ozIA 2008 UX Strategy

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Steve Baty's presentation to ozIA 2008 conference on UX Strategy

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<ul><li> 1. UX Strategy the role of strategy in UX projects &amp; teams Steve Baty UX Strategist ozIA 2008 - UX Strategy </li></ul><p> 2. About me ozIA 2008 - UX Strategy 3. UX ConsultantAbout meozIA 2008 - UX Strategy 4. UX ConsultantAbout me 1996ozIA 2008 - UX Strategy 5. UX ConsultantAbout me 1993 1996ozIA 2008 - UX Strategy 6. Independent UX ConsultantAbout me 1993 1996ozIA 2008 - UX Strategy 7. Independent UX Consultant MBAAbout me 1993 1996ozIA 2008 - UX Strategy 8. Independent UX Consultant MBAAbout meM.Ecommerce1993 1996ozIA 2008 - UX Strategy 9. Independent UX Consultant MBAAbout meM.Ecommerce1993 1996 B.Sc (Maths) ozIA 2008 - UX Strategy 10. IndependentUX ConsultantArchaeologyMBA About meM.Ecommerce 19931996 B.Sc (Maths)ozIA 2008 - UX Strategy 11. IndependentUX ConsultantArchaeologyMBA About meM.Ecommerce 19931996 B.Sc (Maths) UXMatters - uxmatters.comozIA 2008 - UX Strategy 12. It is a matter of life and death, a road to either safety or ruin. -Sun TzuozIA 2008 - UX Strategy 13. Strategy ozIA 2008 - UX Strategy 14. Strategy ozIA 2008 - UX Strategy 15. StrategyPlanozIA 2008 - UX Strategy 16. PurposeStrategyPlanozIA 2008 - UX Strategy 17. PurposeResources StrategyPlanozIA 2008 - UX Strategy 18. PurposeResources StrategyPlanOpportunity ozIA 2008 - UX Strategy 19. Compromise PurposeResources Strategy PlanOpportunityozIA 2008 - UX Strategy 20. Combative Compromise PurposeResources Strategy PlanOpportunityozIA 2008 - UX Strategy 21. Combative AggressiveCompromise PurposeResources StrategyPlanOpportunity ozIA 2008 - UX Strategy 22. Competition ozIA 2008 - UX Strategy 23. Competition ozIA 2008 - UX Strategy 24. PositioningCompetition ozIA 2008 - UX Strategy 25. Fixed pie Positioning MarketCompetitionValue QualityPriceozIA 2008 - UX Strategy 26. Fixed pie Positioning MarketCompetitionValue QualityPriceCompetitive advantageozIA 2008 - UX Strategy 27. Sustainability Fixed pie Positioning MarketCompetitionValueQuality PriceCompetitive advantage ozIA 2008 - UX Strategy 28. Sustainability Fixed pieIndustry structure Positioning MarketCompetitionValueQuality PriceCompetitive advantage ozIA 2008 - UX Strategy 29. Whoever is rst in the eld and awaits the coming of the enemy, will be fresh for the ght; whoever is second in the eld and has to hasten to battle will arrive exhausted.- Sun Tzu ozIA 2008 - UX Strategy 30. Value creationozIA 2008 - UX Strategy 31. Value creationozIA 2008 - UX Strategy 32. InnovationValue creation ozIA 2008 - UX Strategy 33. Innovation Dene the future Value creationozIA 2008 - UX Strategy 34. Innovation Dene the futureCombinationCore competenciesValue creationConguration Leverage ozIA 2008 - UX Strategy 35. Innovation Dene the futureCombinationCore competenciesValue creationConguration LeverageScenariosozIA 2008 - UX Strategy 36. What are you working on? COMPETITION FOR THE PRESENT COMPETITION FOR THE FUTURE A Blueprint for ManagingA Strategic In-House UXPRACTICE RELATED ACTIVITIESGrowing a Vital TeamDesign Group Evangelizing our Efforts!by Stephen P. Anderson Between delivering on funded projects and ghting res, it can be di cult to Defining Tools &amp; Processes Experiments / Tech. Playgroundset aside time for any strategic e orts. Yet for many UX groups, this is where wecould add the most valuedemonstrating ways in which product or service Following Trends &amp; Upcoming Technologies experience could be signi cantly better.Expert EvaluationsWhile it may be tempting to look for CREDIT WHERE CREDIT IS DUE:more time or resources for these e orts,Designing Future Product andthis is really about strategic planning.PROJECT FOCUSED EFFORTSDelivering Funded ProjectsService Experiences As leaders inside an organization, weThis is the exciting part being able to design things as they should be...This is where MOST OF OUR TIME is spent, creating enhancements tied to product releases...have to be able to defend how everyIn this more general strategic context, a designer can have a voice in articulating challenges,In this more speci c, tactical context, a UX Designer makes consistent improvements thatenhance product value and in uence customer experience. However, even the designersframing market strategy and designing approaches, thereby in uencing outcomes.bit of our timeno matter how largebest e orts wont compensate for an inappropriate business approach, or having, in e ect,Box 1Box 2 Box 3solved the wrong problem. or small ts into the overall strategicManage the Selectively Create theThis work isnt what motivates more visionary teams. But this is what demonstrates value in direction. This is especially the casePresentAbandon theFuturethe short-term, earning the trust to pursue other ideas. Past Personas, Scenarios &amp; Models where resources are tight and you haveto make tradeo and priority decisionsThese artifacts createthat dont sit well with some. Competition for Competition for ALIGNMENT acrossI developed this model to help facilitatethe Present the Future This lets us create a Design Researchshared UNDERSTANDING the organizationPerformance ManagementGrowth and Innovationsthese discussions and communicateBenchmark Best Practices Create Next Practices Focus on Todays Customers Focus on Tomorrows Customersof the design spaceFocus on Todays TechnologiesFocus on Todays Competitors Focus on Tomorrows Technologies Focus on Tomorrows Competitors Centralized Resource Allocation Decentralized Resource Allocation priorities in a way that makes sense toLeverage Current Competencies Build New Competencies Brand Definition, Branding Guidelinesexecutive management.GUIDELINES &amp; STANDARDSBased on the two domains of competing for the present (tactical work) and Coding Standards competing for the future (strategic work), Ive found this to be an e ectiveway to communicate and rationalize where a team is spending time. Withthese domains as a foundation, I layered on the principal types of UX activitiesUI Guidelines / Design Patterns(research, persona creation, internal evangelism, screen design, etc.) that needto take place in order for us to be successfulover the long run in our e orts.Globalization / Localization StandardsThis up-front planning has resulted in a balanced, holistic perspective on whatneeds to happen to be successful. As such, its been a great tool not only forplanning and communicating, but also for keeping the team on track, focused Workshops &amp; Trainingand accountable. ozIA 2008 - UX Strategy 37. ozIA 2008 - UX Strategy 38. ...We see the intersecting of the internet and mobility. Nokia has been a device company and that will remain a lucrative business for years to come, but instead of waiting until we have to change, Nokia is looking ahead and making changes now.ozIA 2008 - UX Strategy 39. ozIA 2008 - UX Strategy 40. Capabilities ozIA 2008 - UX Strategy 41. Surveys &amp; questionnairesForms designUser testingIndustrial designCard-sortingApplication devCapabilities SEO Project mgmtHosting AnalyticsPrototypingDesign documentation Gestural interfaces Interface devozIA 2008 - UX Strategy 42. Capabilities ozIA 2008 - UX Strategy 43. Not uniqueCapabilitiesNot an advantageNot sustainableozIA 2008 - UX Strategy 44. There are not more than ve cardinal tastes, yet combinations of them yield more avours than can ever be tasted- Sun Tzu ozIA 2008 - UX Strategy 45. Core CompetenciesozIA 2008 - UX Strategy 46. C.K. Prahalad Gary HamelCore CompetenciesozIA 2008 - UX Strategy 47. C.K. Prahalad Gary HamelOutsourcing Core CompetenciesozIA 2008 - UX Strategy 48. C.K. Prahalad Gary HamelOutsourcing Core CompetenciesIterative designozIA 2008 - UX Strategy 49. C.K. Prahalad Gary Hamel Outsourcing Core Competencies User researchIterative design ozIA 2008 - UX Strategy 50. C.K. PrahaladGary Hamel OutsourcingInfrastructureCore Competencies User researchIterative design ozIA 2008 - UX Strategy 51. C.K. PrahaladGary Hamel Outsourcing Service design InfrastructureCore Competencies User researchIterative design ozIA 2008 - UX Strategy 52. C.K. Prahalad Gary Hamel Outsourcing Service design InfrastructureContinuous improvementCore Competencies User researchIterative design ozIA 2008 - UX Strategy 53. C.K. Prahalad Gary Hamel Outsourcing Service design InfrastructureContinuous improvementCore Competencies User researchIterative designBuilding social networksozIA 2008 - UX Strategy 54. C.K. Prahalad Gary HamelOutsourcing Service design Logistics InfrastructureContinuous improvementCore Competencies User researchIterative designBuilding social networksozIA 2008 - UX Strategy 55. C.K. Prahalad Gary HamelOutsourcing Service design Logistics InfrastructureContinuous improvementCore Competencies Inventory management User researchIterative designBuilding social networksozIA 2008 - UX Strategy 56. C.K. PrahaladGary HamelOutsourcing Service design Logistics InfrastructureContinuous improvementCore Competencies Inventory management Relevance BreadthImitationUser researchIterative design Building social networks ozIA 2008 - UX Strategy 57. UX = ?ozIA 2008 - UX Strategy 58. UX = ?ozIA 2008 - UX Strategy 59. usefulnessUX = ?ozIA 2008 - UX Strategy 60. usefulness desirability UX = ? ozIA 2008 - UX Strategy 61. usefulness desirability credibility (+ trust) UX = ? ozIA 2008 - UX Strategy 62. usefulness desirability credibility (+ trust) UX = ? usability ozIA 2008 - UX Strategy 63. usefulnessdesirabilitycredibility (+ trust) UX = ? ndability usability ozIA 2008 - UX Strategy 64. usefulnessdesirabilitycredibility (+ trust) UX = ? accessibility ndability usability ozIA 2008 - UX Strategy 65. usefulnessdesirabilitycredibility (+ trust) UX = ? accessibility ndabilityvalue usability ozIA 2008 - UX Strategy 66. Value of UX ozIA 2008 - UX Strategy 67. EssentialValue of UX ozIA 2008 - UX Strategy 68. Sustainable competitive advantageEssentialValue of UXozIA 2008 - UX Strategy 69. Sustainable competitive advantageEssentialValue of UXDifferentiation ozIA 2008 - UX Strategy 70. Sustainable competitive advantageEssentialValue of UXLoyaltyDifferentiation ozIA 2008 - UX Strategy 71. Sustainable competitive advantageEssentialValue of UXLoyaltyDifferentiationFlow-through ofineozIA 2008 - UX Strategy 72. Dening your strategyozIA 2008 - UX Strategy 73. PurposeDening your strategy ozIA 2008 - UX Strategy 74. AudiencePurpose Dening your strategy ozIA 2008 - UX Strategy 75. AudienceGoalsPurpose Dening your strategy ozIA 2008 - UX Strategy 76. Mental models AudienceGoalsPurpose Dening your strategy ozIA 2008 - UX Strategy 77. Mental models AudienceGoalsPurpose Dening your strategyContext of useozIA 2008 - UX Strategy 78. Mental models AudienceGoalsPurpose Dening your strategyContext of useDifferentiationozIA 2008 - UX Strategy 79. Mental models AudienceDependencies GoalsPurpose Dening your strategyContext of useDifferentiationozIA 2008 - UX Strategy 80. Mental models AudienceDependencies GoalsPurposeCapability Dening your strategyContext of useDifferentiationozIA 2008 - UX Strategy 81. Mental modelsAudienceDependencies Goals PurposeCapability Dening your strategyContext of use Brand Values Differentiation ozIA 2008 - UX Strategy 82. Mental modelsAudienceDependencies Goals PurposeCapability Dening your strategyContext of use Experience Brand Values Differentiation ozIA 2008 - UX Strategy 83. Mental modelsAudienceDependencies Goals PurposeCapability Dening your strategyContext of use Experience Brand Values Differentiation Information structureozIA 2008 - UX Strategy 84. Engagement Mental modelsAudienceDependencies Goals PurposeCapability Dening your strategyContext of use Experience Brand Values Differentiation Information structureozIA 2008 - UX Strategy 85. Engagement Mental modelsAudienceDependencies Goals PurposeCapability Dening your strategyContext of use Experience Brand Values DifferentiationFindability Information structureozIA 2008 - UX Strategy 86. EngagementMental modelsAudience Dependencies Goals Purpose Capability Dening your strategyContext of use Experience Brand Values DifferentiationFindability AnalyticsInformation structure ozIA 2008 - UX Strategy 87. Dening your strategyozIA 2008 - UX Strategy 88. Dening your strategy Amazon books OrderingHuge catalogue Social/community FindabilityozIA 2008 - UX Strategy 89. Scalability Performance ReachRelevance Google search Dening your strategy Amazon books OrderingHuge catalogue Social/community FindabilityozIA 2008 - UX Strategy 90. ScalabilityPerformance ReachRelevance Google searchDening your strategyCustomer acquisition Amazon books OrderingHuge catalogueSign-up Social/community Payment Value proposition FindabilityozIA 2008 - UX Strategy 91. ScalabilityPerformanceRidiculously complex password requirements for a site that stores ReachRelevancevirtually no personal information other than site-specic prefs. Rgh! Google search - Dan BrownDening your strategyCustomer acquisition Amazon booksOrderingHuge catalogueSign-up Social/community Payment Value proposition FindabilityozIA 2008 - UX Strategy 92. ExecutionozIA 2008 - UX Strategy 93. ExecutionozIA 2008 - UX Strategy 94. Marketing ExecutionozIA 2008 - UX Strategy 95. Marketing ITExecutionozIA 2008 - UX Strategy 96. MarketingLogistics ITExecutionozIA 2008 - UX Strategy 97. Marketing Logistics IT ExecutionSalesozIA 2008 - UX Strategy 98. Marketing Logistics IT ExecutionSales Ad Agency ozIA 2008 - UX Strategy 99. Marketing Interactive agency Logistics IT ExecutionSales Ad Agency ozIA 2008 - UX Strategy 100. Marketing Interactive agency Logistics IT ExecutionSalesExecutive commitment Ad Agency ozIA 2008 - UX Strategy 101. MarketingInteractive agency Logistics ITExecutionSalesExecutive commitmentAd AgencyIt so often goeswrongozIA 2008 - UX Strategy 102. AlignmentozIA 2008 - UX Strategy 103. AlignmentozIA 2008 - UX Strategy 104. StructureAlignmentozIA 2008 - UX Strategy 105. StructureAlignment Technology ozIA 2008 - UX Strategy 106. StructureAlignmentSkillsTechnology ozIA 2008 - UX Strategy 107. StructureAlignmentStaffSkillsTechnology ozIA 2008 - UX Strategy 108. Structure Alignment StaffLeadership SkillsTechnology ozIA 2008 - UX Strategy 109. UX TeamsozIA 2008 - UX Strategy 110. UX Teams Research and nail it or iterate?ozIA 2008 - UX Strategy 111. Staff experienceUX Teams Research and nail it or iterate?ozIA 2008 - UX Strategy 112. Staff experienceUX TeamsGenius design Research and nail it or iterate?ozIA 2008 - UX Strategy 113. Specialists or generalists Staff experienceUX TeamsGenius design Research and nail it or iterate?ozIA 2008 - UX Strategy 114. Specialists or generalists Staff experienceUX TeamsGenius design Research and nail it or iterate?Patterns ozIA 2008 - UX Strategy 115. UCD or ACDSpecialists or generalists Staff experienceUX TeamsGenius design Rese...</p>