Tim Loo's presentation to UXSTRAT 2013 - the first global conference for experience strategists

1. TimLoo
StrategyDirector,Foolproof
Win/Win
Redesigning business culture and
thinking around the customer

2. @timothyloo #UXSTRAT
A bit about me

3. Photo Credit: http://www.flickr.com/photos/76029035@N02/6829415429 Photo Credit: http://www.flickr.com/photos/37891053@N03/3909773517
I’ve been
the Man …
…I’m now a
consultant

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I really like working with
big businesses

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How to redesign
business culture and thinking
around the customer…

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…in 30 minutes

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Holy crap

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OK, so what is
business culture?

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Wikipedia definition screenshot

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Culture tells us how to behave when
we can’t turn to formal directives,
agreements or set of rules for guidance

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It’s part co-ordination, part conscience

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Why should we be interested
in organisational culture?

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I asked 100 UK UX leaders what are
the top 3 things that stops our advice
happening in business

18. BUSINESS UX ADVISORTHE
PROJECT
Client doesn't
measure
or understand
the value of UX
Ineffective
communication
& persuasion
Low
stakeholder
engagement
in UX
Lack of
commitment
to UX
Lack of
budget
Driven by
technology
and constraints
Consultant
& agency
attitudes
Lack of
senior-level
client sponsor
for UX
Client doesn't
understand
UX processes
Inertia and
resistance to
change
Lack of time
Lack of
resources
Client lack of
vision, strategy
and
business case
Lack of
consultant
skills &
experience
Source: Making UX Happen survey of top 3 barriers (100 respondents)
Culture,
politics &
organisational
silos

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Culture is a primary enabler/barrier to
creating & delivering great experience

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Service excellence =
design x culture
Source: Uncommon Service, Frei & Morriss

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Culture eats
strategy for lunch

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Thinking about
big company culture

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Our purpose is
to make money

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Short term minded

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Insular &
inward looking

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IT/engineering led

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Inflexible process driven

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Us versus them siloes

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Me versus the matrix

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For me to win,
you have to lose

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Most big companies aren’t
organised in a way which naturally
delivers great experience

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Culture change is hard

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It’s like saying “I am going to change
my personality.” It’s possible but it is
something you do with considerable
thought and difficulty.
Edgar Schein, 2011

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So how can we affect
business culture?

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Thinking Behaviours

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4 behaviours

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Organisational Behaviour 1
We can all visualise what it’s like to be a
customer dealing with us today

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Tools which quickly and memorably
boil down experience both
functionally and emotionally can help

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Organisational Behaviour 2
We know & regularly communicate
what good experience looks like

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Experience design principles and
customer stories help colleagues
understand & describe
what good looks like

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Organisational Behaviour 3
We physically get together to make hard
decisions & trade-offs to deliver the
right experience

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Face to face collaboration is key to
building empathy with customers and
with colleagues

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Organisational Behaviour 4
We measure & report on things which
are meaningful for us and the customer

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We need to help make stakeholders
care about the numbers linking
customer outcomes to value

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Change
thinking
Change
behaviours
Make stakeholders collaborate
and share customer perspective
Create empathy with
colleagues and customers

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Some of us will need to
take a central role in
affecting cultural change

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Thank you

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Start a conversation
Tim Loo
tim.loo@foolproof.co.uk
+44 7714415677
@timothyloo