Design for Enterprise ClientsJean-Marcel Nicolai, Chief Product OfficerNovember 2015

We transform traditional businesses into digital leaders.

Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital.

Global team, infrastructure & process enables unparalleled efficiency, scalability and “follow the sun” speed

NEW YORK CITY (63)Global Headquarters

Mendoza, Argentina (10)Experience Design & Development

Budapest, Hungary (44)Mobile & Emerging Technologies

Hyderabad, India (83)Development & Platforms

Perth, Australia (1)International Business Development

TEAM

300+WORLDWIDE TEAM MEMBERS

5OFFICES

17CITIES

San Francisco (54)

3

Louisville (30)Chicago (9)Los Angeles (6)Other US (10)

Operations Strategy Product Technology

Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital.

SERVICES

We help traditional businesses transform business models, user experiences & operational processes for the digital age

4

BUSINESS MODELS CUSTOMER EXPERIENCES OPERATIONAL PROCESSES

New Digital Business Models

Digitally Enhanced Businesses

Enterprise Digital Strategies

Monetization Strategies

Data Strategies

Omni-channel Experiences

Physical Digital

Mobile Apps

Responsive Websites

Emerging Technology

Big Data Visualization

Internet of Things

Digital Organization Design

Business Process Automation

Team-on-Demand

D I G I T A L T R A N S F O R M A T I O N

Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital.

METHODOLOGY

Our proprietary approach includes 6 agile work-streams that iteratively conceive and deliver transformative initiatives

5

ASSESS /1Digital TrendsCapabilities BenchmarkStrategic Opportunities

ENVISION /2Audience ProfilesExperience MapsExperience Prototypes

PLAN /3Deconstruct CapabilitiesPrioritized RoadmapExecution Plan

ARCHITECT /4Content & Feature BacklogUser ExperienceTechnical Architecture

IMPLEMENT /5Experience DevelopmentApplication DevelopmentAPI & System Integration

EMBED /6User Acceptance Testing DeploymentOptimization

OUR CLIENTS

We transform traditional businesses into digital leaders

Our clients are interested ininnovation and transformation

But are also sometimes not “ready” for innovation and transformation

GLOBAL CHALLENGES

Organization

Culture

Processes

CHALLENGES – ORGANIZATION

SiloedDispersed Expertise

Difficulty bringing stakeholders

together

Hard to achieve consensus in atimely fashion

Large

CHALLENGES – CULTURE

Sometimes lack of

Product culture

Sometimes lack of

Design culture

IT Led Technology 1st

approach

More about whatit does and

how it works

Lack of UserCentric approach

CHALLENGES – PROCESS

Lack ofagility

Lack of Requirements

Disparaging Requirements

Slow moving butshort and hard

timelines

Complicated approvaland documentation

TYPICAL DESIGN CHALLENGES – NO TOOL TO SUPPORT THE PROCESS

Designs sharedback and forth

over emails

Files stored inmultiple locations

Comments distributed across

emails, chats, meetings

Design, test, prototype took

a lot of time

Prone to delaysand

miscommunication

TYPICAL DESIGN SOLUTIONS: TOOL TO SUPPORT THE PROCESS

Unified workspaceand storage

Streamlined, organized

commenting

Rapid design iterations, testing and prototyping

Increased collaboration

with distributed teams

Achieve desired results faster

Case Study 1

“How can we build a native mobile experience that revolutionizes the way patients receive care?”

-- Fortune 500 Healthcare client

Case Study 1: Constraints and Challenges

o Client was interested in growing direct-to-consumer product suite, but had few existing capabilities and little experience

o Collaborative feature generation lead to large, inconsistent product roadmap with no unifying user experience

o Following creation of the roadmap, participants were unclear on roles and next steps

o Executive presentation approaching on short timeline

o Needed to gain executive support to move forward with the product

Case Study 1: Mobile Prototyping

o Prototyping approach to design a mobile prototype to bring the experience to life

o The prototype made the product tangible for stakeholders, helping them understand the customer journey and the features we could build

o With the help of the prototype, the team secured the funding internally to make the product a reality

Case Study 1: Takeaways

Rapid, lightweight prototyping is a new type of deliverable, changing the way enterprise clients understand products and make optimal business decisions

o Going beyond flat comps and quickly illustrate user interactions

o Build empathy with target customers

o Quickly test different design options and then iterate based on learning

o Clearly communicate the value of the product

o Build support, consensus (and helps acquiring funding)

Case Study 2

“How can we bring our teams together to understand our customers and build valuable digital experiences? ”

-- (a different) Fortune 500 Healthcare client

Case Study 2: Constraints and Challenges

o When shaping the product roadmap, client with a culture centered on collaboration, wanted more stakeholder involvement, both for feature generation / prioritization and requirement gathering

o Stakeholders wanted to be involved, but weren’t sure how

o Organizational structure aligns resources to features, not experiences

o Collaborative feature generation lead to large, inconsistent backlog

o Necessary focus on design collaboration – Organization coming from a technology centric culture

Case Study 2: Co-Creation

o The “Co-Creation” process brings stakeholders together for fast-paced, collaborative workshops that define experiences and product design iterations

o With collaboration tools we can redefine the product design and development process

o We can introduce the value of customer personas, user journeys rapid prototyping and product backlog

o We move from “building features” to “building experiences”

Case Study 2: Takeaways

o Shift our enterprise clients from technology-first approach to auser-centric approach

o Drive positive culture change through thoughtful process change

o Introduce new engagement strategies to bring stakeholders together in meaningful, exciting ways that move the product forward quickly and successfully

o Leverage personas, user journeys, and prototyping to visualize solutions to various challenges at hand

o Create easy progress-sharing sessions with stakeholder and quickly re-iterate and test different scenarios

Introducing and rolling out new tools with clearly defined objectives to drive better team/client collaborations to achieve excellent product and business results.

Case Study 3

“How do we change our culture overnight? ”

-- Fortune 500 Financial Services client

Case Study 3: Constraints and Challenges

o Client new to the organization needed to make a big bang andraise the profile of IT within the organization

o Company has an ambitious culture with subject matter expertise spread widely across many individuals in all roles and teams

o Lack of product culture or designculture

o Necessary focus on design process

o Short timeline – How to brainstorm, design, and deliver coded prototype

Case Study 3: Code-a-thons

o Client looking to inspire innovation at a “business as usual” corporation

o In a 36-hour Code-a-thon, brainstorm, sketch, design, code, and deploy prototypes solving problems for business teams in different countries

o Following the Code-a-thon, dive into intensive co-creation product requirements workshops

o Build these products with the client and dream up new ones

Case Study 3: Takeaways

o Influence decisions and consensus via very rapid design visualizations and code creation

o Create and leverage smart structure, process, and tools to inspire and generate momentum with enterprise clients

o Facilitates tight team, client collaboration even under extreme working circumstances

Incorporating into intense 36-hour Code-a-thons allowed fast product idea generation, visualization and presentation and changed the client’s product development culture.

WRAP UP

Encourage Collaboration

Educate

Promote Agility

Innovate on Processes and Methods

Chatter between stakeholders and teams while in design and in frequent reviews Implement collaboration tools to reduce team distribution friction / points of failure

Moves uninitiated stakeholders through the experience in a step wise manner Allow better POV of users and journeys, when the experience can be viewed as an

unfolding design story Better enable stakeholders to play the role of the user as part of design

Define journeys, organically and iteratively - Reactive to change - Promotes curiosity Fidelity built through design, from drawings to full comp build out of tangible product Workflow & Status (boards), resolving issues and completion tracked at task / change /

modification level

Each process has a place in the Time / Collaboration quadrant Prototypes - build out user journey frameworks before committing to POC or MVP Co-creations - fundamentally educate internal client teams with higher collaboration Code-A-Thons - kick starting projects and immediately getting alignment

THANK YOU

We transform traditional businesses into digital leaders.