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@bramwessel #LavaCon Modeling in the Real World Bram Wessel - Factor

Modeling in the Real World - at LavaCon2014 in Portland, OR

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At LavaCon2014, I spoke about how to use User Experience techniques to create useful, flexible, and durable taxonomies to support integrated omni-channel customer experiences.

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Page 1: Modeling in the Real World - at LavaCon2014 in Portland, OR

@bramwessel #LavaCon

Modeling in the Real WorldBram Wessel - Factor

Page 2: Modeling in the Real World - at LavaCon2014 in Portland, OR

@bramwessel #LavaCon

About Me

• Principal of Factor - Design and Modeling of Information and Experiences

• factorfirm.com • @bramwessel

Page 3: Modeling in the Real World - at LavaCon2014 in Portland, OR

@bramwessel #LavaCon

But where’s Gary?

• Principal of Factor • @gc_taxonomy

Page 4: Modeling in the Real World - at LavaCon2014 in Portland, OR

What  is  Modeling  in  the  Real  World?

Creating Strategic Information Infrastructures Grounded in Business and User Goals

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Future  vision  for  an  integrated  experience

• 2-5 years out

• Integrated physical and digital

• Retail and e-commerce !

• Currently anticipated technologies

Page 7: Modeling in the Real World - at LavaCon2014 in Portland, OR

Meet  Julia

• She works as an Art Director for a stock photography company in the Pacific Northwest

• She’s 32, single, and has disposable income - she’s looking for a social hobby

• She aspires to enjoy “the finer things in life,” but within her means

• She’s a smartphone owner and uses her phone to shop

• She does a lot of local travel to go on photo-shoots to interesting locations…

Page 8: Modeling in the Real World - at LavaCon2014 in Portland, OR

JuliaAnd she’s also a model!

You can use stock images for Personas, but be sure to clear the rights!

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9

Julia  has  a  photo  shoot  in…  

The  middle  of  nowhere.

Toppenish,  WA.

Page 10: Modeling in the Real World - at LavaCon2014 in Portland, OR

But

10

But  it’s  at  a  vineyard.   That  sounds  kind  of  interesting…

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So,  Julia  decides  she  wants  to  get  into…

WINE

Page 16: Modeling in the Real World - at LavaCon2014 in Portland, OR

Where  does  she  start?

Here?

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Back  to  Toppenish.

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Where  does  she  start?

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Here?

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Where  does  she  start?

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H e r e ?

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Where  does  she  start?

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H e r e ?

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Page 31: Modeling in the Real World - at LavaCon2014 in Portland, OR

Where  does  she  start?

Page 32: Modeling in the Real World - at LavaCon2014 in Portland, OR

Here?

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Page 54: Modeling in the Real World - at LavaCon2014 in Portland, OR

So,  what  just  happened?

Crate and Barrel helped Julia “get into wine” by selling her everything she needed except actual wine.

Page 55: Modeling in the Real World - at LavaCon2014 in Portland, OR

OK,  but  what  really  happened?

An integrated omni-channel experience expressed in: • A Persona • Scenarios • Taxonomies • Physical and Digital Environments • Operational Integration

Page 56: Modeling in the Real World - at LavaCon2014 in Portland, OR

Factors  of  this  experience

• Data/Information-rich • Multiple experience providers • Not controlled or self-contained • Triggered professionally, migrated to

consumer • Riven with false starts and detours • Driven by passion, emotion over utility

Page 57: Modeling in the Real World - at LavaCon2014 in Portland, OR

What  does  it  take  to  make  this  experience  possible?    Understanding…

• Your customers and their goals • Your own business goals and drivers • Your experience environments • Your taxonomies and information assets • Your information infrastructure • Your resources • Your readiness

Page 58: Modeling in the Real World - at LavaCon2014 in Portland, OR

You  are  the  design  team  -­‐  how  do  you  move  to  a  leadership  position  in  your  organization?

• User Research • Business goal analysis • Experience Modeling • Information Modeling • Assessment of systems at play • Governance Planning • Organizational Alignment

Page 59: Modeling in the Real World - at LavaCon2014 in Portland, OR

Customer  and  Business  Goals

Experience Taxonomy

Information  InfrastructureResources  and  GovernanceReadiness  and  Alignment

Page 60: Modeling in the Real World - at LavaCon2014 in Portland, OR

Customer  and  Business  Goals

Experience Taxonomy

Information  InfrastructureResources  and  GovernanceReadiness  and  Alignment

Page 61: Modeling in the Real World - at LavaCon2014 in Portland, OR

Customer  and  Business  Goals

Page 62: Modeling in the Real World - at LavaCon2014 in Portland, OR

Why  Understand  Customer  Goals?

• Do your customers want or need this experience? Why?

• Are your customers ready for this experience?

• What’s the value of this experience going to be for customers beyond successful transactions?

Customer  and  Business  Goals

Page 63: Modeling in the Real World - at LavaCon2014 in Portland, OR

How  to  Understand  Customer  Goals

• Contextual Inquiry • Card Sorting and Tree Testing • Personas • Scenarios

Customer  and  Business  Goals

Page 64: Modeling in the Real World - at LavaCon2014 in Portland, OR

Back  to  Julia

• She works as an Art Director for a stock photography company in the Pacific Northwest

• She’s 32, single, and has disposable income - she’s looking for a social hobby

• She aspires to enjoy “the finer things in life,” but within her means

• She’s a smartphone owner and uses her phone to shop

• She does a lot of local travel to go on photo-shoots to interesting locations…

Page 65: Modeling in the Real World - at LavaCon2014 in Portland, OR

Personas  and  Taxonomy

Taxonomies and the relationships between them often surface in Personas: • Stage of life • Geography / Location • Specialties • Types of products / services they desire / interact with • Areas of interest • Common channels they interact with • Technical Level • User Segment • Gender • Goals

Page 66: Modeling in the Real World - at LavaCon2014 in Portland, OR

Why  Understand  Business  Goals  and  Drivers?

• Does it make sense to deliver this experience? Why?

• What is it going to take to deliver this experience?

• Are you ready to deliver this experience? • What will you need to change to deliver this

experience? • What are the qualities of experience you can

commit to?

Customer  and  Business  Goals

Page 67: Modeling in the Real World - at LavaCon2014 in Portland, OR

Exposing  Business  Goals  and  Drivers

There are many techniques but they share a common thread - understanding not just what your business goals are, but what’s driving them.

businessmodelgeneration.com

Page 68: Modeling in the Real World - at LavaCon2014 in Portland, OR

Experience

Customer  and  Business  Goals

Taxonomy

Information  InfrastructureResources  and  GovernanceReadiness  and  Alignment

Page 69: Modeling in the Real World - at LavaCon2014 in Portland, OR

Experience

Page 70: Modeling in the Real World - at LavaCon2014 in Portland, OR

• You can’t deliver an experience without a complete grasp of the information assets required to support it

• You must understand all facets of the experience to know what systems will need to be in play, when, and in what context

• Experiences don’t begin and end with your properties (especially digital properties)

ExperienceWhy  Understand  Experience?

Page 71: Modeling in the Real World - at LavaCon2014 in Portland, OR

Experience  MapDiscover Consider Decide

Attachmate Enters

Find information for the people who need

it

Training offerings

Share

Collect feedback in collaborative tools

TCO and ROI Calculators

Training Offerings

TCO and ROI Calculators

TCO and ROI Calculators

Implementation planning kit

How to guide: plan deployment Product road map

Not S

ure

Not S

ure

No

NoNo

No

No No No No

Yes

Yes YesYes

YesYes Yes Yes

Content:

Decision

Process

Content

Start/stop

DougIT Influencer

MeganBusiness Influencer

BenBusiness Decision Maker

Yes

No

Not S

ure

No

Yes Yes

Yes

No

Renewal

New Customer or Expansion

RobertIT Decision Maker

User Goals:⁃ Establish company credibility.⁃ Determine whether this solution is credible.⁃ Gather questions to ask, both of internal

stakeholders and external experts.

⁃ Evaluate solutions against the requirement set.⁃ Compare solutions.⁃ Keep track of content, begin to share, and accumulate intelligence.⁃ Understand ROI.⁃ Plan for deployment and implementation.

⁃ Finalize planning.⁃ Fill gaps in solution knowledge.⁃ Get in touch with sales and/or experts

Megan:

In a strategy meeting for the next year, Megan identifies an important tactical need that her company’s computer systems won’t support. After getting approval from her superior, she dives into the problem. She sees Attachmate on a list of approved vendors, and discovers that another sector of the company has been using an Attachmate solution for a similar problem.

She investigates to makesure the solution solves her immediate problem, and spends a brief amount oftime on TCO & ROI calculators onAttachmate.com to make sure it’s feasible for them, and she knows she will be asked for Attachmate’s Product Roadmap, so she saves all of this information to her shared project space for eventual distribution to other stakeholders.

Megan holds a meeting to brief stakeholders and leadership, who give their support to the expansion. Once the decision is made to move forward, she contacts their existing sales representative.

After she has a good handle on her information, she prepares for briefing leadership and other stakeholders by routing tech and business information to the people best suited to consuming it. She uses the project space to collaborate with other members of the company and creates a comprehensive presentation of the product.

Megan's company recently merged with another large corporation, and they’ve been having difficulties because of the differences between their legacy systems.

In determining the exact nature of her company’s new needs, Megan consults solution briefs by trend, to see if similar problems are common in the corporate world today, and case studies by vertical, to see if companies in similar industries have been successful in navigating these problems.

To make sure that Attachmate’s product is a good fit for their business, Megan reads through product roadmap and solution briefs. There are technical questions she’s not sure about, though, so she brings it up with Robert, who hands it off to Doug for research.

After she’s collected feedback from her colleagues, Megan presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so Megan begins collaborating with leadership to review and confirm the details, ensuring that everything is in order.

Everybody seems to think it will work, so she focuses on building her case, collecting data from the TCO & ROI calculators on Attachmate.com and relevant information from expert briefs and case studies.

After all her stakeholders are onboard, they decide to continue with the new solution and contact their sales representative to start the buying process.

Doug:Doug's superiors notify him that they have failed a security/risk audit and assign him to find a solution to make sure it doesn’t happen again. He begins to investigate the problem, and determines that none of their usual vendors offer solutions.

While conducting research online, Doug sees several references to Attachmate, which deals with this kind of problem frequently. He checks them out to make sure they’re a good company to do business with, and the company background information on the website, as well as third party information online, convinces him easily.

Attachmate.com shows him several examples of expert briefs on best practices in his industry, and how their products can solve common problems like his. He dives deeper into the solution briefs to make sure Attachmate’s product will work with all the systems his company has in place.

In order to learn more, he provides some credentials so that he can access a tool where he can save content from the website, share it with others, and make notes. As he checks the solution against his requirements, he makes notes in this project space.

There are business and information security questions he can’t answer, though. In order to resolve those questions, he forwards the appropriate information to the other stakeholders, Ben, Megan, and Robert, with a short message explaining the project.

They all make notes based on their expertise, with their impressions and questions about the product, and Doug plans a meeting with leadership.

Through the Attachmate project space, he’s able to create packets of information to distribute to everybody at the meeting, where they can quickly see that this solution is a good fit and that all the stakeholders are bought in, as well.

After everybody determines it is the best solution for this problem, they move ahead with the sales team.

Doug's company has been a Reflection customer for several years, and IT’s internal renewal tracking system notifies him that their license and maintenance benefits will expire soon.

After performing an internal audit, Doug determines that Reflection has been very valuable to them so far.

He’s not sure, though, whether they should continue with it indefinitely. It’s a good way to interface with their legacy systems, but his superiors might at some point decide to modernize those systems.To decide, he consults with Robert to see if there are any strategic architecture changes on the roadmap.

Doug confirms with Robert that they're continuing with the current architecture for this renewal period.Based on the information they find on Attachmate.com and talks with their long-standing sales representative, they decide that Reflection is still a better option than a new system.

After everybody has weighed in and collected their comments on the project space, Doug presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so he gets back in contact with their sales representative and the renewal goes forward.

In order to keep the renewal process moving forward, Doug consults Attachmate’s product roadmap and TCO & ROI calculator, to make sure he knows what they’re really signing up for.

In preparation for briefing the stakeholders and getting final approval, Doug collects IT and business information through the site and saves it to his project space and routes it to the appropriate people in his organization.

Megan's company has previously contracted with Attachmate, and they’ve been happy with the service, but the current project is unlike any of the previous ones.

Robert:

Once the stakeholders have signed off on the renewal, Robert helps review and check all of the gathered material, including case studies, tech specs, and ROI and TCO numbers. He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before he contacts sales.

Before briefing the stakeholders, Robert confirms the details of the product roadmap, collects information on the ROI and TCO calculations, and reviews training offerings, sharing his findings with other members of the company to create a comprehensive presentation of the product.

Once the stakeholders are briefed and have signed off on the course of action, Robert helps review and check all of the gathered material and associated notes, including case studies, tech specs, and the ROI and TCO calculations.

He then ensures that each part of the organization is consulted and comfortable with Attachmate's solution before he contacts a sales representative.

New

Rene

wal

New

Expa

nsio

nNe

wRe

new

al

Once the stakeholders have been briefed, Ben helps review and check all of the gathered material, including case studies, tech specs, and the ROI and TCO calculations.

After reviewing her comments and the sources she consulted, Ben also reviews the how-to guide for deployment and an implementation planning kit to make sure it’s a feasible situation for their current business situation.

He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before contacting sales.Ne

w

Ben: He attaches his comments to the documents in the project space, and shares them with other stakeholders before scheduling a meeting to review Attachmate’s solution.

After she learns more about the business side of it, she routes information to Robert, who delegates checking against IT requirements to Doug.

Note: Robert and Ben do not appear in the early stages of the process because they are consumers of this information.

⁃ Find out more about the landscape.⁃ Gather detailed requirements.⁃ Evaluate criteria and prioritize requirements.

⁃ Share content internally⁃ Assemble and publish an easily consumable

business case⁃ Get and/or demonstrate buy-in.

Merger/Acquisition

Displacement

BYOD / Mobility concerns

(Competitor) Outbound Marketing

Marketing Automation Opportunities:MA 1: At this point, the system is aware of very

little about anonymous visitors other than where they're linking from. These users should be exposed to early-stage content.

⁃ MA 3: At this point the system can infer level of engagement from content exposure and whether or not users are authenticated. Information about content exposure and inferences about engagement level is more reliable for authenticated than anonymous users. Anonymous users can be exposed to "consider" stage content and authenticated users could be eligible for nurturing outreach from sales.

MA 4: Once a user shares content with another user, the system has highly reliable and actionable information. Since authentication is required for this kind of activity, the system is aware that multiple users from a prospect company are engaged and what content they are exposed to. These users can be suggested specific content and could also be eligible for outreach from sales.

MA 6: By this point, the system has enough data on the prospect that sales should be in contact with them. Dormancy at this stage strongly suggests the need for a response from sales.

MA 7: This stage represents an opportunity for sales to ascend the org chart of the prospect and identify who will make the final decision.

MA 8: Distribution of business case indicates highly qualified lead - content presented to users should reflect that.

MA 9: Dormancy at this stage may indicate a difficult deliberation with the prospect or rejection of the solution. It should trigger a notification to sales that requires a high-touch human contact with the prospect.

⁃ Whitepapers with POV on current business issues/landscape.

⁃ Third party POV on issues or endorsements

⁃ High level product and solutions information, wrapped in messaging and proof points.

⁃ Case studies focused on solving business issues.

⁃ Detailed product specifications⁃ Case studies with implementation stories⁃ Product demos⁃ TCO/ROI Tools⁃ Implementation support content

MA1

MA2

MA3

MA4 MA6

MA5

MA7

MA8 MA9

Created for by

MA 2: In a renewal scenario, the system knows a significant amount about users and their stage of engagement and this information is highly reliable. These users should only be exposed to content that maps to their renewal scenario and level of engagement to keep them moving forward with their scenario.

MA 5: Once multiple users see and comment on content, the system can flag this for sales staff to interpret and act on. This opportunity represents the transition from consider to decide, and sales can take an active role in decision support.

MA4

Security Breach

Merger/Partnership/

Consolidation

Audit Failure

Do I understand my specific need?

Does this solution support my

requirements?

Trends in security and productivty

Expert briefs of best practices

Do my stakeholders know what they need

to?

Category solution comparisons

Does leadership understand the

implications of this purchase?

Is the organization bought in?

Review materials generated during collaboration via

project portal

Do we want to move forward with Attachmate?

Follow up / Post-mortem

with Sales

Sales

Review shared materials on project

portal

Consult an expert

Expert briefs on best practices

Do I understand the implications of this

renewal?

Product Roadmap

Should we continue with this solution?

Expert forecast of landscape

Product roadmap

Can an existing vendor fill this need?

Is this similar to anything we're

currently doing?

Do I understand the implications of this

expansion?

Is this a credible solution?

3rd party validation

Company background

Expert Brief on Best Practices

Product Roadmap

Consult an expert

3rd party blog posts

Social media

Link from sales campaign

Tactical Need

Save materials with the project portal

Share materials with peers

Internal renewal tracking

Contact from Sales

Internal License Audit

Have we gotten value out of this?

Common criteria and guidelines

Internal audit

Internal Helpdesk records

ROI & TCO Calculator

Case Studies by vertical

Company Background

Implementation planning kit

Case studies by vertical

Expert Forecast of landscape

Solutions briefs by trends

Best practices by vertical

Expert Forecast of landscape

Hand off for detailed research

TCO and ROI Calculator

TCO and ROI Calculators

Contact sales / consult an expert

How to guide: choose a solution

Internally identify general need

Page 72: Modeling in the Real World - at LavaCon2014 in Portland, OR

Understanding  Experiences

Discover Consider DecideAttachmate

Enters

Find information for the people who need

it

Training offerings

Share

Collect feedback in collaborative tools

TCO and ROI Calculators

Training Offerings

TCO and ROI Calculators

TCO and ROI Calculators

Implementation planning kit

How to guide: plan deployment Product road map

Not S

ure

Not S

ure

No

NoNo

No

No No No No

Yes

Yes YesYes

YesYes Yes Yes

Content:

Decision

Process

Content

Start/stop

DougIT Influencer

MeganBusiness Influencer

BenBusiness Decision Maker

Yes

No

Not S

ure

No

Yes Yes

Yes

No

Renewal

New Customer or Expansion

RobertIT Decision Maker

User Goals:⁃ Establish company credibility.⁃ Determine whether this solution is credible.⁃ Gather questions to ask, both of internal

stakeholders and external experts.

⁃ Evaluate solutions against the requirement set.⁃ Compare solutions.⁃ Keep track of content, begin to share, and accumulate intelligence.⁃ Understand ROI.⁃ Plan for deployment and implementation.

⁃ Finalize planning.⁃ Fill gaps in solution knowledge.⁃ Get in touch with sales and/or experts

Megan:

In a strategy meeting for the next year, Megan identifies an important tactical need that her company’s computer systems won’t support. After getting approval from her superior, she dives into the problem. She sees Attachmate on a list of approved vendors, and discovers that another sector of the company has been using an Attachmate solution for a similar problem.

She investigates to makesure the solution solves her immediate problem, and spends a brief amount oftime on TCO & ROI calculators onAttachmate.com to make sure it’s feasible for them, and she knows she will be asked for Attachmate’s Product Roadmap, so she saves all of this information to her shared project space for eventual distribution to other stakeholders.

Megan holds a meeting to brief stakeholders and leadership, who give their support to the expansion. Once the decision is made to move forward, she contacts their existing sales representative.

After she has a good handle on her information, she prepares for briefing leadership and other stakeholders by routing tech and business information to the people best suited to consuming it. She uses the project space to collaborate with other members of the company and creates a comprehensive presentation of the product.

Megan's company recently merged with another large corporation, and they’ve been having difficulties because of the differences between their legacy systems.

In determining the exact nature of her company’s new needs, Megan consults solution briefs by trend, to see if similar problems are common in the corporate world today, and case studies by vertical, to see if companies in similar industries have been successful in navigating these problems.

To make sure that Attachmate’s product is a good fit for their business, Megan reads through product roadmap and solution briefs. There are technical questions she’s not sure about, though, so she brings it up with Robert, who hands it off to Doug for research.

After she’s collected feedback from her colleagues, Megan presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so Megan begins collaborating with leadership to review and confirm the details, ensuring that everything is in order.

Everybody seems to think it will work, so she focuses on building her case, collecting data from the TCO & ROI calculators on Attachmate.com and relevant information from expert briefs and case studies.

After all her stakeholders are onboard, they decide to continue with the new solution and contact their sales representative to start the buying process.

Doug:Doug's superiors notify him that they have failed a security/risk audit and assign him to find a solution to make sure it doesn’t happen again. He begins to investigate the problem, and determines that none of their usual vendors offer solutions.

While conducting research online, Doug sees several references to Attachmate, which deals with this kind of problem frequently. He checks them out to make sure they’re a good company to do business with, and the company background information on the website, as well as third party information online, convinces him easily.

Attachmate.com shows him several examples of expert briefs on best practices in his industry, and how their products can solve common problems like his. He dives deeper into the solution briefs to make sure Attachmate’s product will work with all the systems his company has in place.

In order to learn more, he provides some credentials so that he can access a tool where he can save content from the website, share it with others, and make notes. As he checks the solution against his requirements, he makes notes in this project space.

There are business and information security questions he can’t answer, though. In order to resolve those questions, he forwards the appropriate information to the other stakeholders, Ben, Megan, and Robert, with a short message explaining the project.

They all make notes based on their expertise, with their impressions and questions about the product, and Doug plans a meeting with leadership.

Through the Attachmate project space, he’s able to create packets of information to distribute to everybody at the meeting, where they can quickly see that this solution is a good fit and that all the stakeholders are bought in, as well.

After everybody determines it is the best solution for this problem, they move ahead with the sales team.

Doug's company has been a Reflection customer for several years, and IT’s internal renewal tracking system notifies him that their license and maintenance benefits will expire soon.

After performing an internal audit, Doug determines that Reflection has been very valuable to them so far.

He’s not sure, though, whether they should continue with it indefinitely. It’s a good way to interface with their legacy systems, but his superiors might at some point decide to modernize those systems.To decide, he consults with Robert to see if there are any strategic architecture changes on the roadmap.

Doug confirms with Robert that they're continuing with the current architecture for this renewal period.Based on the information they find on Attachmate.com and talks with their long-standing sales representative, they decide that Reflection is still a better option than a new system.

After everybody has weighed in and collected their comments on the project space, Doug presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so he gets back in contact with their sales representative and the renewal goes forward.

In order to keep the renewal process moving forward, Doug consults Attachmate’s product roadmap and TCO & ROI calculator, to make sure he knows what they’re really signing up for.

In preparation for briefing the stakeholders and getting final approval, Doug collects IT and business information through the site and saves it to his project space and routes it to the appropriate people in his organization.

Megan's company has previously contracted with Attachmate, and they’ve been happy with the service, but the current project is unlike any of the previous ones.

Robert:

Once the stakeholders have signed off on the renewal, Robert helps review and check all of the gathered material, including case studies, tech specs, and ROI and TCO numbers. He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before he contacts sales.

Before briefing the stakeholders, Robert confirms the details of the product roadmap, collects information on the ROI and TCO calculations, and reviews training offerings, sharing his findings with other members of the company to create a comprehensive presentation of the product.

Once the stakeholders are briefed and have signed off on the course of action, Robert helps review and check all of the gathered material and associated notes, including case studies, tech specs, and the ROI and TCO calculations.

He then ensures that each part of the organization is consulted and comfortable with Attachmate's solution before he contacts a sales representative.

New

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New

Expa

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Once the stakeholders have been briefed, Ben helps review and check all of the gathered material, including case studies, tech specs, and the ROI and TCO calculations.

After reviewing her comments and the sources she consulted, Ben also reviews the how-to guide for deployment and an implementation planning kit to make sure it’s a feasible situation for their current business situation.

He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before contacting sales.Ne

w

Ben: He attaches his comments to the documents in the project space, and shares them with other stakeholders before scheduling a meeting to review Attachmate’s solution.

After she learns more about the business side of it, she routes information to Robert, who delegates checking against IT requirements to Doug.

Note: Robert and Ben do not appear in the early stages of the process because they are consumers of this information.

⁃ Find out more about the landscape.⁃ Gather detailed requirements.⁃ Evaluate criteria and prioritize requirements.

⁃ Share content internally⁃ Assemble and publish an easily consumable

business case⁃ Get and/or demonstrate buy-in.

Merger/Acquisition

Displacement

BYOD / Mobility concerns

(Competitor) Outbound Marketing

Marketing Automation Opportunities:MA 1: At this point, the system is aware of very

little about anonymous visitors other than where they're linking from. These users should be exposed to early-stage content.

⁃ MA 3: At this point the system can infer level of engagement from content exposure and whether or not users are authenticated. Information about content exposure and inferences about engagement level is more reliable for authenticated than anonymous users. Anonymous users can be exposed to "consider" stage content and authenticated users could be eligible for nurturing outreach from sales.

MA 4: Once a user shares content with another user, the system has highly reliable and actionable information. Since authentication is required for this kind of activity, the system is aware that multiple users from a prospect company are engaged and what content they are exposed to. These users can be suggested specific content and could also be eligible for outreach from sales.

MA 6: By this point, the system has enough data on the prospect that sales should be in contact with them. Dormancy at this stage strongly suggests the need for a response from sales.

MA 7: This stage represents an opportunity for sales to ascend the org chart of the prospect and identify who will make the final decision.

MA 8: Distribution of business case indicates highly qualified lead - content presented to users should reflect that.

MA 9: Dormancy at this stage may indicate a difficult deliberation with the prospect or rejection of the solution. It should trigger a notification to sales that requires a high-touch human contact with the prospect.

⁃ Whitepapers with POV on current business issues/landscape.

⁃ Third party POV on issues or endorsements

⁃ High level product and solutions information, wrapped in messaging and proof points.

⁃ Case studies focused on solving business issues.

⁃ Detailed product specifications⁃ Case studies with implementation stories⁃ Product demos⁃ TCO/ROI Tools⁃ Implementation support content

MA1

MA2

MA3

MA4 MA6

MA5

MA7

MA8 MA9

Created for by

MA 2: In a renewal scenario, the system knows a significant amount about users and their stage of engagement and this information is highly reliable. These users should only be exposed to content that maps to their renewal scenario and level of engagement to keep them moving forward with their scenario.

MA 5: Once multiple users see and comment on content, the system can flag this for sales staff to interpret and act on. This opportunity represents the transition from consider to decide, and sales can take an active role in decision support.

MA4

Security Breach

Merger/Partnership/

Consolidation

Audit Failure

Do I understand my specific need?

Does this solution support my

requirements?

Trends in security and productivty

Expert briefs of best practices

Do my stakeholders know what they need

to?

Category solution comparisons

Does leadership understand the

implications of this purchase?

Is the organization bought in?

Review materials generated during collaboration via

project portal

Do we want to move forward with Attachmate?

Follow up / Post-mortem

with Sales

Sales

Review shared materials on project

portal

Consult an expert

Expert briefs on best practices

Do I understand the implications of this

renewal?

Product Roadmap

Should we continue with this solution?

Expert forecast of landscape

Product roadmap

Can an existing vendor fill this need?

Is this similar to anything we're

currently doing?

Do I understand the implications of this

expansion?

Is this a credible solution?

3rd party validation

Company background

Expert Brief on Best Practices

Product Roadmap

Consult an expert

3rd party blog posts

Social media

Link from sales campaign

Tactical Need

Save materials with the project portal

Share materials with peers

Internal renewal tracking

Contact from Sales

Internal License Audit

Have we gotten value out of this?

Common criteria and guidelines

Internal audit

Internal Helpdesk records

ROI & TCO Calculator

Case Studies by vertical

Company Background

Implementation planning kit

Case studies by vertical

Expert Forecast of landscape

Solutions briefs by trends

Best practices by vertical

Expert Forecast of landscape

Hand off for detailed research

TCO and ROI Calculator

TCO and ROI Calculators

Contact sales / consult an expert

How to guide: choose a solution

Internally identify general need

Page 73: Modeling in the Real World - at LavaCon2014 in Portland, OR

Experience  Mapping  and  Taxonomy

Taxonomies and the relationships between them often surface in Experience Maps:

• Channels • Touch-points • Events • Device context • Retail outlet • Retail floor plan

• Retail display organization

• Transaction data • Session • Profile • Personal Data • Locations

Page 74: Modeling in the Real World - at LavaCon2014 in Portland, OR

TaxonomyExperience

Customer  and  Business  Goals

Information  InfrastructureResources  and  GovernanceReadiness  and  Alignment

Page 75: Modeling in the Real World - at LavaCon2014 in Portland, OR

Taxonomy

Page 76: Modeling in the Real World - at LavaCon2014 in Portland, OR

A collection of terms, and relationships between terms used to describe a domain !

• ANSI Thesaurus • Traditional BT/NT taxonomy • Controlled Vocabularies • Ontologies • Controlled value lists • Folksonomies !

Terms or relationships may or may not have rich attributes associated with them

Taxonomy What  is  Taxonomy?

Page 77: Modeling in the Real World - at LavaCon2014 in Portland, OR

• Capital-T Taxonomy is a loosely applied term for the discipline of creating taxonomies, metadata, attribution, faceting, etc.

• Accidental vs. Intentional • Information in the head vs. Information in

the world

TaxonomyCapital  and  lowercase

Page 78: Modeling in the Real World - at LavaCon2014 in Portland, OR
Page 79: Modeling in the Real World - at LavaCon2014 in Portland, OR

Taxonomy wine.com  taxonomies

Facet / Metadata # of vocabulary terms

Type 46

Region 16

Winery 750

Price 6

Rating 6

Total terms 824

Total combinations 1,656,824 Morante, Marcia. Creating Useful Taxonomies: Metadata, Taxonomies and Controlled Vocabularies. SLA – PER Division, June 8, 2004. http://www.kcurve.com/Metadata_Taxonomy%20Development_SLA_060804.ppt

Page 80: Modeling in the Real World - at LavaCon2014 in Portland, OR

• Taxonomy is like math - it exists whether you realize it or not

• You have taxonomies, yes taxonomies • Your Taxonomy (or set of taxonomies) are a critical

business asset • You must have multiple, related taxonomies if you

want to provide an integrated omni-channel experience

• The relationships between taxonomies are critical

TaxonomyWhy  Understand  Taxonomy?

Page 81: Modeling in the Real World - at LavaCon2014 in Portland, OR

• Personas, Scenarios, Experience Maps, even prototypes

• User research, especially card-sorting and tree testing • Taxonomies should be designed based on well-

understood user mental models • Your organization structure is not your customer

facing taxonomy! • Your merchandising taxonomy is not your customer

facing taxonomy!

TaxonomyHow  to  expose  Taxonomy?

Page 82: Modeling in the Real World - at LavaCon2014 in Portland, OR

Information  Infrastructure

TaxonomyExperience

Customer  and  Business  Goals

Resources  and  GovernanceReadiness  and  Alignment

Page 83: Modeling in the Real World - at LavaCon2014 in Portland, OR

Information  Infrastructure

Page 84: Modeling in the Real World - at LavaCon2014 in Portland, OR

How  to  understand  Information  Infrastructure• What are the systems at play? • What are systems of record for each

information type? • What are the operational capabilities of

systems? • How are information assets implemented in

systems? • What is the information flow between and

among systems?

Information  Infrastructure

Page 85: Modeling in the Real World - at LavaCon2014 in Portland, OR

Resources  and  GovernanceInformation  Infrastructure

TaxonomyExperience

Customer  and  Business  Goals

Readiness  and  Alignment

Page 86: Modeling in the Real World - at LavaCon2014 in Portland, OR

Resources  and  Governance

Page 87: Modeling in the Real World - at LavaCon2014 in Portland, OR

Why  do  you  need  Governance?

• Do you have the workflows to support the experience and manage the information?

• Do you have the level of resources to support the experience?

• What are the operational capabilities of staff? • How is information policy implemented in

your organization? • How will information assets be modified and

maintained or evolved over time?

Resources  and  Governance

Page 88: Modeling in the Real World - at LavaCon2014 in Portland, OR

Resources  and  GovernanceInformation  Infrastructure

TaxonomyExperience

Customer  and  Business  Goals

Readiness  and  Alignment

Page 89: Modeling in the Real World - at LavaCon2014 in Portland, OR

Readiness  and  Alignment

Page 90: Modeling in the Real World - at LavaCon2014 in Portland, OR

Why  do  you  need  to  be  in  alignment?

• Organizational mis-alignment is the biggest cause of failure

• These experiences are complex and require profound levels of integration

• Technical complexities are easier to resolve than political complexities

• If your organization is not ready to commit to what the desired experience requires, DO NOT ATTEMPT

Readiness  and  Alignment

Page 91: Modeling in the Real World - at LavaCon2014 in Portland, OR

Enterprise  Information  Model

Resources  and  GovernanceInformation  Infrastructure

TaxonomyExperience

Customer  and  Business  Goals

Readiness  and  Alignment

Page 92: Modeling in the Real World - at LavaCon2014 in Portland, OR

Enterprise  Information  Model

Page 93: Modeling in the Real World - at LavaCon2014 in Portland, OR

The  Enterprise  Information  ModelWhat is it? !A set of related taxonomies, workflows, and policies

that can support all facets of integrated omni-channel experiences across people, processes and platforms.

!An enterprise information model is a critical

information asset of any company that wishes to provide integrated omni-channel experiences.

Page 94: Modeling in the Real World - at LavaCon2014 in Portland, OR

THANK  YOU

Page 95: Modeling in the Real World - at LavaCon2014 in Portland, OR

@bramwessel #LavaCon

Modeling in the Real World

Bram Wessel - Factor