Presentation on a strategic approach to experience design, looking at the larger enterprise ecosystem and tying vision work to business strategy.

2. --------------------------- ---------------------------
strategic 2012-04-20
experience ---------------------------
Polish Information
design Architecture Summit
2012, Warszawa
---------------------------
Milan Guenther
Partner, eda.c

3. --------------------------- -----------------------------------------------------------------------------
your presenter Milan Guenther
Currently
– artner with eda.c enterprise design associates. consultancy
P
living in Paris
– Working on Strategic Design projects at the intersection of
– Business, People and Technology
– onsultant for the Intranet Benchmarking Forum (part of the
C
Digital Workplace Group, London)
Previously
– Projects as contract UX Designer
– Launched a Social Software company in 2001
Background
– Since 10 years working as designer and consultant
– Designer by trade: graduated in Communication Design
– Business IT connection: MBA focused on Information Systems
Speaker on User Experience, Brand Identity, Design, Business and
Enterprise Architecture, Process Management, Intranet Portals and the
Digital Workplace
Blogging infrequently at www.blurringboundaries.eu
Twittering occasionally at @eda__c
Slides on http://slideshare.net/eda.c

4. mobile assistence besides the common display of the fuel consump- measures can be calculated.
- - - - - - - - - - - - - - - - - - - - - - - - - - -system-for - - - - - - - - tion,-values like tyre - - - - -or the condition-of - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- sustainable - - - - - - - - - pressure - - - - - - - -
about eda.c
driving the driving surface can be analysed. thus bluetrack does not only promote an environ-
We are a Strategic Design Consultancy. driving behaviour, but also com-
mental friendly
for volkswagen bluetrack is a mobile platform where volkswagen municate green technologies and strenghen the
wolfsburg drivers analyse their driving data. hints on energy brand image of a sustainable company.
saving and good driving styles help them to im-
We are working at the intersection of organisational identity,
dennis middeke prove their fuel economy. exchange of information overview of activated
challenges
and group challenges with other members of the
2009 architecture and experience. We combine a design-led approach
bluetrack community give an additional incentive
to improve individual driving behaviour.
with a business mindset and technical expertise to create and support of collaborative
retain enterprise-people relationships for our clients. decision-making
smartphone used as
monitor in the cabin
selecting candidates
to view together from a
tablet device
analysis display
© 2010 eda.c. all rights reserved

5. ---------------------------
01
strategy and
design
---------------------------
02
experiencing
the enterprise
---------------------------
03
elements of
strategic
design

6. ---------------------------
01
strategy and
design

7. ----------------------------------------------------------------------------------------------------------
strategy?

8. ----------------------------------------------------------------------------------------------------------
like, in business
consulting?

9. ----------------------------------------------------------------------------------------------------------
zł
our strategy is...
making money!

10. ----------------------------------------------------------------------------------------------------------
business strategy
customer strategy
operational strategy
everything is
interactive strategy
strategy!
marketing strategy
IT strategy...

11. ----------------------------------------------------------------------------------------------------------
too much strategy?

12. ----------------------------------------------------------------------------------------------------------
not exactly:
the problem of
predetermined
results

13. ----------------------------------------------------------------------------------------------------------
Projects following a trend, but not solving a problem
“I need an app” (but I don’t know what for)
Projects about beautifying somone else’s mess
“Here are 1000 requirements, please make it usable”
Projects with too many constraints to be successful
“We have to use that product, follow process, and...”
Projects chasing an arbitrary goal instead of a real one
“Make us a new logo” (our sales results are declining)
Projects about technology but not their meaning
“The product is ready but we need some CSS work”
...sounds familiar?

14. ----------------------------------------------------------------------------------------------------------
The true scope of designing experiences requires
designers to look at the Big Picture:
Media Boundaries
Pages Sites Applications Services Networks
Context Boundaries
Browsers Devices Situations Journeys
Human Boundaries
Clients Users Stakeholders People
Experience Boundaries
Isolated Media Cross-Channel Cross-Organization
Design Boundaries
Visuals Concepts Systems Strategies

15. ----------------------------------------------------------------------------------------------------------
big picture:
enterprise can
help with that!

16. ---------------------------
02
experiencing
the enterprise

17. ----------------------------------------------------------------------------------------------------------
en·ter·prise
From Old French via Middle English and Middle French,
feminine past participle of entreprendre (“to undertake”)
entre (“in between”) + prendre (“to take”)
A company, business, organization, or other
purposeful endeavor.
An undertaking or project, especially a daring
and courageous one.
A willingness to undertake new or risky projects;
energy and initiative.

18. --------------------------- -----------------------------------------------------------------------------
enterprise
Investors
Enterprise
Organisation
Suppliers Sales Customers
Channels
Partners
Competitors

19. --------------------------- -----------------------------------------------------------------------------
structures
Investors
Enterprise
Organisation
Suppliers Sales Customers
Channels
Partners
Competitors

20. --------------------------- -----------------------------------------------------------------------------
structures Information Systems
Operating Models
Sales Channels
Business Processes
Decision Rules
Communications
Services
...
Can be
– modeled
– analysed
– optimised
– redesigned

21. --------------------------- -----------------------------------------------------------------------------
relationships
Investors
Enterprise
Organisation
Suppliers Sales Customers
Channels
Partners
Competitors

22. --------------------------- -----------------------------------------------------------------------------
relationships Users
Customers
Employees
Investors
Candidates
Stakeholders
Members
...
Can be
– identified
– talked to
– observed
– addressed

23. --------------------------- -----------------------------------------------------------------------------
design
Investors
Enterprise
Organisation
Suppliers Sales Customers
Channels
Partners
Competitors

24. --------------------------- -----------------------------------------------------------------------------
design Elements
Products
Services
Tools
Media
Interfaces
Environments
...
Can be
– designed
– prototyped
– validated
– iterated

25. --------------------------- -----------------------------------------------------------------------------
experiences
Investors
Enterprise
Organisation
Suppliers Sales Customers
Channels
Partners
Competitors

26. --------------------------- -----------------------------------------------------------------------------
experiences Elements
Use
Meaning
Expectations
Motivation
Perception
Understanding
Context
...
Can be
– captured
– understood
– influenced
– co-created

27. --------------------------- -----------------------------------------------------------------------------
predetermined
design Investors
Enterprise
Organisation
Suppliers Sales Customers
Channels
Partners
Competitors

28. --------------------------- -----------------------------------------------------------------------------
enterprise
design Investors
Enterprise
Organisation
Suppliers Sales Customers
Channels
Partners
Competitors

29. ---------------------------
03
elements of
strategic
design

30. --------------------------- -----------------------------------------------------------------------------
plug Enterprise Design is an
emerging design approach
to bridge the Gap between
Business, People and
Technology.
We are working on an upco-
ming book on this subject,
scheduled for automn 2012.
If you are interested to learn
more, please get in touch!
More info:
www.intersectionbook.com

31. --------------------------- -----------------------------------------------------------------------------
strategic
alignment Operational
Excellence
Product
Leadership
Customer
Intimacy
A model from Michael Treacy and Fred Wiersma

32. --------------------------- -----------------------------------------------------------------------------
product Quickly delivering innovative and
leadership
disruptive offerings to young markets,
Operational
Excellence and immediately generating revenue.
Product
Leadership
Design Strategy
Customer
Intimacy
– ontinous inquiry into the enterprise
C
ecosystem, generating ideas and
opportunities, and turning them into
concept cars and experiments
Strategic Vision
– nticipate future offerings, (re)shape
A
your enterprise and its assets as a
dynamic system to deliver them

33. --------------------------- -----------------------------------------------------------------------------
implications – uild a strong brand synonymous
B
with cutting-edge offerings
Operational
Excellence – ddress a dynamic system of part-
A
ners, lead users, and other actors
– hase opportunities within the
C
Product
Leadership
existing structures of the enterprise
Customer
Intimacy
– esign communication channels and
D
modes to facilitate an open exchange
– everage technology to create novel
L
products and services
– ake many products that embody
M
offerings and make them accessible

34. --------------------------- -----------------------------------------------------------------------------
customer Focusing on the individual relation-
intimacy
ship to customers and what they
Operational
Excellence experience when interacting with
the enterprise.
Product
Leadership
Design Strategy
Customer
Intimacy
– esigning all parts of the enterprise
D
to delight and surprise customers,
empowering all actors to contribute
Strategic Vision
– nvision platforms to entertain such
E
a relationship in daily business,
picture meaningful roles to play in
people’s lives

35. --------------------------- -----------------------------------------------------------------------------
implications – esign the enterprise to make remark-
D
able customer experiences happen
Operational
Excellence – nderstand customers on a personal,
U
empathetic level
–
Design customer interactions that
Product
Leadership
reflect personal relationships and in-
Customer
Intimacy
dividual behaviours
– reate an organisation that empowers
C
front-line staff to make informed
ad-hoc decisions when needed
– reate places to bring customers, staff
C
and other actors together and foster
exchange

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operational Optimising the way the enterprise
excellence
works, using mindful automation
Operational
Excellence and intelligent operations to out-
perform the competition.
Product
Leadership
Design Strategy
Customer
Intimacy
– esign the enterprise to support
D
process execution, striving for a
smooth flow of information and
work
Strategic Vision
– llustrate future systems such as
I
tools, procedures and services to
support running the enterprise

37. --------------------------- -----------------------------------------------------------------------------
implications – nvision the enterprise as a system
E
and design for the operational flow
Operational
Excellence – nable staff to unlock that flow when
E
it blocks
– utomate touchpoints by designing
A
Product
Leadership
streamlined interactions
Customer
Intimacy
– evelop systems of signs guiding
D
people on their journeys
– esign information architectures that
D
enable people to take the next step

38. --------------------------- -----------------------------------------------------------------------------
the enterprise
as a story
www.ted.com

39. ------------------------------------------------------
eda.c
enterprise design
associates. consultancy
milan guenther
partner
p +49 211 24 860 360
milan.guenther@eda-c.com
www.eda-c.com
@eda__c
special thanks to
sylvie daumal,
benjamin falke,
dennis middeke,
eva pika