Pulse 2013 - Mobile strategy and user centered design, an IBM interactive primer
-
Upload
chris-pepin -
Category
Technology
-
view
106 -
download
2
description
Transcript of Pulse 2013 - Mobile strategy and user centered design, an IBM interactive primer
© 2013 IBM Corporation
Mobile Strategy and User-Centered Design, an IBM Interactive PrimerChris Pepin, Mobile Enterprise Executive
@chrispepin
1
Agenda
IBM Interactive Solutions
Mobile strategy and IBM MobileFirst
User Centered Design
2
IBM Interactive Solutions
3
Today’s
Marketplace
4
Consumer adoption and usage of digital, mobile and social media is changing how we learn, work and interact with each other
30.2% of the world is
online
5.3 billion mobile
subscriptions WW
U.S. mobile commerce
reaches $6.7 billion
63% research via social
networking
83% of holiday shoppers
influenced by reviews800 million active, 400
million daily users
2.1 billion people are online
today
940 million subscriptions to
3G services
U.S. Mobile Commerce
Sales expected to reach
$31 billion by 2016
47% consumer are
influenced by what see on
social media outlets
Consumer reviews are
12x more trusted than info.
from marketers
A ‘Facebook Like’ from a friend
carries same weight as 100
positive reviews from
strangers. Average user has
130 friends
5Source: IBM Institute for Business Value Analysis
Individuals• The digital consumer creates new possibilities for customer engagement, but
rising expectations creates challenges
• The networked workforce engages in new ways to collaborate both inside and
outside the enterprise
• Empowered citizen – increasing engagement and power of the networked
population
Enterprises• Digitally enabled business models – transformation to monetize and capture
value across channels, products, services and customers
• Maturing digital operations – transformation of how products and services are
created, delivered and serviced
• Enabling the digital enterprise – change to organization & people
Industries• Value migration – value is shifting along the value chain as digital business
models, often moving closer to the end consumer
• Value chain redefinition – the roles and relationships and industry player
across the value chain are changing
• Fragmentation – the emergence of new industry players is changing broader
industry ecosystems, with new entrants capturing significant value
Digital transformation will have profound societal impact at all levels, creating new opportunities but also significant challenges
6Source: IBM Institute for Business Value Analysis
Path 1 – Create and integrate digital operations and processes to deliver customer value proposition
The challenge: Realize value of optimized operations by extending into new revenue models and transforming the customer experience
Digital Transformation Framework
Optimize
Leverage
Create
Re
sh
ap
ing
Op
era
ting
Mo
de
l
Th
e “
ho
w”
Path 2 – Enhance, extend or reshape the customer value proposition with digital content, information, insight and engagementThe challenge: Delivering innovative value proposition
effectively and efficiently, and being ale to continuously innovate in lock-step with customers
Path 3 – Build a new set of capabilities around the transformed customer value proposition and operating model in lock-stepThe challenge: How to continuously balance and stay aligned across the dimensions
Reshaping customer value proposition
The “what”
Enhance Extend Re-Define
Transformation is achieved by optimizing combination of value proposition and channel capabilities at the same time
7
Solutions
Overview
8
Interactive Solutions portfolio
Physical Digital Social Mobile Contact
Center
Broadcast
PLAN, ALIGN,
ENVISION
DESIGN, CREATE,
IMPLEMENT
ENSURE,
PREDICT
MAINTAIN,
ENHANCE,
OPERATE
Business Strategy
Digital Brand and Marketing Strategy
Creative and Experience Design
Interactive User Experience
Implementation of Solutions
User Research and Measurement
Business, Web, and Social Analytics
Campaign Management,
Digital Productive and Maintenance Services
Communications DistributionFinancial
ServicesIndustrial Public SMB
9
Interactive Solutions expertise
120+ PhD’s
USER EXPERIENCE
User Experience Design
Information Architecture
Creative Design
Graphic Design
Rich Media Architecture
Content Strategy
Usability Engineering
Accessibility Engineering
BUSINESS
Business Strategy
Digital Strategy
Branding Strategy
Requirements Analysis
Industry Subject Matter Expertise
Social Media Strategy
Marketing Strategy
Business Analytics
TECHNOLOGY
Solution Architecture
Rich Internet Application Technology
HTML & Java Development
Mobile Architecture
Data Architecture
SecurityCustomer and Data Analysis
Testing
Maintenance and Support
PROJECT MANAGEMENT
Program and Project Management
Change Management
Testing Management
Communications Management
Risk Management
Issue Management
10
Interactive Solutions clients
10
Design
Str
ate
gy
IBM
ING USA
Segway
Panasonic
LL Bean Chubb and Sons
MetLife Barclays
Tiffany
RBS Discover Card
American Express
Mass Mutual
Travelers
Nationwide
Royal Bank of Canada
Prudential CNL
NCAA
Circuit City
Target
Allianz
Gateway
Hallmark
The Home Depot
JCPenney
Lufthansa
Mercedes Benz
STA Travel
Samsung
Mexx
US Open
Wimbledon
“Company B”
Bank of America
Banco Fidurum
Altria
Norwegian Cruise Lines
Client
Sears
Monster.com
Genentech
National Bank
VI
Walmart
Wells Fargo Pfizer
Unilever
Audi
World Bank
DC Comics
Nestle
Our clients come to us to help them understand the future, develop differentiated brand strategies and
design relevant experiences across all points of interaction. Our solutions are designed to achieve
business results and increase overall customer satisfaction, leading to greater levels of customer acquisition, retention, and loyalty.
11
Interactive Solutions is global
11
As a global integrated organization, IBM conducts business in 170 countries.AIS Interactive Solutions has offices & studios in the Americas, Europe & Asia.Each center serves as a regional hub, enabling clients to get to know theirteam. IBM’s worldwide reach gives us insight into local markets & cultures,allowing us to sense global trends & directions and incorporate this insightinto client solutions before other companies.
IBM Interactive Centers
Atlanta TokyoBangalore TorontoBoston VancouverChicago Washington, DCLondon
VancouverChicago
Toronto
Boston
Washington, DC
AtlantaTokyo
London
12
Interactive Solutions leverages the best of IBM
Our greatest is our ability to bring the best of IBM together to provide innovative and comprehensive solutions for our clients’needs
IBM Research
Branding +Design
Social MediaLab
User Research
Custom Application
Development
Industrial Design
Strategy+ Change
IBV
AccessibilityCenter
Digital Video
Production
IBM.com
Operations
IBM Software
Labs
Global
Technology
services
Campaign Management
Strategy
13
Thought leadership centered around front office digitization and infusion of technology into business functions
For more information, see www.ibm/iibv
IBM Thought Leadership Publications and Web Sites
SmarterConsumers
Digital Transformatio
n
©
2011 CMO StudyInteraction Point
Analysis
* Final title TBD
Collective
Intelligence
Cross-channel Customer
Experience Benchmarking Social Media
User Experience
DesignEmpowered Consumer
Beyond Digital
Beyond Digital
14
Mobile strategy and IBM MobileFirst
15
Mobile is everywhere
Mobile is about transacting
1
96% year to year increase in mobile cyber Monday sales between 2012 and 2011
Mobile enables the Internet of Things
91% of mobile users keep their device within arm’s reach 100% of the time
5 Trends with significant implications for the enterprise
2
4
3
Mobile is primary
5
90% of users use multiple screens as channels come together to create integrated
experiences
Mobile must create a continuous brand experience
Global Machine-to-machine connections will increase from 2 billion in 2011 to 18
billion at the end of 2022
Insights from mobile data provide new opportunities
75% of mobile shoppers take action after receiving a location based messages2
16
Clients have lots of mobile challenges
How do I support a growing mobile
workforce?How do I become a
social business?How do I secure
mobile endpoints?
How do I leverage virtualization and
cloud?
How do I reduce costs?
What’s my mobile strategy for B2E? B2B? B2C?
How do I deliver mobile
applications?
How do mobile devices connect securely to
the corporate network?
Can I migrate from laptops to tablets?
How should I support BYOD?
How do I support multiple mobile
platforms?
17
10 acquisitions to strengthen our position in mobile since 2006……
200+ IBM Software apps available in App Stores; ~ 1M downloads…
Cited as a leader in app design and managed services by Forrester and Gartner………
125+ patents for wireless inventions in 2012, bringing the total to 270…..
Doubling 2013 investment ……
IBM has increased its mobile enterprise capabilities
18
The Broadest
Portfolio of
Mobile
Solutions
The Deepest
Set of
Services
Expertise
New Industry
Partnerships
and
Resources
for
Developers
The industry’s most comprehensive mobile portfolio
19
IBM MobileFirst offering portfolio
AnalyticsSecurityManagement
IBM & Partner Applications
Banking Insurance Transport Telecom Government
Industry Solutions
HealthcareRetail Automotive
Application & Data Platform
Str
ate
gy &
Des
ign
Serv
ices
Develo
pm
en
t & In
teg
ratio
n S
erv
ices
Cloud & Managed Services
Devices Network Servers
20
A few of our clients
Concord Hospital improved patch compliance 50%, reduced software license costs 25%, and has not had a single malware infection since implementation of IBM Endpoint Manager for patch management and core protection
21
Getting started: mobile strategy & roadmap
Business Vision
for Mobile Strategy
Mobile Customer
Experience Models (User Personas and
Task Scenarios)
Mobile Technology &
Architecture
Evaluation
Mobile
Implementation
Roadmap(3-year)
I. Business, Market and Customer AnalysisUnderstand and align the business objectives, team structure and
employee/customer needs in order to create a mobile vision for identifying
differentiating capabilities. Define specifically how mobile capabilities can be
leveraged and integrated with other multi-channel initiatives (e.g. web).
II. Future-State ExperienceDevelop the required future-state mobile experience and depict how users will
interact with in conjunction with other channels to accomplish key common and
complex tasks. Identify specific enabling mobile technologies and processes
aligned to recommended capabilities.
III. Technology and Architecture EvaluationAssess current mobile technology infrastructure and Identify key mobile
technology capabilities and systems that will be needed to support the future-
state customer experience for mobile. Identify gaps or considerations that should
be addressed.
IV. Mobile Solutions RoadmapDevelop mobile recommendations and an Implementation Roadmap for designing
and developing the next generation mobile experience. Identifying dependencies
and enablers required to estimate the cost, resources and timing of initiatives that
will support the mobile strategy.
Activities Deliverables Team/Location
Estim
ate
d 4
-10
we
eks
TEAM
Core team of 4-6 IBM
staff representing
business strategy, design
and Mobile
IT/Architecture
IBM staff work
cooperatively with key
client staff to ensure the
recommendations are
grounded in the reality of
your business
LOCATION
Work is typically handled
on-site in order to provide
access to project
stakeholders. IBM may
staff parallel, co-located
teams up front to gather
data across both firms
and locations
In addition, separate in-
field observations will
need to be done across
both gas and electric as
well as key employee
types and tasks.
22
Mobile Strategy Accelerators
• Data Collection Guides
• Questionnaires
• User Research/Field Observation Techniques
• Decision Models
• Mobile experience models
• Non-Functional Requirement samples
• Capability Maturity Models
• Templates of evaluation metrics for vendor analyses in the areas of Mobile Device Management, Enterprise App Store, Hybrid application platforms, UI and Controller frameworks
Our assessment uses proven tools and methods to assist you in developing your strategy
Mobile IT Tools and Accelerators
• Product & Portfolio Management (IBM Rational Focal Point)
• Reuse through Model-Driven Development
• Enhanced Collaboration (Rational Team Concert)
• Web2.0 and Mobile Feature Pack Update (WebSphere Application Server)
• Widget set for Mobile Web Apps (Dojo Mobile)
• Tools – Core features for mobile tools
• Testing Applications on Mobile Devices (Rational Quality Manager integrated with DeviceAnywhere)
• Rapid Ideation & Agile Application Development
IBM has conducted research focused on
understanding media and entertainment
customer needs as well as overall
industry trends
Assessment method and tools
23
Technology and
Architecture EvaluationFuture-State
Experience
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
A directional strategy and framing of the mobile vision. This vision will be integrated across
all work streams including business, user experience, and IT.
Business, Market and Customer Analysis
Develop an mobile strategy and vision that will be informed by stakeholder interviews,
customer research and a marketplace assessment of leading cross-industry mobile
functionality and practices. A summary of the first stage of the project and will outline the initial
business and customer-focused vision and business strategy. The Strategy & Vision activities
will include synthesized findings. And will include the following deliverables
Deliverables: Business Vision for Mobile Strategy
Strategic Mobile Hypotheses & Objectives
Summary of Stakeholder Interviews (3-5 primary stakeholders)
Analysis Target Audience Mobile Usage
Mobile Trend & Marketplace Assessment
Mobile Services Prioritization Framework
Business, Market and
Customer Analysis
Sample mobile engagement
Mobile Solutions
Roadmap
24
Business, Market and
Customer Analysis
Mobile Solutions
Roadmap
Technology and
Architecture Evaluation
Future State
Experience
Envisioning the mobile experience and capabilities that support the future mobile strategy.
Future-State Experience Design
Design and develop scenario-based narrative and journey map of the future-state mobile
experience and differentiating capabilities as well as high-level requirements needed to
support the strategy, and identification of key enablers (i.e., people, process and technology).
A detailed narrative and journey map of the future-state mobile user experience and
differentiating capabilities as well as high-level requirements needed to support the mobile
strategy. This analysis will be used to define a technical blueprint to support the business
vision and strategy.
The Future-State Experience activities will provide a foundation for future definition, scoping,
and budget planning of specific business and IT initiatives. And will include the following
deliverables
Deliverable: Mobile Customer Experience Models (3-5 User/task based models)
Weeks 3-6*
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
Sample mobile engagement
25
Mobile Implementation
Roadmap
Technology and
Architecture EvaluationFuture-State
Experience
Defining current and required technologies and architecture to support the future
mobile strategy.
Technology and Architecture Evaluation
Security (data-on-device, authentication, authorization)
Application Paradigm (Native, Mobile Web, Hybrid)
Integration of existing services into mobile solution
Privacy of user applications and data in a BYOD (Bring Your Own Device) Model
Breadth of Platform Support (iPhone, iPad, Android-based smart phones and tablets,
BlackBerry smart phones and tablets, Windows7 smart phones)
Certification and Deployment of mobile apps
Governance (Mobile Device Management, Mobile Application Management)
Infrastructure Support
Deliverable: Technology and Architecture Overview
Weeks 2-7*
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
Business, Market and
Customer AnalysisMobile Solutions
Roadmap
Sample mobile engagement
26
Mobile Solutions
Roadmap
Technology and
Architecture EvaluationFuture-State
Experience
* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.
Weeks 7-10*
An actionable, integrated plan for designing, developing and managing the mobile strategy.
Mobile Solutions Roadmap (prioritized / phased)
This document will outline a high-level description of the key business and technical projects
to be undertaken in the next 12-36 months, in terms of their scope, objectives, dependencies,
risks, resource requirements, timeframe to execute, costs and benefits, and potential solution
options.
The Roadmap document will include findings and recommendations for the IT framework and
future-state technical and application architecture, a high-level gap analysis of technical
capabilities required to support the future state vision and an outline of potential risks and
challenges.
This Strategic Execution Roadmap will provide a foundation for future definition, scoping, and
budget planning of specific business and IT initiatives. And will include the following
deliverables
Deliverables
Prioritized Capability List, Gap Analysis and Supporting Mobile Initiatives
Mobile Implementation Roadmap (3-year)
Business, Market and
Customer Analysis
Sample mobile engagement
27
User-Centered Design
28
What is User-Centered Design?
How do designers come up with an interface that's not in your face?
That just does what you want and doesn't make you waste time doing
what it wants?
Easy-to-use software doesn't just happen. It requires focusing on the
product's potential users from the very beginning and checking at each
step of the way with these users to be sure they like and are
comfortable with the final design.
“Ease of use may be invisible, but its absence sure isn’t...”
29
Why User-Centered Design?
Because your users expect it!
30
Who will be using the product?
When the target audience has been identified,
representative users can be recruited to work with the
team. These users help establish the requirements for the
product by answering questions that include the following:
– What do you want the product to do for you?
– In what sort of environment will you be using the
product?
– What are your priorities when using the software?
For example, which functions will you use most
often?
“Learn from experience -- the user’s”
31
Determine the target market, intended users, and primary competition is central to all
design and user participation
User-centered design principles
Set Business goals
Understand Users
Assess Competitiveness
Design the Total User Experience
Evaluate Designs
Manage by Continual User
Observation
Meeting the ease of use challenge is largely a matter of
adhering to the following principles. For each principle, the
goal is to involve users -- to ask the right people the rightquestions. Putting yourself in their shoes is a sure way to put
your product at the front of the pack.
A commitment to understand and involve the intended user is
essential to the design process. If you want a user to understand
your product, you must first understand the user.
Superior design requires ongoing awareness of the competition and
its customers. When you understand your users' tasks, you
must test those same tasks against competitive alternatives and compare their results with
yours.
Everything a user sees and touches is designed together by a
multidisciplinary team. This includes the way a product is advertised, ordered, bought,
packaged, maintained, installed, administered, documented, upgraded, and supported.
User feedback is gathered early and often, using prototypes of widely ranging fidelity, and this feedback drives product design
and development.
Throughout the life of the product, continue to monitor and listen to your users, and let their feedback inform your responses
to market changes and competitive activity.
“Nobody buys ease of use. But nobody buys products without it either…”
32
Getting started
User-Centered Design (UCD) offers businesses a number of
critical advantages. It enables them to develop easy-to-use
products, satisfy customers, decrease expenditures on
technical support and training, advertise ease-of-use
successes, and ultimately increase market share.
Despite these advantages, many organizations do not
practice UCD. Instead, technologically savvy developers often
assume they understand the needs of common users and that
UCD is implicit in their designs.
These assumptions often allow the technology itself to guide
the development of products. The difficulty of adopting UCD
within such environments requires attention.
33
Top ten list for successful user centered design
1. Simplify the message
2. Tailor your messages to the concerns of each audience
3. Demonstrate the problems that poor usability causes your
organization
4. Provide evidence that demonstrates the value of UCD
5. Establish a set of UCD principles
6. Use simple messages to promote the need for UCD
7. Provide UCD education
8. Get the right set of skills
9. Leverage existing collateral
10. Select a pilot project
34
Summary
IBM Interactive Solutions
Mobile strategy and IBM MobileFirst
User Centered Design
35
Questions?
Chris Pepin
Mobile Enterprise Executive
IBM Global Technology Services
@chrispepin
36
Acknowledgements and Disclaimers:
© Copyright IBM Corporation 2013. All rights reserved.
U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule
Contract with IBM Corp.
IBM, the IBM logo, ibm.com, are trademarks or registered trademarks of International Business Machines Corporation in the United
States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with
a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this
information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of
IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml
Other company, product, or service names may be trademarks or service marks of others.
Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all
countries in which IBM operates.
The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are
provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or
advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this
presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages
arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is
intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering
the terms and conditions of the applicable license agreement governing the use of IBM software.
All customer examples described are presented as illustrations of how those customers have used IBM products and the results they
may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these
materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific
sales, revenue growth or other results.