Changing the Cultureof Consumer and Enterprise Giants Through UX Strategy

Mike T. HüblerUser Experience Program ManagerNorthrop Grumman

Tim KlaudaVice President, Global Digital CreativeWalt Disney Parks & Resorts

September 9th, 2015

Walt Disney World Disneyland Disneyland Paris Hong Kong Disneyland Shanghai Disney Resort Disney Cruise Lines Adventures by Disney Disney Vacation Club Aulani

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Walt Disney Jack Northrop Leroy Grumman

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The Process of Design Squiggle by Damien Newman, Central Office of Design

Uncertainty / patterns / insights Clarity / Focus

Research Concept Design

Northrop Grumman

Giant Enterprise ChallengesCustomers ≠ Users

Contracts incentivize quantity (new features)

Operations measured by reactive stoplight charts, not leading indicators

Testing focuses on mechanical checklists, not User mission

Technological solutions in need of actual customer problems

Engineer before listening

Measuring the SUS and UX quality of projects Many projects do not know their user community

Sampling projects yielded failing SUS scores and project rejection

Program stoplight charts moving from green/blue to red

Handy Patients Electronic Medical Record(free, open source version)

Northrop GrummanHealthIT Prototype UI (EMR)

(Designed and developed by The User Experience Team)

Wikipedia contributors. "Electronic health record." Wikipedia, The Free Encyclopedia. Wikipedia, The Free Encyclopedia, 29 Jan. 2014. Web. 30 Jan. 2014.

Civil Example

Northrop Grumman Today

(Feijo, 2010)

Integrated Air and Missile Defense Program

Center for Disease Control & Social Security UX

Northrop Grumman 2020?

Measuring our EnterpriseUX Maturity

UX Demand is Quickly Exceeding Available UX Supply

0

13

25

38

50

2010 2011 2012 2013 2014 2015 2016

App

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Bus

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78 UX Practitioners in Northrop Grumman as of Aug. 2015

UX Growth

Move UX to the leftSoftware Engineering

Systems Engineering

Business Acquisition

Long-term research investment

Shift from support role to leadership role

Provide the big vision that guides disparate engineering disciplines

Vision: Enable IS to lead as the DoD software vendor of choice

UX Mission: Execute user-centered processes across the lifecycle, teach UX methodology across the Sector and innovate through R&D and structured collaboration with key technology focus areas.

OPERATE EXECUTE EDUCATE INNOVATE

Focus Area: Operate (SW COE UX Front Office)

Make UX resources available across the sector and ensure functional leadership and growth for UX talent.

OBJECTIVES • Manage UX functional resources and rotations • Staff front office for UX consultation • Manage software design libraries • Manage product lines and UX style guides

Focus Area: Execute (Division UX)

Ensure that user-centered design is practiced across technology and product lifecycles.

OBJECTIVES • Perform UX work on captures, proposals and programs • Set division & OU UX goals • Work with MA to establish and measure UX related KPIs and human

performance success criteria

Focus Area: Educate (UX Academy)

Provide UX 101 training for executives, technical training for practitioners and establish standards for UX talent.

OBJECTIVES • Teach courses to executives, adjacent technical positions and UX

practitioners • Oversee T3G and UX Process standards • Establish UX talent track and industry equivalent labor

Focus Area: Innovate (UX Key Technology)

Manage the UX key technology focus to establish far-reaching R&D efforts and successful translation to products

OBJECTIVES • Perform advanced HCI research • Grow global UX adaptation capabilities across domains • Enhance mission effectiveness via increases in human performance

and teaching customers “art of the possible”

Near term strategyDigital narratives in the shaping stage of contracts describe the experience users will have with our systems and services

Experience maps in the early program and systems engineering phase will lead disparate engineering efforts towards common vision

Align UX with other engineering disciplines: measurable and repeatable

UX Academy for changing culture

Give users a voice

Initiate Launcher Control By User

Storyboards: Systems Engineering

Graphic novel storyboards

Enterprise Storyboard Production

Digital Narrative for the Japanese Delegation

Physical

Task Performance Cognitive

Behavior, Motivation &

Attitude - Physiological Responses

- Physical Workload

- Work Patterns

- Teamwork - Decisions - Self-

Analysis - Attention - Affect - Cognitive

Workload - Situation

Awareness

- Time on task - Task accuracy - Task

Completion - Errors

Design decisions are driven by data

Scientific Methods for Measuring UX

Culture

Development

Manage-ment

State-of-the-Art

UX

New Methods & Tools

Applied UX

Talent Strategy

Invest. Strategy

How Do We Get There?UX Key Technology Strategies

Maint./ServiceProgramProposalCaptureIR&DLTP

Needs and global trends

Discover user needs

Innovate and invent

Shape Demonstrate Design Evaluate

User research repositories for the domain

HCI research science

UX strategy for product line development

Human augmentation

Human-machine teaming

Data analytics

Media ecosystems

Adaptive Interfaces

Art of the possible demo

Storyboarding

Animation

Customer relations

Customer experience

Interactive prototype

Updated proposal style

UX metrics

Past performance

Product concept development

UX design

UX research

Reusable front-end framework

Human performance metrics

Product line design and development

Product satisfaction

Automated metric collection

User surveys, focus groups

New product and feature ideas

UX support across the lifecycle, across domains, across organizations

UX in the Business Life Cycle

ResultsUX is an Information Services sector Key Technology Focus Area

UX to be corporate Key Technology Focus Area in 2016

UX Academy established virtually this year, expanding to a physical institution in 2016with diverse curriculum serving the company

Internal research investment for UX increases 6x in 2016 and becomesan institutional sector commitment

Creating a services organizational model with new government rate disclosure to allow for

“UX Agency” or functional UX group

UX supporting the top business captures of every Division

Walt Disney Parks & Resorts

Giant Enterprise Consumer ChallengesCustomers ≠ Users

Complex org means multiple stakeholders & some projects funded by other sources (Ops, Marketing, etc.)

Contracts incentivize quantity (new features)Consumer demands (constantly playing catch up) make us feature centric over experience centric

Engineer before listeningTech estimation done before any proper UX Design discovery

Project based business model limits ability to work on “new” and puts a premium on prioritization

Need to balance functionality with emotion

Measuring the UX quality of projects Internal dashboard that tracks quality (as opposed to delivery progress and timing)

Analytics, A/B & Multivariate Testing & every possible eCommerce/engagement metric

Internal proprietary WDI method for measuring cost per excellent experience

App store rating, Interviews, Usability Testing, Field Research, Card Sorts, Surveys, etc

Net-Promoter Score (NPS) and other industry standards

The Process of Design Squiggle by Damien Newman, Central Office of Design

Uncertainty / patterns / insights Clarity / Focus

Research Concept Design

The situation is partly due to UX being within a creative team within a tech centric

organization within a broader marketing organization

Educate

(re)Defined our roles& how we work

Show don’t tell

ShopDisneyParksiOS & Android

1.3 shops per visit

per day

304 storefronts at WDW

70,000 products

two shipping options: home & resort

%revenue cut

2000 products

one shipping option: home

It’s an app play!WDW app traffic grew 260% YoY (FY ’14 - FY’15)

Our in-park consumption/utilization continues to be in app

We continue to see a decline in desktop traffic and growth in mobile

The app breaks down barriers to purchase, capitalizes on the emotional connection to our merchandise, and empowers purchasing long after Guests get home by grounding the mobile transaction in their vacation experience.

Fight Club

“When opportunity knocks, it’s too late to prepare.”

John Wooden

give away your expertise(Johnny Appleseed strategy)

Johnny Appleseed

Fun Wheel Challenge@ Disney’s California Adventure

Questions?