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Workshop: Design Upstream - Scaling Design Culture
The document discusses the importance of fostering a design-driven culture within organizations to enhance productivity, innovation, and collaboration. It outlines barriers that impede the impact of UX design, such as poor leadership, silos, and a lack of communication, while emphasizing strategies for enabling change and creating a performance culture. Additionally, it highlights the necessity for organizations to embrace design thinking to improve both product quality and team dynamics.
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Workshop: Design Upstream - Scaling Design Culture
- 1. Design Upstream Scaling DesignCulture in your Organization Chris Avore / @erova / March 30 2016
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- 4. Today’s Agenda • Introduction •Lecture • The current state: Design in your organization Second halfFirst half • Lecture • The future state: Enabling change as a team • Wrap up
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- 6. “Type a quotehere.” The Defining Elements of a Winning Culture There’s No Such Thing as a Culture Turnaround A Winning Culture Keeps Score How to Engender a Performance Culture
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- 9. Business needs to •reduce costs • improve quality of products & services • identify new opportunities for growth • increase productivity
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- 11. Businesses are sufferingfrom: • Incremental or little innovation • losing market share to new ideas, competitors • finding fundamental problems too late • job descriptions that confine talent • cultures of hoarding vs sharing
- 12. It used tobe that when we said we were going to be design-driven, the engineers said, “Well, here’s the technology constraints.” ! The product manager said, “Well, here’s the thing we have to solve,” and then gave it to the designers and said… http://www.businessweek.com/articles/2014-03-20/intuit-how-design-drove-its-turnaround http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround
- 13. Make it prettybefore it ships http://www.bloomberg.com/bw/articles/2014-03-20/intuit-how-design-drove-its-turnaround Make the logo bigger! Make it pop! This doesn’t look like Apple Less whitespace plz kthx is this above the fold?
- 14. deliver the planned thing deliverthe right thing>
- 15. Design averse cultureleads to… • low morale • distrust among departments, teams • design team perceived as decorators, not deciders • loss of credibility in good design • high turnover
- 16. A respectful, multi-teamcollaborative working environment where designers are empowered to effectively solve business problems via exploration, iteration, and validation.
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- 22. If they wantyou to cook the dinner, at least they ought to let you shop for some of the groceries. “
- 23. What barriers preventUX from having a greater impact? 30 minute exercise 10 minutes: Jot one barrier per Sticky 20 minutes: organize Stickies into themes Label themes and be prepared to share with group 15 minute discussion
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- 25. “What barriers preventUX from having a greater impact?” LACK OF LEADERSHIP 11% OVERALL FIRM CULTURE 9% https://www.forrester.com/Modernizing+User+Experience+In+Your+Firm/-/E-WEB18803
- 26. • Overall firmculture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Perception problem
- 27. • Overall firmculture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Influence problem
- 28. • Overall firmculture • Lack of leadership • Partial implementation • Lack of understanding • Silos and politics • Resource contraints } Visibility problem
- 29. What do UXersdo to impede having a bigger impact? 15 minute discussion
- 30. Look in themirror too • Speaking different languages • Different measures of success • Not embracing wider goals • Deliverable Dogma • Assuming non-designers don’t get design
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- 32. But before youcan change, you need to know where you are today.
- 33. Limited to feature implementation Designinforms product strategy, opportunity, innovation Strategy PROGRESSING / TACTICAL MODERN / STRATEGIC Build solutions based on requirements, specs • Address problems first • Establishes standards, patterns, priorities Design Tactical usability testing validate features • Beyond screens or dept • Hypothesis-based • Quant and Qual lenses Research
- 34. OUTDATED PROGRESSING MODERN SCOPE Ad#hoc,# digital#only Multiple#digital# touchpoints End5to5end,#digital#and#non5 digital STRATEGY Absent Gather#requirementsSet#vision#and#shape#a#road# map#aligned#to#firm#strategies RESEARCH Usability#testing Iterative#testing Ethno#research Qualitative/quantitative#drive# hypothesis5driven#experiments DESIGN Wireframes Process#goes#from# sketch#to#high5fidelity Sets#and#governs#experience# standards STAFFING Generalist#individual# contributors#only Full#teams#with# research,#IxD/visual# design,#prototypers Executive#leadership#plus# centralized#strategy#and# governance
- 35. Identify 1 pointin each attribute of design teams on the maturity model where you want to advance one step. Then briefly describe your plan of how you could lead that change effort. 15 minutes to complete 15 minutes table discussion
- 36. OUTDATED PROGRESSING MODERN SCOPE Ad#hoc,# digital#only Multiple#digital# touchpoints End5to5end,#digital#and#non5 digital STRATEGY Absent Gather#requirementsSet#vision#and#shape#a#road# map#aligned#to#firm#strategies RESEARCH Usability#testing Iterative#testing Ethno#research Qualitative/quantitative#drive# hypothesis5driven#experiments DESIGN Wireframes Process#goes#from# sketch#to#high5fidelity Sets#and#governs#experience# standards STAFFING Generalist#individual# contributors#only Full#teams#with# research,#IxD/visual# design,#prototypers Executive#leadership#plus# centralized#strategy#and# governance
- 37. What’s next • EnablingChange • Team-based scenario challenge • Additional practical approaches • Wrap up
- 38. Enabling Change Find anadvocate Establish a sense of urgency Craft a vision and a story Communicate the future state Celebrate short term wins Raise the profile Deliver the goods
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- 40. Enabling Change Find anadvocate Establish a sense of urgency Craft a vision and a story Communicate the future state Celebrate short term wins Raise the profile Deliver the goods
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- 43. Selecting the rightchallenge is paying attention to who else cares about it “
- 44. Find that Advocate •Expertise (may not be as important as others) • Control over resources (time, budget, people, expense) • Political support (access to influential colleagues, partners, network) • Build a coalition of advocates—don’t stop at 1
- 45. Establish a Senseof Urgency
- 46. Traits of ComplacentOrgs: • Too much past success • Lack of visible crises • Low performance standards • Insufficient feedback from external, trusted sources
- 47. How to increaseurgency • External data refutes comfortable status quo • Talk to unhappy or former customers • Show how profitable future opportunities are unobtainable with current mindset
- 48. Craft a vision*and* a story
- 49. • Feasible, appealingpicture of the future • Focused • Flexible • Easy to communicate to a variety of audiences • Tie back to vision • Anyone could deliver the story • Describe backgrounds, skills, techniques • Reinforce credibility, including external success • Describe reporting line, org hierarchy • Share physical locations Vision Story
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- 51. How to communicatethe vision • Share the spirit of vision, if not vision itself • Keep it simple, jargon-free • Multiple channels, forums even if not 100% official • Repetition, Repetition, Repetition, • Create a dialogue, not one-way communication
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- 53. Short term wins… •Visible to outsiders • Unambiguous • Tied directly to change effort, vision
- 54. Short term wins… •Provide evidence you’re on the right track • Help hone the vision and long-term strategies • Build momentum • Keep bosses/advocates on your side
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- 56. Raise your visibility •Present at annual sales kick-offs • Become part of the pitch of new hires or client visits • Attend conferences/trade shows attended by sales/marketing/account teams
- 57. In my careerat both Thomson Reuters and Nasdaq, I’ve never seen us build a solution that looks as clean and solid as this one
- 58. us In my careerat both Thomson Reuters and Nasdaq, I’ve never seen build a solution that looks as clean and solid as this one
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- 60. To become thattrusted partner, there is no substitute for demonstrated competence. “http://boxesandarrows.com/recruiting-your-army-creating-the-in-house-design-agency/
- 61. How to showyou’re good • Share usability clips—audio or video is best, not just transcripts • Perception of pace, even if you’re right on schedule • Performance metrics • Adhering to budget • Additional stakeholder validation
- 62. More KPIs • Revenuegenerated from new products • Projects in pipeline • Stage-gate specific • P&L impact • Patent applications or patents granted • Internal rate of return • Earned-Value Analysis • Press/Social mentions
- 63. Tie performance tothe big picture • Map your success to company goals • Is customer service mentioned as a core value? • Show how you reduced support calls by 20% • Is increasing margin a business goal? • Prove the new features command a higher price with less maintenance investment than preceding release.
- 65. Learn about thesilos
- 66. On silos (orclosed, tight networks) • Nonaligned and unshared priorities • Lack of information flow • Lack of coordinated decision making across silos • Groupthink / overconfidence of decisions / confirmation bias • Few new ideas • No incentive to share knowledge
- 69. Building those bridges Collaborativeworkshops • design studio • gamestorming activities • pre-mortem • design-the-box • magazine cover Promote & Publish • shared vision, north stars • useful, reusable assets • personas • successes • research findings
- 70. Help others helpthemselves
- 71. Resources • Inventory ofyour work • Design patterns lets designers focus on big problems • Style guide, fonts, palettes (or point to Marketing) • Personas & other research findings
- 72. Workshops • How toconduct design studio • How to discuss design via critique • How to conduct a customer interview • How to write a user story • Rethink the kick off meeting • Facilitate a retro
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- 75. The real risk •Other businesses or orgs will use their own budgets for hiring designers who won’t report to you • Those businesses may hire consultants or outside agencies to execute one project, but no long term engagement for knowledge sharing later • Design will be the scapegoat
- 76. Projects end Allies moveon Market conditions change Priorities shift Competitors evolve Teammates quit Such Disruption
- 77. Building a Cultureof Design
- 78. Building a Cultureof Design
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- 83. A culture ofquality requires employees to apply skills and make decisions in highly ambiguous but critical areas while leading them toward deeper reflection about the risks and payoffs of their actions. Creating a Culture of Quality http://hbr.org/2014/04/creating-a-culture-of-quality/
- 84. A culture ofquality requires employees to apply skills and make decisions in highly ambiguous but critical areas while leading them toward deeper reflection about the risks and payoffs of their actions. Creating a Culture of Quality http://hbr.org/2014/04/creating-a-culture-of-quality/
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- 86. Persuasion is aprocess not an event
- 87. Delivery is yourcurrency
- 88. Credibility is yoursocial capital
- 89. Your vision isyour access
- 90. THANK YOU Chris Avore/ [email protected] / @erova
- 91. Further Reading • LeadingChange by John Kotter • Communicating the UX Vision: 13 Anti-Patterns That Block Good Ideas by Martina Schell and James O’Brien • Designing for Growth: A Design Thinking Tool Kit for Managers by Jeanne Liedtka