Defining a Core Strategy with the UX Strategy Blueprint @JimKalbach - - PowerPoint PPT Presentation

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Defining a Core Strategy with the UX Strategy Blueprint @JimKalbach - - PowerPoint PPT Presentation

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Defining a Core Strategy with the UX Strategy Blueprint @JimKalbach AGENDA 14:00 Understanding strategy 15:00 Blueprint exercise 15:45 Break 16:00 Facilitating Strategy 16:45 Communicating strategy & exercise 17:30 Analysis and

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Defining a Core Strategy with the UX Strategy Blueprint

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@JimKalbach

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AGENDA

14:00 Understanding strategy 15:00 Blueprint exercise 15:45 Break 16:00 Facilitating Strategy 16:45 Communicating strategy & exercise 17:30 Analysis and Planning 17:30 End

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What is strategy?

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“Air Sandwich“

A strategy is a set of hypotheses about cause and effect….and can be expressed by a sequence

  • f if-then statements.

ROBERT KAPLAN & DAVID NORTON “Linking the Balanced Scorecard to Strategy” 1996

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“Air Sandwich“

A good strategy honestly acknowledges the challenges being faced and provides an approach to overcoming them.

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“Air Sandwich“

At general management’s core is strategy: defining a company’s position, making trade-offs, and forging fit among activities …Strategy renders choices about what not to do as important as the choice about what to do.

MICHAEL PORTER “What is strategy?” Harvard Business Review, 1996

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Austin Govella, www.agux.co

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Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.

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Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.

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Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.

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Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.

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Building strategy is a creative exercise to design a way of overcoming your key challenges to reach a desired outcome with an interlocking set of choices for consistency in action.

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Analysis Planning

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Analysis STRATEGY Planning

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ELEMENTS OF STRATEGY

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5 Ps OF STRATEGY

1. Pattern – Trends from the past 2. Position – Desired outcome 3. Perspective – Philosophy of working 4. Ploy – Out-maneuver opposing forces 5. Plan – Course of action

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1. What's your winning aspiration? 2. Where will you play? 3. How will you win? 4. What capabilities are needed? 5. How will you manage strategy?

5 STRATEGIC QUESTIONS

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LAFLEY & MARTIN MINTZBERG KEY QUESTIONS Pattern What are the key challenges? Aspiration Position What are your aspirations? Playing field Perspective What will you focus on? How to win Ploy What are your guiding principles? Capabilities Plan What types of activities are needed? Management How will you measure success?

STRATEGIC QUESTIONS

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UX STRATEGY

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So, what the heck is UX strategy?

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“Air Sandwich“

But these choices beget more choices in the rest of the

  • rganization… Each level in

the organization has its own strategic choice cascade.

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HIERARCHY OF STRATEGY

Corporate Strategy Brand Strategy Product Strategy UX Strategy

As strategy cascades down, its specificity reduces. A subordinate strategy is needed when superordinate strategies don’t provide clarity.

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UX STRATEGY

UX strategy helps the business solve its problems through an interlocking set of choices that coordinates UX activity for a desired experience.

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STRATEGY BLUEPRINT

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Aspiration Principles Focus Activities Outcomes Challenges

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www.experiencinginformation.com

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ELEMENT BUSINESS STRATEGY Challenges Losing customers and revenue due to disruption and slipping market relevance Aspiration Reinvent the business to maintain leadership Focus Areas

  • Global
  • Research institutions
  • Online channels
  • Social media

Guiding Principles Leverage scale and authority to win Activities

  • Acquire
  • Innovate business model
  • Refresh brand
  • Build expertise in social

Outcomes Retention Revenue

Einstein Media Co.

Worldwide leader in scientific publishing

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Ethnography Workflow models, touchpoint maps Guidelines and governance Enable users to be discoverers

  • f scientific

breakthroughs Modular, ubiquitous, but familiar formats Organize and design across workflows

  • Satisfaction

(SUS) % of UIs that comply to guidelines End consumers Communities, social Information interaction: finding & publishing

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Desired experience and impact on users’ lives Desired experience and impact on users’ lives

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Experience

Coherency Modernization Innovation

Individuals

Adoption Engagement Persuasion Friction

Process (internal)

Efficiency Effectiveness New methods Political

1 2 3

TYPES OF CHALLENGES

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ASPIRATION

What is the impact you aspire to have on people to transform their behaviors, experiences and lives?

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1. USERS

Segments Needs, behaviors Workflows Skill levels: average vs extreme users

  • 2. GEOGRAPHY

Countries Languages Cultures

  • 3. EXPERIENCES

Websites, Software Devices, Hardware Service touchpoints Cross channel

  • 4. ASPECTS OF UX

IA IxD Visual Design Content Effectiveness, efficiency, control, learnability, memorability Also: Interruptibility, shareability, glanceability, findability, …

FOCUS AREAS

Picking focus areas is about making decisions on trade-offs in advance.

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PRINCIPLES

  • Single words or short phase
  • Imperatives to the team
  • Easy to remember and repeat
  • Pneumonics

What mantras will guide the team?

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EXAMPLE: MILITARY

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EXAMPLE

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What are the TYPES of tasks you will carry out?

  • Ethnography
  • Personas
  • Journey mapping
  • Wireframing
  • Prototyping
  • Design exploration
  • Pattern, style guides
  • Research
  • Lean UX
  • Beta testing
  • Rapid prototyping
  • Benchmarking
  • Analytics
  • ...

ACTIVITIES

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Align to business outcomes

OUTCOMES

1.

Increase revenue

  • 2. Decrease cost
  • 3. Increase new business
  • 4. Increase existing business
  • 5. Increase shareholder value

Jared Spool: “UX means business” https://www.youtube.com/watch?v=hEyUe4q_pOk

= Growth

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EXAMPLE OUTCOMES

  • Deliver a high quality user experience that:
  • Improves customer satisfaction by 25%
  • Increases active usage by a factor of 2
  • Drive preference: 80% of users select the new solution
  • Maintain consistency across touchpoints
  • 80% of UIs pass a “consistency check“
  • Optimize our design processes
  • Shorten design time by 25%
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EXERCISE 2 – DEFINE CORE UX STRATEGY

In groups 1. Refer to the scenario

  • 2. On the UX Strategy Blueprint, record key points for each element of

the UX strategy. Write down a few keywords or phrase for each that reflect a viable approach.

  • 3. Skip elements that are unknown or make assumptions as needed.
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FACILITATING STRATEGY

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Why do we need UX strategy?

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“You’ve got to start with the customer experience and work backwards to the technology.”

STEVE JOBS (1997)

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Today, you need to build a better ecosystem that continues to be perceived as better and that somehow generates revenue in a world where customers expect things to be free.

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  • 1. Shift in business
  • 2. Ecosystem design
  • 3. “Air sandwich“

WHY UX STRATEGY

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“Air Sandwich“

An Air Sandwich is a strategy that has a clear vision and future direction on the top layer, day-to-day action on the bottom, and virtually nothing in the middle–no meaty key decisions that connect the two layers.

NILOFER MERCHANT

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  • 1. Shift in business
  • 2. Ecosystem design
  • 3. “Air sandwich“
  • 4. Large org with dependencies
  • 5. Migrations and acquisitions

WHY UX STRATEGY

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STRATEGIC CONVERSATIONS

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Will Miner, Director of UX 2U Inc

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George Kordas

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ENGAGE

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The Ask The Ask

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CHALLENGES: SAILBOAT

What’s holding us back now? What would make us go faster? What might get in our way ahead?

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FOCUS AREAS: WHAT‘S ON YOUR RADAR?

  • 1. Define the key areas of

concern

  • 2. Brainstorm examples and

aspects for each

  • 3. Prioritize by primary,

secondary, tertiary

Users Experiences Geographies Aspects of UX

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PRINCIPLES: 4 Ps

In marketing, the 4 Ps describe the key factors to consider

  • Product
  • Price
  • Promotion
  • Place (distribution)

Find a letter than can be used for 3-5 words defining your mantras

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ACTIVITIES: METHOD CARDS

Methodkit.com

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OUTCOMES: PIRATE METRICS

Acquisition Activation Retention Referral Revenue

  • 1. Brainstorm each

individually

  • 2. Consolidate across

the group

  • 3. Prioritize and select

most important

Dave McClure: http://www.expectedbehavior.com/experiments/pirate_metrics/

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ASPIRATIONS

The Ask

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circa 1886

Scientific American Supplement, No. 530, February 27, 1886 “A NEW PHOTOGRAPHIC APPARATUS”

This apparatus consists of a box containing a camera, A, and a frame, C, containing the desired number of plates, each held in a small frame of black Bristol board. The camera contains a mirror, M, which pivots upon an axis and is maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and sends the image coming from the objective to the horizontal plate, D, at the upper part of the camera. The image thus reflected is righted upon this plate. As the objective is of short focus, every object situated beyond a distance of three yards from the apparatus is in focus. In exceptional cases, where the operator might be nearer the object to be photographed, the focusing would be done by means of the rack of the objective. The latter can also slide up and down, so that the apparatus need not be inclined when buildings or high trees are being

  • photographed. The door, E, performs the role of a shade. When the apparatus

has been fixed upon its tripod and properly directed, all the operator has to do is to close the door, P, and raise the mirror, M, by turning the button, B, and then expose the plate. The sensitized plates are introduced into the apparatus through the door, I, and are always brought automatically to the focus of the objective through the pressure of the springs, R. The shutter of the frame, B, opens through a hook, H, with in the pocket, N. After exposure, each plate is lifted by means of the extractor, K, into the pocket, whence it is taken by hand and introduced through a slit, S, behind the springs, R, and the other plates that the frame contains. All these operations are performed in the interior of the pocket, N, through the impermeable, triple fabric of which no light can enter. An automatic marker shows the number of plates exposed. When the operations are finished, the objective is put back in the interior of the camera, the doors, P and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically closed, and, containing all the accessories, forms one of the most practical of systems for the itinerant photographer.—La Nature.

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[EASTMAN] recognized that his roll film could lead to a revolution if he focused on the experience he wanted to deliver, an experience captured in his advertising slogan, “You press the button, we do the rest.”

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PHOTOGRAPHERS

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THE ASK

Solutions that merely please, serve, meet the needs/specs, or delight customers don’t go far enough. They represent yesterday’s marketing and design paradigms. They misunderstand innovation’s real impact – transforming customers.

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ENTREPRENEURS

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Who does Google ask us to become?

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Kodak = Camera > Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers

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WIERDO

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Supersize

UNHEALTHY

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Kodak = Camera > Photographers eBay = Trading Platform > Entrepreneurs Google = Search Engine > Expert Researchers but… Segway = New Vehicle > Weirdo on Scooter Super Size = Value for Money > Unhealthy person

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EXERCISE – FACILITATION

In groups 1. For your scenario, try to answer the question, Who do you want your customers to become?

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COMMUNICATING STRATEGY

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DELIBERATE V EMERGENT STRATEGY

Intended Strategy Realized Strategy Deliberate Strategy Unrealized Strategy Emergent Strategy Learned Strategy

Minzberg & Waters. “Of Strategies Deliberate and Emergent” (1985)

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“Defining strategy as intended and conceiving it as deliberate, as has traditionally been done, effectively precludes the notion of strategic learning. Once the intentions have been set, attention is riveted on realizing them, not on adapting them. Messages from the environment tend to get blocked out. Adding the concept of emergent strategy…opens the process of strategy making up to the notion of learning.”

Minzberg & Waters. “Of Strategies Deliberate and Emergent” (1985)

STRATEGIC LEARNING

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“Air Sandwich“

Everyone has a plan until you get punched in the mouth.

MIKE TYSON

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STAYING ON TRACK

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It’s a dirty little secret: most executives cannot articulate the

  • bjective, scope, and advantage of their business in a

simple statement. If they can’t, neither can anyone else.

DAVID J. COLLIS AND MICHAEL G. RUKSTAD “Can You Say What Your Strategy Is?” Harvard Business Review (2008)

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  • 1. Discuss
  • 2. Diagram
  • 3. Document
  • 4. Illustrate

Multiple forms and repetition are essential

COMMUNICATING STRATEGY

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  • Workshops with mix of stakeholders
  • Conduct planned exercises
  • Lead discussions and make decisions
  • 1. DISCUSS
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  • 2. DIAGRAM
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G2W = G2M, people don‘t know what broadcasting is Make attendee experience awesome Awareness, education, socialize Customer G2MTW confusion Synch and asynch to cover the length and breadth of market Mobile Not easy to video broadcast Roles not clear, labels not clear Streaming provider crowding our space We‘re not preventing threat of new entry Space is evolving quickly, speed and velocity We don’t capture value

  • f live event, market not

sustainable We only extract value from organizer, not looking at value chain Need to learn the “what”, uncertain solutions Expand breadth to broadcasting tool Be integral part

  • f marketing,

sales flows Self service As relevant as twitter in terms

  • f being a

megaphone to the world People can speak to the world for free Disrupt media, demand gen R&D Infrastructure to big and expernsive Overall attendee experience

  • Easy join;
  • Any, any, all;
  • Interaction

Agile, iterative work, better teamwork GEO: US, with some international 6 languages Organizers: content creation, capturing and sharing Iterative delivery Acquisitions Re-invent the webinar/webcast /livestream category G2MTW technical dependencies Don’t move quick enough to capture market value Superflexible solutions that anyone can develop on Love the low end Highlight the unique value of G2W Increase attendee tNPS G2W outgrows SF and G2M APIs Separate layers Explore Freemium Tell the G2W story Fast, but smart delivery Process Lean Startup and “true”, iterative agile

Market CX / Product Process / Development Biz / Steering Team

Oranizers become broadcasters Clarify event roles Risk averse Lack of strategy Lack of discipline n teams have experienced the G2W roadshow n new innovations, features, products launched Redesign

  • rganizer

experience R&D Past and future vision of G2W

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Compile and document elements (~2 pages)

  • 3. DOCUMENT
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  • 3. DOCUMENT
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PLAYBOOK

Detail each one of the activities in a playbook for repeating, consistent action.

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Create artifacts that embody key elements of your strategy

  • Prototypes
  • Scenarios
  • Storyboards
  • Videos
  • 4. ILLUSTRATE
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EXAMPLE STORYBOARD

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EXAMPLE STORYBOARD

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On a single piece of paper, summarize your strategy so far in a diagram to be able to communicate it to others.

EXERCISE 6: COMMUNICATING

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ANALYSIS & PLANNING

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Analysis STRATEGY Planning

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What are some types of activities you might perform for strategic analysis?

EXERCISE 4: STRATEGIC ANALYSIS

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  • 1. Ansoff Matrix
  • 2. Business Model Canvas
  • 3. Experience Mapping
  • 4. Strategy Canvas
  • 5. Concept Diagrams
  • 6. Activity Maps
  • 7. Others

TOOLS

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EXISTING NEW EXISTING NEW

Penetration Innovation Expansion Diversification

MARKET OFFERING

Ansoff Matrix

  • 1. TYPES OF GROWTH
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EXISTING NEW EXISTING NEW

TYPES OF UX STRATEGY

Optimization (penetration) Migration (innovation) Adaptation (expansion) Introduction (diversification)

T arget Users User Experience

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1. Challenges 2 Aspiration 3. Focus Areas 4. Principles 5. Activities 6. Outcomes Optimization Migration Adaptation Innovation

TYPES OF UX STRATEGY

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BRANDON SCHAUER "The Long Wow" Adaptive Path Blog (2007)

THE LONG WOW

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  • 2. BUSINESS MODEL CANVAS
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  • 3. MAPPING EXPERIENCES

Individuals Organization

Value

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Individual Organization Interactions

CUSTOMER JOURNEY MAP

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  • 4. STRATEGY CANVAS
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  • W. CHAN KIM & RENEE MAUBORGNE Blue Ocean Strategy (2005)
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STRATEGY CANVAS FOR UX

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  • 5. CONCEPT DIAGRAMS

http://www.flickr.com/photos/bryce/58299511/

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CUSTOMER VALUE CHAIN

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FOCUS AREAS: Domain Model - BBC Wildlife

MIKE ATHERTON, “Beyond the Polar Bear.” http://www.slideshare.net/reduxd/beyond-the-polar-bear

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Ad hoc

Session

Audio Video

Zeus 1.1 (GoTo)

Collabor- ators Screen Sharing

Contacts

Presence

Chat

People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Interaction Length

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Ad hoc Session

Audio Video

Zeus 1.2 (GoTo)

Screen Sharing

Contacts

Presence

Meeting Room

Organizer Collabor- ators Participants White- board Files

Agendas

Notes Tasks

Meetings

Chat

People Interactions Content Purpose Context Tools Finance Activity Workflow

Histories

FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization Interaction Length Leave- Behind Referral System

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Workspace Ad hoc Session

Audio Video

Zeus 1.3 (GoTo)

Screen Sharing

Contacts

Presence

Organizer Collabor- ators Participants White- board

Files Agendas Notes Tasks

Meetings

Chat

Record- ings

Leave- Behind

eCommerce

People Interactions Content Purpose Context Tools Finance Activity Workflow

Histories

FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization

Help

Referral System Interaction Length

3rd Party

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Workspace Session

Audio Video

Zeus 2.T (GoTo)

Screen Sharing

Contacts

Presence

Trainer

Registrants

White- board Files

Agendas

Notes Tasks

Trainings

Co- trainer Polling

Histories / reports

Hand Raise Q&A

Attent- tion

Others’ screen displays

Tests, Surveys Chat Record- ings eCommerce

Breakouts

Training

Faciliator

People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization

Help

Registrant List & Management

Interaction Length

Training fees

Target Market

Sponsor, stake- holder

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Workspace Session

Audio Video

Zeus 2.W (GoTo)

Screen Sharing

Contacts

Presence

Presenter

Registrants

White- board Files

Agendas

Notes Tasks

Webinars

Co- presenter

Polling

Histories / reports

Hand Raise Q&A

Attent- tion

Chat Record- ings eCommerce

Others’ screen displays

Faciliator

Webinar

People Interactions Content Purpose Context Tools Finance Activity Workflow FLAT HIERARCHICAL 1 > 1000 SHORT LONG # of People Organization

Help

Registrant List & Management

Interaction Length

Webinar fees

Target Market

Sponsor, stake- holder

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MICHAEL PORTER “What Is Strategy“ Harvard Business Review (1996)

  • 6. ACTIVITY MAP
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IKEA Activity Map: UX Overlay

EXAMPLE ACTIVITY MAP

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BUILD MEASURE LEARN DISCOVER

Card Sort Persona

Proto- types Wire- frames RITE Prior- itize Beta

Kano Iterate

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  • 1. Competitor review
  • 2. Metric analysis
  • 3. Resource assessment
  • 4. Budget review

…

  • 7. OTHER TECHNIQUES
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What are some types of planning you might perform as output of a UX strategy? What are some specific examples of each?

EXERCISE 5: PLANNING

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PRIORITIZATION

Effort

EASY HARD

Impact

LOW HIGH

Do these first Do these last Do these second Do these third

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PRIORITIZATION: KANO

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RIVER DIAGRAM

Sequence of event, not a project plan.

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Not a project plan (yet)

PROCESS

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Danke schön Danke schön Danke schön Danke schön

@JimKalbach @JimKalbach @JimKalbach @JimKalbach