ux strat 2013: jon innes and liam friedland, ux strategy and organizational synergy

UX Strategy and Organiza0onal Synergy

Jon Innes + Liam Friedland 11 September 2013

2 UX INNOVATION LLC

Strategy & The Learning Organiza0on

Strategic planning perspec0ve: • Will be?

•  Should be?

• New?

• Abandon?

To endure an organiza0on must learn and adapt

The Learning

Organiza0on

Group learning

Mentoring (1 to 1)

Individual learning

From “Management: Tasks, Responsibilities and Practices” by Peter Drucker

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Impediment: Organiza0onal Tribalism Developers Designers PM QA

Developers As seen by

Designers As seen by

PM As seen by

QA As seen by

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Collabora0on: The Key

• Step outside of your office

• Big picture perspec0ve

• Define strategy for influencing

• How do you work with other groups in your company?

• Cul0vate allies

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New rela)onships that don’t yet exist

Core

Adjacent

10%

Expanding from exis)ng rela)onships into new

ones

Op)mizing rela)onships with current partners

Serving exis0ng rela0onships within the business

Serve adjacent rela0onships within the business

Outsiders: New ideas and ways of working

Strategically Inves0ng in Rela0onships

30% 60%

Transforma0onal

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Pathway to Collabora0on

Stakeholder Role

•  Individual, group, commibee? •  Approves or supports the change?

Needs & Reac0ons

•  Ac0ve, passive, fence-‐siber, in opposi0on? •  Expecta0ons, red flags, hot bubons?

Goals & Plans

•  Visible support, part of the change? •  Directly or indirectly involved?

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Ques0ons Defining UX Strategy

Forma0ve

•  What is the problem? •  Who is the user?

Idea0on

•  What are the possible solu0ons? •  How exactly might these solu0ons work?

Summa0ve

•  Does the solu0on meet users expecta0ons? •  How do we measure success?

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Systems Thinking Defines UX Strategy

Forma0ve Research

Summa0ve Research

Interac0on Design

Informa0on Architecture

Visual Design

Concept Prototyping

UX

Forma0ve

9 UX INNOVATION LLC


Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX Idea0on

10 UX INNOVATION LLC


Summa0ve

Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX


Organizing for Innova0on

Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX

Market Research

Quality Assurance

Domain Experts

Engineering Adver0sing

Support Brand Strategy

Sales & Marke0ng

Content Experts

Product Owners

Project Management

Defining the User Experience Function: Organizing for Innovation. Interactions Magazine, 2007

HCI Researchers


Tac0c: Collaborate to Define Backlog

Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX

1.   Conduct user interviews 2.   Drag ini0al user stories 3.   Create ini0al site map 4.   Develop ini0al wireframes

Work with Product Owner to define requirements


Tac0c: Tes0ng Minimum Viable Prototype

Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX

Work with Agile team to test MVP 1.   Develop mockups 2.   Create prototype 3.   Validate with users


Tac0c: Concept Pitch to VCs or Execs

Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX 1.   Gather scenarios 2.   Wireframe key screens 3.   Make ’em preby 4.   Build a click thru

Work with entrepreneurs to develop a new product concept or service


Tac0c: Re-‐Architect a Product

Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX 1.   Re-‐imagine direc0on 2.   Build mockups 3.   Test designs 4.   Create visual language

Work with VP products to reinvent a product category


Tac0c: Integrate Acquired Products

1.   Understand usage 2.   Leverage & extend

exis0ng paberns 3.   Develop new paberns 4.   Skin it

Work with product teams to integrate acquired products onto a plakorm

Forma0ve Research

Summa0ve Research

Interac0on Design


Visual Design

Concept Prototyping

UX


Strategy For Success

•  Right people—right 0me

•  Formal & informal channels

•  Effec0ve give and take rela0onships

• Understand perspec0ves of others

•  Know when to fight and when to compromise


Summary

•  Func0on as a “change agent”

•  Partner tac0cally to achieve strategic goals

•  Influence others as part of your “foreign policy”

•  Develop cross-‐org synergies

•  Adjust deliverables to align with strategy