design leadershipa career path for brave souls

pablo sanchez martininternationalconference

2017Toronto@pabsanch

v 1.3

Life is either a daring adventure or nothing at all.

The first deaf-blind person to earn a bachelor of arts degree.

– Helen Keller

This presentation is intended for UX designers who want to have a bigger impact and broaden their

reach from crafting digital experiences/services to shaping organizations, processes and careers.

Undergraduate UX design education is gaining momentum in US

zGoogle and the Savannah College of Art and Design (SCAD) developed in 2016 a BFA in User Experience Design, one of the first four-year undergraduate degrees to be offered in this field in US.

https://www.scad.edu/academics/programs/user-experience-design

Executive training in Design Thinking is also highly demanded

https://www.gsb.stanford.edu/exec-ed/programs/customer-focused-innovation

The Hasso Plattner Institute of Design at Stanford (aka the d.school), co-founded by David Kelly in 2004 provides world-class education in design thinking and innovation.

360 view video| |

MBAs for Creatives can also be found in Europe and Asia

The Berlin School of Creative Leadership was founded in 2006 and offers an excellent part-Time Executive MBA which participants complete in 18-24 months.

https://www.berlin-school.com/

• No academic program prepares you to manage teams.

• The challenge •

When designers are presented with the opportunity to play a strategic role inside a corporation, a whole world of uncertainties lies ahead:

• Becoming an equal partner to Business and Technology is not easy.• Creatives, in particular, don’t like to be managed.

• Most companies don’t provide training nor mentor to new managers.• Most recipes found in management books don’t apply to design.

Design Leadership feels like a vast uncharted continent

…the largest concentration of designers in the world

The iPhone was born here

Design Thinking was born here

Airbnb was born here

Cupertino

VR is being developed here

Facebook Oculus Rift in Menlo ParkGoogle Daydream in Mountain View

Silicon Valley

This place was built by brave souls’00s

1955

1939

’80s

… including many designers( and design leaders )

’80s

’00s

1955

1939

They came in three waves to transform the valley

’00s

’10s

’80s

The first wave of trailblazers set a rock-solid foundation…

Robert Brunner co-founder of Lunar (+Jeff Smith and Gerard Furbershaw)

Bill Moggridge, co-founder of IDEO

Hartmut Esslinger, founder of Frog

David Kelley, co-founder of IDEO

Don Norman, co-founder of Nielsen Norman Group

Designed the first laptop and

established the practice of

interaction design.

Created Apple’s first design language:

“Snow White”. Helped Jobs make Apple a ‘designful’

company.

When he arrived in Silicon Valley in the late

70s, Bill saw opportunity in bringing

British passion for design.

Epitomizes innovation by design. Coined

“Design Thinking”. Founded Stanford

d.school.

Cognitive Scientist, advocate of User-centered design. He invented “User

Experience” at Apple in 1993.

Founded frog in Germany and brought the Bauhaus heritage to Palo Alto with him.

Represents American ingenuity at its best. A

passion for doing things and teaching everything

he knows at Stanford University (for 35 years)

Academia meets design. One of his major

contributions will be the development of

usability as a discipline with Jakob Nielsen.

Created and led the first in-house design studio at

Apple (1989-1996). He hired Jony Ive in 1992.

’80s

The second wave shifted the focus from ID to digital experiences

Peter Merholz, cofounder of Adaptive Path. Recently published

“Org Design for Design Orgs”

Jony Ive, Chief Design Officer at Apple

Luke Wroblewski, former Chief Design Architect at

Yahoo! ( now Product Director at Google )

Designed the iMac, iPod, iPhone, etc. In

2012, began to provide leadership

to the Human Interface team.

Matias Duarte VP, Design at Google

Irene Au, former Global Head of User Experience at Google

(now Design Partner at Khosla Ventures)

Created Google’s first design language:

“Material Design” and redesigned its corporate identity.

Great mentor and coach of many

designers while heading Yahoo!

and, later, Google design teams.

Brilliant speaker and author, Luke is one of

the most authoritative voices in the field of

mobile design. Coined “Mobile First”.

’00s

John Maeda, Head of Computational Design and Inclusion at Automattic

Rochelle King, VP of Data, Insights and Design at Spotify

Joe Gebbia, Chief Product Officer at Airbnb

Julie Zhuo, VP Product Design at Facebook

Margaret Gould Stewart, VP Product Design at Facebook

Alex Faaborg, Daydream Design Lead at Google

John Zeratsky Design partner at GV

Jake Knapp Design partner at GV

Braden Kowitz Design partner at GV

These huge challenges typically involve entire organizationsand requires not only boldness, but sharp leadership skills.

Rich Fulcher, Design Lead at Google

The third wave is pushing the boundaries of design into voice, VR, services, experiences, systems… and creating their own startups.

Watch the full interview with Rich Fulcher by Jared Erondu and Bobby Goshal

highresolution.design is the best source for in-depth conversations with design leaders

e.g. the organizational challenges behind Material Design

Think of your designorganization as a start-up

· let’s start with the basics ·

Skills

SharedValues

StructureTeam

StrategyStaff

StyleMgmt.

SystemsProcess &

Your

Your most critical asset is your team

Skills

SharedValues

StructureTeam

StrategyStaff

StyleMgmt.

SystemsProcess &

Your

The culture in your team will be the result of your hiring decisions and your own management style

These are the core values of your team that are evidenced in

the general work ethic and culture

The style of leadership you have adopted.

Skills

SharedValues

StructureTeam

StrategyStaff

Style

SystemsProcess &

Your

The daily activities and methodology that the

team members engage in to get the job done.

These blue blocks are the pillars of your design organization…

Your vision: the plan you have

devised to achieve or

support your company goals.

The way your team is organized (who reports

to whom)

The actual competencies of

your team

Mgmt.

Skills

SharedValues

StructureTeam

StrategyStaff

Style

SystemsProcess &

Your

…If few of them fail, your team will collapse like a house of cards

Every building block affect the others

Every aspect is equally

important

Mgmt.

Skills

Shared

StructureTeam

StrategyStaff

Style

SystemsProcess &

Your

This is a modified version of the McKinsey 7-S model( this tool will help you diagnose how your team works and identify areas for improvement )

Values

Under Promiseand Over Deliver

–Tom Peters

Mgmt.

Watch the HP storySteve Wozniak’s story

StaffYour

TEAMS

HOW TO LEARN BUILD

TEAMS

HOW TO LEARN

EMPOWER

INSPIREHIRE BUILD

SUPPORT

HP founder

“The job of the manager is to support his or her staff, not vice versa, and that begins by being among them.”

– Bill Hewlett

• Make your team successful • Provide a great working environment • Serve your team…

Bill helped Steve when he was 12

•  Make yourself accessible • Listen • Don’t accept privileges • Serve your team… literally

Bill Hewlett and Dave Packard serving the employees of HP and their families at the company picnic

BUILDING UP TEAMS IS NOT ABOUT HIRING

IT’S ALL ABOUT BUILDING TRUST

Skills

StructureTeam

Strategy

SystemsProcess &

Values

Staff

Style

Your

Mgmt.

supporttru

st

Shared

This is our basic philosophy: Management by Objective as compared to Management by Control.”

“People work to make a contribution and they do this best when they have a real objective when they know what they are trying to achieve and are able to use their own capabilities to the greatest extent.

– Dave PackardThe HP Way

a coincidence ?

Design Thinking was born here

Cupertino

Silicon Valley was born here

at the HP garage on Addison Avenue at David Kelly workshops at IDEO and Stanford

HIRING is hard because the end

result should be …

… a diverse group of people that are

good at building on each others ideas.

– David KelleyFounder of Ideo

Watch IDEO's Approach

Would you hire “the carver”?

· Your first “brave decision” ·

https://goo.gl/D8HTKf

Netflix co-founder

“Do not tolerate brilliant jerks. The cost to teamwork is too high.”– Reed Hastings

Steve Jobs and Wozniak developed Breakout, which dominated arcades in 1976

Atari didn’t find Steve Jobs.We made it easy for him to find us.

–Nolan Bushnell. Founder of Atari

“If you want to hire great people and have them stay working for you… you have to let them make lots of decisions.

You have to be run by ideas not hierarchy. The best ideas have to win. Otherwise people don’t stay.”

– Steve Jobs

Watch Steve's Approach EMPOWER

•  Becoming intimidating, manipulative, abusive… is not going to help your career in the long run • Learn how to use authority and power

“Be a multiplier, not a diminisher.”Watch Bill ( the couch of

Silicon Valley )

CEO of the agency Hill Holiday. Her first job in the company was receptionist

“I love people to be empowered and feel that they are CEO of whatever role that they have at Hill Holiday.”

– Karen Kaplan

https://goo.gl/tGl5wA

one percent inspiration, ninety-nine percent perspiration,

1% 99% PERSPIRATION

INSPIRATIONLeadership is also

Do you think this is a bullshit-free workplacebecause of its motivational posters?

Nope. This is a bullshit-free workplace because this hard

working guy happens to be its CEOEric Migicovsky. Pebble CEO

SharedValues Style

Mgmt.His work ethics is what shapes the culture of

this workplace…the poster is just a reminder.

( posters never change culture )

Lead by example. You’re the boss. You set the culture.

SharedValues Style

Mgmt.

StaffYour

supp

orts

shapes

motivates

Lead by example. You’re the boss. You set the culture.

SharedValues Style

Mgmt.

StaffYour

supp

orts

shapes

motivates

Why is the culture really that important?

LEADERA DESIGN GROW AS

StyleYour

Watch Steve's Approach

LEADERA DESIGN GROW AS

FOCUS

LEARN

LOVE

HAVE A MISSION

YOU

”The greatest people don’t need to be managed.

What they need is a

– Steve JobsWatch Steve's Approach

COMMON VISION. And that’s what

leadership is”

You

© http://vardehaugen.no/

Your Vision

`

VisionResearch

Synthesis Implement

Iterate

Journey of Discovery

Your

© http://vardehaugen.no/

`

VisionResearch

Synthesis Implement

Iterate

Journey of Discovery

Your

Make a 30-60-90 plan to get there

© http://vardehaugen.no/

Meet with Key Stakeholders

`

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?’

Stakeholder Influence Map

POWER

IMPACTLOW HIGH

LOW

HIGH

Join forces(Influential doers, passionate

contributors, grassroot organizers )

Keep informed

Don’t Wasteyour time

Gain theirsupport

( keep happy because they are –or could become– executive sponsors of your program)

`

Research

( namely, how high they are in the org chart )

( This axis is the real influence in the company beyond their pay grade )

““

`

© Robert Curedale

Research

Your 30-60-90 plan

Look Inside • 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?”

Look Outside

• Evaluate your team.

• CONNECT WITH EVERYONE INDIVIDUALLY. IT COULD BE QUITE CONSUMING BUT it is A GOOD Time investment.

m

Align your Strategy with the Business Goals

(revolutionary)

(evolutionary)

(evolutionary)

(incremental)

innovate

ADAPT

EXPAND

MANAGEexisting offerings

new offerings

existing users new users

Adapted from Diego Rodriguez & Ryan Jacoby from the book Change by Design by Tim Brown

`

Synthesis

There are typically two evolutionary paths…

(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)

Adapted from Diego Rodriguez & Ryan Jacoby from the book Change by Design by Tim Brown

?… and one revolutionary path

(revolutionary)innovate

ADAPTexisting offerings

new offerings

existing users new users

(evolutionary)EXPAND

(evolutionary)

?… and one revolutionary path

(revolutionary)innovate

ADAPTexisting offerings

new offerings

existing users new users

(evolutionary)EXPAND

(evolutionary)

How the team needs to be structured ?

(revolutionary)

(evolutionary)

(incremental)innovateADAPT

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

StructureTeam

Strategy

SystemsProcess &

StaffYour

The road to innovation

(revolutionary)innovate

• EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH.

• INNOVATION KITCHEN

Skills

StructureTeam

Strategy

SystemsProcess &

StaffYour

• 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.

"It was a fantastic experience [setting up the Apple 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 to make things happen,"

– Robert Brunner

FOCUS

Let’s take the Apple Design Studio tour…1 Infinite Loop, Cupertino, CA 95014 | Building IL2 | Ground floor https://goo.gl/2v3Sl6

“Steve gets to see things in relationship to each other, which is pretty hard to do in a big company. Looking at the models on these tables, he can see the

future for the next three years.” – Walter Isaacson

Apple Design Studio: a place to retreat and focus

“There are no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations,

we don’t run into major disagreements.” – Jony Ive

Skills

Shared

StructureTeam

StrategyStaff

Style

SystemsProcess &

Your

ValuesMgmt.

“There are no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations,

we don’t run into major disagreements.” – Jony Ive

Notice how many critical success factors

of the Apple design organization are

directly linked to the Design Studio

Everyday, improve yourself. Don’t just come to the studio.

© Berto Martinez

LEARN

Hartmut Esslinger’s frog design design arrives in California in 1984 and creates "Snow White”, a unified design language for all Apple products, first embodied by the Apple IIc . "Aside of Bill Moggridge who had come from London, there wasn’t any true design talent in all of Silicon Valley.” –Hartmut Esslinger

Modern design languages emerged in the valley

Yes, Steve’s creative leadership was behind it

By 1984, Steve’s design training is complete…

1977 1984The Apple IIc incorporates the

Snow White design language by Hartmut Esslinger (also quite revolutionary)

The Apple II became the first personal computer with a plastic enclosure

(quite revolutionary back then)

“So we wanted to put the Apple II in a housing that would reflect more of a humanistic point of view. Once we found a way to do that, the next question was, “What should it look like?” “What should it express?” “How should it work?” And that led us down the path of having to think about those things.“ – Steve Jobs Form follows function?Form (does) follows function

He hired only the best… to learn from them

1977 1984The Apple IIc incorporates the

Snow White design language by Hartmut Esslinger (also quite revolutionary)

The Apple II became the first personal computer with a plastic enclosure

(quite revolutionary back then)

In 1977, Jerry Manock met Steve Jobs, 21, in the Homebrew Computer Club and got the $1,800 assignment to design a compact enclosure for the Apple II

Jerry Manock H. Esslinger

James Ferris1979

1981

In March 1981, Jerry Manock and Terry Oyama present the Mac internally

James Ferris become the first director of creative services

Manock creates the Product Design Guild to achieve a “new unified appearance for the ‘80s”

In March 1983, Hartmut Esslinger wins the competition to unify Apple’s seven product categories with a single design language. (Manock, Terry Oyama and Rob Gemmel led the project and traveled to Europe)

Hanging around great people was his innovation fuel

1997 2011Steve Jobs appoints Jony Ive as Design VP

“Tell me what’s wrong with this place. It’s the products. The products suck! There’s no sex in them anymore” – Steve Jobs

“We made the buttons on the screen look so good you’ll want to lick them” – Steve Jobs on Mac OS X.

2001Jobs returns to the company he cofounded twenty years ago.

Cordell Ratzlaff redesigns OSX

Tony Fadell designs the iPod

Mikael Silvanto

Daniele De Iuliis

Richard Howarth

Alan Dye

Christopher Stringer

Rico Zorkendorfer

Jeremy Bataillou

Peter Russell-Clarke

Eugene Hwang

Jody Akana

Marc Newson

Evans Hankey

Daniel Coster

Imran Chaudhri Jony Ive

…and that same spirit still marches on

Julian Hoenig

Hire people who are brave enough to learn constantly and humble enough to teach others

LOVE WHAT YOU DO”I don’t think about legacy much. I just think about being able to get up every day and go in and hang around these great people and hopefully create something that other people will love as much as we do.

(…) It’s really hard. And you have to do it over a sustained period of time. So if you don’t love it, if you’re not having fun doing it, you don’t really love it, you’re going to give up. “

– Steve Jobs

Atari founder Nolan Bushnell teams up with Spil Games to make mobile games

– Nolan Bushnell, 73 founder of Atari

”I am always designing games“.

https://goo.gl/7dOkwd

LOVE WHAT YOU DO

PARTNERBUSINESSBECOME A

Strategy

Watch Daniel Burka's Approach

PARTNERBUSINESSGET

ALIGNMENT

BE DATA DRIVEN

KPIsBECOME A

Strategy

PROVIDE VALUE

SUPPORT

As a design leader

Your major contribution is to GET ALIGNMENT

between Business Design &

Technology( before your designers’ ideas get shot down )

without mercy

v

Customer Experience First

“You’ve got to start with the customer experience and work backwards to the technology.

You can’t start with the technology and trying to figure out where you’re going to try to sell it.”

https://goo.gl/I9Cx5f

– Steve Jobs, WWDC 1997

Customer Experience Firstdoesn’t mean Design Dictatorship

The design & business collaborationwin-win

v

https://goo.gl/yu5zYV

“Design is really a loaded word. I don't know what it means. We don't really talk about design a lot around here. We actually talk about how things work.” – Steve Jobs

What’s Desirable? Just a desirable concept is not enough.

INSANELY GREAT also means feasible and insanely profitable.

What’s feasible?

What’s profitable?

The road to an insanely great product is rough…

feasibility profitability

DesirabilityDESIGN

TECHNOLOGY BUSINESS

… even if these three forces were balanced( which rarely happens )

– Alan Cooperfounder of Cooper, leading interaction design firm in SF

That’s why…

In the context of a business and a meeting room, we tend to be much more comfortable talking about product attributes that you can measure with a number.

https://goo.gl/8Np51w 04:00

There's a danger, particularly I think, in business:

That's a fairly safe conversation to talk about: five is bigger than two and nobody is going to argue that. And so, we tend to talk, historically about price and speed.

And those more emotive, those less tangible, product attributes can so easily be ignored.Now, the problem is, you and I make probably the most important decisions of our lives in the absence of numerical data.

…even at Apple

– Jony Ive

TECHDESIGN

nah, THE USERS WANT A FASTER PROCESSOR

and 2X mORE STORAGE

WE NEED a new DELIGHTFUL and

Minimalistic Look&Feel!

In other words…

“Designers think they are artists but they are put in to play because of business objectives, economic advancement. Art is about making questions. Design is about making solutions. Designers need to understand business. They need to understand technology.”

– John MaedaWatch Maeda's Approach

Target Users

ProfitMechanism

ValueProposition

CostStructure

OperationalApproach

Risks

CriticalSuccessFactors

Who are the users that the company wants to do business with?

What metrics are used to evaluate the performance of the company?

What is the source of value for the company?

What value does the company provide to its users?

What are the costs for the company associated with its business model?

What will allow the company to sustain its

business model?

What are the inherent risks and barriers associated with

its business model?

How does the company uses its resources to execute its business model?

PerformanceModel

Understand Business

Target Users

ProfitMechanism

ValueProposition

CostStructure

OperationalApproach

Risks

CriticalSuccessFactors

Who are the users that the company wants to do business with?

What metrics are used to evaluate the performance of the company?

What is the source of value for the company?

What value does the company provide to its users?

What are the costs for the company associated with its business model?

What will allow the company to sustain its

business model?

What are the inherent risks and barriers associated with

its business model?

How does the company uses its resources to execute its business model?

PerformanceModel

BUSINESS& DESIGNintersection

Design needs to provide business value

Target UsersProfit

MechanismValue

Proposition

increased value • more choices • more control • more convenience • saving time • saving money

enhanced user understanding • behaviors • motivations • expectations • values

improved interactions • simplicity • enhanced usability  • personalization • customization • touch, gesture, voice

interaction, etc.

improved financials • improved conversion

improved retention  • improved costs • customer acquisition • new market entry

Where can design be more valuable to the business?

Where can design be more valuable to the business?my design team

v

Target UsersProfit

MechanismValue

Proposition

increased value • more choices • more control • more convenience • saving time • saving money

enhanced user understanding • behaviors • motivations • expectations • values

improved interactions • simplicity • enhanced usability  • personalization • customization • touch, gesture, voice

interaction, etc.

improved financials • improved conversion• improved retention  • improved costs • customer acquisition • new market entry

• focus on just a few goals at a time • • be strategic • define the problem • • gather data • establish a baseline •  

DESIGN

TECHNOLOGYBUSINESSeasy-to-implement solutions

improved interactionsincreased value / quality

increased budget

collaboration

enhanced user understanding

shared assets : design patterns…

shared resources: designers who can code

improved business KPIsinspiration

a seat on the table

collaboration : design sprints, agile…

These partnerships will determine your success

No one can positionyour design team for you

Hire people with diverse interests and backgrounds that can speak natively to the business and technology teams. The best design teams are not only interested in design.

Set up a multi-disciplinary team.

Watch the IDEO’s approach

How to strengthen your internal partnerships

Nurture a culture of teamwork at the intersection of design, tech and business.

Skills StrategyStaffYour

2Be data driven.

Validate your company’s assumptions of how their products and services work. Use those insights to inform your design strategy. Gain the respect of your partners by validating your accomplishments with empirical data. Knowledge is power.

How to strengthen your internal partnerships

See facebook’s approach

BE DATA DRIVEN

“Data and analytics will never be a substitute for design intuition. Data can help you make a good design great but it will never make a bad design good.”

VP Design at Facebook– Margaret Gould Stewart

Data-driven Design

Yahoo!Story

My

On a typical day in 2011, we served 45,000 variations of the homepage every 5 minutes (13 million variations very day). One third of our customers were in buckets (A/B tests)

Translate success metrics into actionable design challenges.Help your designers bridge the gap between abstract quantitative information and concrete solutions.

How to strengthen your internal partnerships

The approach of Spotify & Netflix

SUPPORT KPIs

VP Design at Spotify– Rochelle King

Translating metrics into behaviorshttps://goo.gl/pQ91bN

“What’s actually the behavior that we’re trying to drive? Getting people to play more songs is a proxy metric for how to drive more engagement”

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

• 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 bridgesACROSS 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

• 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

• 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?)

( what kind of value? )

Design Leadership is not about managing designers

but to generate value

· the last word ·

The value you create for your customers…

The value you create for your company …

0

S&P

design-driven companies $39,922.89

$17,522.15

228%

04 05 06 07 08 09 10 11 12 13 14

The value you create for your team…

Sharia, diagnosed with autism at the age of two, uses an iPad to help her communicate. Her father says it's "given her a sense of control she never had."

The value you create for the society.

• 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

One more thing….

the What

DATAANALYTICS

Clickstream

Multiple OutcomeAnalysis

Experimentation and testing

Voice of Customer

Competitive Intelligence

Insights

the How Much

the Why

the What else

the Gold!

Diagram by the one and only Avinash Kaushik

E.g. Increase revenue, reduce cost, improve customer satisfaction.

iPerceptions, Feedburner, web analytics suites (above)

ComScore, HitWise.

Optimizely, Adobe Test, SiteSpect

Google Analytics, Adobe Analytics (formerly Omniture), webtrends, etc.

ForeSee, Qualtrics, OpinionLab, UserZoom, iPerceptions

Data-driven design: the tools

QUALITATIVE QUANTITATIVE

• Low number of participants

• Open ended questions

• Can be time intensive

• Direct Observation

• Good at helping to frame unbounded questions

• Not statistically significant

• Targets unknown unknowns

• High number of participants

• Closed questions

• Tend to be faster

• Indirect study

• Statistically relevant

• Targets known unknowns

• Good at investigating specific areas or comparisons

Data-driven design: the two approaches

EVALUATE

LAB CLOUD LIVE

Usability evaluation

Remote usability

evaluation

TEST NEW SOLUTIONS

STUDY EXISTING SOLUTIONS

A/B test

Optimizely

QUALITATIVE QUANTITATIVE

Think Aloud

evaluation

Intercept test

UserZoom

UserZoom

Think Aloud

evaluationSurveys

Voice of Customer

(VoC)

Qualtrics

Think Aloud

evaluation

ForeSee

Remote usability

evaluation

Site Analytics

Google Analytics…

Business Analytics

SAP

EXPERIMENT

Design needs to understands the customer

EVALUATE

LAB CLOUD

Usability evaluation

Remote usability

evaluation

TEST NEW SOLUTIONS

STUDY EXISTING SOLUTIONS

QUALITATIVE QUANTITATIVE

Think Aloud

evaluation

UserZoomThink Aloud

evaluation

…EXPERIMENT

Design needs to understands the customer

This is your Laboratory

EVALUATE

LAB CLOUD

Usability evaluation

Remote usability

evaluation

TEST NEW SOLUTIONS

STUDY EXISTING SOLUTIONS

QUALITATIVE QUANTITATIVE

Think Aloud

evaluation

UserZoomThink Aloud

evaluation

…EXPERIMENT

Design needs to understands the customer

This is your Laboratory

analyze larger data samples of real customers / study participants interacting with your product

watch video recordings of specific scenarios of

use (e.g. users that couldn’t complete the

purchase flow)

reach statistical certainty

observe real customers / study participants in your

research facilities

EVALUATE

LAB CLOUD LIVE

Usability evaluation

Remote usability

evaluation

TEST NEW SOLUTIONS

STUDY EXISTING SOLUTIONS

A/B test

Optimizely

QUALITATIVE QUANTITATIVE

Think Aloud

evaluation

Intercept test

UserZoom

UserZoom

Think Aloud

evaluationSurveys

Voice of Customer

(VoC)

Qualtrics

Think Aloud

evaluation

ForeSee

Remote usability

evaluation

Site Analytics

Google Analytics…

Business Analytics

SAP

EXPERIMENT

Design needs to understands the customer

…

A/B test

Optimizely

Intercept test

UserZoom

Surveys

Voice of Customer

(VoC)

Qualtrics

Think Aloud

evaluation

ForeSee

Remote usability

evaluation

Site Analytics

Google Analytics

Business Analytics

SAP

This is your War Room

MicrosoftStory

The

Dan Siroker, Director of analytics on the Obama 2008 campaign, co-founder of Optimizely

Under Benson Chan, the experimentation team has become an indispensable partner to the design teams

Benson Chan, Director, User Experience & Experimentation at Microsoft

A/B test

• 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 Hovering Art Director Figure )