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Walk, Don't Run: Incremental Change in Enterprise UX

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You'll learn:

- A realistic approach to product improvement in large enterprises
- How to create and execute a pilot program for overcoming “product stagnation”
- How to scale the program to a growth team dedicated to improving existing products

Publicada em: Design
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Walk, Don't Run: Incremental Change in Enterprise UX

  1. 1. Walk, Don’t Run Incremental Improvement in Enterprise UX
  2. 2. Louis Elfman UX/UI Design Lead @ CoreLogic @lelfman || me@louiselfman.com
  3. 3. What is CoreLogic? ● Market Cap: $3.3bn* ● Operating in 8 Countries ● 6k+ employees worldwide* ● Principal markets: US & Australia ● Principal Businesses: Property Intelligence & Risk Mgmt Workflow* *As of May 20 2016
  4. 4. CoreLogic Innovation Lab: ● Transforming how products are built in CoreLogic ● Entirely User-Centered ● Proper and Thorough Discovery Phase ● Ships Enterprise-Ready MVPs ● Paired programming AND DESIGN ● Consumer-grade processes and designs
  5. 5. My Team: ● Insurance Underwriting Product ● 2 PMs ● 1 Product Owner ● 5-8 Devs ● 1-2 UX/UI Designers ● Distributed between Los Angeles and Austin ● Leadership distributed all over the country
  6. 6. Working in Enterprise means playing the long game
  7. 7. THIS THING TURNING AROUND IS A SLOW PROCESS... THIS THING TURNS SLOWLY...
  8. 8. ...OTHERWISE THIS
  9. 9. Things move slowly in Enterprise for many reasons.
  10. 10. In 2 years we shipped this many things: 1
  11. 11. You can’t fix all the things #RealTalk
  12. 12. Working in Enterprise means playing the long game Remember:
  13. 13. Today’s Lesson Plan: 1. Why Enterprise UX is awesome 2. Why your users can’t handle “Move Fast, Break Things” 3. What you can do about it 4. Why your org can’t handle “Move Fast, Break Things” 5. What you can do about it
  14. 14. Today’s Lesson Plan: 1. Why Enterprise UX is awesome 2. Why your users can’t handle “Move Fast, Break Things” 3. What you can do about it 4. Why your org can’t handle “Move Fast, Break Things” 5. What you can do about it
  15. 15. 5.7% Percent of US employees in tech (2016)
  16. 16. BUT FIRST...
  17. 17. Today’s Lesson Plan: 1. Why Enterprise UX is awesome 2. Why your users can’t handle “Move Fast, Break Things” 3. What you can do about it 4. Why your org can’t handle “Move Fast, Break Things” 5. What you can do about it
  18. 18. New Coke beat the original formula in 200,000 taste tests Fact: it tested very well with users during research sessions.
  19. 19. New Coke was gross if you tried to drink a whole can.
  20. 20. Just because it tests well, doesn’t mean it scales. #RealTalk
  21. 21. Don’t forget the impact of adapting to your new flow #RealTalk
  22. 22. Story: The Safety Blanket
  23. 23. Users get attached to things we might consider friction #RealTalk
  24. 24. Empathy for users means respecting they might not change easily #RealTalk
  25. 25. Today’s Lesson Plan: 1. Why Enterprise UX is awesome 2. Why your users can’t handle “Move Fast, Break Things” 3. What you can do about it 4. Why your org can’t handle “Move Fast, Break Things” 5. What you can do about it
  26. 26. Ways to not freak out your users (an abridged list): 1. Consider starting with a straight redesign as a means of “priming” users for change. 2. Get clear: are you primarily looking to get new users or sustain existing user base? 3. Use parity as a starting point, look to fix the biggest problems first. 4. DON’T try to fix all the problems at once. Just because you can fix it, doesn’t mean you should. 5. Try a pilot program first (yes, that is easier said than done). Bonus: Read the Google Drive change aversion research paper*. * Sedley and Müller,“Minimizing change aversion for the Google Drive launch” 2013. https://research.google.com/pubs/pub41221.html
  27. 27. Our “Early Adopter” Pilot Program: 1. Identify smaller clients who use a reduced feature set. 2. Build an MVP suited to their needs. 3. Onboard them gently. 4. Monitor all support calls. 5. Establish an “Out of Box”* study: repeat sessions with key users to see how they’re adjusting 6. Build out more features as you onboard more clients. * Based on the work of Nadyne Richmond
  28. 28. Today’s Lesson Plan: 1. Why Enterprise UX is awesome 2. Why your users can’t handle “Move Fast, Break Things” 3. What you can do about it 4. Why your org can’t handle “Move Fast, Break Things” 5. What you can do about it
  29. 29. LOL I generate 35% of your revenue
  30. 30. #RealTalk “Iterative” often means comprising
  31. 31. Story: How Moving (Too) Fast Cost Me A Job
  32. 32. A HUMBLE PROPOSAL: ONE ORG TO RULE THEM ALL
  33. 33. ORG POLITICS MY OPPORTUNITY
  34. 34. Silos aren’t disappearing tomorrow #RealTalk
  35. 35. Sales has no idea what we do #RealTalk
  36. 36. Sales has no idea what we do #RealTalk Most of the org
  37. 37. Today’s Lesson Plan: 1. Why Enterprise UX is awesome 2. Why your users can’t handle “Move Fast, Break Things” 3. What you can do about it 4. Why your org can’t handle “Move Fast, Break Things” 5. What you can do about it
  38. 38. Phase-based product development structure: 1. Ask the Board for a bunch of money to build a thing. 2. Design the thing. 3. Build the thing. 4. Ship the thing. 5. Put the thing in “Maintenance Mode”. 6. ... 7. Wait 12-24 months for next Phase.
  39. 39. Maintenance Mode: 1 PM 2 Devs This many UX: 0 This much research: 0
  40. 40. UX Half Day Pilot Program
  41. 41. Ongoing UX = ● Team has more impact ● Smarter allocation of effort ● Team can react quicker ● Less risk ● Less $$$ over time
  42. 42. How I won the team over: 1. Offered myself for one half day a week - no strings attached! 2. Worked with PM to make priority list (largest impact vs cost/effort) a. Made my own priority list - reviewed support, heuristic eval, design audit 3. Started delivering on requests (to build trust) 4. Once trusted, pitched collaborative priority list 5. When I got pushback on testing, invoked the (UX) Trojan Horse
  43. 43. Story: The (UX) Trojan Horse
  44. 44. UX Trojan Horse /ˈyo͞ ozər ikˈspirēəns trōjən hôrs/ (noun) Conducting usability testing as a means of showing an otherwise hostile stakeholder the value of user research...
  45. 45. UX Trojan Horse /ˈyo͞ ozər ikˈspirēəns trōjən hôrs/ (noun) Conducting usability testing as a means of showing an otherwise hostile stakeholder the value of user research (preferably by means of a user crapping all over their pet ideas).
  46. 46. UX your org #RealTalk
  47. 47. Where can you UX your org or process TODAY?
  48. 48. Evangelizing isn’t just talking #RealTalk
  49. 49. Where things stand today: ● Design is now dedicated to projects as needed ● PM and Design teams collaborate weekly ● Design empowered to help products as needed ● Design advising numerous teams outside of Innovation Lab
  50. 50. You are the vanguard of UX in Enterprise
  51. 51. YOUR ORG UX
  52. 52. Thanks!
  53. 53. Q & A
  54. 54. THANKS! Louis Elfman me@louiselfman.com @lelfman Designerhangout.co: @louis Product-tribes.com: @louis

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