Mais conteúdo relacionado Semelhante a TUTORIAL: Repositioning User Experience (20) TUTORIAL: Repositioning User Experience1. Repositioning User Experience as a
Strategic Process
operational
Interaction
organizational
strategic
Liam Friedland
Jon Innes
TM
Workshop Slides
UPA ‗03, ‗04, ‗05, ‘06
CHI ‗04, ‗05, ‘06
User Friendly ‗07
2. Conceptual Framework for Tutorial
key processes Moving to a strategic orientation
Framework as a means for thinking
operational about UX activities as they relate to core
business processes
Interaction
Benefit from a
organizational systematic, structured, approach
Process areas function as lenses to
focus thinking and approach
strategic
Interaction between key processes to
TM
create business value-add
© Jon Innes | Liam Friedland
3. Definitions
User Experience
The user experience group deals with all aspects of
user‘s interactions with the product: how it is
perceived, learned, and used. It includes ease of use
and most important of all, the needs the product
fulfills.
-Don Norman in The Invisible Computer
© Jon Innes | Liam Friedland
4. Definitions
The structured work processes which lead to a
operations
desired set of outputs (physical, knowledge, etc)
Interaction
Groupings of people that provide concentrations of
organization specialized expertise, work experience, and skills.
A detailed plan for achieving success in situations
strategy such as war, politics, business, industry or
sport, or the skill of planning for such situations.
-Cambridge Dictionary Online
TM
© Jon Innes | Liam Friedland
5. Why We Must Reposition UX as Strategic
Non-strategic organizations are targets for downsizing
Our role is unclear to many key decision makers
Shrinking margins lead to closer analysis of costs & ROI
Global, offshore, and outsourced production models
Maturing technology markets—design as differentiator
Scope and sophistication of technology-based products
© Jon Innes | Liam Friedland
6. Why Is UX Strategic?
UX becomes a differentiating factor in a commodity market
Technologies mature and become mainstream
Competitors develop comparable offerings over time
Mainstream markets value UX more than early adopters
Effective UX organizations lower costs and reduce risks
High quality design specifications improve project planning
Allows management to accurately determine value of end product
Improved communications = reduced errors and improved efficiency
High technology businesses are maturing
Design becomes a more distinct phase separate from development
Development of products becoming more like manufacturing
© Jon Innes | Liam Friedland
7. One External Worldview of UX Group
Standard View: Consulting / Service Organization
Design: Makes things look good
Usability: Tests to find bugs after the code Need to
is working move from
this…
Not a core business competency
Important but not essential
Practitioners don‘t have a good sense of
business issues
© Jon Innes | Liam Friedland
8. Strategic Worldview of UX Group
New Framework: Strategic Function
User-centered product planning informs all
aspects of product direction
Essential to product development—cannot
be done without UX …to this
Key contributions throughout the
development cycle
Business value is large, wide-ranging, and
demonstrable
Quantifiable, reproducible, high-quality
processes
© Jon Innes | Liam Friedland
9. Run UX Like a Business
Optimize based on the following:
What you produce
How efficiently you produce it
Justify what you charge to your customers (ROI)
Effectively leverage your value-network
Market your products and services effectively
Tap into the market trends for UX
Could you sell your business plan to investors?
© Jon Innes | Liam Friedland
10. Operational Processes
key processes Core technical skills and
deliverables
operational
UX and the product development
lifecycle
Interaction
organizational
Cost and benefit models of UX
Business Value: Identifying the
strategic visible & hidden value propositions
in UX techniques
TM
© Jon Innes | Liam Friedland
12. Complimentary Outputs
Field
Studies
Information Interaction
Architecture Design
User
Experience
Concept Visual
Prototyping Design
Usability
Testing
© Jon Innes | Liam Friedland
13. Areas of Expertise—User Research
Cataloging detailed information on users
Key activities
Goals & Tasks
Needs & Wants
Understanding human factors relating to product design
Cognitive
Physical
Focusing on contexts of product use
Communities
Interactions
Collaborations
© Jon Innes | Liam Friedland
14. Deliverables—User Research
User research is only useful when the information it creates
reaches others and impacts organizational behavior
The tangible deliverables are reports and presentations that
capture:
User requirements and profile data (formative)
• Surveys
• Field studies
• Formative usability tests
Design defects and enhancements (refining)
• Heuristic reviews
• Cognitive walkthroughs
• Field studies
• Usability tests
© Jon Innes | Liam Friedland
15. Areas of Expertise—Design
Creates tangible artifacts by synthesizing data from multiple
requirements streams
Marketing
Technical
Legal
Usage
Aesthetics
Problem solving
Exploring multiple solution spaces
Rapid, iterative processes
Visualization
Information / Messaging / Branding
Structure / Behavior
Form / Ergonomics
© Jon Innes | Liam Friedland
16. Deliverables—Design
Design is only useful when it generates specifications
from which products can be built
Prototypes & specifications serve as detailed plans for
building products and should cover:
Software
• Information architecture / Navigation
• Interaction
• Screen layout / Terminology
• Branding elements (product graphics & identity)
Hardware
• Form
• Materials
• Branding elements (colors, finishes, product graphics)
© Jon Innes | Liam Friedland
17. Development Cycle & Potential UX Activities
Planning Alpha Beta GA
Field studies Design refinement Design refinement Analyze support calls
Task analysis QA of the UI QA of the UI Site visits
Use cases Usability testing Next cycle planning
Usability testing
Market analysis Develop visual identity Finalize visuals UI post-mortem
Competitive evaluation UI Walkthrough Baseline studies
Develop resource files
Feature planning Beta site visits
Project plans & dev Documentation review
estimates UI Walkthrough
Task flows
Documentation plans
Heuristic evaluations
Info architecture
Visualizations
Prototypes
Testing prototypes
Design specs
(flows & screens)
TM
User Research Design Hybrid
© Jon Innes | Liam Friedland
18. Development Cycle
Planning Alpha Beta GA
UX Sweet Spot: ROI Highest
TM
Ability to influence product direction
Cost to make changes to product
© Jon Innes | Liam Friedland
19. Development Cycle
Planning Alpha Beta GA
Other UX Opportunities:
UI QA & Usability Validation
TM
Ability to influence product direction
Cost to make changes to product
© Jon Innes | Liam Friedland
23. Moving Beyond Cost Justification
Discuss Business Value
UX Other Design happens—with or without professional
insight
40% 60% Unprofessional design process is inefficient
design process
40% of typical project budget are spent on UX
design and related development activities
Validation of design before development reduces
project risks dramatically
Wasting $$$ is NOT an option
Wrong requirements = wrong product
Poorly specified = lost time in meetings, dead end
coding & low quality
Hard to demonstrate = lost sales
Hard to learn = higher training and support costs
Hard to use = lost productivity
© Jon Innes | Liam Friedland
24. Measuring Operational Success
If you can‘t measure it…you can‘t improve it
Measurement is key to creating a feedback loop in any
system. Without measurement how do you know if things
are getting better or worse?
How is your team evaluated?
Promotions and bonuses should be based on results
It is important to track metrics on a variety of levels
Does your executive management track usability like other
key performance indicators?
Give executives metrics so they understand the return on the
investment (ROI)
Everything becomes easier when senior management tracks
usability metrics and understands how they relate to success
© Jon Innes | Liam Friedland
25. ROI Framework
3 Types of
Benefits
ROI Framework*
$
Lower Costs
(improve efficiency)
Dollars x Volume
* Addresses what‘s important to business leaders
$ Increase
Profits * Consider the visible & hidden benefits & issues
* While numbers are important, rhetorical points can
also be highly persuasive when used systematically
J Increase
Market Share
© Jon Innes | Liam Friedland
26. ROI Focus Areas
Internal Focus External Focus
Risk Management Productivity
Increase Revenues Training
Reduce Costs Error Reduction
Support Costs
© Jon Innes | Liam Friedland
27. ROI: Internal Focus (company)
Focus Area Metrics Talking Points
Development (Time for changes) x Creating the right product / features for the
(risk mgmt) (# changes) x (Developer market
pay)
Design & design validation can be done
before coding begins
(x 100 if change is post ship)
Eliminate large-scale, mid to late-stage
change orders
Majority of product scope is known up front
Development (Time in discussions) x Design process is managed and
(risk mgmt) (# times) x (# Employees) x coordinated and time spent discussing
(Pay rate) design intentions is reduced
Increase development efficiency.
Engineering, QA, Documentation can all
develop plans earlier and more completely
based on specs
Development schedule can be more tightly
coordinated
© Jon Innes | Liam Friedland
28. ROI: Internal Focus (company)
Focus Area Metrics Talking Points
Sales (Time spent explaining how Product features and configuration
(increase revenue) the UI works) = (Time lost resonate with customers
on selling product benefits)
Reduce time spent explaining what the
product is
(lost sales as potential by-product)
Increase time spent explaining the
business value of the product
If it appears easy to use, it is one less
objection a prospect can make
Technical (Time on call) x (# calls) x Reduce high frequency support issues
Support (Pay rate)
Reduce total time on calls
(lower costs)
Reduce total number of calls
Improve overall customer satisfaction
© Jon Innes | Liam Friedland
29. ROI: External Focus (customer)
Focus Area Metrics Talking Points
User (Time on task) x (# times Increase process effectiveness
Productivity per day) x (# employees) x
(Pay rate) Increase process efficiency
Reduce time on tasks
User Training (Time in training) x Reduce or eliminate time spent in training
(# employees) x
(Employee pay rate) Reduce or eliminate non-revenue
generating activities
© Jon Innes | Liam Friedland
30. ROI: External Focus (customer)
Focus Area Metrics Talking Points
User Errors Time in error recovery x # Reduce time spent on error recovery
times per day x #
employees x Pay rate Increase process efficiency
Increase process accuracy
IT Support Time on call x # calls x Reduce loss of productivity while
Pay rate (support) employee deals with support issues.
Reduce total time on calls
Reduce number of calls
© Jon Innes | Liam Friedland
31. Summary: Operational Processes
UX contributes unique skills to product development
Leverage the ―sweet spot‖ to maximize impact and ROI
Analyze where your group:
Spends its time and what tangible outputs it produces
How this adds value to the company and its customers
Quantify these whenever possible
Establish simple metrics that management at all levels can track
Embed metrics & talking points into organizational
consciousness
© Jon Innes | Liam Friedland
32. Activity: Analyze the State of UX Operations
Create an activity audit graph to visualize the current
activity levels for your group
This shows the current operational ―state of the union‖
Describe the positive impact of the work your group is
currently doing
Identify the ROI for at least 2 activities your group
currently performs
Describe the impact of not performing certain activities
Identify the ROI that could be derived by increasing your
group‘s efforts in at least 2 areas
© Jon Innes | Liam Friedland
34. Example: ROI Points
High Investment: Impact: Higher levels of development coordination
Design ROI Points:
Specifications: Dev knows what they‘re supposed to build
QA can do better test plans and improve coverage
Writers can improve plans and start earlier
Reduction in meetings discussing final designs
Low Investment: Impact: Insufficient data to properly inform design
Use Cases ROI Points:
Design may be based on incorrect assumptions
High risk that end product may not meet user needs
Hard to prioritize feature sets
© Jon Innes | Liam Friedland
35. Activity: Operational Analysis
Take the next 45 Minutes to analyze your group‘s operational
outputs & the associated ROI
1. 10 Minutes: Create an activity audit graph for your group
2. 10 Minutes: Analyze areas of high investment
3. 10 Minutes: Analyze areas of low investment
4. 15 Minutes: Discuss your analysis with partner at table
© Jon Innes | Liam Friedland
36. Organizational Processes
key processes
Why UX groups have organizational
issues (myths & realities)
operational
Effective and efficient cross
organizational collaboration
Interaction
organizational
Spreading the UX gospel
UX and how it fits into the
strategic
value network
TM
© Jon Innes | Liam Friedland
37. Consider Your Value Network
What is a value network?
The context in which you produce your existing deliverables
It limits what you can do and defines how you are rewarded
What should you consider?
Who benefits from your work?
What partners do you have in creating your value-add?
Who provides your necessary resources or materials?
Listening to your value network has both pros and cons
Can help you determine how to improve existing offerings
May blind you to new opportunities and limit growth
From ―The Innovator‘s Dilemma‖ by Clayton Christensen
© Jon Innes | Liam Friedland
38. Collaboration is Key
Step outside of your cube or office
Make sure you interact with people in other groups regularly
Take a big picture perspective of the organization
What groups are responsible for what?
What is your ―foreign policy‖?
Define your goals and strategies for influencing other groups
What have you done for them lately?
What can they do for you?
How do you interact with other groups in your company?
Take their viewpoints to understand how to influence them
Cultivate allies in other groups to help you:
Drive UX initiatives
Educate others and change the company culture
© Jon Innes | Liam Friedland
40. Informal Organizational Forces
CEO Exec
Assist
VP Marketing CTO VP Eng VP Sales
Dir Prod
Dir Mar Com Management Dir UX Dir Platform
© Jon Innes | Liam Friedland
41. No One Understands What We Do—Why?
Does your Is this mission clear to everyone in management?
group have a Can managers in the other groups articulate UE‘s mission?
clearly Do those at the C-level know your mission?
defined
mission?
Does your Do you have a group website?
group Does it highlight what your group produces?
communicate Does it provide useful resources for those in other groups?
to the rest of Is it up to date and informative?
the company? Do other intranet pages link to it?
How does Is your group‘s work part of the project plans?
your group‘s Do UX milestones/deliverables appear in the process
work fit into documents?
what the
company
does?
© Jon Innes | Liam Friedland
42. Working with Product Management
PM Myths UX Myths
UXconfuses developers by PM doesn‘t care about
adding new requirements ―the user‖ or usability
Usabilitystudies might leak Marketing research and user
information research are not complementary
Nextgeneration UI previews
might stall current sales
Win-Win
Improve requirements processes & documents
Develop detailed use cases based on user research
Better consideration of overall design & tradeoffs
Bring end user versus customer perspective into requirements
Improve communication with development teams
© Jon Innes | Liam Friedland
43. Joint PM & UX Initiatives
Work together to
Specify UI designs to support new feature descriptions
define UI details
for requirements Help provide UI samples for presentations and collateral
Do customer Document what customers really do and need
case studies Add UX resources to ensure user profiles and tasks are
together included
Develop a
demo for a Use as driving force behind UI prototype
trade show or Helps create a shared vision that can be used in
for a sales customer presentations
presentation
Introduce ―use Introduce best practices into the requirements analysis
case‖ oriented
phase
requirements
process Benefits both customers of PM and UX
© Jon Innes | Liam Friedland
44. Collaborating with Development
Development Myths UX Myths
All this (UX) stuff is impractical Developers are the enemy
It takes too much time to study users They care more about technology
and write specs than users
We need to focus on coding All they want to do is meet the
schedule
UX is a threat. They want to take the
creativity out of being a developer UX doesn‘t need to understand
Process = Bureaucracy = Bad anything about technology &
development
All it takes to design a usable product
is intelligence & common sense
Win - Win
Buildthe best product possible given the constraints
Improve efficiency and focus – stop wasting time!
Determine the design earlier so we can focus on building it
Avoid iterating in code needlessly and discussing it in endless meetings
© Jon Innes | Liam Friedland
45. Joint Development & UX Initiatives
Develop a
reusable code Helps enforce UI consistency
library for UI Promotes reuse and reduces development time
development
Develop a style Helps coordinate UI work across all staff & groups
guide for a
Ensures UI is consistent and UX has voice in process
product or
product line Design re-factoring = code re-factoring
Collaborate on
prototyping Reduces project uncertainty and risks for dev and UX
new product or Helps build a sense of team ownership
features
Work together on Help the development group specify the UI
development &
Get involved in review of functional specifications
review of
specifications Ensures UX specification is feasible & improves planning
© Jon Innes | Liam Friedland
46. Collaborating with QA
QA Myths UX Myths
UI bugs aren‘t really bugs UX is unrelated to quality
Unimportant or a matter of opinion engineering
UIbugs are unimportant or QA engineers can‘t help improve
low priority the UI or evaluate usability
Win - Win
Improve the quality of the product as measured by the bug counts
Improve the metrics by which the company tracks quality
© Jon Innes | Liam Friedland
47. Joint QA & UX Initiatives
Improve the bug
process to better
capture UX Improve tracking of usability and UI issues
issues
Organize UI
walkthroughs Decreases QA‘s workload
to catch UX
bugs earlier in Allows QA to concentrate on functional & stress
the process testing
Collaborate on
testing and bug Help ensure UI bugs get fixed
prioritization with
QA Help QA better identify and classify UI bugs
Leverage use Facilitates the test planning process
cases & UX
specs for QA Helps QA create better test plans
testing Facilitates automated testing
© Jon Innes | Liam Friedland
48. Building Relationships for Success
The following principles should guide your interactions:
Involving the right people at the right time
Does everyone in your group know who to contact and when?
Achieving results through formal & informal channels
Who owns things and who has the power to get things done?
Fostering effective give and take relationships
Build relationships through reciprocity
Understanding perspectives and agendas of others
Learn about your ―organizational neighbors‖
Knowing when to fight and when to compromise
Its fine to be an idealist in theory, but you have to be a realist in practice
Adapted from the ―Successful Managers Handbook‖
© Jon Innes | Liam Friedland
49. Summary: Organizational Processes
UX needs to serve as a ―change agent‖
Product designs reflect the organizations that created them
You need to change the culture and influence others to change the UI
Make influencing others a part of your job
Put together a plan and execute it
Don‘t be afraid to share responsibility for UX
Engage others in your mission as team mates
You can accomplish much more as a team
Sharing your knowledge of UX makes other recognize its value and yours
Introducing new UX processes impact many existing people
Be proactive, talk to those impacted and partner with them
Consider other groups your customers—listen to them!
© Jon Innes | Liam Friedland
50. Organizational Activity
Who has formal or informal power at your company?
Analyze these groups
Determine the best approach for engaging them
Develop a ―foreign policy‖ for interacting with and influencing them
What is SWOT?
Strengths
Weaknesses
Opportunities
Threats
In the activity for this section we will be doing SWOT-Plus
Plus planning—creating a plan for engagement
© Jon Innes | Liam Friedland
51. Example: SWOT PM Group
Owns requirements and feature prioritization
Strengths Owns customer research as part of marketing
Has access to customers and possibly users
Requirements rarely focused on users and tasks
Weaknesses Requirements often too vague for engineers to plan or
implement against
Help streamline requirements by focusing on users and tasks
Collaborateto expand traditional marketing research to
Opportunities include studies of end users
ROI: reduce time and increase quality of requirements docs
May prioritize features over real end user needs
Threats
May perceive UX as encroaching into PM domain of requirements
© Jon Innes | Liam Friedland
52. Example: SWOT PM Group
Find allies within PM organization
Educate them about User Experience
Identifynew projects where requirements are weak
Assist PM in researching and documenting requirements
Plan
Study marketing best practices
Identify ways to improve process based on UX deliverables
Work with PM to incorporate UX processes into PM activities
Collaborate with PM on the following items:
Competitive analyses
Requirements specifications
Customer visits
© Jon Innes | Liam Friedland
53. Activity: Organizational Analysis
Take the next 45 minutes to analyze your company
1. Focus first on the groups you want to influence the most
2. Next, analyze your own group (UX) in the same fashion
3. Compare the results with others at your table
Worksheets for this activity are at the back of the
workbook
© Jon Innes | Liam Friedland
54. Strategic Processes
Thinking strategically
key processes
Aligning UX with strategic
operational corporate initiatives
Influencing strategy to include UX
Interaction
aspects
organizational
Adjusting tactics to match
strategy
strategic
Engaging upper management to
ensure success
TM
© Jon Innes | Liam Friedland
55. Strategy: Its Not Just for Marketing Anymore
What is strategy?
Determining if what you are doing makes sense from a big picture
standpoint
Strategy example: Types of management
Operationally focused:
• Row harder!
Tactically focused:
• Why row, put up a sail…
Strategically focused
• Are we rowing in the right direction?
• Do we need to go there at all?
For too long, people in our profession have been
focusing on rowing harder
© Jon Innes | Liam Friedland
56. Long Term Strategic Planning
For an organization to endure it must adapt
All too often managers neglect managing this change
Too busy with operational work
Fail to take the big picture/long term perspective
Drucker* talks about planning from the following perspectives
What will our business be
What should our business be
What new things should we go into
What existing product lines and businesses should we abandon
You need to consider these questions both from a UX and a
company perspective
* From ―Management: Tasks, Responsibilities and Practices‖ by Peter Drucker
© Jon Innes | Liam Friedland
57. Six Forces Impacting Businesses
Power, vigor, and competence of Power, vigor, and competence of Power, vigor, and competence
existing competitors complementors of customers
The Business
Power, vigor, and competence of Power, vigor, and competence of
suppliers potential competitors
Possibility that what your
business is doing can be done
in a different way
From ―Only the Paranoid Survive‖ by Andy Grove
© Jon Innes | Liam Friedland
58. Strategic Inflection Points
The Inflection Curve
Business goes on to new heights
Inflection Point Business declines
Requires a fundamental transformation from what you were to what you will be
From ―Only the Paranoid Survive‖ by Andy Grove
© Jon Innes | Liam Friedland
59. Inflection Points in Detail
Home to academic Local to global
Market Usability/design to User Experience
Nuclear family to aging boomer Consumer to enterprise
HTML to RIA/AJAX Pager to Blackberry
Tech Disconnected PC to WWW Lab testing to remote usability testing
CD to MP3 Brick & mortar to eCommerce
iMac to iPod Database to applications
Version 23 to vision project Concept sketch to design spec
Product
Software utilities to enterprise security Hardware to software
Total quality management Balanced scorecard
Process Total design management True UCD Data-based design
Extreme programming Offshore development 6 Sigma
© Jon Innes | Liam Friedland
60. Case Study: Offshore Development
Forces
Competence of low-cost offshore suppliers
Ubiquitous high-speed communications
Competitors leveraging offshore
Customers (IT) leveraging offshore
Inflection Point
Process focus
Competency shifts from manufacturing to
design, sales, & marketing
© Jon Innes | Liam Friedland
61. Case Study: Offshore Development
High
Level of Effort
Low
Before After
© Jon Innes | Liam Friedland
62. Case Study: HTML to AJAX
Forces
Browser-based applications become ubiquitous
DHTML and asynchronous updates afford richer
interaction in latest browsers
Poor perceived usability of traditional web-based UI
Industry thought leaders launch AJAX applications
Inflection Point
Technology focus
Web moves from flat pages, to rich applications
© Jon Innes | Liam Friedland
63. Case Study: HTML to AJAX
High
Level of Effort
Low
Before After
© Jon Innes | Liam Friedland
64. Case Study: EAI Tools to Applications
Forces
Technology becomes standardized (e.g. web services)
Many undifferentiated competitors emerge
EAI tools become a commodity
Larger companies enter market (IBM, Microsoft)
Prices drop & margins shrink
Inflection Point
Product focus
Existing products become platform for new products
Move towards a total product solution
New business becomes selling apps built from EAI tools
© Jon Innes | Liam Friedland
65. Case Study: EAI Tools to Applications
High
Level of Effort
Low
Before After
© Jon Innes | Liam Friedland
66. Case Study: Vision Project
Forces
Invent a new product or market
New technology renders old product / line obsolete
Inflection Point
Product, market, or technology focus
Create a shared vision around new ways of doing business
© Jon Innes | Liam Friedland
67. Case Study: Vision Project
High
Level of Effort
Low
Before After
© Jon Innes | Liam Friedland
68. Case Study: iMac to iPod
Forces
Computers become a low margin, high volume business
Internet & MP3s enable new distribution channel
Music industry lacks digital-age strategy
Existing MP3 players provide poor UX
Third-party accessories market completes system
Inflection Point
Focus: Market? Product? Process? Technology?
Hardware, software, and content distribution create end-
to-end solution and provide first-mover advantage
© Jon Innes | Liam Friedland
69. Case Study: iMac to iPod
High
Level of Effort
Low
Before After
© Jon Innes | Liam Friedland
70. Extend UX‘s Charter: Think Strategically
Develop a UX Influence and drive
strategic initiative corporate strategy
Breadth of UX Vision
that leverages from a UX perspective
existing UX activities
Analyze and improve Align and integrate UX
current UX operations to reflect existing
based on metrics strategic corporate
initiatives
Level of Difficulty
© Jon Innes | Liam Friedland
71. Putting it all Together
key processes
Driving strategy into reality
operational
Focusing your activities
Interaction
organizational Setting up feedback mechanisms
strategic
TM
© Jon Innes | Liam Friedland
72. Driving Strategy: Planning
Plan Align Execute
Understand the corporate strategy by ―tapping-in‖
organizationally
Identify the thought leaders or their proxies and study what they
are saying
Inventory your assets and core competencies to assess where
they lie relative to the new strategic initiatives
Perform a SWOT analysis on your own team
Assess potential organizational alliances and blockages
Perform initial business-value benefits analysis
© Jon Innes | Liam Friedland
73. Driving Strategy: Alignment
Plan Align Execute
Meet with the organizational thought leaders or their proxies
Interview these individuals to determine opportunities
Explain your group‘s position, alignments, and key value add
to their organizations and the overall business
Determine mutually beneficial points of collaboration
Ask for feedback and recommendations for additional points
of synergy company-wide
© Jon Innes | Liam Friedland
74. Driving Strategy: Execution
Plan Align Execute
Adjust group‘s priorities to align with the new initiatives
Develop final value-benefit analysis based on new priorities and
activities for UX
Always be on the lookout for new ways that UX can contribute
Work with your new partners to ensure successful execution
© Jon Innes | Liam Friedland
75. Fine-tuning Strategy
Its all about creating a self adapting organization
Cybernetics
Kaizen
―The Fifth Discipline‖
The key to an enduring organization is adaptation
Organizations that fail to evolve become extinct
Setup reliable feedback loops and evaluate your strategy continuously
How does the current strategy impact UX and its deliverables
Always be on the look out for unique ways UX can contribute
Be prepared for changes!
Long term plans are by nature dynamic
Avoid putting all of your eggs in one basket
Don‘t drop everything for a strategy unless you have express corporate
mandates to do so
Always have a backup plan (or two)
© Jon Innes | Liam Friedland
76. Focus Your Activities
operational outputs
operational outputs
organizational needs
operational outputs
organizational needs
operational outputs strategic vision
organizational needs
operational outputs
organizational needs
operational outputs
operational outputs
TM
© Jon Innes | Liam Friedland
77. Example: Strategic Presentation
We will review an example of a strategic presentation covering
the following points:
Company Overview (Business & Market)
Forces impacting company / UX group
Inflection points
Current & planned levels of UX operational outputs
Areas of impact and ROI points to support planned changes
Impact on value network
© Jon Innes | Liam Friedland
78. Activity: Strategic Plan
1 Hour Activity
First 30 minutes – Create a 5 minute presentation
Describe the strategic positioning plan for UX at your
company. This should contain:
A brief overview of company
The strategic forces impacting the company
Inflection points
Activity audit graph showing current & planned levels
Required changes in operational outputs
ROI talking points to justify planned levels
Impact on value network
© Jon Innes | Liam Friedland
79. Activity: Strategic Plan
Next 30 minutes—practice your presentation
Present your positioning plan to the other members at
your table.
Presentations should run no more than 5 minutes each
As a group, nominate 1 plan to present to the class
© Jon Innes | Liam Friedland
80. Activity: Pitching Your Vision
Final 45 minutes:
Nominated individuals from each group present to the entire
class
Discussion of presentations
© Jon Innes | Liam Friedland
81. Final Thoughts
Strategy without tactics is the slowest route
to victory. Tactics without strategy is the
noise before defeat.
-Sun Tzu
© Jon Innes | Liam Friedland