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User-centric design for large enterprises
Design for Enterprise Clients
Jean-Marcel Nicolai, Chief Product Officer
November 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Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary.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Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary.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Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary.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 /1
Digital Trends
Capabilities Benchmark
Strategic Opportunities
ENVISION /2
Audience Profiles
Experience Maps
Experience Prototypes
PLAN /3
Deconstruct Capabilities
Prioritized Roadmap
Execution Plan
ARCHITECT /4
Content & Feature Backlog
User Experience
Technical Architecture
IMPLEMENT /5
Experience Development
Application Development
API & System Integration
EMBED /6
User Acceptance Testing
Deployment
Optimization
OUR CLIENTS
We transform traditional businesses
into digital leaders
Our clients are interested in
innovation and transformation
But are also sometimes not “ready” for
innovation and transformation
GLOBAL CHALLENGES
Organization
Culture
Processes
CHALLENGES – ORGANIZATION
Siloed
Dispersed
Expertise
Difficulty bringing
stakeholders
together
Hard to achieve
consensus in a
timely fashion
Large
CHALLENGES – CULTURE
Sometimes lack
of
Product culture
Sometimes lack
of
Design culture
IT Led
Technology 1st
approach
More about what
it does and
how it works
Lack of User
Centric approach
CHALLENGES – PROCESS
Lack of
agility
Lack of
Requirements
Disparaging
Requirements
Slow moving but
short and hard
timelines
Complicated approval
and documentation
TYPICAL DESIGN CHALLENGES – NO TOOL TO SUPPORT THE PROCESS
Designs shared
back and forth
over emails
Files stored in
multiple locations
Comments
distributed across
emails, chats,
meetings
Design, test,
prototype took
a lot of time
Prone to delays
and
miscommunication
TYPICAL DESIGN SOLUTIONS: TOOL TO SUPPORT THE PROCESS
Unified
workspace
and 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 a
user-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
“How do we change our culture
overnight? ”
-- Fortune 500 Financial Services client
Case Study 3: Constraints and Challenges
o Client new to the organization
needed to make a big bang and
raise 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 design
culture
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
THANK YOU
We transform traditional businesses into digital leaders.
User-centric design for large enterprises

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User-centric design for large enterprises

  • 2. Design for Enterprise Clients Jean-Marcel Nicolai, Chief Product Officer November 2015 We transform traditional businesses into digital leaders.
  • 3. 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
  • 4. 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
  • 5. 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 /1 Digital Trends Capabilities Benchmark Strategic Opportunities ENVISION /2 Audience Profiles Experience Maps Experience Prototypes PLAN /3 Deconstruct Capabilities Prioritized Roadmap Execution Plan ARCHITECT /4 Content & Feature Backlog User Experience Technical Architecture IMPLEMENT /5 Experience Development Application Development API & System Integration EMBED /6 User Acceptance Testing Deployment Optimization
  • 6. OUR CLIENTS We transform traditional businesses into digital leaders Our clients are interested in innovation and transformation But are also sometimes not “ready” for innovation and transformation
  • 8. CHALLENGES – ORGANIZATION Siloed Dispersed Expertise Difficulty bringing stakeholders together Hard to achieve consensus in a timely fashion Large
  • 9. CHALLENGES – CULTURE Sometimes lack of Product culture Sometimes lack of Design culture IT Led Technology 1st approach More about what it does and how it works Lack of User Centric approach
  • 10. CHALLENGES – PROCESS Lack of agility Lack of Requirements Disparaging Requirements Slow moving but short and hard timelines Complicated approval and documentation
  • 11. TYPICAL DESIGN CHALLENGES – NO TOOL TO SUPPORT THE PROCESS Designs shared back and forth over emails Files stored in multiple locations Comments distributed across emails, chats, meetings Design, test, prototype took a lot of time Prone to delays and miscommunication
  • 12. TYPICAL DESIGN SOLUTIONS: TOOL TO SUPPORT THE PROCESS Unified workspace and storage Streamlined, organized commenting Rapid design iterations, testing and prototyping Increased collaboration with distributed teams Achieve desired results faster
  • 13. Case Study 1 “How can we build a native mobile experience that revolutionizes the way patients receive care?” -- Fortune 500 Healthcare client
  • 14. 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
  • 15. 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
  • 16. 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)
  • 17. 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
  • 18. 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
  • 19. 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”
  • 20. Case Study 2: Takeaways o Shift our enterprise clients from technology-first approach to a user-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.
  • 21. Case Study 3 “How do we change our culture overnight? ” -- Fortune 500 Financial Services client
  • 22. Case Study 3: Constraints and Challenges o Client new to the organization needed to make a big bang and raise 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 design culture o Necessary focus on design process o Short timeline – How to brainstorm, design, and deliver coded prototype
  • 23. 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
  • 24. 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.
  • 25. 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
  • 26. THANK YOU We transform traditional businesses into digital leaders.