The structure of the Design Strategy day is organized around five themes—business alignment, defining customer value, core experience definition, core experience evolution, and delivering strategic guidance. We’ve designed this day to help you learn how to move quickly and confidently through ambiguous strategic questions toward concrete action. The day begins with:
-An overview of key business strategy concepts
-Translating business strategy into design strategy
-A framework for strategic design work
2. ADAPTIVE PATH | UXI 2
DAY 1
DESIGN
STRATEGY
DS
The tools you
need to put your
designs into
business — and
vice versa
DAY 2
DESIGN
RESEARCH
DR
How to unearth
deep, practical
insights about the
people you want
to reach most
DAY 3
SERVICE
DESIGN
SD
Tools of modeling
and analysis that
shape smart and
systemic solutions
DAY 4
INTERACTION
DESIGN
IxD
How to design for
better interactions
and become a
better interaction
designer
4. ADAPTIVE PATH | UXI
Let’s Talk About Design
→ What do you design?
→ Five key beliefs
→ What do you believe?
4
DESIGN STRATEGY
5. What do you design?
→ Digital Design Agency
→ UX Agency
→ Experience Design Consultancy
→ Service Design Firm
→ Web Design Agency
→ Mobile Designers
→ That place that coined AJAX
10. Friend searches for cancer support resources online
and orders kit through Giving Comfort website.
PRIORITIES: Easy to find site via web search,
fast and easy ordering, ability to include a personal
message with delivery.
Purchased with giver’s
personal credit card.
Funded by donations from individuals, corporate partners and foundations. 100% of
donations from individuals are used to purchase products and ship to recipients.
Staff member orders Giving Comfort kits online,
or use the kits they have in storage
PRIORITIES: Clinic/Hospital has storage for kits or
can receive kits promptly.
Community cancer support facility (hospitality
house, community center, etc.) orders Comfort Kits
or already has them in storage.
PRIORITIES: Location has storage for kits or can
receive kits promptly. Location can ensure distribu-
tion of kits to low-income patients.
A small package can make
a big difference.
home delivery
FundingWhoisthegiver?
Wherearetheylocated?
clinical setting community setting
H
What is comfort?
Warmth, positivity, friendship, family, reassurance, security, humor, laughter,
distraction, safety, memory, hope, hugs, smiles, home, support
+
Services
13. Friend searches for cancer support resources online
and orders kit through Giving Comfort website.
PRIORITIES: Easy to find site via web search,
fast and easy ordering, ability to include a personal
message with delivery.
Purchased with giver’s
personal credit card.
Funded by donations from individuals, corporate partners and foundations. 100% of
donations from individuals are used to purchase products and ship to recipients.
Staff member orders Giving Comfort kits online,
or use the kits they have in storage
PRIORITIES: Clinic/Hospital has storage for kits or
can receive kits promptly.
Community cancer support facility (hospitality
house, community center, etc.) orders Comfort Kits
or already has them in storage.
PRIORITIES: Location has storage for kits or can
receive kits promptly. Location can ensure distribu-
tion of kits to low-income patients.
A small package can make
a big difference.
home delivery
FundingWhoisthegiver?
Wherearetheylocated?
clinical setting community setting
H
What is comfort?
Warmth, positivity, friendship, family, reassurance, security, humor, laughter,
distraction, safety, memory, hope, hugs, smiles, home, support
+
18. ADAPTIVE PATH | UXI 18
As a designer, part
of your job is to
understand and
empathize with the
full spectrum of
stakeholders and
their needs.
LET’S TALK ABOUT DESIGN
CUSTOMER
EMPLOYEE BUSINESS
EMPATHY
TRIANGLE
19. Whether you like it or
not, you have to work
with other people. You
can either work at them
or work with them. It’s
your choice.
Sarah B. Nelson
Adaptive Path
34. DATEADAPTIVE PATH PROJECT TITLE
ADAPTIVE PATH ON SERVICE DESIGN
Design should be an
activity that an
organization embraces
and that everyone can
be involved in.
35. The world needs more designers
with the soft skills to move groups
of diverse people to collaboratively
solve complex problems.
38. ADAPTIVE PATH | UXI 38
As a designer, you
must help guide
your organization
to manifest and
sustain the ideas
that will enhance
or disrupt the
context for which
you’re designing.
LET’S TALK ABOUT DESIGN
Explore
Model Ideate
Make
Validate
40. ADAPTIVE PATH | UXI 40
Five Key Beliefs
→ Empathy beyond the user
→ Value for all
→ Thinking and making are reciprocal, not serial
→ Design together
→ Take action! (early and often)
LET’S TALK ABOUT DESIGN
42. ADAPTIVE PATH | UXI
EXERCISE 1
What do you
believe?
42
→ Grab a worksheet.
→ Using any of the supplies on the
table or that you brought with you,
communicate a core belief you have
as a designer (or your current
profession).
→ After 5 minutes, I’ll ask you to share
with one another at your table.
→ TOTAL TIME: 10 minutes
43. ADAPTIVE PATH | UXI
Business & Design
→ The Role of Design in Business
→ Concepts in Business Strategy
→ What is Design Strategy?
→ Mapping Ecosystems
43
DESIGN STRATEGY
46. ADAPTIVE PATH | UXI 46
Some possible tables…
→ Product Backlog
You work collaboratively with product management and technology to
define and manage product requirements by release.
→ Product or Service Strategy
You work collaboratively with stakeholders to define a product/service
vision and an evolution plan across multiple releases.
→ Customer Experience Strategy
You work collaboratively with stakeholders to identify and explore
problem spaces, define new strategies, and design complex product
and service ecosystems.
BUSINESS & DESIGN
47. ADAPTIVE PATH | UXI 47
What’s design being asked to do?
→ Process Component
→ Optimizing Activity
→ Business Function
→ Strategic Contributor
→ Core Competency
BUSINESS & DESIGN
48. ADAPTIVE PATH | UXI 48
Design as a Process Component
→ Role
Design is perceived as a cost to be contained
as part of a larger process (usually the
production of a product or delivery of a
service)
→ Focus
Design focus is oriented toward simple metrics
→ Value Measure
Process outcome focused (on-time or on-
budget delivery) largely because it is viewed
as an internal cost
→ Opportunity
Focus on behavior metrics
BUSINESS & DESIGN
ACCEPTANCE
REQUIREMENTS
ANALYSIS
DESIGN
INTEGRATION
& TESTING
IMPLEMEN-
TATION
49. ADAPTIVE PATH | UXI 49
Design as an Optimizing Activity
→ Role
Design is considered as a value-added support
to other business drivers in the organization
→ Focus
Design focus is oriented toward behavior
metrics
→ Value Measure
How do design solutions affect user behavior
metrics?
→ Opportunity
Focus on a mix of behavior metrics and
understand how design can impact wider
metrics like NPS
BUSINESS & DESIGN
CONVERSION FUNNEL
100%
100%
27%
4%
TOTAL
VISITORS
VIEW
PRODUCT
ADD TO
CART
PURCHASE
50. ADAPTIVE PATH | UXI 50
Design as a Business Function
→ Role
Design is an important business function worthy
of organizational attention and investment
→ Focus
Design focus oriented toward perceived value to
the company, as suggested by measurements in
user behavior data
→ Value Measure
How do design solutions create specific
changes in behavior metrics that have
presumed value (+ 15% in lead generation + NPS)
→ Opportunity
Focus on user focused (business) activities that
create value
BUSINESS & DESIGN
NET PROMOTER SCORE (NPS)
PASSIVE DETRACTORPROMOTER
NPS = (% OF ) - (% OF )
51. ADAPTIVE PATH | UXI 51
Design as a Strategic Contributor
BUSINESS & DESIGN
→ Role
Design is a means of solving business
problems and delivering significant value to
the business
→ Focus
Design focus is situated in the larger context
of which business problems should be solved
→ Value Measure
Financial terms that take into account both
return and investments
→ Opportunity
Focus on creating greater fit among design-
driven corporate activities
PATIENT
ACTIVITIES
INFORMATION
NEEDS
Critical Moment
Patient sees Care
Provider
activities
i think i need helpstages discover what is wrong with me make me better
1 2 3 4 5 7 8 9 10 11 12
Critical Moment
Patient needs JMH
Critical Moment
Severity of condition
can determine the
tone of the journey
Redirect
Get patient on correct
path: ER/UC/PCP
May have been
directed from
routine PCP visit
Critical Moment
Patient gets diagnosis
Critical Moment
Patient gets or starts
treatment
Critical Moment
Get patient on the
road to normal
Critical Moment
Patient sees Care
Provider
Redirect
Referred to Specialist,
patient is looking to
connect with right
Care Provider for them
6
+ ANXIETY
+ RELIEF
STORY ARC
The relative change in
anxiety and relief and the
range in patient stories
EXPERIENCE DRIVERS
UNDERSTANDING:
Building knowledge and clarity
REPETITION:
Multiplying the unknown
HIGH IMPACT
key moment
something feels
wrong
Unsure what is
wrong. Scare of
the unknown.
my needs
Validate that I
need help
key moment
decide to
get help
Confident I will get
help and hopeful that
I can get answers.
my needs
Be ready for me
key moment
monitor
treatment
Confident in my care.
Clear expectations of
what is progress.
Access to my Doctor
just in case.
my needs
Access to help
when needed.
Reassurance that
there is progress.
key moment
see a specialist
Confident in my care
and trust in Doctor.
Empathy for my
situation.
my needs
Be my rock and hub
of information
key moment
choose
treatment option
Clear expectations of
how my life will
change with helpful
resources. Empathy
for my situation.
my needs
Understand how
this will impact me
long-term
key moment
talk to doctors
to see what is
going on
No empathy or
comfort. Feel rushed
and unimportant to
my Doctor.
my needs
Listen to me so
I can trust you
key moment
change
treatment
No set expectations of
progress. No confi-
dence in my care or
doctor.
my needs
Provide me options
key moment
get tests and
review results
No clear answer, so no
confidence in my care.
No expectations of
when we’ll know.
my needs
Need expert of my
disease to help me
Finding the right Care Provider who can act as a partner and set
clear expectations early in your journey is a key driver of overall
experience. Having access to this care is paramount.
Chronic Care
Patient Experience Map
something feels wrong
• Having pain or onset of symptoms
• Notice a sudden change in at-home
monitoring
i think i need help
• Call Primary Doctor or a General Line
• Ask family/friends with similar symptoms
• Self diagnose
• Google triage
1
2
1
2
3
4
3
4
5 7
7
10
11
12
11
12
13
13
8
8
9
10
9
6
5
6
decide to get help
• Go to the ER or Urgent Care Center
• Schedule a visit with Primary Doctor
talk to doctors to see what
is going on
• Explain my symptoms
• Answer questions
• Visit PCP or Specialist
get tests and review results
• Nurse or techs administers tests
• Wait
• Get referral for Specialists
see specialists
• Doctor may give initial diagnosis
• Get more referrals
• Get additional tests
• See multiple Specialists
get diagnosis
• Ask additional questions
• Hear results of the tests and what
they mean
• Learn about diagnosis and what that means
• Do my own research to validate diagnosis or
learn more
choose treatment option
• Hear treatment option(s)
• Do my own research to validate
treatment decision
get treatment
• Get initial treatment administered by
Doctor or Nurse
• Receive follow-up instructions to monitor
get prescriptions
• Start an ongoing treatment, like medication
or at home care
• Receive instructions on how to continue
ongoing treatment at home
maintain overall health
• Fix other things that are impacted by my
chronic treatment
• Exercise and diet
• Get emotional and social support
monitor treatment
• Monitor and log progress at home or
through visits
• Monitor side effects and effectiveness
change treatment
• By phone or doctor's visits
• Change or add doctors if needed
• Repeat
something feels wrong
• Symptom checker
• Google triage
• Primary care phone number for triage
i think i need help
• Where do I go for what
• Triage Phone Number
• Insurance benefits - cost/benefit of where
to go
decide to get help
• Facility address
• Time of appointment
• Phone numbers
talk to doctors to see what
is going on
• Prepared questions
• What I should tell my doctor
get tests and review results
• Tests and what they are for
• Results
• Referral for Specialist
see specialists
• Coordinated appointment with Specialist
• Managed list of who I've seen for what
get diagnosis
• Why this is happening to me
• What the diagnosis is
• Expectations of how things will change
choose treatment option
• Why this treatment
• Side effects
• What treatment will entail
get treatment
• Who to call for what
• Discharge papers and after-care instructions
• Prescription
• Doctor's note
get prescriptions
• Side effects
• Prescription information
• After-care information
maintain overall health
• Other ways my life will be impacted
• Resources to manage social and
emotional changes
monitor treatment
• What to look out for
• Instructions
• Doctor’s phone number for emergency
change treatment
• Doctor’s phone number for emergency
• When to call
GET TREATMENT
"I appreciated that
he didn’t sugar
coat it, but was
still hopeful."
GET DIAGNOSIS
"You never forget this
moment, no matter how
gently your Doctor
breaks the news."
MONITOR TREATMENT
"Things seem to return to
normal and then there is
this curve ball."
52. ADAPTIVE PATH | UXI 52
Design as a Core Competency
BUSINESS & DESIGN
→ Role
Design improves user satisfaction and deters
attrition to competitors
→ Focus
Design focus is balanced between ongoing
incremental improvements and breakthrough
research and development
→ Value Measure
Financial terms that take into account both return
and investments, PLUS market share, return on
equity, and possibly even stock valuation
→ Opportunity
Maintaining sustained competitive advantage
http://www.wired.com/images_blogs/gadgetlab/2012/05/jonathan-ive.jpg
54. ADAPTIVE PATH | UXI
The World
of Design
Strategy
BUSINESS & DESIGN
COMPETENCY
COMPLEXITY
•Process Component
•Optimizing Activity
•Business Function
•Strategic Contributor
•Core Competency
55. Stakeholders need to be aligned.
They define what’s possible.
Focus on the next step on the stair.
Don’t step beyond that.
58. ADAPTIVE PATH | UXI 58
What is Strategy?
→ Strategy is the creation of a unique and valuable position,
involving a different set of activities.
→ Strategy requires you to make trade-offs in competing.
→ Strategy involves creating “fit” among a company’s activities.
CONCEPTS IN BUSINESS STRATEGY
— Michael Porter, “What is Strategy?”
59. ADAPTIVE PATH | UXI 59
Six Big Questions
CONCEPTS IN BUSINESS STRATEGY
STANCE VALUE ACTIVITIES
INTERNALEXTERNAL
WHAT’S YOUR
COMPETITIVE
DIFFERENTIATION?
WHAT IS YOUR
GENERIC
STRATEGY?
61. ADAPTIVE PATH | UXI 61
Competitive differentiation
→ Operational Excellence
(aka cost leadership)
Provide middle-of-the-market products at the best price and
the least hassle (Kia)
→ Product Leadership
Provide the best product, period. Continue to innovate year
after year (Philips)
→ Customer Intimacy
Provide unique solutions to customers by virtue of intimate
knowledge of their needs (IBM)
CONCEPTS IN BUSINESS STRATEGY
62. ADAPTIVE PATH | UXI 62
Value & Activities
CONCEPTS IN BUSINESS STRATEGY
STANCE VALUE ACTIVITIES
INTERNALEXTERNAL
WHAT’S YOUR
COMPETITIVE
DIFFERENTIATION?
IS YOUR MARKET
GROWING,
SHRINKING, OR
FLAT?
HOW DO YOU
MAKE MONEY?
WHAT ACTIVITIES
DO YOU MARKET?
WHAT ACTIVITIES
DO YOU INVEST IN?
WHAT DO YOU
NOT?
WHAT IS YOUR
GENERIC
STRATEGY?
63. ADAPTIVE PATH | UXI 63
Components: Activities & Fit
→ Simple Fit
First order fit is simple consistency between each activity
(function) and the overall strategy.
→ Reinforcing Fit
Second order fit occurs when activities are reinforcing.
→ Optimizing Fit
Third order goes beyond activity reinforcement to
optimization of effort.
CONCEPTS IN BUSINESS STRATEGY
65. ADAPTIVE PATH | UXI 65
— Michael Porter, “What is Strategy?”
Explanatory
catalogues,
informative
displays and
labels
Limited
Customer
Service
Self-
transport by
customers
Ease of
transport and
assembly
“Knock-down”
kit packaging
Wide
variety with
ease of
manufact-
uring
Self-
assembly by
customers
Modular
furniture
design
Suburban
locations
with ample
parking
Limited sales
staffing
Increased
likelihood of
future
purchase
In-house
design focused
on cost of
manufact-
uring
High-traffic
store layout
Self-
selection by
customers
Ample
inventory on
site
Low
manufact-
uring cost
More impulse
buying
Most items in
inventory
Year-round
stocking
100%
sourcing
from long-
term
suppliers
66. ADAPTIVE PATH | UXI 66
— Michael Porter, “What is Strategy?”
Explanatory
catalogues,
informative
displays and
labels
Limited
Customer
Service
Self-
transport by
customers
Ease of
transport and
assembly
“Knock-down”
kit packaging
Wide
variety with
ease of
manufact-
uring
Self-
assembly by
customers
Modular
furniture
design
Suburban
locations
with ample
parking
Limited sales
staffing
Increased
likelihood of
future
purchase
In-house
design focused
on cost of
manufact-
uring
High-traffic
store layout
Self-
selection by
customers
Ample
inventory on
site
Low
manufact-
uring cost
More impulse
buying
Most items in
inventory
Year-round
stocking
100%
sourcing
from long-
term
suppliers
67. ADAPTIVE PATH | UXI 67
Limited
Customer
Service
Modular
furniture
design
Self-
selection by
customers
Low
manufact-
uring cost
SHOWROOM
WAREHOUSE
DESIGN &
MANUFACTURING
Year-round
stocking
Most items
in inventory
P Self-transport
by customers
Self-assembly
by customers
Suburban
locations
with ample
parking
69. ADAPTIVE PATH | UXI 69
Business strategy creates…
→ Context for design
Generic strategies, competitive landscapes, and market forces
inform how design strategy can add value.
→ Constraints for design
Investment decisions stemming from business strategy open and
close off avenues for where design strategy can add the most value.
→ Connections for design
Design activities should fit with the other activities of the
organization. Everyone should be pulling the same direction.
CONCEPTS IN BUSINESS STRATEGY
70. ADAPTIVE PATH | UXI 70
Business strategy tends to…
→ Depend too heavily on analytical thinking
Spreadsheets, pivot tables, value mapping, oh my!
→ Document and communicate in abstract forms
Powerpoint decks, statistical models, white papers, OH my!
→ Remove itself from the messy lives of people
Market segments, customer cohorts, resources, OH MY!
CONCEPTS IN BUSINESS STRATEGY
72. “[Strategy] is one integrated set of
choices: what is our winning
aspiration; where will we play; how
will we win; what capabilities need to
be in place; and what management
systems must be instituted?”
—ROGER MARTIN,
PLAYING TO WIN
WHAT IS DESIGN STRATEGY?
74. A design strategy is an argument for
what an organization should make
and the related activities it should
engage in to create competitive
advantage, meaningful connections,
and new value for stakeholders.
75. ADAPTIVE PATH | UXI 75
Let’s break this down
→ Informed argument
Insight-driven recommendations and decisions presented in a
compelling fashion to build confidence and secure investment
→ What an organization should make
Products, service, touchpoints and/or features that deliver
value, differentiate from the competition, and forge
ecosystem connections
→ Related activities it should engage in
New or changes to people, processes, and technologies to
support the delivery of a product or service
WHAT IS DESIGN STRATEGY?
78. ADAPTIVE PATH | UXI 78
Placing Bets
→ What will create value for the organization that
will help it compete, grow, and further its mission
→ Each bet is a decision to commit resources – time,
people, money, etc – in one direction and not to do
so in another direction
→ Design strategy can positively impact these
choices by introducing new insights, reframing
problems, and shaping human-centered solutions
WHAT IS DESIGN STRATEGY?
80. PATIENT
ACTIONS
PHYSICAL
EVIDENCE
ONSTAGE
CONTACT
PERSON
BACKSTAGE
CONTACT
PERSON
Debbie’s
Chart Cart
Records/
Database
System
Bin
System
Check
Vitals &
Ask Quest
Place in
Kassam
Bin
Meet Dr.
Kassam
Kassam
Gets Quick
Review
Take
Away
Chart
Process &
Check-out
Records/
Database
System
Dictation
Chart
Storage
System
Door Tag
System
See Other
Patients
SUPPORT
PROCESSES
Sign In
Front
Desk
Waiting
Room
Front
Desk
Front
Desk
Hallway Exam
Room
MRI &
Chart
Exam
Room
MRI &
Chart
Door Tag Waiting
Room
Check-out
Room
Waiting
Room
Line of Interaction
Line of Visibility
Responds
Follow to
Exam Rm
Answer
Questions
Ask
Questions
Return
Door Tag
Check-out,
Pay, &
Leave
Check-in
Welcome
Get
Patient
Chart
See Other
Patients
Process
See Other
Patients
Brings
Door Tag
Back
Call
Patient
Grab
Door Tag
Escort to
Exam Rm
Chart in
To Be
Seen Bin
Write Rm
# on
Schedule
See Other
Patients
Grab
Chart
from Bin
Chart
Taken by
Staff
Check
Patient
Location
Check
Patient
Location
Schedule
System
Service Blueprint of Presby Neuro Clinic
? ? ? ? ?
Line of Internal Interaction
? ? ?
Wait Wait
Wait in
Exam Rm Wait Wait
Holistic
Jamin Hegeman
83. ADAPTIVE PATH | UXI 83
A framework for design strategy
→ Understand where design can be effective
→ Define or frame design problems
→ Generate and illustrate potential solutions
→ Measure the value of solutions
→ Connect what’s next with a broader roadmap
WHAT IS DESIGN STRATEGY?
86. “Strategy is no longer a punctuated
series of moves, but a process of
deepening and widening
connections.”
—GREG SATELL,
HARVARD BUSINESS REVIEW
MAPPING ECOSYSTEMS
88. ADAPTIVE PATH | UXI 88
What makes up an ecosystem?
→ People
→ Places
→ Products and services
→ Physical and digital artifacts
→ Technology
→ Competitors
MAPPING ECOSYSTEMS
95. ADAPTIVE PATH | UXI 95
Why Ecosystem Mapping?
→ To identify actors, locations, artifacts and
connections.
→ To surface all the points of interaction.
→ To investigate existing or potential relationships.
→ To explore new strategies by reorganizing how
entities relate to one another.
MAPPING ECOSYSTEMS
98. YOU
(and your family)
COMMUNITY
ENVIRONMENT
Social
Connections
Home
Monitoring
Automation
Be Efficent
Share Energy
Change
Behavior
Support
Environment
Save Money
Provide
Comfort
Competition
Donations
Kickstarter
Microlending
Comparison
Dialogue
Teams /
Groups
Resource
Management
Energy
Security
Renewables
Solar
Biking
Natural
Disasters
Energy
Regulation
Infastructure
Incentives
Subsidies
Decentralized
Model
Rebates
Usage
Patterns
Visualize
Behavior
Smart
Meter Data
Technology
Service
Provider
Resources
Conservation
Weather
Education
Government
Changing
Behaviors
Recycling
Electric
Cars
Global
Warming
Reducing
Demand
Cost
Rate
Plans
Billing
Alerts
Comfort
Home Modes
Construction
Location
Smart
Appliances
Disaggrigation
Conservation
Sensors
your home
Wasted
Energy
MAPPING ECOSYSTEMS
99. YOU
(and your family)
COMMUNITY
Home
Monitoring
Automation
Be Efficent
Share Energy
Change
Behavior
Support
Environment
Save Money
Provide
Comfort
Don
Kickstarter
Microlending
Subsidies
Usage
Patterns
Visualize
Behavior
Smart
Meter Data
Service
Provider
Conservation
Education
Changing
Behaviors
Recycling
Electric
Cars
Global
Warming
Reducing
Demand
Cost
Rate
Plans
Billing
Alerts
Comfort
Home Modes
Construction
Location
Smart
Appliances
Disaggrigation
your home
Wasted
Energy
http://3.bp.blogspot.com/-dtdHFVzXrG8/T-dejxDfj4I/AAAAAAAAA8w/3xiTH9V8D-s/s1600/OrcStorytellers.jpg
A territory map serves
as a visual tool to help
a team make decisions
about where to focus,
what is known, and
what is unknown.
100. ADAPTIVE PATH | UXI 100
Territory Mapping
→ Great activity to do early in a project to get a feel for
the product or service landscape.
→ Early whiteboard sessions may be refined into a
visual communication tool that emphasizes the
team’s focus or point of view.
→ Often a living document that is updated as discovery
and research identify new entities
MAPPING ECOSYSTEMS
101. ADAPTIVE PATH | UXI
CASE STUDY
Toyota Car
Sharing
Program
101
Like many of its rivals, Toyota is
developing alternatives to traditional
forms of car ownership and use. This
offers the company the chance to
protect its core business (making
cars) in an increasingly populated and
networked world. One idea being
explored is car sharing.
103. ADAPTIVE PATH | UXI
EXERCISE 2
Mapping the
Toyota
Ecosystem
103
Use the business brief, your
own knowledge of car sharing,
and intelligent assumptions to
begin mapping the Toyota Car
Sharing territory.
Once you’ve explored a bit,
work together to articulate
where you think design could
add the most value to support
the pilot program’s objectives.
104. ADAPTIVE PATH | UXI 104
BUSINESS & DESIGN
Takeaways
→ Be mindful of how design is perceived. Nail what’s expected and
then strategically push your capabilities to the next level.
→ Business strategy creates context, constraints, and connections for
design strategy.
→ A design strategy is an informed argument for what an organization
should make and the related activities it should engage in to create
competitive advantage, meaningful connections, and new value for
stakeholders.
→ Territory maps give you a means to establish a shared overview of
the space for which you want to design.
105. ADAPTIVE PATH | UXI
Value & Principles
→ Customer value & organizational value
→ Differentiation through clearly defined customer
value
→ Crafting experience principles and design criteria
105
DESIGN STRATEGY
110. ADAPTIVE PATH | UXI 110
How Value Is Determined
Business
→ Customer satisfaction
→ Revenue growth
→ Profitability
→ Market share
→ Wallet share
→ Cross-sell ratio
→ NPS
→ Relationship duration
Customer
→ How is it useful to me?
→ Does it provide me with
personal satisfaction?
→ What benefits does it
provide me?
→ Does it provide the level of
quality I expect or desire?
→ Does it align with my beliefs
and world view?
VALUE & PRINCIPLES
111. ADAPTIVE PATH | UXI 111
There is a lack of alignment.
The greater the alignment between a customer's
definition of value and what the organization delivers,
the greater likelihood of success.
VALUE & PRINCIPLES
112. Differentiate through clearly
defining customer value and
strategically aligning business
activities to those values. This is
outside-in strategic thinking.
113. ADAPTIVE PATH | UXI 113
Insights
→ From research analysis and synthesis
→ Represents the user's POV
→ As if the product/service exists
→ Combinations of insights lead to
Experience Principles
VALUE & PRINCIPLES
114. • I want to customize a program and
receive personalized service
• It needs to be trustworthy. I want
information and recommendations
to be factual
• I want information about running
and insights into my running
• I’m only human and training
programs don’t adapt to my needs
VALUE & PRINCIPLES
ASICS Customer
Values
115. ADAPTIVE PATH | UXI 115ADAPTIVE PATH | UXI
VALUE & PRINCIPLES
TYPE OF INQUIRY METHOD APPLICATION/RESULT
Demographic
Who are they?
Age, sex, geography
Surveys
Database analysis
Lay of the land
Audience segmentation
Inform/validate other research
Behavioral
How do things get done?
Behavior patterns,
conceptual models
Field research
Contextual interviews
Card sorting
Prototype testing & iteration
Product strategy
Features and functions
Interaction design
Information architecture
Motivational
Why are they doing it?
Goals, emotions,
preferences, desires
Field research
Contextual interviews
Surveys
Product Strategy
Framing the experience
Visual interpretation
Branding
Evaluative
How does it work for
them?
Usability testing
Log analysis
Customer feedback
Card sorting
Interaction design
Interaction flow
Page layout
Nomenclature
116. Go beyond the Voice of the Customer
and focus on how customers behave,
think, and feel. Discover what
customers really value and tell their
stories so stakeholders understand
and empathize.
121. ADAPTIVE PATH | UXI 121
Experience Principles
Experience principles are a few definitive statements
of what the future experience should feel like to
enable objective decisions along the way.
They are the guiding lights that you design with. You
can use experience principles to base decisions on,
vet any ideas against and inspire your designs.
VALUE & PRINCIPLES
122. ADAPTIVE PATH | UXI 122
Experience Principles
→ Connect design strategy with downstream
decisions for designing products or service
experiences.
→ Support holistic decision-making and encourages
continuity across all touchpoints.
→ Represents the organization's POV
→ As if the product/service exists
→ Describes THE ACTIONS and/or orientation that
represents the product/service's value to the end
user
VALUE & PRINCIPLES
123. ADAPTIVE PATH | UXI 123
Bad Examples
→ Make it easy for me.
→ Make it simple.
→ Make it human.
→ Be customer-centric.
VALUE & PRINCIPLES
124. ADAPTIVE PATH | UXI 124
A Good Example
Proactively Guide Me
Anticipate my needs and provide me
with the information and tools to make
the right decisions.
VALUE & PRINCIPLES
125. ADAPTIVE PATH | UXI 125
A Simple Framework
Proactively Guide Me
Anticipate my needs and provide me
with the information and tools to make
the right decisions.
VALUE & PRINCIPLES
PRINCIPLE
A short, memorable
phrase
DESCRIPTION
Additional detail to
communicate the
spirit of the principle
126. VALUE & PRINCIPLES
Principles for Accessing Care
Nurture Enduring Relationships
Develop and sustain strong bonds among
patients, staff, and providers by providing
a systematic way of creating more
personal interactions.
Provide Convenient Options
Increase flexibility of patient options to
more easily access services.
Make the Ordinary Delightful
Energetically serve patients to deliver a
delightful pre-visit experience.
Be a Seamless, Unified Service
Deliver on the unified brand by smartly
orchestrating information,
communication, and interactions in
support of a seamless patient
experience.
Proactively Guide
Anticipate and respond to consumer
needs throughout the pre-visit
experience.
128. ADAPTIVE PATH | UXI 128
Effective Principles
Well crafted experience principles are ...
→ concise — easy to grasp, with optional sub-statements
→ memorable — mental touchstones for business and design teams
→ user-informed — an embodiment of insights from user research
→ universal — cross-feature, cross-platform, cross-channel
→ specific — explicitly descriptive of a benefit or value
→ complementary — a cohesive, functional whole
→ differentiating — especially powerful when combined
→ orienting — a guide for decision-making
VALUE & PRINCIPLES
Hat tip to Dan Saffer
129. ADAPTIVE PATH | UXI 129
Design Criteria
→ Represents the product POV
→ Success and evaluation criteria for
THE DESIGN of the product/service
VALUE & PRINCIPLES
130. VALUE & PRINCIPLES
ASICS: Putting It Together
My ASICS is about your running
and not anyone else’s
→ My ASICS’ features and functionality are
modular and combine in different ways to
meet the needs of individuals
→ My ASICS senses the opportunity to teach
or clarify
My ASICS gives you only what
you need
→ My ASICS is there when you need it and
goes away when you don’t
→ My ASICS isn’t limited to the web
ASICS is your guide to running
→ My ASICS clarifies the relationships between
all the things that make up running and
training
→ My ASICS emphasizes the training process,
not the outcome
My ASICS respects you
→ My ASICS has 3 minutes per week per
individual to learn about its users and teach
them about running. In a year it has 2 hours
and 36 minutes per individual.
→ My ASICS is connected to the
brand and represents it in a meaningful way.
131. VALUE & PRINCIPLES
Criteria for Accessing Care
Nurture Enduring Relationships
→ Personalize every digital and human
touchpoint
→ Consistently capture preferences
→ Help people feel confident in one another’s
expertise
→ Learn from every exchange of information
to provide a smarter, more personalized
experience
→ Create a foundation of trust in how
information is used to provide personal
service without sacrificing privacy
Make the Ordinary Delightful
→ Approach each consumer interaction as an
opportunity to demonstrate the uniqueness
and compassion of the brand
→ Exceed patients’ low expectations by being
considerate and deliberate in every detail of
the experience
→ Maximize value in every interaction to
create a more comforting experience
→ Support staff and providers to go above and
beyond for their patients
132. ADAPTIVE PATH | UXI 132
Car Sharing Insights
→Quick, 24/7 access to service support if users have
questions or something goes wrong during use
→Comprehensive and digestible explanation of what and
how users are covered by insurance; need to feel
protected
→Reasonable pricing and cost breakdown to immediately
understand value of renting for specific amount of time
that they need the vehicle versus ownership
→Straightforward, quick, and easy process to reserve and
find the location of the vehicle no matter where users
are when they need it
→Convenient locations that are in walking proximity to
wherever users are whenever they need a vehicle
→Simple way to compare car models to make the right
selection for my needs
→Intuitive system to purchase petroleum and track money
spent
→Straightforward sign-up process that is not cumbersome
and allows convenient access to the car sharing service;
it is clear when users are ready to start using the
service
→Proactive information while in the vehicle, including best
route, status of the car, time remaining
→No extra accessories required; users do not have to
carry anything around to access this service
conveniently
VALUE & PRINCIPLES
133. ADAPTIVE PATH | UXI
EXERCISE 3
Define
Experience
Principles
→ Use Toyota's history and
values and the customer
insights (cards on table) to
build your principles and
design criteria
→ Develop 3-5 experience
principles and 2-3 design
criteria per principle
133
134. ADAPTIVE PATH | UXI 134
Takeaways
→ Experience principles are a decision-making tool.
→ Experience principles depend upon strong insights into your
customers’ needs.
→ Experience principles speak to the broad experience. Design criteria
guide more granular decisions in the design process.
→ Experience principles should be concise, differentiating, and
memorable.
VALUE & PRINCIPLES
135. ADAPTIVE PATH | UXI
Alignment & Vision
→ Generating business support
→ Frameworks for evaluating strategic options
→ Creating a compelling vision
135
DESIGN STRATEGY
137. ADAPTIVE PATH | UXI 137
Common Challenges
→ Design is seen as an execution function, not a
strategic partner
→ Implementation is under resourced and slow to
deliver, reducing budget and time for strategic design
→ Organizational focus or structure changes more
quickly than a roadmap can deliver
→ Budgets are controlled by channel or medium, making
cross-functional projects difficult to fund or manage
ALIGNMENT & VISION
138. ADAPTIVE PATH | UXI 138
Common Challenges
→ Customer and employee needs are not understood or
properly incorporated into decision making
→ Research is seen as a distinct function, not an
activity designers can manage and participate in
→ Strategy and planning activities are waterfall not
iterative, leading to requirements handoffs rather
than collaboration between business and design
ALIGNMENT & VISION
139. Do you have good business
relationships?
Does the business think of you as
just the “advocate for the user?”
Do your partners trust you
understand the business context?
140. ADAPTIVE PATH | UXI
BUSINESS CASE
140
If you don’t
understand these,
you won’t get
business support or
create alignment.
ALIGNMENT & VISION
ORG FIT
CUSTOMER
VALUE
141. ADAPTIVE PATH | UXI 141
Generating Business Support
→ Identify opportunities for business and design
collaboration
What will the organization let you work on?
→ Evaluate strategic options with a degree of rigor
What’s the value of the options you have?
→ Communicate valuable strategic options
What might this look and feel like?
ALIGNMENT & VISION
142. ADAPTIVE PATH | UXI 142
Designers create alignment by…
→ Making things tangible
→ Exploring the alternatives
→ Focusing on empathy
→ Telling stories
→ Facilitating collaboration
ALIGNMENT & VISION
144. ADAPTIVE PATH | UXI 144
Strategic Value of Design
SCENARIOS
→ Grow the number of members
→ Improve the conversion rate
→ Increase the number of repeat uses
→ Increase the amount of time spent
→ Decrease the number of customer
support incidents
→ Increase customer satisfaction
ALIGNMENT & VISION
COMPETENCY
COMPLEXITY
• Process Component
• Optimizing Activity
• Business Function
• Strategic Contributor
• Core Competency
145. ADAPTIVE PATH | UXI 145
ALIGNMENT & VISION
IMPORTANCE
VIABILITY/FEASIBILITY
INCREASE
COMMISSION
RATE
INCREASE
NUMBER OF
ITEMS
INCREASE
UNIQUE
VISITORS
INCREASE
NUMBER OF
SELLERS
INCREASE
NUMBER OF
ITEMS/
SELLER
INCREASE
PURCHASES
PER VISIT
146. ADAPTIVE PATH | UXI 146
ALIGNMENT & VISION
IMPORTANCE
VIABILITY/FEASIBILITY
INCREASE
COMMISSION
RATE
INCREASE
NUMBER OF
ITEMS
INCREASE
UNIQUE
VISITORS
INCREASE
NUMBER OF
SELLERS
INCREASE
NUMBER OF
ITEMS/
SELLER
INCREASE
PURCHASES
PER VISIT
148. ADAPTIVE PATH | UXI 148
ALIGNMENT & VISION
A B C
1 ITEM Importance Feasibility
2 Increase Commission Rate 1 1
3 Increase Unique Visitors 4 2
4 Increase Number of Sellers 3 3
5 Increase Number of Items 2 3
6 Increase Purchases Per Visit 5 4
7 Increase Number of Items Per Seller 3 5
8 TOTAL POINTS ASSIGNED: 18 18
1
4
149. Limit the prioritization to
match a firm’s limited focus
and funds.
[middle score] x [number of items] = [points available]
3 points x 6 items = 18 points
152. ADAPTIVE PATH | UXI 152
Linking Elephants
ALIGNMENT & VISION
BUSINESS
OPPORTUNITY
DESIRED
BEHAVIOR
BEHAVIOR
METRIC
VALUE
METRIC
FINANCIAL
OUTCOME× =
Increase
purchases
per visit
Customers
purchase
additional
items
Quantity of
subsequent
purchases
per week
$ per
subsequent
purchase
$ per week
2,000 per
week
$14.75 on
average
$20,000 per
week
154. ADAPTIVE PATH | UXI 154
Strategic Orientation
SCENARIOS
→ Existing Product, Existing Market:
Product update
→ New Product, Existing Market:
Introduction of a related product
(cross-sell)
→ Existing Product, New Market: Creating
a new market
→ New Product, New Market: Starting a
line of business
ALIGNMENT & VISION
COMPETENCY
COMPLEXITY
• Process Component
• Optimizing Activity
• Business Function
• Strategic Contributor
• Core Competency
155. ADAPTIVE PATH | UXI 155
Designing Beyond Optimization
ALIGNMENT & VISION
EXISTING CAPABILITIES NEW CAPABILITIES
EXISTING
CUSTOMERS
NEW
CUSTOMERS
— riff off of the Ansoff Matrix, circa 1957
MARKET
DEVELOPMENT
PRODUCT OR SERVICE
DEVELOPMENT
156. How do we design beyond
optimization?
It starts with creating a
compelling vision for your
product or service.
157. ADAPTIVE PATH | UXI 157
Purpose of a Vision
→ Clearly communicates business value and customer
value of the product or service
→ Tells a story (ideally visually) from the point of the view
of the customer interacting with the product or service
→ Highlights both the functional and emotional aspects of
the experience that will differentiate it in the market
ALIGNMENT & VISION
158. ADAPTIVE PATH | UXI 158
Visions come in many forms
ALIGNMENT & VISION
VIVIDNESS
EFFORT
Storyboard
Lo-Fi Prototype
“Tangible Future”
UX packaging
162. ADAPTIVE PATH | UXI 162
Patterns of Compelling Visions
→ Clearly communicates business value and customer
value of the product or service
→ Tells a story (ideally visually) from the point of the view
of the customer interacting with the product or service
→ Highlights both the functional and emotional aspects of
the experience that will differentiate it in the market
→ Resonates with both internal and external stakeholders
ALIGNMENT & VISION
163. ADAPTIVE PATH | UXI 163
Patterns of Compelling Visions
→ Clearly communicates business value and customer
value of the product or service
→ Tells a story (ideally visually) from the point of the view
of the customer interacting with the product or service
→ Highlights both the functional and emotional aspects of
the experience that will differentiate it in the market
→ Resonates with both internal and external stakeholders
ALIGNMENT & VISION
167. ADAPTIVE PATH | UXI 167
Elevator Pitch
→ Who is the target audience?
→ What experiences are compelling to them?
→ How is your offering different from competitors or
substitutes?
ALIGNMENT & VISION
168. ADAPTIVE PATH | UXI 168
Moore’s Elevator Pitch
For (target customers — your main market segment only)
who are dissatisfied with (the current market alternative),
our product/service is (new product category)
that provides (key problem-solving capability).
Unlike (the product alternative),
we have (differentiating attributes of your offering).
ALIGNMENT & VISION
WHO IS THE
TARGET
AUDIENCE?
WHAT
EXPERIENCES ARE
COMPELLING TO
THEM?
HOW IS YOUR
OFFERING
DIFFERENT FROM
COMPETITORS AND
SUBSTITUTES?
169. ADAPTIVE PATH | UXI 169
MadLibs for Pitching
My company, (insert name of company),
is developing (a defined offering)
to help (a defined audience) (solve a problem)
with (secret sauce).
–Founder Institute founder Adeo Ressi
ALIGNMENT & VISION
170. ADAPTIVE PATH | UXI 170
Is it Sticky?
→ If you put your competitors’ names in the elevator
speech, does it still make sense? If so, DO IT OVER.
→ Ask, “How sticky your elevator pitch?” Is it:
Simple?
Unexpected?
Concrete?
Credible?
Emotional?
Tell a story?
ALIGNMENT & VISION
FROM CHIP AND
DAN HEATH’S
MADE TO STICK
178. ADAPTIVE PATH | UXI
→ Identify what’s possible for
the design competency in
this particular case
→ Identify valuable activities/
experiences to design for
→ Communicate the experience
of the most valuable thing
you can do
EXERCISE 4
Experience
Platform
178
179. ADAPTIVE PATH | UXI 179
Takeaways
→ A designer’s problem solving and making skills are invaluable to
creating alignment among stakeholders
→ Partner with the business to explore options for where design can
best contribute
→ Use stories and storytelling to make your vision tangible and
compelling
ALIGNMENT & VISION
180. ADAPTIVE PATH | UXI
Cupcakes & Viability
→ The Cupcake Model
→ Minimum Viability for End-to-End Experiences
→ Feature Prioritization Techniques
180
DESIGN STRATEGY
181. You have your vision.
But reaching your
North Star is a multi-
stage journey.
Where do you begin?
184. ADAPTIVE PATH | UXI 184
Delight Over Time
CUPCAKES & VIABILITY
versus
185. “The minimum viable product is
that version of a new product
which allows a team to collect the
maximum amount of validated
learning about customers with the
least effort.”
—ERIC RIES
186. ADAPTIVE PATH | UXI 186
Design as an Optimizing Activity
→ Feels complete
→ Provides delight
→ Can be created with reasonable amount
of effort and investment
→ Can be delivered to customers to gain
feedback and learn how to meet their
needs even better
CUPCAKES & VIABILITY
187. ADAPTIVE PATH | UXI 187
CUPCAKES & VIABILITY
Defining Your Cupcake
→ Your cupcake should be a holistic experience that
addresses customer needs and stays true to your
experience principles.
→ Cupcakes should feel complete. You and your team will
know that all the features aren’t present, but the
customer shouldn’t feel their absence.
→ Cupcakes depend on rigorous prioritization to focus on
the most important features first. This is hard.
188. “Fewer features yet higher
quality usually wins. Low
quality loses in all cases,
regardless of the feature set.”
—PETER LEVINE,
ANDRESSEN HOROWITZ
189. ADAPTIVE PATH | UXI 189
MVP Only Works if…
→ The product actually contains the top three to five
compelling features required.
→ The product is bomb-proof and has the highest
attention to quality.
CUPCAKES & VIABILITY
190. You can extend this approach
to more complex, multi-
touchpoint experiences
191. ADAPTIVE PATH | UXI 191
MVP and MVS
→ Minimum Viable Product has just those features that
allow the product to be deployed, and no more.
→ Minimum Viable Service has just those touchpoints that
allow the service to function, and no more.
CUPCAKES & VIABILITY
193. Companies have
long emphasized
touchpoints... but this
focus distracts from
the more important
picture: the customer’s
end-to-end experience.
Harvard Business Review,
September 2013
194. ADAPTIVE PATH | UXI 194
Many Touchpoints, Many Options
MINIMUM VIABLE PRODUCTS
Stage
Research
& Planning Shopping Booking
Pre-Travel
(Documents) Travel Post-Travel
Channels
Website Maps
Test intineraries
Timetables
Destination Pages
FAQ
General product
& site exploration
Schedule look-up
Price look-up
Multi-city look-up
Pass comparison
Web booking funnel
- Pass
- Trips
- Multiple Trips
Select document option (from
available options)
- station e-ticket
- home print e-ticket
- mail ticket
Contact page for email or phone
Call Center Order brochure
Planning (Products)
Schedules
General questions
Site navigation help Automated booking payment
Cust. Rep booking
Site navigation help
Call re: ticket options
Request ticket mailed
Reslove problems (info, pay-
ment, etc.)
Call with questions regarding
tickets
General calls re: schedules,
strikes, documents
Mobile Trip ideas Schedules Mobile trip booking Access itinerary
Look up schedules
Buy additional tickets
Communication
Channels (social
media, email, chat)
Chat for web nav help FB Comparator
Email questions
Chat for website nav help
Chat for booking support Email confirmations
Email for general help
Hold ticket
Ask questions or resolve prob-
lems re: schedules and tickets
Complaints or compliments
Survey
Customer Relations Request for refund, escelation
from call center.
Non-REI Channels Trip Advisor
Travel blogs
Social Media
General Google
searching
Airline comparison
Kayak
Direct rail sites
Expedia Travel Blogs
Direct rail sites
Google searches
Trip Advisor
Review sites
Facebook
Rail Europe Touchpoints by Channel
Linear process
Non-linear, but
time based
Non-linear, no time
restrictions
197. 197ADAPTIVE PATH | RICHLAND LIBRARY
CUPCAKES & VIABILITY
A cupcake experiment could attack
the lowest point of engagement or
satisfaction. It’s not holistic solution,
but it may reveal ways to delight
customers that can be extrapolated.
Attack a leverage point
204. ADAPTIVE PATH | UXI 204
MVS Only Works if…
→ The touchpoints of the service connect and feel
complete.
→ Backstage workarounds are temporary to avoid long-
term impact to staff efficiency and morale.
CUPCAKES & VIABILITY
209. ADAPTIVE PATH | UXI 209
MoSCoW Method
→ M - Must have this requirement to meet the business needs.
→ S - Should have this requirement if possible, but project
success does not rely on it.
→ C - Could have this requirement if it does not affect anything
else in the project.
→ W - Would like to have this requirement late, but it won’t be
delivered this time.
CUPCAKES & VIABILITY
210. ADAPTIVE PATH | UXI
EXERCISE 5
Minimum Viable
Service (MVS)
210
Define the Minimum Viable
Service (MVS) for your car
sharing service.
211. ADAPTIVE PATH | UXI 211
Step 1: Kano Evaluation
CUPCAKES & VIABILITY
POINT VALUE ATTRIBUTE TOTAL
3 Threshold 22
2 Performance 7
1 Excitement 3
213. ADAPTIVE PATH | UXI 213
Step 1: Kano Evaluation
CUPCAKES & VIABILITY
FEATURE SCORE
Choose a car 3
Contact customer support 3
Create an account 3
Detailed car information 2
Extend reservation 2
Find car by activity 1
214. ADAPTIVE PATH | UXI 214
Step 2: MoSCoW
CUPCAKES & VIABILITY
FEATURE WEB MOBILE RETAIL TOTAL
Choose a car 4 4 4 12
Contact customer support 4 4 2 10
Create an account 4 3 3 10
Extend reservation 3 4 2 9
215. ADAPTIVE PATH | UXI 215
Takeaways
→ Remember: strategy is about tradeoffs. You need to have rigorous
approach to defining your minimum viable product or service.
→ Start small but strong. Tie your decisions to your vision, principles,
and your analysis of what will create value and differentiation.
→ The same approaches you use to define the features of a product
can scale to defining more complex service experiences.
CUPCAKES & VIABILITY
216. ADAPTIVE PATH | UXI
Product & Service Evolution
→ Scope & time in digital products and services
→ Iterative product and service development
→ Organizations and the evolution of the core
experience
→ Product evolution maps
216
DESIGN STRATEGY
220. DESCRIPTION
EDE Pilot MVP & Execution
Findable & Consistent
MVPs and execution of the following pilots: HR Front Door, Crisis Dark
Site, Total Rewards, Global Learning, New Employee Orientation (NOE)
Execution
VALUE
• Improved usability
• Greater consistency
• Increased employee satisfaction
DURATION
15
DELIVERABLES
• Iterative design, develop, VoC, refine sprints
DEPENDENCIES
Pilot Enterprise Experience Principles
26 wks
INVESTMENT
TBD
BEGINS
Q3 2013
CATEGORY
FEATURE NAME
→ Created for facilitating workshops for
identifying, organizing, and sequencing
features over time that will deliver the
north star.
→ These are iterated upon until you have
sequence that makes sense to support
user needs over several phases while
adhering to your experience principles
and value proposition.
Feature Card
PRODUCT & SERVICE EVOLUTION
DESCRIPTION
DEPENDENCIES
221. DESCRIPTION
EDE Pilot MVP & Execution
Findable & Consistent
MVPs and execution of the following pilots: HR Front Door, Crisis Dark
Site, Total Rewards, Global Learning, New Employee Orientation (NOE)
Execution
VALUE
• Improved usability
• Greater consistency
• Increased employee satisfaction
DURATION
15
DELIVERABLES
• Iterative design, develop, VoC, refine sprints
DEPENDENCIES
Pilot Enterprise Experience Principles
26 wks
INVESTMENT
TBD
BEGINS
Q3 2013
WORKSTREAM
PROJECT NAME
→ Created for facilitating workshops for
identifying, organizing, and sequencing
projects over time that will deliver the
north star.
→ Include many types of projects related
to research, design, operations,
technology, and other functions.
→ These are iterated upon until the
evolution map is at a place that it can
be communicated via other design
deliverables.
Project Card
PRODUCT & SERVICE EVOLUTION
224. ADAPTIVE PATH | UXI 224
PRODUCT & SERVICE EVOLUTION
→ Description
What is it?
→ Customer Value
Why should people part with time and money?
→ Business Value
How does it generate a valuable input for the business?
→ Features/Functionality
How does it work?
→ Skill Set
What do you need to maintain it?
Evolution Map
225. ADAPTIVE PATH | UXI 225
Evolution Map Principles
→ Where is the map heading to?
You may need a ‘north star,’ a ‘tangible future,’ or what Jared
Spool calls an ‘Envisionment.’
→ How do you decide how to scope each stage?
You might need to start with a cupcake or a Minimum
Viable Product.
→ How do you evolve the experience from stage to stage?
You might need a ‘Long Wow’ or ‘Ramps’ to move users from
stage to stage.
PRODUCT & SERVICE EVOLUTION
226. ADAPTIVE PATH | UXI 226
Take into account
→ Competitors
Who they are and will be
→ Organizational Readiness
New roles, processes, infrastructure needed
→ Risks
Obstacles to reaching each stage
→ Decision Points
Go/No-go points in the process
→ Advances
Research or innovations that have to occur
PRODUCT & SERVICE EVOLUTION
227. ADAPTIVE PATH | UXI 227
Why Evolution Maps?
→ Progress
How to get to the end state
How to get started quickly
→ Coordination
Aligning efforts
Knowing dependencies
→ Communication
Telling the story
Creating internal alignment
MINIMUM VIABLE PRODUCTS
229. stage 0
CURRENT STATE
Band-aid approach frustrating both clients and
advisors, lagging in the industry
Q4 2006
COHESIVE EXPERIENCE
An integrated experience and a foundation for
fostering valuable client behaviors
2007 and beyond
RELATIONSHIP PLATFORM
A platform for managing and enhancing valuable
client-advisor relationships
BUSINESS VALUE
No strategic alignment and no measurement of
success
CLIENT VALUE
ADVISOR VALUE
ASSOCIATED PROJECTS
Modest increase in deepening, widening, upsell, and
loyalty behaviors; Brand consistency & more
competitive offering
Deepening, widening, upsell, and loyalty behaviors
PLUS increased retention and on-plan behaviors
(-) Frustration Ease of use; positive brand service; parity with other
financial site experiences
Visible evidence of the value of the advisor
relationship and Acme brand; ease of acting on plan
(-) lower productivity
(-) perceived disintermediation
Opportunities for widening relationships and
upselling clients; new reliable channel for deepening
Ease of executing plan; increased productivity
Frontdoor
Real-time account balances Personalization
Secure message center
Goals and objectives
To-do lists
Money movement
Third party data
More account integration (e.g., 529)
232. Mercy Pre-visit Experience Opportunity Map
Evolution of a Relationship
Engage
Uniquely engage patients/consumers
in their care by providing smarter, more
personal experiences that better
respond to their needs.
Empower
Nurture mutually-beneficial and
satisfying partnerships by
empowering patients/consumers to
take an active role in their care.
Easier, more
accessible care
More time on service,
less time on gatekeeping
Practice growth and greater
consumer satisfaction
consumer value co-worker value provider value
More individualized approach
to care and support
More personal relationships
and smoother interactions
More compliant and
satisfied consumers
consumer value co-worker value provider value
More control over care and
trust in Mercy care team
Integral member to
the care team
Enduring consumer and care
team relationships
consumer value co-worker value provider value
LEVELOFINTERACTIONhumanautomation
Enable
Set the stage for enduring
relationships by creating broader,
more flexible access to care for
both new and existing
patients/consumers.
EQUIPPED
CO-WORKERS
EXPANDED
AVAILABILITY
METHODS
OF ACCESS
EASY SEARCH
GUIDED
PROCESSES
TOOLS FOR
STREAMLINING
PROCESS
PROMPTS
FOR ACTION
INFORMATION
SHARING
CONCIERGE
CONSUMER
RECOGNITION
RESPONDING
TO
PREFERENCES
SMART
SEARCH
INDIVIDUALIZED
INFORMATION
AUTOMATIC
RE-USE OF
RETAINED
INFORMATION
EMPOWERING
SPACES
PROACTIVE
SUPPORT
SEAMLESS
COMMUNICATION
(2-WAY )
SELF-
RESOLUTION
TOOLS
TOOLS FOR
ENGAGEMENT
AUTO UPDATE/
VALIDATION OF
INFORMATION
Roles in the opportunity:
CONSUMER
CO-WORKER
PROVIDER
Roles in the opportunity:
Adaptive Path
234. ADAPTIVE PATH | UXI
EXERCISE 6
Evolution Map
234
→ Define an evolution plan that
delivers differentiation and
value at each release stage.
→ Identify ways to bridge gaps
in customer needs in each
stage. Can you make a
feature more simple while
still providing value?
235. ADAPTIVE PATH | UXI 235
Takeaways
→ Your evolution map should communicate not only how to get to the
end state, but also how to start down the path quickly.
→ Always show the effort that is needed from different functions in
the organization and how they will be aligned.
→ Tell a story. The more complex your product or service, the more
you’ll need to win others over to be successful.
PRODUCTS & SERVICE EVOLUTION
237. ADAPTIVE PATH | UXI 237
FINAL THOUGHTS
Takeaways
→ A design strategy is an informed
argument for what an organization
should make and the activities it should
engage in to create competitive
advantage, meaningful connections, and
new value for stakeholders.
→ Valuable design connects to strategy.
→ Focus on work that fits the business
and is differentiated.
→ Define customer value and strategically
align business activities to those values.
“FIT”“UNFIT”
SAME DIFFERENT
238. ADAPTIVE PATH | UXI 238
FINAL THOUGHTS
Takeaways
→ Strategy is often about saying “no.”
→ Communicate your design strategy visually,
with stories, and with clear ties to business
strategy.
→ Design strategy is more than vision; it provides
principles and criteria for downstream
interaction design.
→ Define the minimum viable product or service
that will wow your users in their channel(s) of
choice. Design that first.
→ Clearly communicate an evolution path for the
product and service. Measure, learn, and refine.
1 2 3
1 2 3
239. ADAPTIVE PATH | UXI 239
DAY 1
DESIGN
STRATEGY
DS
The tools you
need to put your
designs into
business — and
vice versa
DAY 2
DESIGN
RESEARCH
DR
How to unearth
deep, practical
insights about the
people you want
to reach most
DAY 3
SERVICE
DESIGN
SD
Tools of modeling
and analysis that
shape smart and
systemic solutions
DAY 4
INTERACTION
DESIGN
IxD
How to design for
better interactions
and become a
better interaction
designer