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Design Upstream Advancing Strategic Design Without Going Against the Current
Chris Avore @erova
April 2, 2015 Boston MA
Today’s Agenda
• Assessing your current state
• Advancing your org’s design awareness
• How non-designer managers can help
• What you can do tomorrow
• Q & A
3 bullet bio
• Grown, lead a 25 person product design & research team at Nasdaq
• Design digital mobile & desktop products for corporate customers
• Primarily responsible for product strategy, new design opportunities
If they want you to cook the dinner, at least they ought to let you shop for some of the groceries.“
Look in, not up (yet)
• Intra-team survey to uncover risks
• Evaluate the evaluation
• Charter or vision: your team’s meaningful common purpose
• Right leadership in place to scale and grow
• Are you prepared to change too?
Hub & Spoke or Embedded
Project 1
Project 2
Project 3
Project 1Project 2
Project 3
Embedded Designers
Hub
Reporting line!
• Information Technology / Engineering
• Product Development
• Creative or Marketing
!
• Research & Development
• Center of Excellence model
• Outsourced/Agency/Specialists
https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
“What barriers prevent UX from having a greater impact?”
LACK OF LEADERSHIP 11%
OVERALL FIRM CULTURE 9%
https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Perception
problem
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Trust
problem
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Influence
problem
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Visibility
problem
• Overall firm culture
• Lack of leadership
• Partial implementation
• Lack of understanding
• Silos and politics
• Resource contraints
} Design
problem
What are the attributes of an organization that enables good design process, strategy,
and delivery?
Limited to feature implementation
Design informs product strategy, opportunity, innovation
Strategy
PROGRESSING / TACTICAL MODERN / STRATEGIC
Build solutions based on requirements, user stories, etc
• Address problems first • Establishes standards,
patterns, priorities
Design
Tactical usability testing, light discovery work (validate features)
• Beyond screens, dept • Hypothesis-based • Quant and Qual
Research
Design should be something that permeates a company…These days, it's popular for companies to say they 'want' design, but that's not what it is. !
It's when everyone at a company is thinking about design—the writers, the engineers, even the people selling the ads—not just the designers.
“http://www.fastcodesign.com/3040416/buzzfeed-tries-to-get-serious-about-design
In my career at both Thomson Reuters and Nasdaq, I’ve never seen
us build a solution that looks as clean and solid as this one
This is light years ahead of what we saw last time and it looks amazing.
usIn my career at both Thomson Reuters and Nasdaq, I’ve never seen
build a solution that looks as clean and solid as this one
Our product development process was too incremental and focused on features and ease of task completion. !
We needed an awakening and more of a grand vision. !
We needed all our people to understand that designing great products and user experiences is a team sport that includes not just designers and product managers but everybody else—even the CEO
“https://hbr.org/2015/01/intuits-ceo-on-building-a-design-driven-company
To become that trusted partner, there is no substitute for demonstrated competence.“
http://boxesandarrows.com/recruiting-your-army-creating-the-in-house-design-agency/
Find that Advocate• Articulate three business goals you plan to achieve this year.
• List the people who could help you reach these goals—and how.
• Expertise?
• Control over resources?
• Political support?
On silos (or closed, tight networks)• Nonaligned and unshared priorities
• Lack of information flow
• Lack of coordinated decision making across silos
• Groupthink / overconfidence of decisions / confirmation bias
• Few new ideas
• No incentive to share knowledge
Building those bridges
Collaborative workshops • design studio • gamestorming activities
• pre-mortem • design-the-box • magazine cover
Promote & Publish • shared vision, north stars • useful, reusable assets
• personas • successes • research findings
• Look in, not up
• Invite the weak ties—not weak links—to design events
• Share their participation with their leadership
• Publish & promote research and deliverables
• Consider a design team portfolio to share with execs
• Skunkworks: align with your dept’s goals, then partner out
• Connect to the big picture.
Projects endAllies move on
Market conditions changePriorities shift
Competitors evolve
Teammates quit
Such Disruption
THANK YOU Chris Avore / [email protected] / @erova