6. And people with great
influence will have a say
in that design solution
7. The intersection of these 3
components drive a product result
User
Technology
Experience
Business
Online
products
8. Scenarios
We know user
Stories
Proverbs
Personas Content Inventories Analytics
experience well
Process Flows
System Maps Concept Maps User Surveys
We’re great at user research
Wireframes
Prototypes
Storyboards
We know how to present information based onReports
Concept Designs Narrative
user
needs and mental models
Presentations
We’re great atStyle Guides
Design Patterns understanding the user’s context
Specifications
Plans
User E Xperience Treasure Map
by Jeffery Callender and Peter Morville
9. We get technology
We work very closely with technologists and create
great relationships with technologists
Understand the technical implications of our designs
10. What do we know about
business?
We integrate business goals into our designs
But what else do we know about the “business” that
could influence the optimal design?
11. Do we truly know our
business stakeholders
(like we know our users)?
12. Do we truly understand
the influencing factors of
the business
environment?
13. What about the flow of
money (e.g. who controls
the funding, budget
cycles)?
22. Dunbar’s number 150
A theoretical cognitive limit to the number of people
with whom one can maintain stable social relationships
Relationships in which an individual knows each
person and how each person relates to every other
person
Numbers larger than this generally require more
restrictive rules, laws, and enforced norms to maintain
a stable, cohesive group
23. Let’s look at some
influencing factors for
each type of
organization
24. Large corporation
Highly structured, hierarchical, silos
Stakeholder driven, regulated budgets
Large in size, established processes
Beholden to government regulations
Established approval and release cycles
Typically the larger the corporation the less influence
of C-level personalities on the day to day work
25. Government
Very structured, hierarchical, silos, political
Yearly budgets, allocation from other areas
Large in size, established processes
Beholden to federal law
Established approval and release cycles
Influence of political leadership, which can change
every election cycle
26. Start-up
Flat hierarchy, with easy access to C-level
Rounds of funding from Investors
Small and flexible, open to new process and ways of
doing
Less affected by regulation and policies
Agile release cycles with showing progress as driver
Heavy influence of C-level personalities
27. Non-profit or NGO
Common project or country based organizational
structure
Donations, donors and grants
Range of sizes
Less affected by regulation and policies
Approval and release schedules dependent on size
Strong influence of leadership personalities and values
29. Use your knowledge of
these influencing factors
to push the best user
experience
30. Analyze the organization
chart
Like a site map, read the organization chart
Who owns the product?
Who controls other aspects needed for the
product?
Are the three players: User Experience,
Technology and Business aligned against or in
support of each other?
32. The ideal organization
chart for good user
experience
User Experience Department or Division
C-Level User Experience Leader
Reports to CEO
Involved in A-Z instead of A-C
33. Find the money
Where is revenue generated?
What departments/divisions are the most
profitable?
Who actually pays for the product?
Who decides the budget? How is money spent?
34. Make friends in
important places
Need to invest time in building and maintaining
relationships
If it is a large organization, need to be strategic
and reach across the organization as needed
35. Prevent decision fatigue
The more choices you make throughout the day,
the harder each one becomes for your brain, and
eventually it looks for shortcuts
What is the best time of day to get your way?
NYTimes: Do You Suffer From Decision Fatigue?
36. Invest in the long view,
not just fight the smaller
battles
38. WHY is the key
“People don’t buy what you do, they buy why you do it”
(Simon Sinek, The Golden Circle)
Addresses Addresses
“limbic brain” “neocortex
brain”
39. Addresses
“neocortex
brain”
Responsible for rational and analytical
thought and language
40. Addresses
“limbic brain”
Responsible for trust, loyalty and decision making
Speaking to this part of the brain will make a
connection with your “business” stakeholders
41. User experience is best
suited for the WHY: with
the product and within
the organization
42. In conclusion, the top
three things you can do
Understand the business team and their
motivations and build relationships
Take advantage of the business culture and its
influencing elements
Invest in the long view of product development,
not just fight shorter, tactical battles
Hinweis der Redaktion
Introduce ourselves: names, work experience and why this topic is important to each of us\n
Business culture as in the total of the inherited ideas, beliefs, values, and knowledge, which constitute the shared bases of social action in an organization.\n
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How many of you have had a wonderful idea or design for a product, and then after taking the product through the process feel like you ended up with just half of its potential?\n
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Talk to examples\n
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We are going to focus on four different types of organizations today, and discuss their specific influencing elements. Much like you develop personas for a project, here are four sketches of different types of organizations and their characteristics.\n\nThe large corporation, like IBM, [insert European company] or Sprint/Nextel, we are defining it to be a large business, as in 1000+ employees, with multiple divisions.\nA government organization is like the Department of Treasury or [insert European agency]\nA start-up is a growing and relatively newly-formed small business that has yet to list on a stock market\nA non-profit or NGO is an organization that is not beholden to investors and typically does not generate a profit at the end of the fiscal year, like the Red Cross, Oxfam or AARP\n
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Dunbar's number was first proposed by British anthropologist Robin Dunbar, who theorized that "this limit is a direct function of relative neocortex size, and that this in turn limits group size ... the limit imposed by neocortical processing capacity is simply on the number of individuals with whom a stable inter-personal relationship can be maintained.\n
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ISO\n
508 compliance\n
Easy access to CEO and other C-level people\nRounds of funding from investors\nAgile release cycles (more about getting something out and showing progress)\n\n
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Talk about examples. tend to work as separate companies until forced to work as one. NavTech example.\nThings to do to survive\n
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Levav of Stanford and Danziger of Ben-Gurion University\n\nShortcuts are usually risky behavior or no decision at all. Retailers will use this technique - car buying, suit buying, carpet buying, wedding registries\nPrisoners who appeared early in the morning received parole about 70 percent of the time, while those who appeared late in the day were paroled less than 10 percent of the time.\n\nHeatherton and Darthmouth: Your brain does not stop working when glucose is low. It stops doing some things and starts doing others. It responds more strongly to immediate rewards and pays less attention to long-term prospects.\n
example of long view, smaller battles\nsuccess stories\n
examples of what, how and why - if you don’t talk about the why you wont make a connection\n
Simon Simek has done research into why some companies are successful when others are not. What is what you do - as in make mobile apps. How is how your company does it, the differentiator or niche, Why is the organizations belief or cause.\nWhy addresses the “limbic brain” that is responsible for decision making, trust and loyalty. Rooted in biology. Inspired organizations no matter the size or the industry, all communicate the Why.\n
When you talk “what” and “how” you’re talking to the neo-cortex which is responsible for rational and analytical thought\n
Why as in what is your purpose, your cause your belief. Why addresses the “limbic brain” that is responsible for decision making, trust and loyalty.\n