![28
DEFINITIONS OF UX STRATEGY
UX strategy is the ”Big Picture”. It is the high-level plan to achieve one or more
business goals. UX strategy is based on four tenets: business strategy, value
innovation, validated user research, and killer UX design.’ - Jamie Levy
A strategy is an approach or plan of action to achieve a major goal. A user
experience strategy applies this approach to UX design.’ – Paul Bryan
What good UX strategy actually entails is researching and recognizing the
constraints and concerns from all sides and painting a big red target on the wall so
that everyone involved can make decisions that serve researched, vetted, and
defined objectives.’ – Robert Hoekman Jr
[UX] Strategy is about uncovering the key challenges in a situation and devising a
way of coordinating effort to overcome them for a desired outcome.’ – Kim Kalbach](https://image.slidesharecdn.com/bunnyfootux-strategy-event-deckbf3011v5-170721113853/75/Bunnyfoot-UX-Strategy-Workshop-28-2048.jpg)
More Related Content
Similar to Bunnyfoot UX Strategy Workshop
Bunnyfoot UX Strategy Workshop
- 1. Dr Jon Dodd DrPete Underwood UX STRATEGY WORKSHOP 20th July 2017
- 2. 2 THE PLAN FORTHIS AFTERNOON 14:00 - Session 1 Introductions What is UX Strategy? How do you do it? Is your company ready for UX Strategy? 15:15 – Refreshment break 15:30 – Session 2 Group discussions Feedback session 16:45 – Drinks and networking
- 3.
- 4. 4 DR JON DODD Dphil.‘Visual and computational neuroscience’ Co-founder, Bunnyfoot 1999 My passion: Apply the brainy bits from science and psychology to customer experience Overall lead for UCD, customer experience, training Project director, lead consultant, designer on a wide variety of UX and service design projects e.g. Virgin holidays, Microsoft, NHS, Tesco, easyJet, Boden, M&S, Kier, Virgin Media, Royal Caribbean, Sky… 2014 took part in the clipper round the world yacht race Frustrated author, recent stand up comedian, training for a half iron man
- 5. 5 DR PETE UNDERWOOD PhD‘Human factors’ Consultant at Bunnyfoot since 2015 My passion: The same as Jon’s, i.e. using science to make stuff work better for people Main focus on research and strategy projects, training Lead consultant on a wide range of UCD projects e.g. BBC, Sky, Vodafone, Historic Royal Palaces, EDF, Compare The Market, Experian… 2017 walked 90 miles along the Thames to Hampton Court Palace Recovering runner, bedroom guitarist, aircraft accident investigator
- 6. 6 WE’LL BE ASKINGYOU QUESTIONS Wifi network: CCTV Barbican Password: CCTvw1f1 Please go to: slido.com Event code: uxstrat
- 7. 7 PLEASE ASK USQUESTIONS! Please ask questions about anything from the presentation that grabs your interest (using the Questions tab on Sli.do) We’ll address a selection of them in the second part of the workshop We encourage you to ‘like’ questions – this will help us to understand which topics we should cover in the second session Don’t worry – we already have a few interesting topics up our sleeve for you to discuss But we’d really like to have your input so you can get the most value from today
- 8. 8 WHAT IS UXSTRATEGY? Your definitions please… Q?
- 9. 9 IT’S USEFUL TODEFINE… User Experience Customer Experience Strategy
- 10. 10 WHAT IS USEREXPERIENCE? …and usability Q?
- 11. 11 IT’S NOTA TRICKQUESTION! Many people (and the ISO) think it is the addition of stuff before and after a specific interaction (where the interaction concerns usability) Imagining the use of the product without actually having used it (subjective expectations) Identification with or dissociation from the product. (reflective thoughts/feelings) Effective, efficient and satisfactory completion of goals (evaluation while using) User Experience (ISO 9241-210) Usability (ISO 9241-11) BEFORE USE ‘anticipating’ DURING USE ‘using’ AFTER USE ‘digesting’ Some people define it as the more emotional parts There are lots of definitions flying about…
- 12. 12 WE LIKE THISDEFINITION The user experience is the totality of end-users’ perceptions as they interact with a product or service. These perceptions include effectiveness (how good is the result?), efficiency (how fast or cheap is it?), emotional satisfaction (how good does it feel?), and the quality of the relationship with the entity that created the product or service (what expectations does it create for subsequent interactions?).’ - Kunivsky, 2010
- 13. 13 WHAT IS CUSTOMEREXPERIENCE? Q?
- 14. 14 SOME DEFINITIONS OFCUSTOMER EXPERIENCE Customer experience is the sum of all experiences a customer has with a supplier of goods or services, over the duration of their relationship with that supplier’ The combination of rational and emotional factors of using a company’s online services which influences customers’ perceptions of a brand online
- 15. 15 IS THERE ADIFFERENCE BETWEEN UX AND CX? What do you think? Q?
- 16. 16 AGAIN, IT’S USEFULTO DEFINE… User Customer
- 17. 17 THE (BUSINESS) DICTIONARYDEFINITIONS Entity that has authority to use an application, equipment, facility, process, or system, or one who consumes or employs a good or service to obtain a benefit or to solve a problem, and who may or may not be the actual purchaser of the item. User A party that receives or consumes products (goods or services) and has the ability to choose between different products and suppliers. Customer
- 18. 18 COMPARE THE ROLESOF UX/CX CREATORS… UX Researcher UX Designer Information Architect Interaction Designer Interface Designer Usability Engineer Developer UX CX Customer manager CRM Manager Product Manager Marketing Manager Market Researcher Business Analyst ROLES
- 19. 19 WE CAN ALSOCOMPARE TOOLS & PROCESSES User Research Personas User Journeys Prototyping Usability Testing Information Architecture Design Principles Style Guides UX CX Customer Research Personas Customer Journeys Prototyping Design Business Cases Business Strategy KPIs TOOLS
- 20. 20 YOU COULD ARGUETHAT UX IS A PART OF CX UX Research, design and optimisation of digital touchpoints CX Aligning business strategy and operations with the desired brand experience across all touchpoints CX UX
- 21. 21 UCD UNDERPINS ANDIS ESSENTIAL TO BOTH
- 22. 22 HERE’S OUR APPROACHTO UCD
- 23. 23 POLL #1 When you'retalking with colleagues about designing products/services, do you talk about… Please go to: sli.do Event code: uxstrat
- 24. 24 WHAT IS STRATEGY? Yourdefinitions please Q?
- 25.
- 26. 26 SOME MORE… Strategy determinesthe direction and scope of an organization over the long term. It should determine how resources should be configured to meet the needs of markets and stakeholders – Johnson & Scholes Strategy defines and communicates an organization's unique position, it should determine how organizational resources, skills, and competencies should be combined to create competitive advantage – Porter
- 27. 27 SO, FINALLY… WHATIS UX STRATEGY? Q?
- 28. 28 DEFINITIONS OF UXSTRATEGY UX strategy is the ”Big Picture”. It is the high-level plan to achieve one or more business goals. UX strategy is based on four tenets: business strategy, value innovation, validated user research, and killer UX design.’ - Jamie Levy A strategy is an approach or plan of action to achieve a major goal. A user experience strategy applies this approach to UX design.’ – Paul Bryan What good UX strategy actually entails is researching and recognizing the constraints and concerns from all sides and painting a big red target on the wall so that everyone involved can make decisions that serve researched, vetted, and defined objectives.’ – Robert Hoekman Jr [UX] Strategy is about uncovering the key challenges in a situation and devising a way of coordinating effort to overcome them for a desired outcome.’ – Kim Kalbach
- 29. 29 POLL #2 Does yourcompany have a UX Strategy? Please go to: slido.com Event code: uxstrat
- 30. 30 WHY DO UXSTRATEGY? Your thoughts about the benefits…? Q?
- 31. 31 SOME OF THEBENEFITS… Differentiates a company’s products and services from competitors Prioritises key customer segments (personas/user groups), and how to address their needs, wants, and interactive behaviours Provides a prioritised road map that shows how future releases progressively achieve high-level goals Avoids tending towards just tactical UX - Do what seems best right now, i.e. avoids turd polishing Aligns internal teams with a single coherent vision Gives accountability - aligning with business objectives, i.e. the product/service has to work and sell, not just look good Avoid clashes of opinion, the HIPPO effect, design by committee etc.
- 32. 32 HOW DO YOUDO UX STRATEGY? Q?
- 33. 33 ESSENTIALLY IT’S THIS… UX Strategy Solutionvalue People, processes and technology Solution design Business value Acquisition, retention and efficiency Business design User value Interactions, goals and emotions Experience design Find the sweet spot where value is added for users and your business Feasible What can be created now/in the future? Viable What can the business support now/in the future? Desirable What do people want/need?
- 34.
- 35. 35 IT CAN BEA COMPLEX PROCESS How do you deal with this bit? It can feel uncomfortable and does not always sit well with established ways of working
- 36. 36 A USEFUL FRAMEWORK Drivers Current state Barriers Desired state Strategy Businessand Brand strategies 1 Where are we now? 2 Where do we want to be? 3 What’s our plan? 4 How will we know we’re on track? 5
- 37. 37 A USEFUL FRAMEWORK Businessand Brand strategies What’s the vision for our business? What’s our target position in the market? What’s our brand promise and values? What are our branding assets? Who are our target customers? How should our customers to feel about us? 1
- 38. 38 HERE’S A USEFULFRAMEWORK Business and Brand strategies Where are we now? What’s the vision for our business? What’s our target position in the market? What’s our brand promise and values? What are our branding assets? Who are our target customers? How should our customers to feel about us? What are our customers’ goals, needs, priorities? What’s in our customers’ environment? What’s the current customer journey? 1 2
- 39. 39 A USEFUL FRAMEWORK Businessand Brand strategies Where are we now? Where do we want to be? What’s the vision for our business? What’s our target position in the market? What’s our brand promise and values? What are our branding assets? Who are our target customers? How should our customers to feel about us? What are our customers’ goals, needs, priorities? What’s in our customers’ environment? What’s the current customer journey? What’s our vision for the desired customer experience? What will the future customer journey be? What are our guiding experience principles? 1 2 3
- 40. 40 A USEFUL FRAMEWORK Businessand Brand strategies Where are we now? Where do we want to be? What’s our plan? What’s the vision for our business? What’s our target position in the market? What’s our brand promise and values? What are our branding assets? Who are our target customers? How should our customers to feel about us? What are our customers’ goals, needs, priorities? What’s in our customers’ environment? What’s the current customer journey? What’s our vision for the desired customer experience? What will the future customer journey be? What are our guiding experience principles? What are the gaps between the current and future customer experiences? How will close those gaps? How will we trade- off, prioritise and focus on important issues? What’s our roadmap for delivering innovation? 1 2 3 4
- 41. 41 A USEFUL FRAMEWORK Businessand Brand strategies Where are we now? Where do we want to be? What’s our plan? How will we know we’re on track? What’s the vision for our business? What’s our target position in the market? What’s our brand promise and values? What are our branding assets? Who are our target customers? How should our customers to feel about us? What are our customers’ goals, needs, priorities? What’s in our customers’ environment? What’s the current customer journey? What’s our vision for the desired customer experience? What will the future customer journey be? What are our guiding experience principles? What are the gaps between the current and future customer experiences? How will close those gaps? How will we trade- off, prioritise and focus on important issues? What’s our roadmap for delivering innovation? What are the key performance indicators and targets for creating the future customer experience? How will we know if our business is capable of delivering the future customer experience? 1 2 3 4 5
- 42. 42 A USEFUL FRAMEWORK Businessand Brand strategies Where are we now? Where do we want to be? What’s our plan? How will we know we’re on track? What’s the vision for our business? What’s our target position in the market? What’s our brand promise and values? What are our branding assets? Who are our target customers? How should our customers to feel about us? What are our customers’ goals, needs, priorities? What’s in our customers’ environment? What’s the current customer journey? What’s our vision for the desired customer experience? What will the future customer journey be? What are our guiding experience principles? What are the gaps between the current and future customer experiences? How will close those gaps? How will we trade- off, prioritise and focus on important issues? What’s our roadmap for delivering innovation? What are the key performance indicators and targets for creating the future customer experience? How will we know if our business is capable of delivering the future customer experience? 1 2 3 4 5
- 43. 43 BUSINESS AND BRANDSTRATEGIES
- 44. 44 HOT OFF THEPRESS! aeg
- 45. 45 THE USER EXPERIENCEIS REALITY Snapchat lets you easily talk with friends, view Live Stories from around the world, and explore news in Discover. Life's more fun when you live in the moment!
- 46. 46 BRANDING HELPS DELIVERCONSISTENT UX If you know your brand and what you want it to be, you can give your customers a consistent impression of your company.
- 47. 47 DON’T JUST THINKABOUT YOUR CUSTOMERS Employees Customers Protest actors Other networks Media Suppliers Political actorsInterest groups Partners Your business
- 48. 48 REALISE OTHER PEOPLEWILL TALK ABOUT YOU Employees Customers Protest actors Other networks Media Suppliers Political actorsInterest groups Partners Your business
- 49. 49 WHERE ARE WENOW?
- 50. 50 THERE ARE ALOT OF USEFUL METHODS! Define/confirm the problem space/brief One or more of: Mission statements, brand values, elevator pitch, competitor analysis, SWOT, Johari window, 7C’s, brochure, cereal box, environment map, ad libs, 5 whys, Pre-mortem, Kipling’s checklist, AEIOU… Define/review the target customers One or more of: Segments, (proto) personas, empathy maps, complexograms, emotional matrix, mental models, experience maps, scenarios, service design blueprints, user stories…
- 51.
- 52.
- 53. 53 THE CUSTOMER SERVICEGAP MODEL Customer expectations Knowledge gap Do your research to reduce this gap Service quality specification Set the specification to meet customer expectations Policy gap Service delivery Attempt to deliver the specification (resources etc.)Delivery gap Service delivery External comms to customers Communicate realistically and truthfully – help set expectationsCommunications gap Customer perception Overall goal: Reduce this gap! but be careful with exceeding expectations Management perceptions of customer expectations Management perceptions of customer expectations Service quality specification
- 54. 54 COMPETITOR ANALYSIS Understanding yourcompetitors will help you: Position your brand Identify opportunities for value innovation and differentiation Understand what you should and shouldn’t be doing
- 55. 55 WHERE DO WEWANT TO BE?
- 56. 56 RED OCEAN ORBLUE OCEAN?
- 57. 57 ANOTHER WAY TOTHINK ABOUT IT Optimisation (penetration) Migration (innovation) Adaptation (expansion) Introduction (diversification) Current NewNewExisting User Experience TargetUsers
- 58. 58 EXPERIENCE PRINCIPLES ARESTRATEGIC DESIGN SPECIFICATIONS Principles/heuristics e.g. Nielsen & Molich, Schneiderman, Norman short ‘rules’ without much advice on how to design Design Patterns Hands on advice, yet flexible in implementation. Recommendations based on best practice Guidelines/prescriptions e.g. Apple Human Interface Guidelines Fixed rules or prescriptions Human based Universal Resilient Somewhat technology based Technology based Focused Not Resilient Principles lie at the strategic end Vague/high level Flexible yet tangible Strict
- 59. 59 EXPERIENCE PRINCIPLES Experience principlesdescribe the core experience values of a product or a service They provide a consistent vision of the project for the project team to move towards and to communicate to stakeholders They help frame decision making and establish success criteria for the project They should be defined and explored concurrently with the requirements gathering/scope definitions process to help guide the solutions and concepts They should be written in a short and memorable way
- 60. 60 HOW DO YOUCREATE THESE PRINCIPLES? User research Brand DNA Desk research Experience Principles Brand DNA Brand values, identity, personality etc. Desk research Analysis of previous projects and existing data sets User research Interviews, focus groups, contextual research, surveys etc. A mixed-methods approach will give you the richest insight into what your principles should be
- 61. 61 A CURRENT EXAMPLE… Theseprinciples were broken down into 30 different statements, e.g.: Principle: Allowing them to regain control of their finances Statement: Granting access to all functionalities in all-digital touch points Creating statements helps define the success criteria
- 62. 62 CONSIDER THE ETHICSOF YOUR DESIGNS
- 63.
- 64. 64 BUSINESS MODEL CANVAS Keypartners • Who are your key partners/suppliers? • What are the motivations for the partnerships? Key activities • What key activities does your value proposition require? • What activities are most important in the distribution channels, customer relationships, revenue stream…? Value propositions • What core value do you deliver to the customer? • Which customer needs are you satisfying? Customer relationships • What relationship does the target customer expect you to establish? • How can you integrate that into your business in terms of cost and format? Customer segments • Who is your most important customer(s)? Key resources • What key resources does your value proposition require? • What resources are most important in the distribution channels, customer relationships, revenue stream…? Channels • Which channels can be used to reach your customers? • Which channels work best? How much do they cost? How can they be integrated into your and your customers’ routines? Cost structure • What are the key/largest costs in your business? • Which key resources/activities are the most expensive? Revenue streams • What value are customers really willing to pay for? • How do they currently pay? How would they prefer to pay? • How much does each revenue stream contribute to the overall revenue?
- 65. 65 EXPERIENCE MODEL CANVAS Aspirations •What are the ideal desired outcomes? • What do you want to achieve? Focus Areas • What is the scope of the strategy? • What will you focus on for the most impact? Guiding Principles • How will you overcome the challenges? • What specific mantras will guide teams? Activities • What types of activities solve the problems? • What capabilities achieve your aspirations? Challenges • What problems are you trying to solve? • What obstacles must you overcome? Measurements • What types of measurement will you employ? • What metrics will be used to gauge success?
- 66. 66 HOW THE PLANGETS EXECUTED Discover Define Develop Deliver Problem Solution Problem definition Create the strategy Execute the strategy Research User centred Empathetic Insights Needs/values Touchpoints Ideation Brainstorm Prototypes Specific solutions
- 67. 67 HOW WILL WEKNOW WE’RE ON TRACK?
- 68. 68 KPIS AND METRICS KeyPerformance Indicators (KPIs) come in various shapes and sizes It’s important to understand which ones are important for your business and your customers! Soft KPIs will typically be more customer-focused Hard KPIs Soft KPIs Revenue Customer loyalty Profit Satisfaction Market share Usability Products sold Brand perception … …
- 69. 69 CHOOSE YOUR METRICSWISELY!
- 70. 70 UNDERSTAND SOFT KPIPROGRESS Define the behaviours which drive your soft KPIs, identify the metrics that will measure these and track them in a dashboard. You can standardise and weight the metrics that track KPI progress. You can also standardise, weight and integrate your KPIs so you have an overall score for your customer experience. NPS Satisfaction Return visits Customer loyalty Score (1-5) Score (1-5) Score (1-5) x1.0 x2.5 x0.5
- 71. 71 IS YOUR COMPANYREADY FOR UX STRATEGY?
- 72. 72 WHAT’S YOUR COMPANY’SUX MATURITY? Knowing how to create and execute a brilliant UX Strategy won’t get you very far if the rest of your organisation doesn’t embrace user centred design. Peter Drucker
- 73. 73 WHAT IS UXMATURITY? “The level of understanding and implementing, and positive attitudes towards a systematic human- centred design process within an organisation.” Peter Drucker
- 74. 74 HOW DO YOUMEASURE UX MATURITY?
- 75. 75 THE SEVEN STAGESOF UX MATURITY -1 Indifference/ hostility 0 Incomplete 1 Performed 2 Managed 3 Established 4 Predictable 5 Innovating
- 76. 76 1. INDIFFERENCE /HOSTILITY Indifference or outright hostility towards Usability Developers don't care about users or their needs; their only goal is to build features and make them work on the computer In this mindset, humans are irrelevant – they're told to use the system, regardless of whether doing so is easy or pleasant Usability activities are considered counterproductive and suppressed and detested -1 Indifference/ hostility You do UX? Meh…
- 77. 77 0. INCOMPLETE TheUX, UX Strategy, UCD design process is not implemented, or fails to achieve its process purpose. At this level there is little evidence of any systematic achievement of the process purpose. Product managers say that they care about usability, but when it comes to spending resources or making inconvenient decisions to achieve usability, nothing happens. Usability is fine if it comes for free, happy to tick the box if its quick and easy to do but no one is committed to it. 0 Incomplete All talk and no action
- 78. 78 1. PERFORMED Thebasic UX activities achieve their process purpose Usability is achieved by enthusiastic individuals using ad-hoc processes There is an inherit danger if the enthusiasts leave the organisation, usability will go with them 1 Performed Basics achieved by the ‘keen beans’
- 79. 79 2. MANAGED TheUX process (strategy) is implemented in a managed fashion (planned, monitored and adjusted), and its work products are appropriately established, controlled and maintained The process is planned and monitored If the high level management fail to monitor or control usability then it will get forgotten2 Managed UX is achieved from the top down
- 80. 80 3. ESTABLISHED UXefforts are organised at a company-wide level The human-centred design process is implemented using a defined process that is capable of achieving its process outcomes. A standard process, including appropriate tailoring guidelines, is defined and maintained. UX represented at board level3 Established A standard UX process is defined and maintained
- 81. 81 4. PREDICTABLE TheUX strategy and design process is executed consistently within defined limits The process is aligned with quantitative business goals 4 Predictable UX is aligned with business goals and executed consistently
- 82. 82 5. INNOVATING TheUX strategy and design process is continuously improved to respond to change aligned with organisational goals Process innovation objectives are defined that support the relevant business goals The UX strategy and design process will change with the business goals 5 Innovating Continuous improvements that will change the organisation
- 83. 83 POLL #3 -1 Indifference/ hostility 0 Incomplete 1 Performed 2 Managed 3 Established 4 Predictable 5 Innovating What isyour organisation’s UX maturity level? Please go to: slido.com Event code: uxstrat
- 84. 84 WHAT SHOULD YOURUX MATURITY BE? UX efforts are organised at a company-wide level The human-centred design process is implemented using a defined process that is capable of achieving its process outcomes. A standard process, including appropriate tailoring guidelines, is defined and maintained. UX represented at board level3 Established A standard UX process is defined and maintained
- 85. 85 WHAT’S YOUR COMPANY’SUX MATURITY? You can start by asking a few simple questions about your organisation: Does it actually know what UX is? (not just a buzz word) Does it practice UX? Does it know how which method is ‘best’? Does it know when they need to do it and why? Is it integrated into the way the business works or more of a box ticking exercise at the end of a project? Does it have sufficient and dedicated budget and resources secured for UX activities? What is the companies’ culture and attitude like towards UX? Peter Drucker
- 86. 86 INCREASING UX MATURITY= CHANGE
- 87. 87 TIME FOR SOMEREFRESHMENTS
- 88.
- 89. 89 TIME TO GETYOUR THINKING CAPS ON
- 90. 90 DISCUSSION GROUP SESSION Gettogether with your group mates Discuss your given topic Capture thoughts on the flipchart paper Nominate a spokes person Feedback your thoughts to the room Bask in the glow of your amazing insights!
- 91. 91 TIMINGS 20 mins discussiontime 40 mins feedback (5 mins per group)
- 92. 92 LET’S HEAR WHATYOU’VE DISCUSSED
- 93.
Editor's Notes
- #7 We’ll be asking you questions throughout the session, some of which we’ll be using a polling system for. So, please take a moment to log into the Wifi and go to slido.com Please stick your hand up if you’re having difficulty getting into the event
- #12 Given your collective knowledge, this isn’t supposed to be a trick question…
- #14 So, if that’s UX, what’s Customer Experience (CX)?
- #15 This first definition also refers to a relationship between an organisation and a customer The second definition talks about the factors that affect a person's perceptions
- #18 Not a massive difference between the two terms
- #19 The distinction between the types of roles that people fill that create UX and CX indicates a bit more of a distinction between the two disciplines
- #20 However, looking at the tools and processes used by these types of people, there is again quite a lot of overlap.
- #21 Regardless of whether you think UX and CX are distinct disciplines or the same thing seen through different lenses, the important thing to note is that they are both take a user centred approach to experience design. The reason we mention this is because whether you're creating a UX Strategy or a CX Strategy, the fundamentals will be the same. In other words you're creating 'experience strategies' For the sake of avoiding semantic arguments, we'll use the terms interchangeably for the rest of the afternoon.
- #22 There are lots of models out there to define what user centred design is and here’s ours (go to next slide).
- #24 What to say based on results: Majority UX: not surprising as you’re at a UX event and lots of you have UX in your job titles Majority CX: interesting given that most of you have UX in your job titles – does this suggest that digital is not the major part of your company’s offering? Even split between only UX and only CX: different terms seem to be a crowd splitter – does this mean we all call the same thing different names or is there a real difference between how your companies design experiences? Both terms: Do you think UX and CX are interchangeable terms? Neither: you either call it something else we haven’t mentioned or you’re hear to learn about how to start doing UX/CX, in which case you’ve come to the right place! ;)
- #29 Given that the term ‘UX Strategy’ has been doing the rounds for over 10 years now, it’s not surprising there’s a lot of definitions
- #30 For those who answered ‘yes’ would some of you mind sharing the reasons why your company has taken a strategic approach to UX? Likewise, for those of you who answered ‘no’ would you mind telling us why that’s the case?
- #34 You need to find the sweet spot where value is added for users and your business. You have to be satisfied that you understand what is desirable, feasible and viable and all three of these have to be satisfied in order for any new product/service to succeed. UX Strategy is part of the glue that can hold all of this together and ensures that the user experience is up front and centre in any product or service that will be developed.
- #36 In practice, however, creating and delivering strategies can be a complex process with a high degree of uncertainty at the beginning. How do you deal with this?
- #38 You can start by answering these questions and
- #42 We’ll now talk about some important aspects of the different parts of the framework in a bit more detail.
- #43 We’ll now talk about some important aspects of the different parts of the framework in a bit more detail.
- #45 In June we sponsored UX Strategy conference in Amsterdam which had speakers from all over the world. A variety of senior UXers from both agency and client side were there sharing their UX strategies and their approaches to creating those strategies. Jon and I went there and we’re going share some of the key insights with you today, the first of which is aligning your brand strategy with your UX Strategy.
- #46 It sounds obvious to say, but whatever you think your Brand is, it’s the customers perceptions of your Brand that defines it. For example, this is what Snapchat says it will do for its customers. Its users need to agree that Snapchat delivers on these claims in order for the company to claim it has delivered on its brand strategy.
- #48 It’s not just your customers that will have opinions about your business and its products and services, so consider other stakeholders in your branding
- #49 This is important as these stakeholders may well be discussing their experiences of your products and services without you knowing about it
- #51 There are lot of methods available that you can use to work out the current state-of-play. Here are some that we’ve used in the past but we’ll give particular mention to a couple now…
- #52 Creating experience maps for your target customers will give you a good idea of the positive and negative aspects of the experience the users currently have
- #53 Business origami is a great way to understand what contributes to these journeys by mapping out all of the stakeholders, resources, locations etc. that go into delivering a product or service and how they interact with each other
- #54 So essentially you have the gap between customer expectations and perceptions of a service - you want this gap to be reduced as much as possible so you’re meeting expectations (be careful about exceeding expectations though! )
- #55 On the off chance you don’t have your own method, here’s the competitor analysis tool Jamie Levy uses which is freely available from her website
- #57 You have to decide whether you want to truly innovate and do something no one has done before, i.e. swimming in the clear blue ocean with no one or nothing to compete with you. You can decide to enter a market that is full of competition and be ready for the fight, i.e. the shark infested waters. If you’re in that sort of market already, do you want to stay there? Or you can do something in between…
- #58 What this means is that you have a number of strategies open to you and this will have an impact on the customer experience you create. There a range of methods you can use to compare these different options and they will be influenced by your business’s and brand’s strategies. We don’t have time to talk about them now as we need to talk about another important of understanding where you want to be: experience principles
- #62 Combining these three sources of information is the approach that the lead CX designer at Orange Bank took when creating the new online bank from scratch. It is a brand new bank and he started with a totally clean sheet about what the experience should be. The first thing he did was establish the bank’s experience principles.
- #63 Another hot topic that came up at the Amsterdam strategy conference is ethical design, i.e. making sure you design the experience that’s right for your customers and the wider community. There are always going to be positive and negative consequences of creating new products and services but it’s worth spending some time thinking about if the good is going to outweigh the bad. The horse has already bolted when it comes to smart phones but think about all the technology that is becoming more embedded into our lives and what that means.
- #65 Again there are lot of methods you can use to work our your plan to achieve the desired customer experience. However, here a couple that are particularly noteworthy, the first one being the Business Model Canvas. It’s a widely used tool which helps you to understand what you’re going to have to do in order to deliver the future customer experience. It’s often used as a shortcut to understand the basics of the plan before any real research is conducted but it’s useful as it puts all the important parts of the plan together in a visual way. You can find this in the Strategyzer book or download it if you go to the Strategyzer website.
- #66 This canvas, developed by Kim Kalbach, takes a more focused view on the experience. In reality both of these tools will need to be informed by a lot of other methods and the information they create. But what they do is distil a lot of information into a manageable amount and gives a visual focal point for the strategy.
- #67 Once you have a plan, you need to execute it and the double diamond process of design is widely considered as a useful way of understanding how to do this. Again, lots of different methods and process will be used along the way to achieve the specific solution that will satisfy your business and customer needs. It’s important to remember that this should all be underpinned by a user centred design mind-set and that iteration is an important part of the process, i.e. check you're on the right track and don’t be afraid to change things if you realise they need changing.
- #70 There are a shed load of metrics to choose from and not all of them will be suitable for measuring progress against your KPIs. Pick the metrics that you think are the most relevant for you.
- #71 This is an example of how you could have an integrated measure of customer loyalty. You could then apply that same process for your other customer-focused KPIs and combine them all into a single score.
- #74 This is the definition of UX maturity provided by the ISO (ISO 33020) and the one we teach in the CPUX –UT course
- #75 There are a lot models, all of which have pros and cons
- #76 The model we use comes from the UXQB (International Usability and UX Qualification Board), which has been adapted from the ISO model. The levels of maturity range from outright hostility towards UX to having it so embedded in the culture of the business that it creates truly innovative experiences.
- #85 Realistically, your company will only be routinely implementing UX at a strategic level when it’s reached the ‘Established’ level of maturity. That’s not to say you can’t have some strategic wins beforehand but they will require more effort on your part to make that happen. It’s important to be realistic about where your organisation is on the scale and realise that there will be a lot of work and time that goes into moving you up the levels. It can take several years to move between levels and it’s estimated that to move from level -1 to level 5 can take 20 years Indeed, very few companies truly reach level 5. If you can say that your company is at Level 3 or above, you’re in a pretty good shape from a UX Strategy and user centred design perspective.
- #86 Ideally you should get an audit conducted by an independent party.
- #87 If you want to increase the level of your company’s UX maturity how do you do it? Essentially you’re stepping into the realm of change management, which we don’t have time to cover in the presentation today. But if you want to get a few pointers then come and speak with us during the break or after the second session has finished.