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Usability...Or Strategic User Experience?

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Presentation at Usability Marathon 2, 14 October 2009, http://marathon.uidesign.ru/

Originally presented to the Online Marketing Association's 2009 Conference in San Diego CA, February 2009.

Also presented in shorter form at Big (D)esign 09 in Dallas TX, May 2009.

Veröffentlicht in: Technologie, Business

Usability...Or Strategic User Experience?

  1. 1. Paul  Sherman   ShermanUX  
  2. 2.  Usability  testing  ≠  a  good  user  experience!    Strategic  user  experience  planning  can  yield   a  unified  and  consistent  user  experience.     And  strategic  design  leads  to  great  user   experiences.   2  
  3. 3.  Usability  testing  is   almost  always   tactical  and  short-­‐ term  focused.    Even  when  done   across  releases…the   results  are  almost   always  used   tactically.   3  
  4. 4. Usability  testing  and  evaluation  can  find   problems  with  your  site  or  product.     But  the  method  is  not  well  suited  for:     Crafting  a  unified  user  experience     Planning  for  tomorrow’s  user  experience     Creating  delight,  loyalty,  stickiness   4  
  5. 5. Delight   Loyalty   Stickiness   How  do  you  attain  these?   5  
  6. 6. By  designing  the  user   experience:   For  now.   For  next  year.   And  the  years  after  that.   6  
  7. 7. And  designing  the  entire   experience…     Not  just  your  product  or  web  site’s  user  interface.   Or  your  email  campaign’s  HTML  formatting.  Or   the  user  assistance  content.     7  
  8. 8. Strategy  vs.  tactics   8  
  9. 9.  “[Strategy  is]  A  long  term  plan  of  action   designed  to  achieve  a  particular  goal.”    “Strategy  is  differentiated  from  tactics  or   immediate  actions  by  its  orientation  on   affecting  future,  not  immediate   conditions.”   Wikipedia.org   9  
  10. 10. 10  
  11. 11.  Strategic  plan:   Go  from  airport   to  hotel    Tactics:      Make  some   turns   11  
  12. 12. “Find  and  fix”  usability  is  like   making  a  turn.     It’s  a  good  thing  to  do…     If  you  know  where  you’re  going.   Do  you?   12  
  13. 13. 13  
  14. 14.  At  many  companies,  various  groups  and   departments  are  not  aligned  around   creating  the  best  user  experience  possible.      In  fact,  some  groups  are  incented  to   create  a  bad  user  experience.      How  can  that  be?  Easy…unintended   consequences  of  incentive  structures.     14  
  15. 15.  Example:  Imagine  a  fictional  company  where   a  marketing  department  is  responsible  for   shipping  and  fulfillment.      Imagine  they  charged  $15.95  USD  to  ship  a   box  of  software.  And  this  made  the   department  500K  yearly.      How  many  people  do  you  think  abandoned   their  shopping  carts  when  they  saw  that   price?   15  
  16. 16.  …and  how  many  customers  do  you  think   were  lost  because  of  this  one  short-­‐sighted   decision?   16  
  17. 17.  Usability  testing  and  user-­‐centered  design   can  only  do  so  much.    To  create  great  user  experiences,  you  have  to   take  a  holistic  -­‐  and  strategic  –  approach.   17  
  18. 18.  I’m  not  the  only  person  saying  this:      Steve  Baty  –  “Being  An  Experience-­‐Led  Organization”    http://bit.ly/40xrLP    Jared  Spool  –  UPA  2009  keynote      (I’ll  find  a  link  somewhere…)    And  many  others.   18  
  19. 19. Usability  and  user  experience   19  
  20. 20. What  is  usability?       Your  intended  users  can  accomplish  what   they’re  trying  to  do  on  your  site  or  with  your   product.     What  is  user  experience?     The  positive  AND  negative  attitudes  and   affect  generated  from  interacting  with  your   offering,  on  several  dimensions.     20  
  21. 21. From  Peter  Morville:  http://semanticstudios.com/publications/semantics/000029.php   21  
  22. 22.  …but  only  a  part.     22  
  23. 23. Measure  it     There  are  many  ways  to  do  this.     NPS  (net  promoter  score)  is  one  of  them,  but   it  doesn’t  capture  all  the  dimensions  of  user   experience.   There  is  no  one  best  way     My  advice:  multiple  methods,  multiple   measures.     Both  quantitative  and  qualitative.   23  
  24. 24.  The  first  step  is  to   become  aware  of   the    problems!    How?      Walk  through  the   entire  customer   experience.     24  
  25. 25.  From  sign-­‐up  to  initial   use…free  to  pay   conversion…calling   and  emailing  help,   tech  support,  and   billing…even  closing   the  account.   25  
  26. 26.  If  you  don’t  know  about  this  concept,  talk  to   your  product  managers.  They  do.   A  typical  product  manager-­‐y  image…     26  
  27. 27.  Check  your  IVR!  Most  are  horrible!  (IT   typically  designs  the  prompts  and  call  flows.)   27  
  28. 28.  Just  because  you  do  GUI  doesn’t  mean  you   can  do  VUI…    VUI  expert  Susan  Hura    “Is  Your  Goal  To  Get  Rid  Of  Money?”    http://bit.ly/2yehF    “Are  You  Working  Hard  To  Suck  Less?”    http://bit.ly/18vVP1   28  
  29. 29.  She’s  my  wife.    She’s  also  the  best   VUI  usability  expert   around.   29  
  30. 30. How  do  you  “do”  strategic  user   experience?     It  sometimes  means    big  changes.     It  often  drives  process  and  organizational   structure  changes.   30  
  31. 31.  Remember,  in  many  organizations,   departments  and  teams  are  incented  to   create  bad  user  experiences.    Changing  organization  structures  and   incentives  to  refocus  on  the  customer  is  hard   work.   31  
  32. 32.  Offline:      Nordstrom’s.  Virgin  Air.    Online:    Zappos.  Amazon.  Land’s  End.  (Offline  too.)      Who  else?   32  
  33. 33. The  sad  truth:  most   organizations  don’t  align  on  the   user  experience.   33  
  34. 34.  Everybody’s.  And  nobody’s.      That’s  the  problem.     34  
  35. 35. How  do  you  take  a  strategic   approach  to  creating  a  great     user  experience?      Four  very  hard  easy  steps…   35  
  36. 36.  1.  Alignment    Find  the  disincentives  to  delivering  a  good   user  experience,  then  surface  them  to  your   leadership.  Eliminate  them.    Advocate  for  tweaking  the  business  model  if   you  need  to.      Don’t  take  “bad  profits”.  Bad  profits  are   unsustainable  profits.   36  
  37. 37.  2.  Values    Be  open  to  learning  about  and  improving  the   user  experience.      Those  aphorisms  about  the  customer  always     being  right?  They’re  all  true.    Remember  the  guy  who  complained  about   the  food  on  Virgin  Air?  He’s  now  a  taster.   Stunt?  Yes.  But  effective  and  revealing!   37  
  38. 38.  3.  Assess  the  user  experience  holistically    Traverse  the  customer  corridor.  Assess  the   total  experience  –  not  just  the  UI.    Find  the  sticky  points,  the  little  trapdoors.    Remember,  one  bad  touchpoint  affects  the   whole  brand.   38  
  39. 39.  4.  Leverage  user  experience  design    Don’t  just  fix  the  little  user  experience   trapdoors  and  holes.      Assess  and  redesign  the  customer   touchpoints…  all  of  them.  Even  the  IVR.     39  
  40. 40. Yeah,  but…  how  do  I  get  my   organization  to  do  this?     “Initiative”   40  
  41. 41. Give  yourself  a  new  job:     “Change  agent”   UX “Initiative”   Easy  to  say…  harder  to  put  into  practice.   41  
  42. 42. A  person  who  leads  a  business  initiative  by:     Defining  and  researching  the  problem     Planning  the  intervention     Building  business  support  for  the  intervention     Enlisting  others  to  help  drive  change   Isixsigma.com   UXmatters.com  –  “The  User  Experience  Practitioner  As  Change  Agent”   42  
  43. 43. “Change  agents  must  have  the   conviction  to  state  the  facts   based  on  data,  even  if  the   consequences  are  associated   with  unpleasantness.”   Isixsigma.com   Uxmatters.com  –  “The  User  Experience  Practitioner  As  Change  Agent”   43  
  44. 44. Successful  strategic  user   experience  is  not  just  about   delivering  a  design  or  testing   the  UI.   44  
  45. 45. It’s  about  aligning  the   organization  to  measure  and   improve  the  user  experience…   Using  the  tools  and  techniques  of  user  research,   interaction  design,  and  usability  assessment.   45  
  46. 46. If  you’re  doing  your  job  right,   you’re  changing  your   organization.   “Initiative”   46  
  47. 47. Get  out  of  your  silo,  comfort  zone,  etc.   Be  nosy.  Really  understand  your  business’s  revenue  and   profitability  goals.  And  who’s  responsible  for  delivering   what  part  of  it.   Plan  and  influence     Advocate  for  planning  the  user  experience  of  the   product(s)  you  support.  Socialize  the  plan,  sell  the  plan.   Measure  and  improve   Measure  the  user  experience  to  know  how  to  improve  it.   47  
  48. 48. You  might  not  get  to  focus  on  strategic  issues   yet.  But  start  thinking  about  it  now.     Start  talking  with  your  colleagues  about  the   long-­‐term  direction  of  the  products  and  services   you  support.   Find  the  problems  with  usability  testing  and   evaluation.  Fix  the  ugly  parts  now,  but  plan  to   overhaul  the  whole  experience.     48  
  49. 49.  Connecting  Cultures,  Changing  Organizations:  The  User  Experience   Practitioner  As  Change  Agent.  Paul  Sherman.   http://uxmatters.com/MT/archives/000162.php    Customer  Support  on  the  Web:  Don't  Call  Us,  We'll  Call  You.  Dan  Szuc.   http://www.uxmatters.com/mt/archives/2007/11/customer-­‐support-­‐on-­‐the-­‐ web-­‐dont-­‐call-­‐us-­‐well-­‐call-­‐you.php    The  Bizarre  Myth  of  Customer  Service:  An  Interview  With  David  Jaffe   http://www.infodesign.com.au/uxpod  (Look  for  #42…  see,  it  IS  the  answer  to   everything.  )   49  
  50. 50.  Paul  Sherman    http://www.shermanux.com    paul@shermanux.com    Twitter:  @pjsherman   50