ozIA 2008 - UX Strategy
UX Strategy
Steve BatyUX Strategist
the role of strategy in UX projects & teams
ozIA 2008 - UX Strategy
About me
ozIA 2008 - UX Strategy
About me
UX Consultant
ozIA 2008 - UX Strategy
About me
UX Consultant
1996
ozIA 2008 - UX Strategy
About me
UX Consultant
1996
1993
ozIA 2008 - UX Strategy
About me
UX Consultant
1996
Independent
1993
ozIA 2008 - UX Strategy
About meMBA
UX Consultant
1996
Independent
1993
ozIA 2008 - UX Strategy
About meMBA
UX Consultant
M.Ecommerce
1996
Independent
1993
ozIA 2008 - UX Strategy
About meMBA
UX Consultant
M.Ecommerce
B.Sc (Maths)1996
Independent
1993
ozIA 2008 - UX Strategy
About meMBA
UX Consultant
M.Ecommerce
B.Sc (Maths)1996
Independent
Archaeology
1993
ozIA 2008 - UX Strategy
About meMBA
UX Consultant
M.Ecommerce
B.Sc (Maths)1996
Independent
UXMatters - uxmatters.com
Archaeology
1993
ozIA 2008 - UX Strategy
“It is a matter of life and death, a road to either safety or ruin.”
-Sun Tzu
ozIA 2008 - UX Strategy
Strategy
ozIA 2008 - UX Strategy
Strategy
ozIA 2008 - UX Strategy
StrategyPlan
ozIA 2008 - UX Strategy
StrategyPurpose
Plan
ozIA 2008 - UX Strategy
StrategyPurpose
PlanResources
ozIA 2008 - UX Strategy
Strategy
Opportunity
Purpose
PlanResources
ozIA 2008 - UX Strategy
Strategy
Opportunity
Purpose
Plan
Compromise
Resources
ozIA 2008 - UX Strategy
Strategy
Opportunity
Purpose
Plan
Compromise
Resources
Combative
ozIA 2008 - UX Strategy
Strategy
Opportunity
Purpose
Plan
Compromise
Resources
CombativeAggressive
ozIA 2008 - UX Strategy
Competition
ozIA 2008 - UX Strategy
Competition
ozIA 2008 - UX Strategy
CompetitionPositioning
ozIA 2008 - UX Strategy
CompetitionPositioning
Value
Market
PriceQuality
Fixed pie
ozIA 2008 - UX Strategy
CompetitionPositioning
Value
Market
PriceQuality
Fixed pie
Competitive advantage
ozIA 2008 - UX Strategy
CompetitionPositioning
Value
Market
PriceQuality
Fixed pie
Competitive advantage
Sustainability
ozIA 2008 - UX Strategy
CompetitionPositioning
Value
Market
PriceQuality
Fixed pie
Competitive advantage
Sustainability
Industry structure
ozIA 2008 - UX Strategy
“Whoever is first in the field and awaits the coming of the enemy, will be fresh for the fight; whoever is second in the field and has to hasten to battle will arrive exhausted.”
- Sun Tzu
ozIA 2008 - UX Strategy
Value creation
ozIA 2008 - UX Strategy
Value creation
ozIA 2008 - UX Strategy
Value creation
Innovation
ozIA 2008 - UX Strategy
Value creationDefine the future
Innovation
ozIA 2008 - UX Strategy
Value creationDefine the future
Leverage
Innovation
Core competencies
Configuration
Combination
ozIA 2008 - UX Strategy
Value creationDefine the future
LeverageScenarios
Innovation
Core competencies
Configuration
Combination
ozIA 2008 - UX Strategy
Growing a Vital Team
“What are you working on?”
Designing Future Product and
Service Experiences
Globalization / Localization Standards
Following Trends & Upcoming Technologies
Delivering Funded Projects
Defining Tools & Processes
Design Research
Evangelizing our Efforts!
Experiments / Tech. Playground
UI Guidelines / Design Patterns
Coding Standards
Brand Definition, Branding Guidelines
Workshops & Training
Personas, Scenarios & Models
COMPETITION FOR THE FUTURECOMPETITION FOR THE PRESENT A Blueprint for Managing A Strategic In-House UX
Design Group by Stephen P. Anderson
Between delivering on funded projects and !ghting !res, it can be di"cult to set aside time for any strategic e#orts. Yet for many UX groups, this is where we could add the most value—demonstrating ways in which product or service experience could be signi!cantly better.
While it may be tempting to look for more time or resources for these e#orts, this is really about strategic planning. As leaders inside an organization, we have to be able to defend how every bit of our time—no matter how large or small— !ts into the overall strategic direction. This is especially the case where resources are tight and you have to make tradeo# and priority decisions that don’t sit well with some. I developed this model to help facilitate these discussions and communicate priorities in a way that makes sense to executive management.
Based on the two domains of ‘competing for the present’ (tactical work) and ‘competing for the future’ (strategic work), I’ve found this to be an e#ective way to communicate and rationalize where a team is spending time. With these domains as a foundation, I layered on the principal types of UX activities (research, persona creation, internal evangelism, screen design, etc.) that need to take place in order for us to be successful—over the long run— in our e#orts. This up-front planning has resulted in a balanced, holistic perspective on what needs to happen to be successful. As such, it’s been a great tool not only for planning and communicating, but also for keeping the team on track, focused and accountable.
Box 1Manage the
Present
Box 2Selectively
Abandon the Past
Box 3Create the
Future
Competition for the Present
Competition for the Future
Performance ManagementBenchmark Best Practices
Focus on Today’s CustomersFocus on Today’s TechnologiesFocus on Today’s Competitors
Centralized Resource AllocationLeverage Current Competencies
Growth and InnovationsCreate Next Practices
Focus on Tomorrow’s CustomersFocus on Tomorrow’s TechnologiesFocus on Tomorrow’s CompetitorsDecentralized Resource Allocation
Build New Competencies
CREDIT WHERE CREDIT IS DUE:
This is where MOST OF OUR TIME is spent, creating enhancements tied to product releases...
In this more speci!c, tactical context, a UX Designer makes consistent improvements that enhance product value and in$uence customer experience. However, even the designer’s best e#orts won’t compensate for an inappropriate business approach, or having, in e#ect, “solved the wrong problem”.
This work isn’t what motivates more visionary teams. But this is what demonstrates value in the short-term, earning the trust to pursue other ideas.
This is the exciting part– being able to design things as they should be...
In this more general strategic context, a designer can have a voice in articulating challenges, framing market strategy and designing approaches, thereby in$uencing outcomes.
PR
OJE
CT
FO
CU
SE
D E
FF
OR
TS
These artifacts create ALIGNMENT across
the organization
GU
ID
EL
IN
ES
& S
TA
ND
AR
DS
PR
AC
TIC
E R
EL
AT
ED
AC
TIV
IT
IE
S
This lets us create a shared UNDERSTANDING
of the design space
Expert Evaluations
ozIA 2008 - UX Strategy
ozIA 2008 - UX Strategy
“...We see the intersecting of the internet and mobility. Nokia has been a device company and that will remain a lucrative business for years to come, but instead of waiting until we have to change, Nokia is looking ahead and making changes now.”
ozIA 2008 - UX Strategy
ozIA 2008 - UX Strategy
Capabilities
ozIA 2008 - UX Strategy
CapabilitiesCard-sorting
Prototyping Analytics
Forms designUser testing
Gestural interfaces
Industrial design
Design documentation
Surveys & questionnaires
HostingSEO
Interface dev
Application dev
Project mgmt
ozIA 2008 - UX Strategy
Capabilities
ozIA 2008 - UX Strategy
CapabilitiesNot unique
Not sustainableNot an advantage
ozIA 2008 - UX Strategy
“There are not more than five cardinal tastes, yet combinations of them yield more flavours than can ever be tasted”
- Sun Tzu
ozIA 2008 - UX Strategy
Core Competencies
ozIA 2008 - UX Strategy
Core Competencies
C.K. Prahalad Gary Hamel
ozIA 2008 - UX Strategy
Core Competencies
Outsourcing
C.K. Prahalad Gary Hamel
ozIA 2008 - UX Strategy
Core Competencies
Iterative design
Outsourcing
C.K. Prahalad Gary Hamel
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
Outsourcing
C.K. Prahalad Gary Hamel
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
Infrastructure
Outsourcing
C.K. Prahalad Gary Hamel
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
InfrastructureService design
Outsourcing
C.K. Prahalad Gary Hamel
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
InfrastructureService design
Outsourcing
C.K. Prahalad Gary Hamel
Continuous improvement
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
InfrastructureService design
Outsourcing
C.K. Prahalad Gary Hamel
Continuous improvement
Building social networks
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
InfrastructureLogisticsService design
Outsourcing
C.K. Prahalad Gary Hamel
Continuous improvement
Building social networks
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
InfrastructureLogistics
Inventory management
Service designOutsourcing
C.K. Prahalad Gary Hamel
Continuous improvement
Building social networks
ozIA 2008 - UX Strategy
Core Competencies
Iterative designUser research
InfrastructureLogistics
Inventory management
Service designOutsourcing
C.K. Prahalad Gary Hamel
RelevanceImitation
Breadth
Continuous improvement
Building social networks
ozIA 2008 - UX Strategy
UX = ?
ozIA 2008 - UX Strategy
UX = ?
ozIA 2008 - UX Strategy
UX = ?
usefulness
ozIA 2008 - UX Strategy
UX = ?desirability
usefulness
ozIA 2008 - UX Strategy
UX = ?desirability credibility (+ trust)
usefulness
ozIA 2008 - UX Strategy
UX = ?
usability
desirability credibility (+ trust)
usefulness
ozIA 2008 - UX Strategy
UX = ?
usability
desirability
findability
credibility (+ trust)
usefulness
ozIA 2008 - UX Strategy
UX = ?
usability
desirability
findability
credibility (+ trust)
accessibility
usefulness
ozIA 2008 - UX Strategy
UX = ?
usability
desirability
findability
credibility (+ trust)
accessibilityvalue
usefulness
ozIA 2008 - UX Strategy
Value of UX
ozIA 2008 - UX Strategy
Value of UXEssential
ozIA 2008 - UX Strategy
Value of UXEssential
Sustainable competitive advantage
ozIA 2008 - UX Strategy
Value of UXEssential
Sustainable competitive advantage
Differentiation
ozIA 2008 - UX Strategy
Value of UXEssential
Sustainable competitive advantage
DifferentiationLoyalty
ozIA 2008 - UX Strategy
Value of UXEssential
Sustainable competitive advantage
DifferentiationLoyalty
Flow-through offline
ozIA 2008 - UX Strategy
Defining your strategy
ozIA 2008 - UX Strategy
Defining your strategyPurpose
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
ozIA 2008 - UX Strategy
Defining your strategy
Audience
PurposeGoals
ozIA 2008 - UX Strategy
Defining your strategy
Audience
PurposeGoals
Mental models
ozIA 2008 - UX Strategy
Defining your strategy
Audience
PurposeGoals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Differentiation
Goals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Differentiation
Dependencies Goals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Differentiation
Dependencies
CapabilityGoals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Brand Values Differentiation
Dependencies
CapabilityGoals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Brand Values Differentiation
Dependencies
Capability
Experience
Goals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Brand Values Differentiation
Dependencies
Capability
Experience
Information structure
Goals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Brand Values Differentiation
Dependencies
Capability
Experience
Information structure
Engagement
Goals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Brand Values Differentiation
Dependencies
Capability
Experience
Information structure
Findability
Engagement
Goals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
Audience
Purpose
Brand Values Differentiation
Dependencies
Capability
Experience
Information structure
Findability
Analytics
Engagement
Goals
Mental models
Context of use
ozIA 2008 - UX Strategy
Defining your strategy
ozIA 2008 - UX Strategy
Defining your strategyAmazon books
Huge catalogue
Findability
Ordering
Social/community
ozIA 2008 - UX Strategy
Defining your strategyAmazon books
Google search
Huge catalogue
Findability
RelevancePerformance
Reach
Scalability
Ordering
Social/community
ozIA 2008 - UX Strategy
Defining your strategyAmazon booksCustomer acquisition
Google search
Huge catalogue
Findability
RelevancePerformance
Sign-up
Value proposition
Reach
Scalability
Payment
Ordering
Social/community
ozIA 2008 - UX Strategy
Defining your strategyAmazon booksCustomer acquisition
Google search
Huge catalogue
Findability
RelevancePerformance
Sign-up
Value proposition
Reach
Scalability
Payment
Ordering
‘Ridiculously complex password requirements for a site that stores virtually no personal information other than site-specific prefs. Rgh!’
- Dan Brown
Social/community
ozIA 2008 - UX Strategy
Execution
ozIA 2008 - UX Strategy
Execution
ozIA 2008 - UX Strategy
ExecutionMarketing
ozIA 2008 - UX Strategy
ExecutionMarketing
IT
ozIA 2008 - UX Strategy
ExecutionMarketing
ITLogistics
ozIA 2008 - UX Strategy
ExecutionMarketing
ITLogistics
Sales
ozIA 2008 - UX Strategy
ExecutionMarketing
ITLogistics
Sales
Ad Agency
ozIA 2008 - UX Strategy
ExecutionMarketing
ITLogistics
Sales
Ad Agency
Interactive agency
ozIA 2008 - UX Strategy
ExecutionMarketing
ITLogistics
Sales
Ad Agency
Interactive agency
Executive commitment
ozIA 2008 - UX Strategy
ExecutionMarketing
ITLogistics
Sales
Ad Agency
Interactive agency
Executive commitment
It so often goes wrong
ozIA 2008 - UX Strategy
Alignment
ozIA 2008 - UX Strategy
Alignment
ozIA 2008 - UX Strategy
Alignment
Structure
ozIA 2008 - UX Strategy
Alignment
Structure
Technology
ozIA 2008 - UX Strategy
Alignment
Structure
Technology
Skills
ozIA 2008 - UX Strategy
Alignment
Structure
Technology
Skills
Staff
ozIA 2008 - UX Strategy
Alignment
Structure
Technology
Skills
Staff
Leadership
ozIA 2008 - UX Strategy
UX Teams
ozIA 2008 - UX Strategy
UX TeamsResearch and nail it or iterate?
ozIA 2008 - UX Strategy
UX TeamsResearch and nail it or iterate?
Staff experience
ozIA 2008 - UX Strategy
UX TeamsResearch and nail it or iterate?
Genius design
Staff experience
ozIA 2008 - UX Strategy
UX TeamsResearch and nail it or iterate?
Specialists or generalists
Genius design
Staff experience
ozIA 2008 - UX Strategy
UX TeamsResearch and nail it or iterate?
Specialists or generalists
Genius design
Staff experience
Patterns
ozIA 2008 - UX Strategy
UX TeamsResearch and nail it or iterate?
Specialists or generalists
Genius design
Staff experience
Patterns
UCD or ACD
ozIA 2008 - UX Strategy
Competitive Advantage
ozIA 2008 - UX Strategy
Competitive Advantage
“So, why choose you?”- Seth Godin
ozIA 2008 - UX Strategy
Competitive Advantage
“So, why choose you?”- Seth Godin
Differentiation
ozIA 2008 - UX Strategy
Competitive Advantage
“So, why choose you?”- Seth Godin
Differentiation
Sustainability
ozIA 2008 - UX Strategy
Competitive Advantage
“So, why choose you?”- Seth Godin
Differentiation
Sustainability
Difficult to imitate
ozIA 2008 - UX Strategy
Strategic thinking
ozIA 2008 - UX Strategy
Strategic thinkingChange the game.
ozIA 2008 - UX Strategy
Strategic thinkingChange the game.
ozIA 2008 - UX Strategy
Strategic thinkingChange the game.
ozIA 2008 - UX Strategy
References
ozIA 2008 - UX Strategy
Execution is everything - Steve Baty
Questions to ask for any UX Project - Steve Baty
User Experience Design - Peter Morville
Morville’s facets of UX refined? - James Melzer
Explaining Core Competence - Mind Tools
Nokia morphs itself from within - BBC
Your competitive advantage - Seth Godin
Managing a strategic UX team - Stephen P. Anderson
Jimmy Wales on Wikipedia - Xark!
The Art of War - Sun Tzu
Where software vendors should focus - McKinsey & Co
ozIA 2008 - UX Strategy
Steve Baty
ozIA 2008 - UX Strategy
Steve Baty
Twitter: docbaty
ozIA 2008 - UX Strategy
Steve Baty
Twitter: docbaty
Email: [email protected]
Web: www.meld.com.au
Slideshare: www.slideshare.net/stevebaty
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