ozIA 2008 UX Strategy

131
ozIA 2008 - UX Strategy UX Strategy Steve Baty UX Strategist the role of strategy in UX projects & teams

description

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

Transcript of ozIA 2008 UX Strategy

Page 1: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX Strategy

Steve BatyUX Strategist

the role of strategy in UX projects & teams

Page 2: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About me

Page 3: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About me

UX Consultant

Page 4: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About me

UX Consultant

1996

Page 5: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About me

UX Consultant

1996

1993

Page 6: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About me

UX Consultant

1996

Independent

1993

Page 7: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About meMBA

UX Consultant

1996

Independent

1993

Page 8: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About meMBA

UX Consultant

M.Ecommerce

1996

Independent

1993

Page 9: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About meMBA

UX Consultant

M.Ecommerce

B.Sc (Maths)1996

Independent

1993

Page 10: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About meMBA

UX Consultant

M.Ecommerce

B.Sc (Maths)1996

Independent

Archaeology

1993

Page 11: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

About meMBA

UX Consultant

M.Ecommerce

B.Sc (Maths)1996

Independent

UXMatters - uxmatters.com

Archaeology

1993

Page 12: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

“It is a matter of life and death, a road to either safety or ruin.”

-Sun Tzu

Page 13: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategy

Page 14: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategy

Page 15: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

StrategyPlan

Page 16: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

StrategyPurpose

Plan

Page 17: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

StrategyPurpose

PlanResources

Page 18: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategy

Opportunity

Purpose

PlanResources

Page 19: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategy

Opportunity

Purpose

Plan

Compromise

Resources

Page 20: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategy

Opportunity

Purpose

Plan

Compromise

Resources

Combative

Page 21: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategy

Opportunity

Purpose

Plan

Compromise

Resources

CombativeAggressive

Page 22: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Competition

Page 23: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Competition

Page 24: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

CompetitionPositioning

Page 25: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

CompetitionPositioning

Value

Market

PriceQuality

Fixed pie

Page 26: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

CompetitionPositioning

Value

Market

PriceQuality

Fixed pie

Competitive advantage

Page 27: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

CompetitionPositioning

Value

Market

PriceQuality

Fixed pie

Competitive advantage

Sustainability

Page 28: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

CompetitionPositioning

Value

Market

PriceQuality

Fixed pie

Competitive advantage

Sustainability

Industry structure

Page 29: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

“Whoever is first in the field and awaits the coming of the enemy, will be fresh for the fight; whoever is second in the field and has to hasten to battle will arrive exhausted.”

- Sun Tzu

Page 30: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value creation

Page 31: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value creation

Page 32: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value creation

Innovation

Page 33: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value creationDefine the future

Innovation

Page 34: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value creationDefine the future

Leverage

Innovation

Core competencies

Configuration

Combination

Page 35: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value creationDefine the future

LeverageScenarios

Innovation

Core competencies

Configuration

Combination

Page 36: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Growing a Vital Team

“What are you working on?”

Designing Future Product and

Service Experiences

Globalization / Localization Standards

Following Trends & Upcoming Technologies

Delivering Funded Projects

Defining Tools & Processes

Design Research

Evangelizing our Efforts!

Experiments / Tech. Playground

UI Guidelines / Design Patterns

Coding Standards

Brand Definition, Branding Guidelines

Workshops & Training

Personas, Scenarios & Models

COMPETITION FOR THE FUTURECOMPETITION FOR THE PRESENT A Blueprint for Managing A Strategic In-House UX

Design Group by Stephen P. Anderson

Between delivering on funded projects and !ghting !res, it can be di"cult to set aside time for any strategic e#orts. Yet for many UX groups, this is where we could add the most value—demonstrating ways in which product or service experience could be signi!cantly better.

While it may be tempting to look for more time or resources for these e#orts, this is really about strategic planning. As leaders inside an organization, we have to be able to defend how every bit of our time—no matter how large or small— !ts into the overall strategic direction. This is especially the case where resources are tight and you have to make tradeo# and priority decisions that don’t sit well with some. I developed this model to help facilitate these discussions and communicate priorities in a way that makes sense to executive management.

Based on the two domains of ‘competing for the present’ (tactical work) and ‘competing for the future’ (strategic work), I’ve found this to be an e#ective way to communicate and rationalize where a team is spending time. With these domains as a foundation, I layered on the principal types of UX activities (research, persona creation, internal evangelism, screen design, etc.) that need to take place in order for us to be successful—over the long run— in our e#orts. This up-front planning has resulted in a balanced, holistic perspective on what needs to happen to be successful. As such, it’s been a great tool not only for planning and communicating, but also for keeping the team on track, focused and accountable.

Box 1Manage the

Present

Box 2Selectively

Abandon the Past

Box 3Create the

Future

Competition for the Present

Competition for the Future

Performance ManagementBenchmark Best Practices

Focus on Today’s CustomersFocus on Today’s TechnologiesFocus on Today’s Competitors

Centralized Resource AllocationLeverage Current Competencies

Growth and InnovationsCreate Next Practices

Focus on Tomorrow’s CustomersFocus on Tomorrow’s TechnologiesFocus on Tomorrow’s CompetitorsDecentralized Resource Allocation

Build New Competencies

CREDIT WHERE CREDIT IS DUE:

This is where MOST OF OUR TIME is spent, creating enhancements tied to product releases...

In this more speci!c, tactical context, a UX Designer makes consistent improvements that enhance product value and in$uence customer experience. However, even the designer’s best e#orts won’t compensate for an inappropriate business approach, or having, in e#ect, “solved the wrong problem”.

This work isn’t what motivates more visionary teams. But this is what demonstrates value in the short-term, earning the trust to pursue other ideas.

This is the exciting part– being able to design things as they should be...

In this more general strategic context, a designer can have a voice in articulating challenges, framing market strategy and designing approaches, thereby in$uencing outcomes.

PR

OJE

CT

FO

CU

SE

D E

FF

OR

TS

These artifacts create ALIGNMENT across

the organization

GU

ID

EL

IN

ES

& S

TA

ND

AR

DS

PR

AC

TIC

E R

EL

AT

ED

AC

TIV

IT

IE

S

This lets us create a shared UNDERSTANDING

of the design space

Expert Evaluations

Page 37: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Page 38: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

“...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.”

Page 39: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Page 40: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Capabilities

Page 41: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

CapabilitiesCard-sorting

Prototyping Analytics

Forms designUser testing

Gestural interfaces

Industrial design

Design documentation

Surveys & questionnaires

HostingSEO

Interface dev

Application dev

Project mgmt

Page 42: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Capabilities

Page 43: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

CapabilitiesNot unique

Not sustainableNot an advantage

Page 44: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

“There are not more than five cardinal tastes, yet combinations of them yield more flavours than can ever be tasted”

- Sun Tzu

Page 45: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Page 46: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

C.K. Prahalad Gary Hamel

Page 47: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Outsourcing

C.K. Prahalad Gary Hamel

Page 48: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative design

Outsourcing

C.K. Prahalad Gary Hamel

Page 49: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

Outsourcing

C.K. Prahalad Gary Hamel

Page 50: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

Infrastructure

Outsourcing

C.K. Prahalad Gary Hamel

Page 51: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

InfrastructureService design

Outsourcing

C.K. Prahalad Gary Hamel

Page 52: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

InfrastructureService design

Outsourcing

C.K. Prahalad Gary Hamel

Continuous improvement

Page 53: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

InfrastructureService design

Outsourcing

C.K. Prahalad Gary Hamel

Continuous improvement

Building social networks

Page 54: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

InfrastructureLogisticsService design

Outsourcing

C.K. Prahalad Gary Hamel

Continuous improvement

Building social networks

Page 55: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

InfrastructureLogistics

Inventory management

Service designOutsourcing

C.K. Prahalad Gary Hamel

Continuous improvement

Building social networks

Page 56: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Core Competencies

Iterative designUser research

InfrastructureLogistics

Inventory management

Service designOutsourcing

C.K. Prahalad Gary Hamel

RelevanceImitation

Breadth

Continuous improvement

Building social networks

Page 57: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?

Page 58: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?

Page 59: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?

usefulness

Page 60: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?desirability

usefulness

Page 61: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?desirability credibility (+ trust)

usefulness

Page 62: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?

usability

desirability credibility (+ trust)

usefulness

Page 63: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?

usability

desirability

findability

credibility (+ trust)

usefulness

Page 64: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?

usability

desirability

findability

credibility (+ trust)

accessibility

usefulness

Page 65: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX = ?

usability

desirability

findability

credibility (+ trust)

accessibilityvalue

usefulness

Page 66: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value of UX

Page 67: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value of UXEssential

Page 68: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value of UXEssential

Sustainable competitive advantage

Page 69: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value of UXEssential

Sustainable competitive advantage

Differentiation

Page 70: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value of UXEssential

Sustainable competitive advantage

DifferentiationLoyalty

Page 71: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Value of UXEssential

Sustainable competitive advantage

DifferentiationLoyalty

Flow-through offline

Page 72: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Page 73: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategyPurpose

Page 74: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Page 75: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

PurposeGoals

Page 76: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

PurposeGoals

Mental models

Page 77: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

PurposeGoals

Mental models

Context of use

Page 78: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Differentiation

Goals

Mental models

Context of use

Page 79: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Differentiation

Dependencies Goals

Mental models

Context of use

Page 80: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Differentiation

Dependencies

CapabilityGoals

Mental models

Context of use

Page 81: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Brand Values Differentiation

Dependencies

CapabilityGoals

Mental models

Context of use

Page 82: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Brand Values Differentiation

Dependencies

Capability

Experience

Goals

Mental models

Context of use

Page 83: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Brand Values Differentiation

Dependencies

Capability

Experience

Information structure

Goals

Mental models

Context of use

Page 84: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Brand Values Differentiation

Dependencies

Capability

Experience

Information structure

Engagement

Goals

Mental models

Context of use

Page 85: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Brand Values Differentiation

Dependencies

Capability

Experience

Information structure

Findability

Engagement

Goals

Mental models

Context of use

Page 86: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Audience

Purpose

Brand Values Differentiation

Dependencies

Capability

Experience

Information structure

Findability

Analytics

Engagement

Goals

Mental models

Context of use

Page 87: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategy

Page 88: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategyAmazon books

Huge catalogue

Findability

Ordering

Social/community

Page 89: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategyAmazon books

Google search

Huge catalogue

Findability

RelevancePerformance

Reach

Scalability

Ordering

Social/community

Page 90: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategyAmazon booksCustomer acquisition

Google search

Huge catalogue

Findability

RelevancePerformance

Sign-up

Value proposition

Reach

Scalability

Payment

Ordering

Social/community

Page 91: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Defining your strategyAmazon booksCustomer acquisition

Google search

Huge catalogue

Findability

RelevancePerformance

Sign-up

Value proposition

Reach

Scalability

Payment

Ordering

‘Ridiculously complex password requirements for a site that stores virtually no personal information other than site-specific prefs. Rgh!’

- Dan Brown

Social/community

Page 92: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Execution

Page 93: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Execution

Page 94: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

Page 95: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

IT

Page 96: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

ITLogistics

Page 97: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

ITLogistics

Sales

Page 98: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

ITLogistics

Sales

Ad Agency

Page 99: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

ITLogistics

Sales

Ad Agency

Interactive agency

Page 100: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

ITLogistics

Sales

Ad Agency

Interactive agency

Executive commitment

Page 101: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

ExecutionMarketing

ITLogistics

Sales

Ad Agency

Interactive agency

Executive commitment

It so often goes wrong

Page 102: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Alignment

Page 103: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Alignment

Page 104: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Alignment

Structure

Page 105: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Alignment

Structure

Technology

Page 106: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Alignment

Structure

Technology

Skills

Page 107: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Alignment

Structure

Technology

Skills

Staff

Page 108: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Alignment

Structure

Technology

Skills

Staff

Leadership

Page 109: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX Teams

Page 110: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX TeamsResearch and nail it or iterate?

Page 111: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX TeamsResearch and nail it or iterate?

Staff experience

Page 112: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX TeamsResearch and nail it or iterate?

Genius design

Staff experience

Page 113: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX TeamsResearch and nail it or iterate?

Specialists or generalists

Genius design

Staff experience

Page 114: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX TeamsResearch and nail it or iterate?

Specialists or generalists

Genius design

Staff experience

Patterns

Page 115: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

UX TeamsResearch and nail it or iterate?

Specialists or generalists

Genius design

Staff experience

Patterns

UCD or ACD

Page 116: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Competitive Advantage

Page 117: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Competitive Advantage

“So, why choose you?”- Seth Godin

Page 118: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Competitive Advantage

“So, why choose you?”- Seth Godin

Differentiation

Page 119: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Competitive Advantage

“So, why choose you?”- Seth Godin

Differentiation

Sustainability

Page 120: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Competitive Advantage

“So, why choose you?”- Seth Godin

Differentiation

Sustainability

Difficult to imitate

Page 121: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategic thinking

Page 122: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategic thinkingChange the game.

Page 123: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategic thinkingChange the game.

Page 124: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Strategic thinkingChange the game.

Page 125: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

References

Page 126: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Execution is everything - Steve Baty

Questions to ask for any UX Project - Steve Baty

User Experience Design - Peter Morville

Morville’s facets of UX refined? - James Melzer

Explaining Core Competence - Mind Tools

Nokia morphs itself from within - BBC

Your competitive advantage - Seth Godin

Managing a strategic UX team - Stephen P. Anderson

Jimmy Wales on Wikipedia - Xark!

The Art of War - Sun Tzu

Where software vendors should focus - McKinsey & Co

Page 127: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Steve Baty

Page 128: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Steve Baty

Twitter: docbaty

Page 129: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Steve Baty

Twitter: docbaty

Email: [email protected]

Page 130: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Steve Baty

Twitter: docbaty

Email: [email protected]

Web: www.meld.com.au

Page 131: ozIA 2008 UX Strategy

ozIA 2008 - UX Strategy

Steve Baty

Twitter: docbaty

Email: [email protected]

Web: www.meld.com.au

Slideshare: www.slideshare.net/stevebaty