Design is not a Department

1. Design is not a Department
Jen Cardello
VP, Strategic & User Experience Insights
Fidelity Investments
@jencardello

2. Design is not a Department
Jen Cardello
VP, Strategic & User Experience Insights
Fidelity Investments
@jencardello

3. User Experience is not a Department
Jen Cardello
VP, Strategic & User Experience Insights
Fidelity Investments
@jencardello

4. 2 Major Goals of Business Transformation
4
•Deliver more value to customers
•Improve business outcomes
Amplifying
Innovation
Accelerating
Execution

5. 5
To transform many orgs adopt an
agile framework, but…

6. We can get caught up in the mechanics…
6
Image: Raul Iloc

7. And lose focus on the larger imperative
7
•Deliver more value to customers
•Improve business outcomes
Amplifying
Innovation
Accelerating
Execution

8. These are the concerns we hear from teams when
adopting new frameworks
8
1
Small increments are not
adding up to big value
5
We can’t measure the
impact of our work
6
We don’t have enough
user insight
4 We’re not aligned
2
We’re solving the wrong
problems
3
We’re jumping to a
solution too quickly

9. User Experience Design &
Research practice has
developed approaches,
methods, and processes
to address these issues.
Ensuring Transformation Success
We need to adapt our approach to both
design and agile to ensure that the user
stays at the center.
But, they don’t fit neatly
into delivery-focused,
out-of-the-box agile
frameworks.

10. Some ideas for how to
address these concerns

11. 11
1
Small increments are not
adding up to big value
5
We can’t measure the
impact of our work
6
We don’t have enough
user insight
4 We’re not aligned
2
We’re solving the wrong
problems
3
We’re jumping to a
solution too quickly

12. 1. Design at all levels
12
Product/Business Unit
Tribe / Zone Tribe / Zone Tribe / Zone
Scrum Teams/ Squads Scrum Teams/ Squads Scrum Teams/ Squads

13. 1. Design at all levels
13
Product/Business Unit
Tribe / Zone
Scrum Teams/ Squads Scrum Teams/ Squads
Tribe / Zone
Scrum Teams/ Squads
Tribe / Zone
Scrum Teams/ Squads
Experience Lead
Design Architect
Product Designer
Useful References:
Book: Org Design for Design Orgs, Peter Merholz and Kristin Skinner
Article: Embedding Product Design in a Large Agile Organization, Scott Mackie, CXO , athenahealth

14. 1. Design at all levels
14
Scrum Teams/ Squads
Experience Lead
10,000-1,000ft
Design Architect
1,000-100ft
Product Designer
100-1ft
• Partnering with Product and Engineering Leads at the Business Unit/Domain
level
• Leading efforts to establish Goal-Oriented and User-Centered North Star
Vision
• Experience narrative tied to behavior metrics and business outcomes
• Partnering with Product and Engineering Leads at the zone/tribe level
• Identifying design synergies and dependencies across multiple scrum teams
• Connecting experiences and ensuring holistic consistency
• Service blueprints, journey maps, navigation strategy, standards & guidelines
• Embedded on 1 scrum team
• Ensuring quality design of features/functionality
• Key advocate for users and unmet needs
• Concept prototypes, interactive prototypes, UI design [and development]

15. 15
1
Small increments are not
adding up to big value
5
We can’t measure the
impact of our work
6
We don’t have enough
user insight
4 We’re not aligned
2
We’re solving the wrong
problems
3
We’re jumping to a
solution too quickly

16. 2. Make User Problem Identification a core competence
16

17. 2. Make User Problem Identification a core competence
17

18. 18
1
Small increments are not
adding up to big value
5
We can’t measure the
impact of our work
6
We don’t have enough
user insight
4 We’re not aligned
2
We’re solving the wrong
problems
3
We’re jumping to a
solution too quickly

19. 3. Ideate broadly and measure the Perceived Usefulness of
your solutions
19

20. 3. Ideate broadly and measure the Perceived Usefulness of
your solutions
20

21. 3. Ideate broadly and measure the Perceived Usefulness of
your solutions
21
“Usefulness is 1.5 times more
important than Ease of Use.” -
Jeff Sauro, MeasuringU
https://measuringu.com/usefulness

22. 3. Ideate broadly and measure the Perceived Usefulness of
your solutions
22
• Use quick Design Sprints to ideate broadly
• Use Resonance Testing to qualitatively
narrow down concepts
• Conduct Concept Validation early – before
detailed design
• The Technology Acceptance Model (TAM)
survey has questions geared toward
intended use and perceived value.
1. [feature] would be useful in my job.
2. Assuming I have access to [feature], I intend to
use it.
3. [feature]'s capabilities meet my requirements.
4. What is the single best aspect of this [feature]
for you?
5. What is the single most important way that this
[feature] could be improved for you?
Concept Validation Instrument
https://measuringu.com/usefulness

23. 23
1
Small increments are not
adding up to big value
5
We can’t measure the
impact of our work
6
We don’t have enough
user insight
4 We’re not aligned
2
We’re solving the wrong
problems
3
We’re jumping to a
solution too quickly

24. 4. Establish a standard product development life cycle
24
ALPHA | BETA GAEXPERIMENTATIONDISCOVERY
athenahealth Product Development Life Cycle (PDLC)

25. 4. Establish a standard product development lifecycle
25
Jeff Gothelf
https://medium.com/@jboogie/here-is-how-ux-design-
integrates-with-agile-and-scrum-4f3cf8c10e24
ALPHA | BETA GAEXPERIMENTATIONDISCOVERY

26. 26
1
Small increments are not
adding up to big value
5
We can’t measure the
impact of our work
6
We don’t have enough
user insight
4 We’re not aligned
2
We’re solving the wrong
problems
3
We’re jumping to a
solution too quickly

27. 5. Connect design to business outcomes
27
Peter Merholz, 12 Qualities of Effective Design Organizations

28. 28
1
Small increments are not
adding up to big value
5
We can’t measure the
impact of our work
6
We don’t have enough
user insight
4 We’re not aligned
2
We’re solving the wrong
problems
3
We’re jumping to a
solution too quickly

29. 6. Build a structured research engagement model
29

30. 6. Build a structured research engagement model
30

31. Democratize research: Empower teams to learn from users
31

32. Solutions for common transformation blockers
32
PROBLEM SOLUTION
1. Small increments are not delivering big value Design at all levels
2. We’re solving the wrong problems Make User Problem Identification a core competence
3. We’re jumping to a solution to quickly Ideate broadly and measure the Perceived Usefulness
of your solutions
4. We’re not aligned Establish a standard product development lifecycle
5. We can’t measure the impact of our work Connect design to business outcomes
6. We don’t have enough user insight Build a structured research engagement model and
democratize research

33. Transformation requires
shifting our mindset

34. 34
• We are the User Experience Team
• Our job is to design experiences
FROM

35. 35
• We are User Experience Coaches
• Our job is to design experiences and scale User
Experience Capability throughout the organization
TO

36. User Experience
doesn’t live in only
one department.
Ensuring Transformation Success
Therefore, we must design and build systems
to empower cross-functional teams to create
user-centered solutions.
UX is a critical
capability that an
entire organization
must possess.

37. Thank you!
Jen Cardello
Jennifer.Cardello@fmr.com
@jencardello