A party that receives or consumes products (goods or services) and
has the ability to choose between different products and suppliers.
Customer

18. 18
COMPARE THE ROLES OF UX/CX CREATORS…
 UX Researcher
 UX Designer
 Information Architect
 Interaction Designer
 Interface Designer
 Usability Engineer
 Developer
UX CX
 Customer manager
 CRM Manager
 Product Manager
 Marketing Manager
 Market Researcher
 Business Analyst
ROLES

19. 19
WE CAN ALSO COMPARE TOOLS & PROCESSES
 User Research
 Personas
 User Journeys
 Prototyping
 Usability Testing
 Information Architecture
 Design Principles
 Style Guides
UX CX
 Customer Research
 Personas
 Customer Journeys
 Prototyping
 Design
 Business Cases
 Business Strategy
 KPIs
TOOLS

20. 20
YOU COULD ARGUE THAT UX IS A PART OF CX
UX
Research, design and optimisation of
digital touchpoints
CX
Aligning business strategy and
operations with the desired brand
experience across all touchpoints
CX
UX

21. 21
UCD UNDERPINS AND IS ESSENTIAL TO BOTH

22. 22
HERE’S OUR APPROACH TO UCD

23. 23
POLL #1
When you're talking with colleagues about
designing products/services, do you talk
about…
Please go to: sli.do
Event code: uxstrat

24. 24
WHAT IS STRATEGY?
Your definitions please
Q?

25. 25
SOME DEFINITIONS…

26. 26
SOME MORE…
Strategy determines the direction and scope of an
organization over the long term. It should determine how
resources should be configured to meet the needs of
markets and stakeholders – Johnson & Scholes
Strategy defines and communicates an organization's
unique position, it should determine how organizational
resources, skills, and competencies should be combined
to create competitive advantage – Porter

27. 27
SO, FINALLY… WHAT IS UX STRATEGY?
Q?

28. 28
DEFINITIONS OF UX STRATEGY
UX strategy is the ”Big Picture”. It is the high-level plan to achieve one or more
business goals. UX strategy is based on four tenets: business strategy, value
innovation, validated user research, and killer UX design.’ - Jamie Levy
A strategy is an approach or plan of action to achieve a major goal. A user
experience strategy applies this approach to UX design.’ – Paul Bryan
What good UX strategy actually entails is researching and recognizing the
constraints and concerns from all sides and painting a big red target on the wall so
that everyone involved can make decisions that serve researched, vetted, and
defined objectives.’ – Robert Hoekman Jr
[UX] Strategy is about uncovering the key challenges in a situation and devising a
way of coordinating effort to overcome them for a desired outcome.’ – Kim Kalbach

29. 29
POLL #2
Does your company have a UX Strategy?
Please go to: slido.com
Event code: uxstrat

30. 30
WHY DO UX STRATEGY?
Your thoughts about the benefits…?
Q?

31. 31
SOME OF THE BENEFITS…
Differentiates a company’s products and services from competitors
Prioritises key customer segments (personas/user groups), and how to address their
needs, wants, and interactive behaviours
Provides a prioritised road map that shows how future releases progressively achieve
high-level goals
Avoids tending towards just tactical UX - Do what seems best right now, i.e. avoids turd
polishing
Aligns internal teams with a single coherent vision
Gives accountability - aligning with business objectives, i.e. the product/service has to
work and sell, not just look good
Avoid clashes of opinion, the HIPPO effect, design by committee etc.

32. 32
HOW DO YOU DO UX STRATEGY?
Q?

33. 33
ESSENTIALLY IT’S THIS…
UX
Strategy
Solution value
People, processes
and technology
Solution design
Business value
Acquisition,
retention and
efficiency
Business design
User value
Interactions, goals and
emotions
Experience design
Find the sweet spot
where value is added
for users and your
business
Feasible
What can be
created now/in
the future?
Viable
What can the
business support
now/in the
future?
Desirable
What do people
want/need?

34. 34
A USEFUL FRAMEWORK
Drivers
Current
state
Barriers
Desired
state
Strategy

35. 35
IT CAN BE A COMPLEX PROCESS
How do you deal with this bit?
It can feel uncomfortable and does not always sit well
with established ways of working

36. 36
A USEFUL FRAMEWORK
Drivers
Current
state
Barriers
Desired
state
Strategy
Business and
Brand strategies
1
Where are
we now?
2
Where do we
want to be?
3
What’s our
plan?
4
How will we know
we’re on track?
5

37. 37
A USEFUL FRAMEWORK
Business and
Brand strategies
 What’s the vision
for our business?
 What’s our target
position in the
market?
 What’s our brand
promise and
values?
 What are our
branding assets?
 Who are our target
customers?
 How should our
customers to feel
about us?
1

38. 38
HERE’S A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
 What’s the vision
for our business?
 What’s our target
position in the
market?
 What’s our brand
promise and
values?
 What are our
branding assets?
 Who are our target
customers?
 How should our
customers to feel
about us?
 What are our
customers’ goals,
needs, priorities?
 What’s in our
customers’
environment?
 What’s the current
customer journey?
1 2

39. 39
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
 What’s the vision
for our business?
 What’s our target
position in the
market?
 What’s our brand
promise and
values?
 What are our
branding assets?
 Who are our target
customers?
 How should our
customers to feel
about us?
 What are our
customers’ goals,
needs, priorities?
 What’s in our
customers’
environment?
 What’s the current
customer journey?
 What’s our vision
for the desired
customer
experience?
 What will the future
customer journey
be?
 What are our
guiding experience
principles?
1 2 3

40. 40
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
What’s our plan?
 What’s the vision
for our business?
 What’s our target
position in the
market?
 What’s our brand
promise and
values?
 What are our
branding assets?
 Who are our target
customers?
 How should our
customers to feel
about us?
 What are our
customers’ goals,
needs, priorities?
 What’s in our
customers’
environment?
 What’s the current
customer journey?
 What’s our vision
for the desired
customer
experience?
 What will the future
customer journey
be?
 What are our
guiding experience
principles?
 What are the gaps
between the current
and future
customer
experiences?
 How will close
those gaps?
 How will we trade-
off, prioritise and
focus on important
issues?
 What’s our
roadmap for
delivering
innovation?
1 2 3 4

41. 41
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
What’s our plan?
How will we know
we’re on track?
 What’s the vision
for our business?
 What’s our target
position in the
market?
 What’s our brand
promise and
values?
 What are our
branding assets?
 Who are our target
customers?
 How should our
customers to feel
about us?
 What are our
customers’ goals,
needs, priorities?
 What’s in our
customers’
environment?
 What’s the current
customer journey?
 What’s our vision
for the desired
customer
experience?
 What will the future
customer journey
be?
 What are our
guiding experience
principles?
 What are the gaps
between the current
and future
customer
experiences?
 How will close
those gaps?
 How will we trade-
off, prioritise and
focus on important
issues?
 What’s our
roadmap for
delivering
innovation?
 What are the key
performance
indicators and
targets for creating
the future customer
experience?
 How will we know if
our business is
capable of
delivering the future
customer
experience?
1 2 3 4 5

42. 42
A USEFUL FRAMEWORK
Business and
Brand strategies
Where are we
now?
Where do we
want to be?
What’s our plan?
How will we know
we’re on track?
 What’s the vision
for our business?
 What’s our target
position in the
market?
 What’s our brand
promise and
values?
 What are our
branding assets?
 Who are our target
customers?
 How should our
customers to feel
about us?
 What are our
customers’ goals,
needs, priorities?
 What’s in our
customers’
environment?
 What’s the current
customer journey?
 What’s our vision
for the desired
customer
experience?
 What will the future
customer journey
be?
 What are our
guiding experience
principles?
 What are the gaps
between the current
and future
customer
experiences?
 How will close
those gaps?
 How will we trade-
off, prioritise and
focus on important
issues?
 What’s our
roadmap for
delivering
innovation?
 What are the key
performance
indicators and
targets for creating
the future customer
experience?
 How will we know if
our business is
capable of
delivering the future
customer
experience?
1 2 3 4 5

43. 43
BUSINESS AND BRAND STRATEGIES

44. 44
HOT OFF THE PRESS!
aeg

45. 45
THE USER EXPERIENCE IS REALITY
Snapchat lets you easily talk with friends, view Live Stories
from around the world, and explore news in Discover. Life's
more fun when you live in the moment!

46. 46
BRANDING HELPS DELIVER CONSISTENT UX
If you know your brand and
what you want it to be, you
can give your customers a
consistent impression of
your company.

47. 47
DON’T JUST THINK ABOUT YOUR CUSTOMERS
Employees
Customers
Protest
actors
Other
networks
Media
Suppliers
Political
actorsInterest
groups
Partners
Your
business

48. 48
REALISE OTHER PEOPLE WILL TALK ABOUT YOU
Employees
Customers
Protest
actors
Other
networks
Media
Suppliers
Political
actorsInterest
groups
Partners
Your
business

49. 49
WHERE ARE WE NOW?

50. 50
THERE ARE A LOT OF USEFUL METHODS!
Define/confirm the problem space/brief
One or more of: Mission statements, brand values, elevator pitch,
competitor analysis, SWOT, Johari window, 7C’s, brochure,
cereal box, environment map, ad libs, 5 whys, Pre-mortem,
Kipling’s checklist, AEIOU…
Define/review the target customers
One or more of: Segments, (proto) personas, empathy maps,
complexograms, emotional matrix, mental models, experience
maps, scenarios, service design blueprints, user stories…

51. 51
EXPERIENCE MAPS

52. 52
BUSINESS ORIGAMI

53. 53
THE CUSTOMER SERVICE GAP MODEL
Customer
expectations Knowledge gap Do your research to reduce this gap
Service
quality
specification
Set the specification to meet customer
expectations
Policy gap
Service
delivery
Attempt to deliver the specification
(resources etc.)Delivery gap
Service
delivery
External
comms to
customers
Communicate realistically and truthfully
– help set expectationsCommunications gap
Customer
perception
Overall goal:
Reduce this gap!
but be careful with
exceeding expectations
Management
perceptions of
customer
expectations
Management
perceptions of
customer
expectations
Service
quality
specification

54. 54
COMPETITOR ANALYSIS
Understanding your competitors will help you:
 Position your brand
 Identify opportunities for value innovation
and differentiation
 Understand what you should and shouldn’t
be doing

55. 55
WHERE DO WE WANT TO BE?

56. 56
RED OCEAN OR BLUE OCEAN?

57. 57
ANOTHER WAY TO THINK ABOUT IT
Optimisation
(penetration)
Migration (innovation)
Adaptation (expansion)
Introduction
(diversification)
Current NewNewExisting
User Experience
TargetUsers

58. 58
EXPERIENCE PRINCIPLES ARE STRATEGIC DESIGN SPECIFICATIONS
Principles/heuristics
e.g. Nielsen & Molich,
Schneiderman, Norman
short ‘rules’ without much
advice on how to design
Design Patterns
Hands on advice, yet
flexible in implementation.
Recommendations based
on best practice
Guidelines/prescriptions
e.g. Apple Human
Interface Guidelines
Fixed rules or
prescriptions
Human based
Universal
Resilient
Somewhat technology based Technology based
Focused
Not Resilient
Principles lie at the strategic end
Vague/high level Flexible yet tangible Strict

59. 59
EXPERIENCE PRINCIPLES
Experience principles describe the core experience values of a product or a service
They provide a consistent vision of the project for the project team to move towards
and to communicate to stakeholders
They help frame decision making and establish success criteria for the project
They should be defined and explored concurrently with the requirements
gathering/scope definitions process to help guide the solutions and concepts
They should be written in a short and memorable way

60. 60
HOW DO YOU CREATE THESE PRINCIPLES?
User research
Brand
DNA
Desk
research
Experience
Principles
Brand DNA
Brand values,
identity, personality
etc.
Desk research
Analysis of previous
projects and existing
data sets
User research
Interviews, focus
groups, contextual
research, surveys etc.
A mixed-methods
approach will give you
the richest insight into
what your principles
should be

61. 61
A CURRENT EXAMPLE…
These principles were broken down into 30 different statements, e.g.:
 Principle: Allowing them to regain control of their finances
 Statement: Granting access to all functionalities in all-digital touch points
Creating statements helps define the success criteria

62. 62
CONSIDER THE ETHICS OF YOUR DESIGNS

63. 63
WHAT’S OUR PLAN?

64. 64
BUSINESS MODEL CANVAS
Key partners
• Who are your key
partners/suppliers?
• What are the motivations
for the partnerships?
Key activities
• What key activities does
your value proposition
require?
• What activities are most
important in the
distribution channels,
customer relationships,
revenue stream…?
Value
propositions
• What core value do you
deliver to the customer?
• Which customer needs
are you satisfying?
Customer
relationships
• What relationship does
the target customer
expect you to establish?
• How can you integrate
that into your business in
terms of cost and format?
Customer
segments
• Who is your most
important customer(s)?
Key resources
• What key resources does
your value proposition
require?
• What resources are most
important in the
distribution channels,
customer relationships,
revenue stream…?
Channels
• Which channels can be
used to reach your
customers?
• Which channels work
best? How much do they
cost? How can they be
integrated into your and
your customers’ routines?
Cost structure
• What are the key/largest costs in your business?
• Which key resources/activities are the most expensive?
Revenue streams
• What value are customers really willing to pay for?
• How do they currently pay? How would they prefer to pay?
• How much does each revenue stream contribute to the overall revenue?

65. 65
EXPERIENCE MODEL CANVAS
Aspirations
• What are the ideal desired
outcomes?
• What do you want to
achieve?
Focus Areas
• What is the scope of the
strategy?
• What will you focus on for
the most impact?
Guiding
Principles
• How will you overcome
the challenges?
• What specific mantras will
guide teams?
Activities
• What types of activities
solve the problems?
• What capabilities achieve
your aspirations?
Challenges
• What problems are you trying to solve?
• What obstacles must you overcome?
Measurements
• What types of measurement will you employ?
• What metrics will be used to gauge success?

66. 66
HOW THE PLAN GETS EXECUTED
Discover Define Develop Deliver
Problem
Solution
Problem
definition
Create the strategy Execute the strategy
Research
User centred
Empathetic
Insights
Needs/values
Touchpoints
Ideation
Brainstorm
Prototypes
Specific
solutions

67. 67
HOW WILL WE KNOW WE’RE ON TRACK?

68. 68
KPIS AND METRICS
Key Performance Indicators (KPIs) come in various shapes and sizes
It’s important to understand which ones are important for your business and your
customers!
Soft KPIs will typically be more customer-focused
Hard KPIs Soft KPIs
Revenue Customer loyalty
Profit Satisfaction
Market share Usability
Products sold Brand perception
… …

69. 69
CHOOSE YOUR METRICS WISELY!

70. 70
UNDERSTAND SOFT KPI PROGRESS
Define the behaviours which drive your soft KPIs, identify the metrics that will measure
these and track them in a dashboard.
You can standardise and weight the metrics that track KPI progress. You can also
standardise, weight and integrate your KPIs so you have an overall score for your
customer experience.
NPS
Satisfaction
Return visits
Customer
loyalty
Score (1-5)
Score (1-5)
Score (1-5)
x1.0
x2.5
x0.5

71. 71
IS YOUR COMPANY READY FOR UX STRATEGY?

72. 72
WHAT’S YOUR COMPANY’S UX MATURITY?
Knowing how to create and execute a brilliant UX Strategy won’t get you very far if the
rest of your organisation doesn’t embrace user centred design.
Peter Drucker

73. 73
WHAT IS UX MATURITY?
“The level of understanding and implementing, and
positive attitudes towards a systematic human-
centred design process within an organisation.”
Peter Drucker

74. 74
HOW DO YOU MEASURE UX MATURITY?

75. 75
THE SEVEN STAGES OF UX MATURITY
-1
Indifference/
hostility
0
Incomplete
1
Performed
2
Managed
3
Established
4
Predictable
5
Innovating

76. 76
1. INDIFFERENCE / HOSTILITY
 Indifference or outright hostility towards
Usability
 Developers don't care about users or their
needs; their only goal is to build features and
make them work on the computer
 In this mindset, humans are irrelevant –
they're told to use the system, regardless
of whether doing so is easy or pleasant
 Usability activities are considered
counterproductive and suppressed and
detested
-1
Indifference/
hostility
You do UX? Meh…

77. 77
0. INCOMPLETE
 The UX, UX Strategy, UCD design process
is not implemented, or fails to achieve its
process purpose.
 At this level there is little evidence of any
systematic achievement of the process
purpose.
 Product managers say that they care
about usability, but when it comes to
spending resources or making inconvenient
decisions to achieve usability, nothing
happens.
 Usability is fine if it comes for free, happy
to tick the box if its quick and easy to do but
no one is committed to it.
0
Incomplete
All talk and no action

78. 78
1. PERFORMED
 The basic UX activities achieve their
process purpose
 Usability is achieved by enthusiastic
individuals using ad-hoc processes
 There is an inherit danger if the
enthusiasts leave the organisation,
usability will go with them
1
Performed
Basics achieved by
the ‘keen beans’

79. 79
2. MANAGED
 The UX process (strategy) is
implemented in a managed fashion
(planned, monitored and adjusted), and its
work products are appropriately
established, controlled and maintained
 The process is planned and monitored
 If the high level management fail to
monitor or control usability then it will
get forgotten2
Managed
UX is achieved
from the top down

80. 80
3. ESTABLISHED
 UX efforts are organised at a
company-wide level
 The human-centred design process
is implemented using a defined
process that is capable of
achieving its process outcomes.
 A standard process, including
appropriate tailoring guidelines, is
defined and maintained.
 UX represented at board level3
Established
A standard UX process is
defined and maintained

81. 81
4. PREDICTABLE
 The UX strategy and design process is
executed consistently within defined
limits
 The process is aligned with
quantitative business goals
4
Predictable
UX is aligned with business goals
and executed consistently

82. 82
5. INNOVATING
 The UX strategy and design process
is continuously improved to
respond to change aligned with
organisational goals
 Process innovation objectives are
defined that support the relevant
business goals
 The UX strategy and design process
will change with the business goals
5
Innovating
Continuous improvements that
will change the organisation

83. 83
POLL #3
-1
Indifference/
hostility
0
Incomplete
1
Performed
2
Managed
3
Established
4
Predictable
5
Innovating
What is your organisation’s UX maturity level?
Please go to: slido.com
Event code: uxstrat

84. 84
WHAT SHOULD YOUR UX MATURITY BE?
 UX efforts are organised at a
company-wide level
 The human-centred design process
is implemented using a defined
process that is capable of
achieving its process outcomes.
 A standard process, including
appropriate tailoring guidelines, is
defined and maintained.
 UX represented at board level3
Established
A standard UX process is
defined and maintained

85. 85
WHAT’S YOUR COMPANY’S UX MATURITY?
You can start by asking a few simple questions about your organisation:
 Does it actually know what UX is? (not just a buzz word)
 Does it practice UX?
 Does it know how which method is ‘best’?
 Does it know when they need to do it and why?
 Is it integrated into the way the business works or more of a box ticking exercise at
the end of a project?
 Does it have sufficient and dedicated budget and resources secured for UX activities?
 What is the companies’ culture and attitude like towards UX?
Peter Drucker

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INCREASING UX MATURITY = CHANGE

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TIME FOR SOME REFRESHMENTS

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WELCOME BACK!

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TIME TO GET YOUR THINKING CAPS ON

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DISCUSSION GROUP SESSION
Get together with your group mates
Discuss your given topic
Capture thoughts on the flipchart paper
Nominate a spokes person
Feedback your thoughts to the room
Bask in the glow of your amazing insights!

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TIMINGS
20 mins discussion time
40 mins feedback (5 mins per group)

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LET’S HEAR WHAT YOU’VE DISCUSSED

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Thanks for coming!