Post on 13-Apr-2017
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Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary.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Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary.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Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary.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
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: 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