design change management in practice
TRANSCRIPT
DESIGN CHANGE MANAGEMENT IN PRACTICE JUHO PAASONEN, Head of Design
ICTEXPO HELSINKI 2015 24TH OF MAY, 2015
”I DON’T KNOW HOW TO PUT THIS… BUT I’M KIND OF A BIG DEAL.”
- Ron Burgundy, Channel 4 News Team
JUHO PAASONEN Head of Design, SC5
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A SMALL DISCLAIMER…
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.
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THE TERMINOLOGY
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.
”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
”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.
”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
”Customer Experience” refers to any and all interfaces and service moments between your
customer and your brand.
CUSTOMER EXPERIENCE In this context
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).
”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
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THE BOTTOM LINE
SO STRATEGY. MUCH THINKING. Wow.
BUSINESS VS. DESIGN ”Finish him!”
DESIGN = BUSINESS Mind. Blown.
Digital disruption = Business + Design + Technology
Digital disruption = Business + Design + Technology
PAASONEN’S HIERARCHY OF NEED The Bottom Line
THE WILL & THE PEOPLE
THE STRATEGY & THE PROCESS
THE DATA & THE FOLLOW-THROUGH
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PLOTTING THE CHANGE
1. BUY A POLO SHIRT. The Will & The People
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!)
…the almighty dollar.
My favories for pitching my argument for HCD-related investments:
Finding new revenue streams with fresh insight Cost reduction with sharpened focus
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.
2. GET EVERYBODY ONBOARD The Strategy & The Process
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
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
CONTINUOUS DEVELOPMENT The Strategy & The Process
CUSTOMER EXPERIENCE
USER EXPERIENCE
Make Lean UX your best friend. (but do it right: always plan the concept
foundation first!)
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.
Test often, drag the decision-makers to observe. Tie all test results and recommendations to
business-level KPIs.
Get this tattooed on your back:
3. ???? The Data & The Follow-through
Learn. Analyze everything both from the subjective and objective points-of-view.
The HEART Framework is a great starting point for planning your UX-level metrics.
http://www.dtelepathy.com/ux-metrics/
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.
4. PROFIT!!!! Sounds easy ,right?
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ADVANCING THE CHANGE
THE CHANGE IS NOT THE ENDGAME It’s just the journey to the center of your customer.
CHALLENGE BRAVELY… …but be damn sure to be right.
GET ADVOCATES A deep change needs a deep voice
CHANGE IS DYNAMIC One does not simply do it in one go.
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MY TWO CENTS
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.
@EDIOOTTI [email protected]