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Design Leadership, a Career Path for Brave Souls

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When designers are presented with the opportunity to play a strategic role inside a corporation, a whole world of uncertainties lies ahead. Executive MBA programs for creative leaders are not very common. Lack of corporate training is almost the norm. Generic management principles are not quite applicable. In this context, becoming an equal partner with Business and Technology seems a very unrealistic goal to achieve, and, most importantly, an uncertain career path.

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Design Leadership, a Career Path for Brave Souls

  1. 1. design leadership acareerpathforbravesouls pablosanchezmartin international conference 2017 Toronto@pabsanch v1.3
  2. 2. Life is eithera daring adventure ornothing at all. Thefirstdeaf-blindpersontoearnabachelorofartsdegree. – HelenKeller
  3. 3. ThispresentationisintendedforUXdesignerswho wanttohaveabiggerimpactandbroadentheir reachfromcraftingdigitalexperiences/servicesto shapingorganizations,processesandcareers.
  4. 4. UndergraduateUXdesigneducationisgainingmomentuminUS z GoogleandtheSavannahCollegeofArtandDesign(SCAD)developedin2016aBFAin UserExperienceDesign,oneofthefirstfour-yearundergraduatedegreestobeoffered inthisfieldinUS. https://www.scad.edu/academics/programs/user-experience-design
  5. 5. ExecutivetraininginDesignThinkingisalsohighlydemanded https://www.gsb.stanford.edu/exec-ed/programs/customer-focused-innovation TheHassoPlattnerInstituteofDesignatStanford(akathed.school),co-foundedby DavidKellyin2004providesworld-classeducationindesignthinking andinnovation. 360view video| |
  6. 6. MBAsforCreativescanalsobefoundinEurope andAsia TheBerlinSchoolofCreativeLeadershipwasfoundedin2006andoffersanexcellent part-TimeExecutiveMBAwhichparticipantscompletein18-24months. https://www.berlin-school.com/
  7. 7. • Noacademicprogrampreparesyoutomanageteams. •Thechallenge• Whendesignersarepresentedwiththeopportunity toplayastrategicroleinsideacorporation,awhole worldofuncertaintiesliesahead: • BecominganequalpartnertoBusinessandTechnologyisnoteasy. • Creatives,inparticular,don’tliketobemanaged. • Mostcompaniesdon’tprovidetrainingnormentortonewmanagers. • Mostrecipesfoundinmanagementbooksdon’tapplytodesign.
  8. 8. DesignLeadershipfeelslikeavastunchartedcontinent
  9. 9. …thelargestconcentrationofdesignersintheworld TheiPhonewas bornhere DesignThinking wasbornhere Airbnb wasbornhere Cupertino VRisbeing developedhere FacebookOculusRift inMenloPark GoogleDaydreaminMountainView SiliconValley
  10. 10. Thisplacewasbuiltbybravesouls ’00s 1955 1939 ’80s
  11. 11. …includingmanydesigners (anddesignleaders) ’80s ’00s 1955 1939
  12. 12. Theycameinthreewavestotransformthevalley ’00s ’10s ’80s
  13. 13. Thefirstwaveoftrailblazerssetarock-solidfoundation… RobertBrunnerco-founderofLunar (+JeffSmithandGerardFurbershaw) BillMoggridge,co-founder ofIDEO HartmutEsslinger,founder ofFrog DavidKelley,co-founderof IDEO DonNorman,co-founderof NielsenNormanGroup Designedthefirst laptopand establishedthe practiceof interactiondesign. CreatedApple’sfirst designlanguage: “SnowWhite”. HelpedJobsmake Applea‘designful’ company. Whenhearrivedin SiliconValleyinthelate 70s,Billsaw opportunityinbringing Britishpassionfor design. Epitomizes innovationby design.Coined “DesignThinking”. FoundedStanford d.school. CognitiveScientist, advocateofUser- centereddesign. Heinvented“User Experience”at Applein1993. Foundedfrogin Germanyandbrought theBauhausheritage toPaloAltowithhim. RepresentsAmerican ingenuityatitsbest.A passionfordoingthings andteachingeverything heknowsatStanford University(for35years) Academiameetsdesign. Oneofhismajor contributionswillbethe developmentof usabilityasadiscipline withJakobNielsen. Createdandledthefirst in-housedesignstudioat Apple(1989-1996). HehiredJonyIvein1992. ’80s
  14. 14. ThesecondwaveshiftedthefocusfromIDtodigitalexperiences PeterMerholz,cofounderof AdaptivePath.Recentlypublished “OrgDesignforDesignOrgs” JonyIve,ChiefDesignOfficer atApple LukeWroblewski,former ChiefDesignArchitectat Yahoo!(nowProduct DirectoratGoogle) DesignedtheiMac, iPod,iPhone,etc.In 2012,beganto provideleadership tothe Human Interfaceteam. MatiasDuarte VP,DesignatGoogle IreneAu,formerGlobalHead ofUserExperienceatGoogle (nowDesignPartnerat KhoslaVentures) CreatedGoogle’s firstdesign language: “MaterialDesign” andredesignedits corporateidentity. Greatmentorand coachofmany designerswhile headingYahoo! and,later,Google designteams. Brilliantspeakerand author,Lukeisoneof themostauthoritative voicesinthefieldof mobiledesign.Coined “MobileFirst”. ’00s
  15. 15. JohnMaeda,HeadofComputational DesignandInclusionatAutomattic RochelleKing,VPofData, InsightsandDesignatSpotify JoeGebbia,ChiefProduct OfficeratAirbnb JulieZhuo,VPProductDesign atFacebook MargaretGouldStewart,VP ProductDesignatFacebook AlexFaaborg,Daydream DesignLeadatGoogle JohnZeratsky DesignpartneratGV JakeKnapp DesignpartneratGV BradenKowitz DesignpartneratGV Thesehugechallengestypicallyinvolveentireorganizations and requiresnotonlyboldness,butsharpleadershipskills. RichFulcher,DesignLeadat Google Thethirdwaveispushingtheboundariesofdesignintovoice,VR, services,experiences,systems…andcreatingtheirownstartups.
  16. 16. WatchthefullinterviewwithRichFulcher byJaredErondu andBobbyGoshal highresolution.designisthebestsourcefor in-depthconversationswithdesignleaders e.g.theorganizationalchallengesbehindMaterialDesign
  17. 17. Think ofyourdesign organization as a start-up · let’s startwith the basics ·
  18. 18. Skills Shared Values Structure Team StrategyStaff Style Mgmt. Systems Process& Your Yourmostcriticalassetisyourteam
  19. 19. Skills Shared Values Structure Team StrategyStaff Style Mgmt. Systems Process& Your Thecultureinyourteamwillbetheresultofyourhiring decisionsandyourownmanagementstyle Thesearethecore valuesofyourteam thatareevidencedin thegeneralworkethic andculture Thestyleofleadership youhaveadopted.
  20. 20. Skills Shared Values Structure Team StrategyStaff Style Systems Process& Your Thedailyactivitiesand methodologythatthe teammembersengage intogetthejobdone. Theseblueblocksarethe pillarsofyourdesignorganization… Yourvision:the planyouhave devisedto achieveor supportyour companygoals. Thewayyourteamis organized(whoreports towhom) Theactual competenciesof yourteam Mgmt.
  21. 21. Skills Shared Values Structure Team StrategyStaff Style Systems Process& Your …Iffewofthemfail,yourteamwillcollapselikeahouseofcards Everybuilding blockaffect theothers Everyaspectis equally important Mgmt.
  22. 22. Skills Shared Structure Team StrategyStaff Style Systems Process& Your ThisisamodifiedversionoftheMcKinsey7-Smodel (thistoolwillhelpyoudiagnosehowyourteamworksandidentifyareasforimprovement ) Values UnderPromise and OverDeliver –Tom Peters Mgmt.
  23. 23. WatchtheHPstory Steve Wozniak’s story Staff Your TEAMS HOW TO LEARN BUILD
  24. 24. TEAMS HOW TO LEARN EMPOWER INSPIREHIRE BUILD SUPPORT
  25. 25. HPfounder “Thejobofthe manageristosupport hisorherstaff,not viceversa,andthat beginsbybeing amongthem.” –BillHewlett • Makeyourteamsuccessful• Provideagreatworkingenvironment•  Serveyour team…BillhelpedStevewhenhewas12
  26. 26. • Makeyourselfaccessible• Listen• Don’tacceptprivileges•  Serveyour team…literally BillHewlettandDavePackardservingtheemployeesofHPandtheirfamiliesat thecompanypicnic
  27. 27. BUILDING UP TEAMS IS NOT ABOUT HIRING IT’S ALL ABOUT BUILDING TRUST
  28. 28. Skills Structure Team Strategy Systems Process& Values Staff Style Your Mgmt. supporttrust Shared
  29. 29. Thisisourbasicphilosophy:ManagementbyObjective ascomparedtoManagementbyControl.” “Peopleworktomakeacontributionandtheydothisbest whentheyhavearealobjectivewhentheyknowwhatthey aretryingtoachieveandareabletousetheirown capabilitiestothegreatestextent. –DavePackard TheHPWay
  30. 30. acoincidence? DesignThinking wasbornhere Cupertino SiliconValleywas bornhere attheHPgarage onAddisonAvenue atDavidKellyworkshops atIDEO and Stanford HIRING is hard because the end result should be …
  31. 31. … a diverse group of people that are good at building on each others ideas. –DavidKelley FounderofIdeo WatchIDEO'sApproach
  32. 32. Wouldyou hire “the carver”? ·Yourfirst “brave decision” · https://goo.gl/D8HTKf
  33. 33. Netflixco-founder “Donot tolerate brilliantjerks. Thecostto teamworkis toohigh.” –ReedHastings
  34. 34. SteveJobsandWozniak developedBreakout,which dominatedarcadesin1976 Atari didn’tfind Steve Jobs. We made it easyforhimtofind us. –Nolan Bushnell. FounderofAtari
  35. 35. “Ifyouwanttohiregreat peopleandhavethemstay workingforyou…youhave toletthemmakelotsof decisions. Youhavetoberunbyideas nothierarchy.Thebestideas havetowin.Otherwise peopledon’tstay.” –SteveJobs WatchSteve'sApproach EMPOWER
  36. 36. • Becomingintimidating,manipulative,abusive…is notgoingtohelpyourcareerinthelongrun•  Learnhowtouseauthorityandpower “Beamultiplier,notadiminisher.” WatchBill(thecouchof SiliconValley)
  37. 37. CEOoftheagency HillHoliday. Herfirstjobinthe companywas receptionist “Ilovepeopletobe empoweredand feelthattheyare CEOofwhatever role thattheyhave atHillHoliday.” –KarenKaplan https://goo.gl/tGl5wA
  38. 38. ent perspiration, 1% 99% PERSPIRATION INSPIRATION Leadershipisalso
  39. 39. Doyouthinkthisisa bullshit-freeworkplace becauseofitsmotivationalposters?
  40. 40. Nope.Thisisabullshit-free workplacebecausethishard workingguyhappenstobeitsCEO EricMigicovsky.PebbleCEO
  41. 41. Shared Values Style Mgmt. Hisworkethics iswhatshapes thecultureof thisworkplace …theposterisjustareminder. (postersneverchangeculture) Leadbyexample.You’retheboss.Yousettheculture.
  42. 42. Shared Values Style Mgmt. Staff Your supports shapes motivates Leadbyexample.You’retheboss.Yousettheculture.
  43. 43. Shared Values Style Mgmt. Staff Your supports shapes motivates Whyistheculturereallythatimportant?
  44. 44. LEADER A DESIGN GROW AS Style Your
  45. 45. WatchSteve'sApproach LEADER A DESIGN GROW AS FOCUS LEARN LOVE HAVE A MISSION YOU
  46. 46. ”The greatest people don’t need to be managed. What they need is a –SteveJobs WatchSteve'sApproach COMMON VISION. And that’s what leadership is”
  47. 47. You
  48. 48. ©http://vardehaugen.no/ YourVision
  49. 49. ` VisionResearch Synthesis Implement Iterate Journeyof Discovery Your ©http://vardehaugen.no/
  50. 50. ` VisionResearch Synthesis Implement Iterate Journeyof Discovery Your Makea30-60-90plantogetthere ©http://vardehaugen.no/
  51. 51. MeetwithKeyStakeholders Research ASK ‘WHAT DO YOU THINK I SHOULD BE DOING IN mY FIRST WEEK/MONTH AS (YOUR TITLE HERE)’ CONNECT with peers and identify opportunities for collaboration. Advice: DURING YOUR FIRST 30 days DON’t SIT IN YOUR PANTS FOR TOO LONG. REACH OUT to everyone who can share valuable insights with you. Ask ‘Would you like to participate in my next Design Sprint’? (‘Design What???’) STAKEHOLDER INFLUENCE MAP BY Robert Curedale ASK ‘Who ELSE, DO YOU THINK, I SHOULD MEET?’
  52. 52. StakeholderInfluenceMap POWER IMPACT LOW HIGH LOW HIGH Join forces (Influentialdoers,passionate contributors,grassrootorganizers) Keep informed Don’t Waste your time Gain their support (keephappybecause theyare–orcould become–executivesponsorsofyourprogram) Research (namely,howhightheyareintheorgchart) (Thisaxisistherealinfluenceinthe companybeyondtheirpaygrade) ““
  53. 53. © Robert Curedale Research
  54. 54. Your 30-60-90 plan LookInside • Obtain AN org chart (MAKE YOUR OWN IF YOU HAVE TO) • Take LOTS OF notes. Buy yourself a new moleskine. • Is there any project repository that you can access? Learn from the past. • Learn about the business KPIs and the tech infrastructure. • Identify BUSINESS strengths & weaknesses (SWOT ANALYSIS). • Know your USER (UserZoom) • GET FAMILIARIZE WITH THE competitive LANDSCAPE • What were your predecessor’s achievements? Identify ALSO THEIR failed projects, AND ASK YOURSELF “WHY did they fail?” LookOutside • Evaluate your team. • CONNECT WITH EVERYONE INDIVIDUALLY. IT COULD BE QUITE CONSUMING BUT it is A GOOD Time investment. m
  55. 55. AlignyourStrategywiththeBusinessGoals (revolutionary) (evolutionary) (evolutionary) (incremental) innovate ADAPT EXPAND MANAGEexisting offerings new offerings existing users new users AdaptedfromDiegoRodriguez&RyanJacobyfromthebookChangebyDesignbyTimBrown Synthesis
  56. 56. Therearetypicallytwoevolutionarypaths… (revolutionary) (incremental) innovate ADAPTMANAGEexisting offerings new offerings existing users new users (evolutionary) EXPAND in 2014, WD BUSINESS STRATEGY WAS FOCUSED ON "MY CLOUD", A WEB-BASED, CONSUMER- FRIENDLY PRoDUCT, simple to use and install. (evolutionary) AdaptedfromDiegoRodriguez&RyanJacobyfromthebookChangebyDesignbyTimBrown
  57. 57. ? …andonerevolutionarypath (revolutionary) innovate ADAPTexisting offerings new offerings existing users new users (evolutionary) EXPAND (evolutionary)
  58. 58. ? …andonerevolutionarypath (revolutionary) innovate ADAPTexisting offerings new offerings existing users new users (evolutionary) EXPAND (evolutionary)
  59. 59. Howtheteamneedstobestructured? (revolutionary) (evolutionary) (incremental) innovate ADAPT EXPANDMANAGE • AUGMENT PROTOTYPING & RESEARCH RESOURCES. POSSIBLY IXD AS WELL. • MULTIDISCIPLINARY PODS/TEAMS FOCUSED ON optimization. • EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team. • LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE) • EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH. • EXPERIMENTATION PROGRAM (E.G. OPTIMIZELY) RUN IN CONJUNCTION WITH PRODUCT-MARKETING TEAMS • design resources COLOCATED WITH THE product organization (OCCASIONALLY WITH SOME LEADS dotted lined to THEIR DIRECTORS) • Colocation OF design & PRODUCT RESOURCES NOT A BAD IDEA but a DEDICATED “WAR ROOM” WILL BECOME INCREASINGLY NECESSARY. • INNOVATION KITCHEN • MAKE SURE THE DAY- to-DAY OPERATIONS DON’T SLOW DOWN THE PROGRESS ON PRODUCT INNOVATION. SPLITTING THE TEAM COULD BE AN OPTION. Skills Structure Team Strategy Systems Process& Staff Your
  60. 60. Theroadtoinnovation (revolutionary) innovate • EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH. • INNOVATION KITCHEN Skills Structure Team Strategy Systems Process& Staff Your • LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE) • EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team.
  61. 61. "It was a fantastic experience [setting up theApple design studio], and what it really taught me —and what you don’t learn when you’re a hired gun— is the depth that you need to be involved in the business tomakethingshappen," –RobertBrunner FOCUS
  62. 62. Let’staketheAppleDesignStudiotour… 1InfiniteLoop,Cupertino,CA95014|BuildingIL2|Groundfloor https://goo.gl/2v3Sl6
  63. 63. “Stevegetstoseethingsinrelationshiptoeachother,whichisprettyhardto doinabigcompany.Lookingatthemodelsonthesetables,hecanseethe futureforthenextthreeyears.”– WalterIsaacson AppleDesignStudio:aplacetoretreatandfocus
  64. 64. “Therearenoformaldesignreviews,sotherearenohugedecisionpoints.Instead,wecan makethedecisionsfluid.Sinceweiterateeverydayandneverhavedumb-asspresentations, wedon’trunintomajordisagreements.”– JonyIve
  65. 65. Skills Shared Structure Team StrategyStaff Style Systems Process& Your Values Mgmt. “Therearenoformaldesignreviews,sotherearenohugedecisionpoints.Instead,wecan makethedecisionsfluid.Sinceweiterateeverydayandneverhavedumb-asspresentations, wedon’trunintomajordisagreements.”– JonyIve Noticehowmany critical successfactors oftheAppledesign organizationare directlylinkedtothe DesignStudio
  66. 66. Everyday, improve yourself. Don’t just come to the studio. © Berto Martinez LEARN
  67. 67. HartmutEsslinger’sfrogdesigndesignarrivesinCaliforniain1984andcreates "SnowWhite”,aunifieddesignlanguageforallAppleproducts,firstembodiedby theAppleIIc."AsideofBillMoggridgewhohadcomefromLondon,therewasn’t anytruedesigntalentinallofSiliconValley.”–HartmutEsslinger Moderndesignlanguagesemerged inthevalley
  68. 68. Yes,Steve’screativeleadershipwasbehindit
  69. 69. By1984,Steve’sdesigntrainingiscomplete… 1977 1984 TheAppleIIcincorporatesthe SnowWhitedesignlanguageby HartmutEsslinger (alsoquiterevolutionary) TheAppleIIbecamethe firstpersonalcomputer withaplasticenclosure (quiterevolutionarybackthen) “SowewantedtoputtheAppleIIinahousingthat wouldreflectmoreofahumanisticpointofview.Once wefoundawaytodothat,thenextquestionwas, “Whatshoulditlooklike?”“Whatshoulditexpress?” “Howshoulditwork?”Andthatledusdownthepath ofhavingtothinkaboutthosethings.“–SteveJobs Formfollowsfunction?Form(does)followsfunction
  70. 70. Hehiredonlythebest…tolearnfromthem 1977 1984 TheAppleIIcincorporatesthe SnowWhitedesignlanguageby HartmutEsslinger (alsoquiterevolutionary) TheAppleIIbecamethe firstpersonalcomputer withaplasticenclosure (quiterevolutionarybackthen) In1977,JerryManockmetSteve Jobs,21,intheHomebrew ComputerClubandgotthe$1,800 assignmentto designacompact enclosurefortheAppleII JerryManock H. Esslinger James Ferris1979 1981 InMarch1981,Jerry ManockandTerryOyama presenttheMacinternally JamesFerrisbecomethefirstdirectorofcreativeservices ManockcreatestheProductDesignGuildtoachievea “newunifiedappearanceforthe‘80s” InMarch1983,HartmutEsslinger winsthe competitiontounifyApple’ssevenproduct categorieswithasingledesignlanguage. (Manock,TerryOyamaandRobGemmelled theprojectandtraveledtoEurope)
  71. 71. Hangingaroundgreatpeoplewashisinnovationfuel 1997 2011 SteveJobsappoints JonyIveasDesignVP “Tellmewhat’swrongwiththis place.It’stheproducts.The productssuck!There’snosexin themanymore”– SteveJobs “Wemadethebuttonsonthescreenlooksogood you’llwanttolickthem”– SteveJobsonMacOSX. 2001 Jobsreturnstothecompanyhe cofoundedtwentyyearsago. CordellRatzlaff redesignsOSX TonyFadell designstheiPod
  72. 72. Mikael Silvanto DanieleDeIuliis RichardHowarth AlanDye ChristopherStringer Rico Zorkendorfer JeremyBataillou PeterRussell-Clarke Eugene Hwang JodyAkana Marc Newson EvansHankey Daniel Coster ImranChaudhri JonyIve …andthat same spirit still marches on JulianHoenig Hirepeoplewhoarebraveenoughtolearnconstantlyandhumbleenoughtoteachothers
  73. 73. LOVE WHAT YOU DO ”Idon’tthinkaboutlegacymuch.Ijustthinkaboutbeing abletogetupeverydayandgoinandhangaround thesegreatpeopleandhopefullycreatesomethingthat otherpeoplewillloveasmuchaswedo. (…)It’sreallyhard.Andyouhavetodoitoverasustainedperiodof time.Soifyoudon’tloveit,ifyou’renothavingfundoingit,you don’treallyloveit,you’regoingtogiveup.“ –SteveJobs
  74. 74. AtarifounderNolanBushnellteamsupwithSpilGamestomakemobilegames –NolanBushnell,73 founderofAtari ”Iamalways designing games“. https://goo.gl/7dOkwd LOVE WHAT YOU DO
  75. 75. PARTNER BUSINESS BECOME A Strategy WatchDanielBurka'sApproach
  76. 76. PARTNER BUSINESS GET ALIGNMENT BE DATA DRIVEN KPIs BECOME A Strategy PROVIDE VALUE SUPPORT
  77. 77. As a design leader Your major contribution is to GET ALIGNMENT between Business Design & Technology ( before your designers’ ideas get shot down ) withoutmercy v
  78. 78. CustomerExperienceFirst “You’vegottostartwiththe customerexperienceandwork backwardstothetechnology. Youcan’tstartwiththetechnologyand tryingtofigureout whereyou’regoing totrytosellit.” https://goo.gl/I9Cx5f –SteveJobs,WWDC1997
  79. 79. CustomerExperienceFirst doesn’tmeanDesignDictatorship
  80. 80. Thedesign&businesscollaboration win-win v https://goo.gl/yu5zYV “Designisreallyaloadedword.Idon'tknowwhatitmeans. Wedon'treallytalkaboutdesignalotaroundhere.Weactuallytalk abouthowthingswork.”–SteveJobs
  81. 81. What’s Desirable? Justadesirableconceptisnotenough. INSANELYGREATalsomeansfeasible andinsanelyprofitable. What’s feasible? What’s profitable? Theroadtoaninsanelygreatproductisrough…
  82. 82. feasibility profitability Desirability DESIGN TECHNOLOGY BUSINESS …evenifthesethreeforceswerebalanced (whichrarelyhappens)
  83. 83. –AlanCooper founderofCooper,leading interactiondesignfirminSF That’swhy…
  84. 84. Inthecontextofabusinessandameetingroom,wetend to be much more comfortable talking about product attributesthatyoucanmeasurewithanumber. https://goo.gl/8Np51w 04:00 There'sadanger,particularlyIthink,inbusiness: That's a fairly safe conversation to talk about: five is biggerthan two and nobody is going to argue that. And so, we tend to talk, historicallyaboutpriceandspeed. Andthosemoreemotive,thoselesstangible,product attributescansoeasilybeignored. Now, the problem is, you and I make probably the most important decisionsofourlivesintheabsenceofnumericaldata. …evenatApple –JonyIve
  85. 85. TECHDESIGN nah, THE USERS WANT A FASTER PROCESSOR and 2X mORE STORAGE WE NEED a new DELIGHTFUL and Minimalistic Look&Feel! Inotherwords…
  86. 86. “Designersthinktheyare artistsbuttheyareputin toplaybecauseof businessobjectives, economicadvancement. Artisaboutmaking questions.Designis aboutmakingsolutions. Designersneedto understandbusiness. Theyneedtounderstand technology.” –JohnMaeda WatchMaeda'sApproach
  87. 87. TargetUsers Profit Mechanism Value Proposition Cost Structure Operational Approach Risks Critical Success Factors Whoaretheusersthatthecompany wantstodobusinesswith? Whatmetricsareusedtoevaluate theperformanceofthecompany? Whatisthesourceof valueforthecompany? Whatvaluedoesthe companyprovidetoitsusers? Whatarethecostsforthecompany associatedwithitsbusinessmodel? Whatwillallowthe companytosustainits businessmodel? Whataretheinherentrisks andbarriersassociatedwith itsbusinessmodel? Howdoesthecompanyusesits resourcestoexecuteitsbusinessmodel? Performance Model UnderstandBusiness
  88. 88. TargetUsers Profit Mechanism Value Proposition Cost Structure Operational Approach Risks Critical Success Factors Whoaretheusersthatthecompany wantstodobusinesswith? Whatmetricsareusedtoevaluate theperformanceofthecompany? Whatisthesourceof valueforthecompany? Whatvaluedoesthe companyprovidetoitsusers? Whatarethecostsforthecompany associatedwithitsbusinessmodel? Whatwillallowthe companytosustainits businessmodel? Whataretheinherentrisks andbarriersassociatedwith itsbusinessmodel? Howdoesthecompanyusesits resourcestoexecuteitsbusinessmodel? Performance Model BUSINESS &DESIGN intersection Designneedstoprovidebusinessvalue
  89. 89. TargetUsers Profit Mechanism Value Proposition increasedvalue • morechoices • morecontrol • moreconvenience • savingtime • savingmoney enhanceduser understanding • behaviors • motivations • expectations • values improvedinteractions • simplicity • enhancedusability  • personalization • customization • touch,gesture,voice interaction,etc. improvedfinancials • improvedconversion improvedretention  • improvedcosts • customeracquisition • newmarketentry Wherecandesignbemorevaluabletothebusiness?
  90. 90. Wherecandesignbemorevaluabletothebusiness? mydesignteam v TargetUsers Profit Mechanism Value Proposition increasedvalue • morechoices • morecontrol • moreconvenience • savingtime • savingmoney enhanceduser understanding • behaviors • motivations • expectations • values improvedinteractions • simplicity • enhancedusability  • personalization • customization • touch,gesture,voice interaction,etc. improvedfinancials • improvedconversion • improvedretention  • improvedcosts • customeracquisition • newmarketentry • focus on just afewgoals at atime •  • be strategic • definethe problem •  • gatherdata • establish a baseline •  
  91. 91. DESIGN TECHNOLOGYBUSINESS easy-to-implementsolutions improvedinteractions increasedvalue/quality increasedbudget collaboration enhanceduserunderstanding sharedassets:designpatterns… sharedresources:designerswhocancode improvedbusinessKPIs inspiration aseatonthetable collaboration:designsprints,agile… Thesepartnershipswilldetermineyoursuccess No one can position yourdesignteamforyou
  92. 92. Hirepeoplewithdiverseinterestsand backgroundsthatcanspeaknativelyto thebusinessandtechnologyteams. Thebestdesignteamsarenotonly interestedindesign. Setupamulti-disciplinaryteam. WatchtheIDEO’sapproach Howtostrengthenyourinternalpartnerships Nurtureacultureofteamwork attheintersectionofdesign, techandbusiness. Skills StrategyStaff Your
  93. 93. 2 Validateyourcompany’sassumptionsofhowtheir productsandserviceswork.Usethoseinsightsto informyourdesignstrategy. Gaintherespectofyourpartnersbyvalidatingyour accomplishmentswithempiricaldata. Knowledgeispower. Howtostrengthenyourinternalpartnerships Seefacebook’sapproach BE DATA DRIVEN
  94. 94. “Dataandanalyticswillneverbea substitutefordesignintuition.Datacan helpyoumakeagooddesigngreatbutit willnevermakeabaddesigngood.” VPDesignatFacebook –MargaretGouldStewart Data-drivenDesign
  95. 95. Yahoo! Story My Onatypicaldayin2011,weserved45,000 variationsofthehomepageevery5minutes (13millionvariationsveryday).Onethirdof ourcustomerswereinbuckets(A/Btests)
  96. 96. Translatesuccessmetricsintoactionabledesignchallenges. Helpyourdesignersbridgethe gapbetweenabstract quantitativeinformationand concretesolutions. Howtostrengthenyourinternalpartnerships TheapproachofSpotify&Netflix SUPPORT KPIs
  97. 97. VPDesignatSpotify –RochelleKing Translatingmetricsintobehaviorshttps://goo.gl/pQ91bN “What’sactuallythe behaviorthatwe’re tryingtodrive? Gettingpeopletoplay moresongsisaproxy metricforhowtodrive moreengagement”
  98. 98. DO I USE DATA TO SUPPORT MY DESIGN STrATEGY? IS MY TEAM POSITIONED FOR SUCCESS? DOES MY TEAM PROVIDE VALUE? Three questions for a brave soul h
  99. 99. • IS MY TEAM PERCEIVED BY THE BUSINESS AS A PARTNER OR AS AN EXECUTION TEAM? IS MY TEAM POSITIONED FOR SUCCESS? • DO I ENCOURAGE MY TEAM to STAY UP TO DATE WITH THE COMPETITIVE LANDSCAPE? TRENDS IN THE MARKET? • DO I HIRE CURIOUS MINDS? ‘T-SHAPE’ DESIGNERS that can extend bridges ACROSS teams? • DOES MY TEAM HAVE A ‘WAR ROOM’ (aka innovation Kitchen) TO brainstorm and engage with THE KEY STAKEHOLDERS? • IS MY TEAM WELL VERSED IN ALL THE PRODUCTS/ services OF OUR COMPANY? v
  100. 100. • DO I USE BOTH QUALITATIVE & QUANTITATIVE DATA TO INFORM MY DESIGN STRATEGY? • AT YAHOO!, MY WEEKLY SESSION WITH THE RESEARCHERS working on the homepage WAS CALLED DUNKIN’DATA. It TOOK PLACE FIRST THING IN THE MORNING. I ALWAYS BROUGHT FREE DONUTS IN EXCHANGE FOR ALL THE DATA THEY COULD BRING. GOOD DEAL! DO I USE DATA TO SUPPORT MY DESIGN STrATEGY? • DOES MY TEAM VALIDATE OUR DESIGN HYPOTHESES WITH DATA? • DO I MEET REGULARLY WITH tHE ANALYTICS/RESEARCH TEAM to COLLECT NEW INSIGHTS and REQUEST SUPPORT? a
  101. 101. • DO I PROVIDE RESULTS THAT MATTER TO THE BUSINESS? DOES MY TEAM PROVIDE VALUE? • DOES YOUR DESIGN MAKE A DIFFERENCE in THE WORLD? • DO WE PROVIDE SOLUTIONS THAT MAKE THE END USERs HAPPY? CAN I QUANTIFY THAT IMPACT? • IS THE WORK REWARDING AND MEANINGFUL to the TEAM? m (E.G. CUSTOMER SATISFACTION SCORE BEFORE AND AFTER A REDESIGN) (CAN I MEASURE MY DIRECT IMPACT IN THE COMPANY BOTTOMLINE?)
  102. 102. (whatkindofvalue?) Design Leadership is not about managing designers butto generatevalue · the lastword ·
  103. 103. Thevalueyoucreateforyourcustomers…
  104. 104. Thevalueyoucreateforyourcompany… 0 S&P design-driven companies $39,922.89 $17,522.15 228% 04 05 06 07 08 09 10 11 12 13 14
  105. 105. Thevalueyoucreateforyourteam…
  106. 106. Sharia,diagnosedwith autismattheageoftwo, usesaniPadtohelpher communicate.Herfather saysit's"givenherasense ofcontrolsheneverhad." Thevalueyoucreateforthesociety.
  107. 107. • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure •  Find the Courage to abandon practices that made you successful in the past •   Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made Thanks!Let’s stay in touch @pabsanch
  108. 108. One more thing….
  109. 109. theWhat DATA ANALYTICS Clickstream MultipleOutcome Analysis Experimentation andtesting VoiceofCustomer Competitive Intelligence Insights theHowMuch theWhy theWhatelse theGold! DiagrambytheoneandonlyAvinashKaushik E.g.Increaserevenue,reducecost, improvecustomersatisfaction. iPerceptions,Feedburner,webanalytics suites(above) ComScore,HitWise. Optimizely,AdobeTest,SiteSpect GoogleAnalytics,AdobeAnalytics(formerly Omniture),webtrends,etc. ForeSee,Qualtrics, OpinionLab, UserZoom,iPerceptions Data-drivendesign:thetools
  110. 110. QUALITATIVE QUANTITATIVE • Lownumberofparticipants • Openendedquestions • Canbetimeintensive • DirectObservation • Goodathelpingtoframe unboundedquestions • Notstatisticallysignificant • Targetsunknownunknowns • Highnumberofparticipants • Closedquestions • Tendtobefaster • Indirectstudy • Statisticallyrelevant • Targetsknownunknowns • Goodatinvestigatingspecific areasorcomparisons Data-drivendesign:thetwoapproaches
  111. 111. EVALUATE LAB CLOUD LIVE Usability evaluation Remote usability evaluation TESTNEWSOLUTIONS STUDYEXISTINGSOLUTIONS A/Btest Optimizely QUALITATIVE QUANTITATIVE Think Aloud evaluation Intercept test UserZoom UserZoom Think Aloud evaluation Surveys Voiceof Customer (VoC) Qualtrics Think Aloud evaluation ForeSee Remote usability evaluation Site Analytics Google Analytics… Business Analytics SAP EXPERIMENT Designneedstounderstandsthecustomer
  112. 112. EVALUATE LAB CLOUD Usability evaluation Remote usability evaluation TESTNEWSOLUTIONS STUDYEXISTINGSOLUTIONS QUALITATIVE QUANTITATIVE Think Aloud evaluation UserZoom Think Aloud evaluation …EXPERIMENT Designneedstounderstandsthecustomer This isyour Laboratory
  113. 113. EVALUATE LAB CLOUD Usability evaluation Remote usability evaluation TESTNEWSOLUTIONS STUDYEXISTINGSOLUTIONS QUALITATIVE QUANTITATIVE Think Aloud evaluation UserZoom Think Aloud evaluation …EXPERIMENT Designneedstounderstandsthecustomer This isyour Laboratory analyzelargerdatasamplesofreal customers/studyparticipants interactingwithyourproduct watchvideorecordings ofspecificscenariosof use(e.g.usersthat couldn’tcompletethe purchaseflow) reachstatisticalcertainty observerealcustomers/ studyparticipantsinyour researchfacilities
  114. 114. EVALUATE LAB CLOUD LIVE Usability evaluation Remote usability evaluation TESTNEWSOLUTIONS STUDYEXISTINGSOLUTIONS A/Btest Optimizely QUALITATIVE QUANTITATIVE Think Aloud evaluation Intercept test UserZoom UserZoom Think Aloud evaluation Surveys Voiceof Customer (VoC) Qualtrics Think Aloud evaluation ForeSee Remote usability evaluation Site Analytics Google Analytics… Business Analytics SAP EXPERIMENT Designneedstounderstandsthecustomer
  115. 115. … A/Btest Optimizely Intercept test UserZoom Surveys Voiceof Customer (VoC) Qualtrics Think Aloud evaluation ForeSee Remote usability evaluation Site Analytics Google Analytics Business Analytics SAP This isyour WarRoom
  116. 116. Microsoft Story The DanSiroker,DirectorofanalyticsontheObama 2008campaign,co-founderofOptimizely UnderBenson Chan,the experimentation teamhasbecome anindispensable partnertothe designteams BensonChan,Director,UserExperience &ExperimentationatMicrosoft A/Btest
  117. 117. • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure •  Find the Courage to abandon practices that made you successful in the past •   Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past •    Stay Hungry, Stay Foolish •  Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made Thanks!(And please, don’t become a HoveringArt DirectorFigure )

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