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PAGE 1 | TFL: ENGAGING STAKEHOLDERS
WORK T IME FOR A REDES IGN
U X B R I G H T O N / 0 4 . 1 1 . 1 6
PAGE 2 | TFL: ENGAGING STAKEHOLDERS
T O D A Y
1. How the world of work is changing and why
2. What this means for design
3. What we can do about it
PAGE 3 | TFL: ENGAGING STAKEHOLDERS
F I R S T T H I N G S F I R S T
• Take up your paper
• Take up your pen
• Draw the person next to you
• You have 30 seconds
• Tweet your pic #uxbri
PAGE 7 | TFL: ENGAGING STAKEHOLDERS
The hierarchies of yesterday are no
match for the speed required of today
PAGE 9 | TFL: ENGAGING STAKEHOLDERS
Profit
Hierarchies
Controlling
Planning
Privacy
Purpose
Networks
Empowering
Experimentation
Transparency
PAST: PREDICTABLE FUTURE FIT: ADAPTABLE
VIA RESPONSIVE.ORG
PAGE 11 | TFL: ENGAGING STAKEHOLDERS
A N E V O LV I N G D E F I N I T I O N O F W O R K
P E A S A N T W O R K E R
S U B S I S T E N C E E C O N O M I C F R E E D O M
F R E E A G E N T
C R E A T I V E F R E E D O M
Work = whatever you’re born into
Work = labour: a commodity exchanged
for a living
Work = autonomy, creative self-expression
PAGE 12 | TFL: ENGAGING STAKEHOLDERS
M A S L O W ’ S H I E R A R C H Y O F N E E D S A P P L I E D T O E M P L O Y E E E N G A G E M E N T
VIA: SCANCAPTURE.CO.UK
Achieving your full potential
Status, responsibility, reputation, respect
Belonging, trust & acceptance
Security, structure & stability
Payment
PAGE 13 | TFL: ENGAGING STAKEHOLDERS
18% below other G7 nations (USA, Canada, France,
Germany, Italy)
PRODUCTIVITY
30% employees feel
actively engaged with their work
6% lower than other large economies
EMPLOYEE ENGAGEMENT
VIA: ENGAGEFORSUCCESS.ORG
PAGE 14 | TFL: ENGAGING STAKEHOLDERS
Robots, automation, and AI will replace five million human jobs by 2020
“
WORLD ECONOMIC FORUM REPORT ‘THE FUTURE OF JOBS’
PAGE 15 | TFL: ENGAGING STAKEHOLDERS
DR MICHAEL OSBOURNE ‘THE FUTURE OF EMPLOYMENT: HOW SUSCEPTIBLE ARE JOBS TO COMPUTERISATION?’
PAGE 16 | TFL: ENGAGING STAKEHOLDERS
The problem is not so much one of ‘putting people to work’ as it is of empowering them to work - unleashing and not suppressing their creative powers. This process begins with each individual finding the work he or she loves.
“
LAURENCE G. BOLDT ‘HOW TO FIND THE WORK YOU LOVE’
PAGE 17 | TFL: ENGAGING STAKEHOLDERS
U N L O C K I N G D I S C R E T I O N A R Y E F F O R T
A U T O N O M Y
the desire to direct our own lives
M A S T E R Y P U R P O S E the urge to get better
and better at something that
matters
the yearning to do what we do in the
service of something larger than ourselves
VIA: DANPINK.COM
The best use of money as a motivator is to pay people enough to take the issue off the table… Once you do that, it turns out there are three factors that the science shows lead to better performance, not to mention personal satisfaction:
“
PAGE 18 | TFL: ENGAGING STAKEHOLDERS
L U C K I L Y T H E W O R L D I S F U L L O F W I C K E D P R O B L E M S L O O K I N G F O R S O L U T I O N S …
P O V E R T Y
V I O L E N C E
I N E Q U A L I T Y
B I G O T R Y S O C I A L E X C L U S I O N
A G E I N G P O P U L AT I O N
FA I R F I N A N C E S
E D U C AT I O N
C L I M AT E C H A N G E
O P E N D E M O C R A C Y
PAGE 19 | TFL: ENGAGING STAKEHOLDERS
Tesla's goal is to change the world and accelerate the advent of sustainable transport. It is important for the business to make more money than it spends, but there’s a higher purpose here. We need to make sure the future’s going to be good, otherwise a bulging company bank account doesn’t mean anything.
“
ELON MUSK FOUNDER OF TESLA
PAGE 20 | TFL: ENGAGING STAKEHOLDERS
• Task purpose I can see the fruits of my labour. My efforts lead to progress, and no work is futile
• Collective purpose I’m contributing towards something I couldn’t achieve alone. Having a strong sense of contributing to a team effort motivates me to dig deeper and perform better
• Social purpose My work has a wider impact and it matters beyond my immediate workplace
H O W T O F I N D Y O U R P U R P O S E
PAGE 21 | TFL: ENGAGING STAKEHOLDERS
Beyond my monthly payment, do I give a shit
…if my work is useful or not?
...if this product or service exists?
…if this company lives or dies?
T H E ‘ G I V E A S H I T ’ T E S T
IF YOU ANSWERED NO: INTERNATIONALQUITYOURCRAPPYJOBDAY.COM/
PAGE 22 | TFL: ENGAGING STAKEHOLDERS
W E N E E D D E S I G N
Design is the process of going from an existing condition to a preferred one
“
MILTON GLASER
PAGE 23 | TFL: ENGAGING STAKEHOLDERS
I T H E L P S I F Y O U R O R G A N I S A T I O N V I E W S Y O U R W O R K A S S T R A T E G I C A L L Y I M P O R T A N T
LEAH BULEY THE STATE OF USER EXPERIENCE, 2016
• UX sits in standalone design or CX dept
• High ratio of design:engineering (1:4 - 1:20)
• UX leaders at director level & above
• Customer insight drives product and service development strategy
• Team can measure & quantify strategic impact
PAGE 26 | TFL: ENGAGING STAKEHOLDERS
The behaviour you’re seeing is the behaviour you’ve designed for
“
JOSHUA PORTER BOKARDO.COM
PAGE 27 | TFL: ENGAGING STAKEHOLDERS
T E C H S T A R T - U P S : B R O K E N E X I T M O D E L
Build something that you would never sell.
“
ZACH KLEIN FOUNDER OF VIMEO
PAGE 29 | TFL: ENGAGING STAKEHOLDERS
HERE BE DRAGONS
PIRATE POT
LUC
RA
TIV
E?
FULFILLING?
HOBBY CHARITY /
REPOSITIONING
SWEET SPOT
PAGE 30 | TFL: ENGAGING STAKEHOLDERS
1. This VUCA’d world needs designers more than ever Be a free agent
2. Design stuff that matters Life’s too short for bad work
3. Be participative & participate No one of us is smarter than all of us
T A K E A W A Y S
PAGE 31 | TFL: ENGAGING STAKEHOLDERS
One person can make a difference.
And it may as well be you.
B O N U S S L I D E