walk, don't run: incremental change in enterprise ux
TRANSCRIPT
Walk, Don’t RunIncremental Improvement in Enterprise UX
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
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
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
Working in Enterprise means playing the long game
THIS THING TURNING AROUND IS A SLOW
PROCESS...
THIS THING TURNS SLOWLY...
...OTHERWISE THIS
Things move slowly in Enterprise for many reasons.
In 2 years we shipped this many things:
1
You can’t fix all the things
#RealTalk
Working in Enterprise means playing the long game
Remember:
Today’s Lesson Plan:1. Why Enterprise UX is awesome2. Why your users can’t handle “Move Fast, Break Things”3. What you can do about it4. Why your org can’t handle “Move Fast, Break Things”5. What you can do about it
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 it4. Why your org can’t handle “Move Fast, Break Things”5. What you can do about it
5.7%Percent of US employees in tech (2016)
BUT FIRST...
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 it4. Why your org can’t handle “Move Fast, Break Things”5. What you can do about it
New Coke beat the original formula in 200,000 taste tests
Fact: it tested very well with users during research sessions.
New Coke was gross if you tried to drink a whole can.
Just because it tests well, doesn’t mean it scales.
#RealTalk
Don’t forget the impact of adapting to your new flow
#RealTalk
Story: The Safety Blanket
Users get attached to things we might consider friction
#RealTalk
Empathy for users means respecting they might not change easily
#RealTalk
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 it4. Why your org can’t handle “Move Fast, Break Things”5. What you can do about it
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
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 adjusting6. Build out more features as you onboard more clients.
* Based on the work of Nadyne Richmond
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 it4. Why your org can’t handle “Move Fast, Break Things”5. What you can do about it
LOL I generate 35% of your revenue
#RealTalk
“Iterative” often means comprising
Story: How Moving (Too) Fast Cost Me A Job
A HUMBLE PROPOSAL: ONE ORG TO RULE THEM ALL
ORG POLITICS MY OPPORTUNITY
Silos aren’t disappearing tomorrow
#RealTalk
Sales has no idea what we do
#RealTalk
Sales has no idea what we do
#RealTalk
Most of the org
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 it4. Why your org can’t handle “Move Fast, Break Things”5. What you can do about it
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.
Maintenance Mode:1 PM2 DevsThis many UX: 0This much research: 0
UX Half Day Pilot Program
Ongoing UX = ● Team has more impact● Smarter allocation of effort● Team can react quicker● Less risk● Less $$$ over time
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 audit3. Started delivering on requests (to build trust)4. Once trusted, pitched collaborative priority list5. When I got pushback on testing, invoked the (UX) Trojan Horse
Story: The (UX) Trojan Horse
UX Trojan Horse/ˈyo͞ozər ikˈspirēəns trōjən hôrs/(noun)
Conducting usability testing as a means of showing an otherwise hostile stakeholder the value of user research...
UX Trojan Horse/ˈyo͞ozər 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).
UX your org
#RealTalk
Where can you UX your org or processTODAY?
Evangelizing isn’t just talking
#RealTalk
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
You are the vanguard of UX in Enterprise
YOUR ORG
UX
Thanks!
Q & A
