A practical look on design change management and the digitalization process in general. Juho Paasonen, Head of Design, SC5 ICTexpo 15 fair, Helsinki, Finland, 24th of April, 2015

1. DESIGN CHANGE MANAGEMENT IN PRACTICE
JUHO PAASONEN, Head of Design
ICTEXPO HELSINKI 2015
24TH OF MAY, 2015

2. ”I DON’T KNOW HOW TO PUT THIS…
BUT I’M KIND OF A BIG DEAL.”
- Ron Burgundy, Channel 4 News Team

3. JUHO PAASONEN
Head of Design, SC5

4. 4
A SMALL DISCLAIMER…

5. Now if there's one thing you can
be sure of, it's that nothing is more
powerful than a young boy's wish.
Except an Apache helicopter. An Apache
helicopter has machine guns AND missiles.

6. 6
THE TERMINOLOGY

7. CHANGE MANAGEMENT
In this context
When I say: ”Change management”, I’m referring to the
traditional CM practice, where organizations struggle to
contain a change, often stemming from managerial fear
caused by a disruption in the market space.

8. ”Design change management”, for me, refers to the
specific plans and conscious effort to completely
overhaul a feature-driven organization to embrace
human-centered thinking.
DESIGN CHANGE MANAGEMENT
In this context

9. ”Change management” as such has already deprecated
from our daily terminology, as management, by nature,
is all about embracing constant change.
Here’s the funny part: the better you are with design
change management, the faster the term deprecates.

10. ”Design thinking”, for the sake of this presentation,
refers to any and all HCD principles, ways of
working, processes, and toolkits at your disposal to
flip your organization to be human-centric.
DESIGN THINKING
In this context

11. ”Customer Experience” refers to any and all
interfaces and service moments between your
customer and your brand.
CUSTOMER EXPERIENCE
In this context

12. USER EXPERIENCE
In this context
”User Experience” (unsurprisingly) refers to a
single user’s planned or perceived journey
within your specific product(s) or service(s).

13. ”Data-driven design”, for the sake of this presentation,
refers to all tools and processes you can (and should) use
to steer your product design and management through
analytics.
DATA-DRIVEN DESIGN
In this context

14. 14
THE BOTTOM LINE

15. SO STRATEGY. MUCH THINKING.
Wow.

16. BUSINESS VS. DESIGN
”Finish him!”

17. DESIGN = BUSINESS
Mind. Blown.

18. Digital disruption =
Business + Design + Technology

19. Digital disruption =
Business + Design + Technology

20. PAASONEN’S HIERARCHY OF NEED
The Bottom Line
THE WILL & THE PEOPLE
THE STRATEGY &
THE PROCESS
THE DATA &
THE FOLLOW-THROUGH

21. 21
PLOTTING THE CHANGE

22. 1. BUY A POLO SHIRT.
The Will & The People

23. A change is not possible without the will, and
the will always requires a spark.
The spark is mostly fired by… (go on, make a guess!)

24. …the almighty dollar.

25. My favories for pitching my argument for HCD-related investments:
Finding new revenue streams with fresh insight
Cost reduction with sharpened focus

26. Get a mandate for yourself and hire a smart
cross-disciplinary team around you. If you notice
that you’re the smartest person in the room, you’re
doing something wrong.

27. 2. GET EVERYBODY ONBOARD
The Strategy & The Process

28. DESIGN STRATEGY (ACCORDING TO ME, ANYWAY):
Design philosophy:
The holy principles of your organization’s design
Design roadmap:
Evolution vs. revolution
Design foresight:
What’s happening around you?
Design identity:
Digital branding

29. CONTINUOUS DEVELOPMENT
The Strategy & The Process
BUSINESS
MODELING
LIFECYCLE
MAPPING
SERVICE
CONCEPT
SERVICE
SEEDS
SERVICE
PROCESS
SCENARIOS,
PROTOTYPE
MVP / MLP
EVOLUTION
BUSINESS
CASES ANALYZE &
ITERATE
REVOLUTION

30. CONTINUOUS DEVELOPMENT
The Strategy & The Process
CUSTOMER
EXPERIENCE
USER
EXPERIENCE

31. Make Lean UX your best friend.
(but do it right: always plan the concept
foundation first!)

32. Help the C-suite.
Convince the board of directors.
Get business VP’s on board.
Empower the product management.
Get the product/dev teams thinking with you
in the concepting workshops.

33. Test often, drag the decision-makers to observe.
Tie all test results and recommendations to
business-level KPIs.

34. Get this tattooed on your back:

35. 3. ????
The Data & The Follow-through

36. Learn. Analyze everything both from the
subjective and objective points-of-view.

37. The HEART Framework is a great starting
point for planning your UX-level metrics.
http://www.dtelepathy.com/ux-metrics/

38. Always build bridges between your analytics goals
and the business-level KPIs, and base both your
evolutionary and revolutionary timelines on the
data collected with their help.

39. 4. PROFIT!!!!
Sounds easy ,right?

40. 40
ADVANCING THE CHANGE

41. THE CHANGE IS NOT THE ENDGAME
It’s just the journey to the center of your customer.

42. CHALLENGE BRAVELY…
…but be damn sure to be right.

43. GET ADVOCATES
A deep change needs a deep voice

44. CHANGE IS DYNAMIC
One does not simply do it in one go.

45. 45
MY TWO CENTS

46. MY TWO CENTS
Almost done!
Business + Design + Technology
Without will, there can’t be people.
Without people, there can’t be s strategy.
Without a strategy, there can’t be a process.
Without a process, there can’t be a change.
Without data, the change is futile.
Get everybody (and I do mean EVERYBODY) on board.
Challenge bravely, listen humbly. Use data.

47. @EDIOOTTI
juho.paasonen@sc5.io