Design Leadership, a Career Path for Brave Souls
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Transcript of Design Leadership, a Career Path for Brave Souls
design leadershipa career path for brave souls
pablo sanchez martininternationalconference
2017Toronto@pabsanch
v 1.3
Life is either a daring adventure or nothing at all.
The first deaf-blind person to earn a bachelor of arts degree.
– Helen Keller
This presentation is intended for UX designers who want to have a bigger impact and broaden their
reach from crafting digital experiences/services to shaping organizations, processes and careers.
Undergraduate UX design education is gaining momentum in US
zGoogle and the Savannah College of Art and Design (SCAD) developed in 2016 a BFA in User Experience Design, one of the first four-year undergraduate degrees to be offered in this field in US.
https://www.scad.edu/academics/programs/user-experience-design
Executive training in Design Thinking is also highly demanded
https://www.gsb.stanford.edu/exec-ed/programs/customer-focused-innovation
The Hasso Plattner Institute of Design at Stanford (aka the d.school), co-founded by David Kelly in 2004 provides world-class education in design thinking and innovation.
360 view video| |
MBAs for Creatives can also be found in Europe and Asia
The Berlin School of Creative Leadership was founded in 2006 and offers an excellent part-Time Executive MBA which participants complete in 18-24 months.
https://www.berlin-school.com/
• No academic program prepares you to manage teams.
• The challenge •
When designers are presented with the opportunity to play a strategic role inside a corporation, a whole world of uncertainties lies ahead:
• Becoming an equal partner to Business and Technology is not easy.• Creatives, in particular, don’t like to be managed.
• Most companies don’t provide training nor mentor to new managers.• Most recipes found in management books don’t apply to design.
Design Leadership feels like a vast uncharted continent
…the largest concentration of designers in the world
The iPhone was born here
Design Thinking was born here
Airbnb was born here
Cupertino
VR is being developed here
Facebook Oculus Rift in Menlo ParkGoogle Daydream in Mountain View
Silicon Valley
This place was built by brave souls’00s
1955
1939
’80s
… including many designers( and design leaders )
’80s
’00s
1955
1939
They came in three waves to transform the valley
’00s
’10s
’80s
The first wave of trailblazers set a rock-solid foundation…
Robert Brunner co-founder of Lunar (+Jeff Smith and Gerard Furbershaw)
Bill Moggridge, co-founder of IDEO
Hartmut Esslinger, founder of Frog
David Kelley, co-founder of IDEO
Don Norman, co-founder of Nielsen Norman Group
Designed the first laptop and
established the practice of
interaction design.
Created Apple’s first design language:
“Snow White”. Helped Jobs make Apple a ‘designful’
company.
When he arrived in Silicon Valley in the late
70s, Bill saw opportunity in bringing
British passion for design.
Epitomizes innovation by design. Coined
“Design Thinking”. Founded Stanford
d.school.
Cognitive Scientist, advocate of User-centered design. He invented “User
Experience” at Apple in 1993.
Founded frog in Germany and brought the Bauhaus heritage to Palo Alto with him.
Represents American ingenuity at its best. A
passion for doing things and teaching everything
he knows at Stanford University (for 35 years)
Academia meets design. One of his major
contributions will be the development of
usability as a discipline with Jakob Nielsen.
Created and led the first in-house design studio at
Apple (1989-1996). He hired Jony Ive in 1992.
’80s
The second wave shifted the focus from ID to digital experiences
Peter Merholz, cofounder of Adaptive Path. Recently published
“Org Design for Design Orgs”
Jony Ive, Chief Design Officer at Apple
Luke Wroblewski, former Chief Design Architect at
Yahoo! ( now Product Director at Google )
Designed the iMac, iPod, iPhone, etc. In
2012, began to provide leadership
to the Human Interface team.
Matias Duarte VP, Design at Google
Irene Au, former Global Head of User Experience at Google
(now Design Partner at Khosla Ventures)
Created Google’s first design language:
“Material Design” and redesigned its corporate identity.
Great mentor and coach of many
designers while heading Yahoo!
and, later, Google design teams.
Brilliant speaker and author, Luke is one of
the most authoritative voices in the field of
mobile design. Coined “Mobile First”.
’00s
John Maeda, Head of Computational Design and Inclusion at Automattic
Rochelle King, VP of Data, Insights and Design at Spotify
Joe Gebbia, Chief Product Officer at Airbnb
Julie Zhuo, VP Product Design at Facebook
Margaret Gould Stewart, VP Product Design at Facebook
Alex Faaborg, Daydream Design Lead at Google
John Zeratsky Design partner at GV
Jake Knapp Design partner at GV
Braden Kowitz Design partner at GV
These huge challenges typically involve entire organizationsand requires not only boldness, but sharp leadership skills.
Rich Fulcher, Design Lead at Google
The third wave is pushing the boundaries of design into voice, VR, services, experiences, systems… and creating their own startups.
Watch the full interview with Rich Fulcher by Jared Erondu and Bobby Goshal
highresolution.design is the best source for in-depth conversations with design leaders
e.g. the organizational challenges behind Material Design
Think of your designorganization as a start-up
· let’s start with the basics ·
Skills
SharedValues
StructureTeam
StrategyStaff
StyleMgmt.
SystemsProcess &
Your
Your most critical asset is your team
Skills
SharedValues
StructureTeam
StrategyStaff
StyleMgmt.
SystemsProcess &
Your
The culture in your team will be the result of your hiring decisions and your own management style
These are the core values of your team that are evidenced in
the general work ethic and culture
The style of leadership you have adopted.
Skills
SharedValues
StructureTeam
StrategyStaff
Style
SystemsProcess &
Your
The daily activities and methodology that the
team members engage in to get the job done.
These blue blocks are the pillars of your design organization…
Your vision: the plan you have
devised to achieve or
support your company goals.
The way your team is organized (who reports
to whom)
The actual competencies of
your team
Mgmt.
Skills
SharedValues
StructureTeam
StrategyStaff
Style
SystemsProcess &
Your
…If few of them fail, your team will collapse like a house of cards
Every building block affect the others
Every aspect is equally
important
Mgmt.
Skills
Shared
StructureTeam
StrategyStaff
Style
SystemsProcess &
Your
This is a modified version of the McKinsey 7-S model( this tool will help you diagnose how your team works and identify areas for improvement )
Values
Under Promiseand Over Deliver
–Tom Peters
Mgmt.
Watch the HP storySteve Wozniak’s story
StaffYour
TEAMS
HOW TO LEARN BUILD
TEAMS
HOW TO LEARN
EMPOWER
INSPIREHIRE BUILD
SUPPORT
HP founder
“The job of the manager is to support his or her staff, not vice versa, and that begins by being among them.”
– Bill Hewlett
• Make your team successful • Provide a great working environment • Serve your team…
Bill helped Steve when he was 12
• Make yourself accessible • Listen • Don’t accept privileges • Serve your team… literally
Bill Hewlett and Dave Packard serving the employees of HP and their families at the company picnic
BUILDING UP TEAMS IS NOT ABOUT HIRING
IT’S ALL ABOUT BUILDING TRUST
Skills
StructureTeam
Strategy
SystemsProcess &
Values
Staff
Style
Your
Mgmt.
supporttru
st
Shared
This is our basic philosophy: Management by Objective as compared to Management by Control.”
“People work to make a contribution and they do this best when they have a real objective when they know what they are trying to achieve and are able to use their own capabilities to the greatest extent.
– Dave PackardThe HP Way
a coincidence ?
Design Thinking was born here
Cupertino
Silicon Valley was born here
at the HP garage on Addison Avenue at David Kelly workshops at IDEO and Stanford
HIRING is hard because the end
result should be …
… a diverse group of people that are
good at building on each others ideas.
– David KelleyFounder of Ideo
Watch IDEO's Approach
Would you hire “the carver”?
· Your first “brave decision” ·
https://goo.gl/D8HTKf
Netflix co-founder
“Do not tolerate brilliant jerks. The cost to teamwork is too high.”– Reed Hastings
Steve Jobs and Wozniak developed Breakout, which dominated arcades in 1976
Atari didn’t find Steve Jobs.We made it easy for him to find us.
–Nolan Bushnell. Founder of Atari
“If you want to hire great people and have them stay working for you… you have to let them make lots of decisions.
You have to be run by ideas not hierarchy. The best ideas have to win. Otherwise people don’t stay.”
– Steve Jobs
Watch Steve's Approach EMPOWER
• Becoming intimidating, manipulative, abusive… is not going to help your career in the long run • Learn how to use authority and power
“Be a multiplier, not a diminisher.”Watch Bill ( the couch of
Silicon Valley )
CEO of the agency Hill Holiday. Her first job in the company was receptionist
“I love people to be empowered and feel that they are CEO of whatever role that they have at Hill Holiday.”
– Karen Kaplan
https://goo.gl/tGl5wA
one percent inspiration, ninety-nine percent perspiration,
1% 99% PERSPIRATION
INSPIRATIONLeadership is also
Do you think this is a bullshit-free workplacebecause of its motivational posters?
Nope. This is a bullshit-free workplace because this hard
working guy happens to be its CEOEric Migicovsky. Pebble CEO
SharedValues Style
Mgmt.His work ethics is what shapes the culture of
this workplace…the poster is just a reminder.
( posters never change culture )
Lead by example. You’re the boss. You set the culture.
SharedValues Style
Mgmt.
StaffYour
supp
orts
shapes
motivates
Lead by example. You’re the boss. You set the culture.
SharedValues Style
Mgmt.
StaffYour
supp
orts
shapes
motivates
Why is the culture really that important?
LEADERA DESIGN GROW AS
StyleYour
Watch Steve's Approach
LEADERA DESIGN GROW AS
FOCUS
LEARN
LOVE
HAVE A MISSION
YOU
”The greatest people don’t need to be managed.
What they need is a
– Steve JobsWatch Steve's Approach
COMMON VISION. And that’s what
leadership is”
You
© http://vardehaugen.no/
Your Vision
`
VisionResearch
Synthesis Implement
Iterate
Journey of Discovery
Your
© http://vardehaugen.no/
`
VisionResearch
Synthesis Implement
Iterate
Journey of Discovery
Your
Make a 30-60-90 plan to get there
© http://vardehaugen.no/
Meet with Key Stakeholders
`
Research ASK ‘WHAT DO YOU THINK I SHOULD BE DOING IN mY FIRST WEEK/MONTH AS (YOUR TITLE HERE)’
CONNECT with peers and identify opportunities for collaboration.
Advice: DURING YOUR FIRST 30 days DON’t SIT IN YOUR PANTS FOR TOO LONG. REACH OUT to everyone who can share valuable insights with you.
Ask ‘Would you like to participate in my next Design Sprint’? (‘Design What???’)
STAKEHOLDER INFLUENCE MAP BY Robert Curedale
ASK ‘Who ELSE, DO YOU THINK, I SHOULD MEET?’
Stakeholder Influence Map
POWER
IMPACTLOW HIGH
LOW
HIGH
Join forces(Influential doers, passionate
contributors, grassroot organizers )
Keep informed
Don’t Wasteyour time
Gain theirsupport
( keep happy because they are –or could become– executive sponsors of your program)
`
Research
( namely, how high they are in the org chart )
( This axis is the real influence in the company beyond their pay grade )
““
`
© Robert Curedale
Research
Your 30-60-90 plan
Look Inside • Obtain AN org chart (MAKE YOUR
OWN IF YOU HAVE TO) • Take LOTS OF notes. Buy
yourself a new moleskine. • Is there any project
repository that you can access? Learn from the past.
• Learn about the business KPIs and the tech infrastructure.
• Identify BUSINESS strengths & weaknesses (SWOT ANALYSIS).
• Know your USER (UserZoom) • GET FAMILIARIZE WITH THE
competitive LANDSCAPE• What were your predecessor’s
achievements? Identify ALSO THEIR failed projects, AND ASK YOURSELF “WHY did they fail?”
Look Outside
• Evaluate your team.
• CONNECT WITH EVERYONE INDIVIDUALLY. IT COULD BE QUITE CONSUMING BUT it is A GOOD Time investment.
m
Align your Strategy with the Business Goals
(revolutionary)
(evolutionary)
(evolutionary)
(incremental)
innovate
ADAPT
EXPAND
MANAGEexisting offerings
new offerings
existing users new users
Adapted from Diego Rodriguez & Ryan Jacoby from the book Change by Design by Tim Brown
`
Synthesis
There are typically two evolutionary paths…
(revolutionary)
(incremental)
innovate
ADAPTMANAGEexisting offerings
new offerings
existing users new users
(evolutionary)EXPAND
in 2014, WD BUSINESS STRATEGY WAS FOCUSED ON "MY CLOUD", A WEB-BASED, CONSUMER-FRIENDLY PRoDUCT, simple to use and install. (evolutionary)
Adapted from Diego Rodriguez & Ryan Jacoby from the book Change by Design by Tim Brown
?… and one revolutionary path
(revolutionary)innovate
ADAPTexisting offerings
new offerings
existing users new users
(evolutionary)EXPAND
(evolutionary)
?… and one revolutionary path
(revolutionary)innovate
ADAPTexisting offerings
new offerings
existing users new users
(evolutionary)EXPAND
(evolutionary)
How the team needs to be structured ?
(revolutionary)
(evolutionary)
(incremental)innovateADAPT
EXPANDMANAGE
• AUGMENT PROTOTYPING & RESEARCH RESOURCES. POSSIBLY IXD AS WELL.
• MULTIDISCIPLINARY PODS/TEAMS FOCUSED ON optimization.
• EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team.
• LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE)
• EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH.
• EXPERIMENTATION PROGRAM (E.G. OPTIMIZELY) RUN IN CONJUNCTION WITH PRODUCT-MARKETING TEAMS
• design resources COLOCATED WITH THE product organization (OCCASIONALLY WITH SOME LEADS dotted lined to THEIR DIRECTORS)
• Colocation OF design & PRODUCT RESOURCES NOT A BAD IDEA but a DEDICATED “WAR ROOM” WILL BECOME INCREASINGLY NECESSARY.
• INNOVATION KITCHEN
• MAKE SURE THE DAY-to-DAY OPERATIONS DON’T SLOW DOWN THE PROGRESS ON PRODUCT INNOVATION. SPLITTING THE TEAM COULD BE AN OPTION.
Skills
StructureTeam
Strategy
SystemsProcess &
StaffYour
The road to innovation
(revolutionary)innovate
• EMPHASIS ON GENERATIVE RESEARCH: E.G. ETHNOGRAPHIC RESEARCH.
• INNOVATION KITCHEN
Skills
StructureTeam
Strategy
SystemsProcess &
StaffYour
• LESS HIERARCHICAL, NImBLER, FASTER TEAMS (POSSIBLY COMPETING AGAINST EACH OTHER, E.g. FAIRCHILD, iPHONE)
• EXTERNAL AGENCIES, CONSULTING FIRMS (e.G. ACCENTURE, IDEO, etc.) to provide new ideas and inspiration to the in-house team.
"It was a fantastic experience [setting up the Apple design studio], and what it really taught me —and what you don’t learn when you’re a hired gun— is the depth that you need to be involved in the business to make things happen,"
– Robert Brunner
FOCUS
Let’s take the Apple Design Studio tour…1 Infinite Loop, Cupertino, CA 95014 | Building IL2 | Ground floor https://goo.gl/2v3Sl6
“Steve gets to see things in relationship to each other, which is pretty hard to do in a big company. Looking at the models on these tables, he can see the
future for the next three years.” – Walter Isaacson
Apple Design Studio: a place to retreat and focus
“There are no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations,
we don’t run into major disagreements.” – Jony Ive
Skills
Shared
StructureTeam
StrategyStaff
Style
SystemsProcess &
Your
ValuesMgmt.
“There are no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations,
we don’t run into major disagreements.” – Jony Ive
Notice how many critical success factors
of the Apple design organization are
directly linked to the Design Studio
Everyday, improve yourself. Don’t just come to the studio.
© Berto Martinez
LEARN
Hartmut Esslinger’s frog design design arrives in California in 1984 and creates "Snow White”, a unified design language for all Apple products, first embodied by the Apple IIc . "Aside of Bill Moggridge who had come from London, there wasn’t any true design talent in all of Silicon Valley.” –Hartmut Esslinger
Modern design languages emerged in the valley
Yes, Steve’s creative leadership was behind it
By 1984, Steve’s design training is complete…
1977 1984The Apple IIc incorporates the
Snow White design language by Hartmut Esslinger (also quite revolutionary)
The Apple II became the first personal computer with a plastic enclosure
(quite revolutionary back then)
“So we wanted to put the Apple II in a housing that would reflect more of a humanistic point of view. Once we found a way to do that, the next question was, “What should it look like?” “What should it express?” “How should it work?” And that led us down the path of having to think about those things.“ – Steve Jobs Form follows function?Form (does) follows function
He hired only the best… to learn from them
1977 1984The Apple IIc incorporates the
Snow White design language by Hartmut Esslinger (also quite revolutionary)
The Apple II became the first personal computer with a plastic enclosure
(quite revolutionary back then)
In 1977, Jerry Manock met Steve Jobs, 21, in the Homebrew Computer Club and got the $1,800 assignment to design a compact enclosure for the Apple II
Jerry Manock H. Esslinger
James Ferris1979
1981
In March 1981, Jerry Manock and Terry Oyama present the Mac internally
James Ferris become the first director of creative services
Manock creates the Product Design Guild to achieve a “new unified appearance for the ‘80s”
In March 1983, Hartmut Esslinger wins the competition to unify Apple’s seven product categories with a single design language. (Manock, Terry Oyama and Rob Gemmel led the project and traveled to Europe)
Hanging around great people was his innovation fuel
1997 2011Steve Jobs appoints Jony Ive as Design VP
“Tell me what’s wrong with this place. It’s the products. The products suck! There’s no sex in them anymore” – Steve Jobs
“We made the buttons on the screen look so good you’ll want to lick them” – Steve Jobs on Mac OS X.
2001Jobs returns to the company he cofounded twenty years ago.
Cordell Ratzlaff redesigns OSX
Tony Fadell designs the iPod
Mikael Silvanto
Daniele De Iuliis
Richard Howarth
Alan Dye
Christopher Stringer
Rico Zorkendorfer
Jeremy Bataillou
Peter Russell-Clarke
Eugene Hwang
Jody Akana
Marc Newson
Evans Hankey
Daniel Coster
Imran Chaudhri Jony Ive
…and that same spirit still marches on
Julian Hoenig
Hire people who are brave enough to learn constantly and humble enough to teach others
LOVE WHAT YOU DO”I don’t think about legacy much. I just think about being able to get up every day and go in and hang around these great people and hopefully create something that other people will love as much as we do.
(…) It’s really hard. And you have to do it over a sustained period of time. So if you don’t love it, if you’re not having fun doing it, you don’t really love it, you’re going to give up. “
– Steve Jobs
Atari founder Nolan Bushnell teams up with Spil Games to make mobile games
– Nolan Bushnell, 73 founder of Atari
”I am always designing games“.
https://goo.gl/7dOkwd
LOVE WHAT YOU DO
PARTNERBUSINESSBECOME A
Strategy
Watch Daniel Burka's Approach
PARTNERBUSINESSGET
ALIGNMENT
BE DATA DRIVEN
KPIsBECOME A
Strategy
PROVIDE VALUE
SUPPORT
As a design leader
Your major contribution is to GET ALIGNMENT
between Business Design &
Technology( before your designers’ ideas get shot down )
without mercy
v
Customer Experience First
“You’ve got to start with the customer experience and work backwards to the technology.
You can’t start with the technology and trying to figure out where you’re going to try to sell it.”
https://goo.gl/I9Cx5f
– Steve Jobs, WWDC 1997
Customer Experience Firstdoesn’t mean Design Dictatorship
The design & business collaborationwin-win
v
https://goo.gl/yu5zYV
“Design is really a loaded word. I don't know what it means. We don't really talk about design a lot around here. We actually talk about how things work.” – Steve Jobs
What’s Desirable? Just a desirable concept is not enough.
INSANELY GREAT also means feasible and insanely profitable.
What’s feasible?
What’s profitable?
The road to an insanely great product is rough…
feasibility profitability
DesirabilityDESIGN
TECHNOLOGY BUSINESS
… even if these three forces were balanced( which rarely happens )
– Alan Cooperfounder of Cooper, leading interaction design firm in SF
That’s why…
In the context of a business and a meeting room, we tend to be much more comfortable talking about product attributes that you can measure with a number.
https://goo.gl/8Np51w 04:00
There's a danger, particularly I think, in business:
That's a fairly safe conversation to talk about: five is bigger than two and nobody is going to argue that. And so, we tend to talk, historically about price and speed.
And those more emotive, those less tangible, product attributes can so easily be ignored.Now, the problem is, you and I make probably the most important decisions of our lives in the absence of numerical data.
…even at Apple
– Jony Ive
TECHDESIGN
nah, THE USERS WANT A FASTER PROCESSOR
and 2X mORE STORAGE
WE NEED a new DELIGHTFUL and
Minimalistic Look&Feel!
In other words…
“Designers think they are artists but they are put in to play because of business objectives, economic advancement. Art is about making questions. Design is about making solutions. Designers need to understand business. They need to understand technology.”
– John MaedaWatch Maeda's Approach
Target Users
ProfitMechanism
ValueProposition
CostStructure
OperationalApproach
Risks
CriticalSuccessFactors
Who are the users that the company wants to do business with?
What metrics are used to evaluate the performance of the company?
What is the source of value for the company?
What value does the company provide to its users?
What are the costs for the company associated with its business model?
What will allow the company to sustain its
business model?
What are the inherent risks and barriers associated with
its business model?
How does the company uses its resources to execute its business model?
PerformanceModel
Understand Business
Target Users
ProfitMechanism
ValueProposition
CostStructure
OperationalApproach
Risks
CriticalSuccessFactors
Who are the users that the company wants to do business with?
What metrics are used to evaluate the performance of the company?
What is the source of value for the company?
What value does the company provide to its users?
What are the costs for the company associated with its business model?
What will allow the company to sustain its
business model?
What are the inherent risks and barriers associated with
its business model?
How does the company uses its resources to execute its business model?
PerformanceModel
BUSINESS& DESIGNintersection
Design needs to provide business value
Target UsersProfit
MechanismValue
Proposition
increased value • more choices • more control • more convenience • saving time • saving money
enhanced user understanding • behaviors • motivations • expectations • values
improved interactions • simplicity • enhanced usability • personalization • customization • touch, gesture, voice
interaction, etc.
improved financials • improved conversion
improved retention • improved costs • customer acquisition • new market entry
Where can design be more valuable to the business?
Where can design be more valuable to the business?my design team
v
Target UsersProfit
MechanismValue
Proposition
increased value • more choices • more control • more convenience • saving time • saving money
enhanced user understanding • behaviors • motivations • expectations • values
improved interactions • simplicity • enhanced usability • personalization • customization • touch, gesture, voice
interaction, etc.
improved financials • improved conversion• improved retention • improved costs • customer acquisition • new market entry
• focus on just a few goals at a time • • be strategic • define the problem • • gather data • establish a baseline •
DESIGN
TECHNOLOGYBUSINESSeasy-to-implement solutions
improved interactionsincreased value / quality
increased budget
collaboration
enhanced user understanding
shared assets : design patterns…
shared resources: designers who can code
improved business KPIsinspiration
a seat on the table
collaboration : design sprints, agile…
These partnerships will determine your success
No one can positionyour design team for you
Hire people with diverse interests and backgrounds that can speak natively to the business and technology teams. The best design teams are not only interested in design.
Set up a multi-disciplinary team.
Watch the IDEO’s approach
How to strengthen your internal partnerships
Nurture a culture of teamwork at the intersection of design, tech and business.
Skills StrategyStaffYour
2Be data driven.
Validate your company’s assumptions of how their products and services work. Use those insights to inform your design strategy. Gain the respect of your partners by validating your accomplishments with empirical data. Knowledge is power.
How to strengthen your internal partnerships
See facebook’s approach
BE DATA DRIVEN
“Data and analytics will never be a substitute for design intuition. Data can help you make a good design great but it will never make a bad design good.”
VP Design at Facebook– Margaret Gould Stewart
Data-driven Design
Yahoo!Story
My
On a typical day in 2011, we served 45,000 variations of the homepage every 5 minutes (13 million variations very day). One third of our customers were in buckets (A/B tests)
Translate success metrics into actionable design challenges.Help your designers bridge the gap between abstract quantitative information and concrete solutions.
How to strengthen your internal partnerships
The approach of Spotify & Netflix
SUPPORT KPIs
VP Design at Spotify– Rochelle King
Translating metrics into behaviorshttps://goo.gl/pQ91bN
“What’s actually the behavior that we’re trying to drive? Getting people to play more songs is a proxy metric for how to drive more engagement”
DO I USE DATA TO SUPPORT MY DESIGN STrATEGY?
IS MY TEAM POSITIONED FOR SUCCESS?
DOES MY TEAM PROVIDE VALUE?
Three questions for a brave soul
h
• IS MY TEAM PERCEIVED BY THE BUSINESS AS A PARTNER OR AS AN EXECUTION TEAM?
IS MY TEAM POSITIONED FOR SUCCESS?
• DO I ENCOURAGE MY TEAM to STAY UP TO DATE WITH THE COMPETITIVE LANDSCAPE?
TRENDS IN THE MARKET?
• DO I HIRE CURIOUS MINDS? ‘T-SHAPE’ DESIGNERS that
can extend bridgesACROSS teams?
• DOES MY TEAM HAVE A ‘WAR ROOM’ (aka innovation Kitchen) TO brainstorm and engage with THE KEY STAKEHOLDERS?
• IS MY TEAM WELL VERSED IN ALL THE PRODUCTS/services OF OUR COMPANY?v
• DO I USE BOTH QUALITATIVE & QUANTITATIVE DATA TO INFORM MY DESIGN STRATEGY? • AT YAHOO!, MY WEEKLY SESSION
WITH THE RESEARCHERS working on the homepage WAS CALLED DUNKIN’DATA. It TOOK PLACE FIRST THING IN THE MORNING. I ALWAYS BROUGHT FREE DONUTS IN EXCHANGE FOR ALL THE DATA THEY COULD BRING. GOOD DEAL!
DO I USE DATA TO SUPPORT MY
DESIGN STrATEGY?
• DOES MY TEAM VALIDATE OUR DESIGN HYPOTHESES WITH DATA?
• DO I MEET REGULARLY WITH tHE ANALYTICS/RESEARCH TEAM to COLLECT NEW INSIGHTS and REQUEST SUPPORT? a
• DO I PROVIDE RESULTS THAT MATTER TO THE BUSINESS?
DOES MY TEAM PROVIDE VALUE?
• DOES YOUR DESIGN MAKE A DIFFERENCE in THE WORLD?
• DO WE PROVIDE SOLUTIONS THAT MAKE THE END USERs HAPPY? CAN I QUANTIFY THAT IMPACT?
• IS THE WORK REWARDING AND MEANINGFUL to the TEAM?
m(E.G. CUSTOMER SATISFACTION SCORE BEFORE AND AFTER A REDESIGN)
(CAN I MEASURE MY DIRECT IMPACT IN THE COMPANY BOTTOMLINE?)
( what kind of value? )
Design Leadership is not about managing designers
but to generate value
· the last word ·
The value you create for your customers…
The value you create for your company …
0
S&P
design-driven companies $39,922.89
$17,522.15
228%
04 05 06 07 08 09 10 11 12 13 14
The value you create for your team…
Sharia, diagnosed with autism at the age of two, uses an iPad to help her communicate. Her father says it's "given her a sense of control she never had."
The value you create for the society.
• Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made
Thanks! Let’s stay in touch @pabsanch
One more thing….
the What
DATAANALYTICS
Clickstream
Multiple OutcomeAnalysis
Experimentation and testing
Voice of Customer
Competitive Intelligence
Insights
the How Much
the Why
the What else
the Gold!
Diagram by the one and only Avinash Kaushik
E.g. Increase revenue, reduce cost, improve customer satisfaction.
iPerceptions, Feedburner, web analytics suites (above)
ComScore, HitWise.
Optimizely, Adobe Test, SiteSpect
Google Analytics, Adobe Analytics (formerly Omniture), webtrends, etc.
ForeSee, Qualtrics, OpinionLab, UserZoom, iPerceptions
Data-driven design: the tools
QUALITATIVE QUANTITATIVE
• Low number of participants
• Open ended questions
• Can be time intensive
• Direct Observation
• Good at helping to frame unbounded questions
• Not statistically significant
• Targets unknown unknowns
• High number of participants
• Closed questions
• Tend to be faster
• Indirect study
• Statistically relevant
• Targets known unknowns
• Good at investigating specific areas or comparisons
Data-driven design: the two approaches
EVALUATE
LAB CLOUD LIVE
Usability evaluation
Remote usability
evaluation
TEST NEW SOLUTIONS
STUDY EXISTING SOLUTIONS
A/B test
Optimizely
QUALITATIVE QUANTITATIVE
Think Aloud
evaluation
Intercept test
UserZoom
UserZoom
Think Aloud
evaluationSurveys
Voice of Customer
(VoC)
Qualtrics
Think Aloud
evaluation
ForeSee
Remote usability
evaluation
Site Analytics
Google Analytics…
Business Analytics
SAP
EXPERIMENT
Design needs to understands the customer
EVALUATE
LAB CLOUD
Usability evaluation
Remote usability
evaluation
TEST NEW SOLUTIONS
STUDY EXISTING SOLUTIONS
QUALITATIVE QUANTITATIVE
Think Aloud
evaluation
UserZoomThink Aloud
evaluation
…EXPERIMENT
Design needs to understands the customer
This is your Laboratory
EVALUATE
LAB CLOUD
Usability evaluation
Remote usability
evaluation
TEST NEW SOLUTIONS
STUDY EXISTING SOLUTIONS
QUALITATIVE QUANTITATIVE
Think Aloud
evaluation
UserZoomThink Aloud
evaluation
…EXPERIMENT
Design needs to understands the customer
This is your Laboratory
analyze larger data samples of real customers / study participants interacting with your product
watch video recordings of specific scenarios of
use (e.g. users that couldn’t complete the
purchase flow)
reach statistical certainty
observe real customers / study participants in your
research facilities
EVALUATE
LAB CLOUD LIVE
Usability evaluation
Remote usability
evaluation
TEST NEW SOLUTIONS
STUDY EXISTING SOLUTIONS
A/B test
Optimizely
QUALITATIVE QUANTITATIVE
Think Aloud
evaluation
Intercept test
UserZoom
UserZoom
Think Aloud
evaluationSurveys
Voice of Customer
(VoC)
Qualtrics
Think Aloud
evaluation
ForeSee
Remote usability
evaluation
Site Analytics
Google Analytics…
Business Analytics
SAP
EXPERIMENT
Design needs to understands the customer
…
A/B test
Optimizely
Intercept test
UserZoom
Surveys
Voice of Customer
(VoC)
Qualtrics
Think Aloud
evaluation
ForeSee
Remote usability
evaluation
Site Analytics
Google Analytics
Business Analytics
SAP
This is your War Room
MicrosoftStory
The
Dan Siroker, Director of analytics on the Obama 2008 campaign, co-founder of Optimizely
Under Benson Chan, the experimentation team has become an indispensable partner to the design teams
Benson Chan, Director, User Experience & Experimentation at Microsoft
A/B test
• Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made you successful in the past • Stay Hungry, Stay Foolish • Keep a beginner’s mind • Embrace Failure • Find the Courage to abandon practices that made
Thanks! ( And please, don’t become a Hovering Art Director Figure )