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Do you dare to care? - The future of Leadership in UX
- 1. Do you Dare to Care? SonjaRadenkovic The futureofLeadershipin UX Head ofUX Design at TomTom
- 3. +HAPPIER
- 4. 66%WASTE
- 5. Sonja Radenkovic Head of UX Design at TomTom
- 6. A B
- 10. 10 HD Map
- 16. CARE
- 17. CARE&DARE
- 18. 01 CARE
- 19. People CARE
- 23. 02 DARE
- 26. DARE
- 33. 33 UXFocus Teams Escher Warhol Dali Frida Banksy MokiPollock
- 34. 2 Design Review 1 Design Critique 3 Hot Topic
- 36. 66%WASTE
Notes de l'éditeur
- Better, faster, cheaper and why not
- …also happier. That is what we all desire.
- And still 2/3 of our effort is wasted, if we can trust Microsoft results that are highlighted on the website of this conference. 66% of everything we produce doesn't bring expected value. Today our design & development organizations are bigger and more professional then ever. Our people are educated, well paid, highly motivated and engaged. Our offices look amazing, like they came directly from a Pinterest feed. And still we are producing waste. A lot of waste! Way is that? And most importantly what we can do about it?
- I’m Sonja Radenkovic, Head of UX Design at TomTom. My job is to get millions of drivers around the world to their destination in a safe and efficient way. When I say efficient, I mean to minimize the time they spend in traffic and to eliminate traffic all together, so that we can lower down emission and contribute to the health environment. Today I’ll share with you what I have learned during my 9 years at TomTom. I had a lot of opportunity to experiment, fail and change in order to succeed. Same as TomTom did.
- TomTom has always been about helping people get from A to B…on the wells. In a safe, fast and easy way. We become successful thanks to our navigation device. But then everything changed. Mobile phone arrived and replaced almost all single purpose devices. Just take a wrist watch as an example. How many of you are still using it? And even more importantly how many of are using it to read the time? TomTom was forced to pivot and reinvent himself. From product company to software company.
- We transformed, but we stayed close to our roots. Our close relationship with drivers around the world, was source of inspiration for innovation. We have enormous treasure. We know drives better than anyone else. Because we have driven a trillions of kilometers together. This is equal to the distance to Neptune and back… 40 times. We use our huge collection of anonymous data to improve driving experience of all drivers around the word. Today we are Location Technology experts. Our easy-to-use navigation software is embedded in various car brands and we are actively working to make autonomous driving a reality.
- Today I'm happy to introduce to you our first autonomous car Trillian – our very own, fully autonomous test vehicle that drives on the streets of Berlin.
- And help us testing our high definition 3D maps. TomTom in one of 3 companies in the world that creates maps for autonomous driving, next to Here and Google.
- In our opinion prerogative for Autonomous driving is to have high definition 3D map.
- We think that only car sensors will not be sufficient to guarantee the safe ride. They can't help you to see around the corner.
- In addition to that our real-time services, like traffic, information and weather are a key for good user experience and safe drive.
- I strongly believe that Success is ability to change. To change as a company and as individuals. Ability and willingness to change in all 3 aspect at the same time: our leadership style the way we are organized and our processes
- All companies are different. What works for one, doesn't work for other. You can’t buy or copy high performance. We need to find a solution that works for for you and your organization.
- If I need to condense everything I learned as design leader during past 9 years in 2 words. It will be …
- Care
- & Dare
- Nr 1. Care
- Care about your people. Know them professionally and privately. Know their ambitions and their dreams. Be around them. Forget about nice, executive office. Having glass walls and open doors doesn't make you really approachable. Move out of your office and pick a desk in the middle of crowd. This is what I did. I’ll give you 2 reasons to say NO to the executive office, if you ever get offered one: An obvious one is, being closer to the people means knowing what is happening, and having ability to steer products and projects in the fast and efficient way. You don’t need to set up 1 hour meeting every time, just 2 min chat will do. Second reason is that you will have longer career. Less people would try to bring you down, just because they want your office. Actively create opportunities to have fun together. Organize breakfast, lunch, cooking classes or just go out for the drinks. Having fun together is priceless.
- You need capable, talented, people that you can count on. People that you can give important projects or delegate tasks to. But how to identify them? When I become a manager, I asked my boss for advice how to choose the right people to reward, promote and further develop. He answered me with a question, that I never forgot: “If your life will depend on it, who you will choose to get on the boat with you? And believe me, you know instinctively who are the people that you want on that boat with you. These are your stars.
- You can't create an awesome product alone. You need partners in crime. This are not only your closest colleagues: being that designers, PMs, Pos or Dev’s. You need them all. You need everyone that is part of to the product creation. You also need a common goal. Once that common goal is acknowledged and shared, the magic starts happening. People find creative ways to move forward when they share same vision, even if times are difficult. Especially when times are difficult and deadlines are short.
- Care about YOUR People. Find stars that can mobilize the troops. And treat everyone from the product team as your partner in crime.
- And Dare
- Dear to constantly challenge your own leadership style. What is the right leadership style today? It’s definitely not Command and Control. We left that style behind. Today we give our team's autonomy, so that their mastery can flourish. But autonomy needs to be deserved. Let’s admit, every team is not equally mature and should not be treated the same. Some less experienced teams could get paralyzed when given 100% freedom. In my opinion, the best leadership style is Adaptive Leadership Style. You need to adapt to team needs. Sometimes you will need to lead or guide them. And sometimes will just need to leave them alone.
- Sometimes it seems that doesn't matter how much energy, hours and passion we put in something. Nothing works. When that happens, it’s time for radical measures. And first radical thing you need to do is to acknowledge that you don’t have all answers and… ask for help. Let me share on of my failures with you. I was in such situation a couple of years ago when company was going through transition, pivoting from consumer company to location technology organization. I saw the bright future and I was doing my outmost best to assure that my design team will not only survive this transition, but also be better positioned to have bigger impact on the end products, as never before. I worked day and night to make this happen, and somehow nothing was good enough. Results of employee engagement poll revealed that my team has lowest score in the whole company. Desperate times call for desperate measures. Being a designer myself, I decided to approach the team morale problem as I would approach any design problem, starting with understanding it. I appreciate quantitative research, but I really prefer qualitative. So I asked an experienced (external) coach to help me with this. The approach she proposed was a bit unorthodox and never tried before, as far as she know. With also unforeseen consequences. I hesitated for a couple of seconds… and said yes. She interviewed every single team member f2f and she asked them to grade their direct manager and me on the scale from 1-10. They also had a homework to prepare the list of things that we are doing well and list of things what we should do better. The conversation was confidential and she promised to the team that results will be publicly shared with everyone. So I’m keeping this promise and today I’m sharing my scores also with you. Without further ado…
- Here they are. Are they good, are they bad? I don’t know. It’s not about the score. It’s about the bravery. About daring to be vulnerable. What we can conclude from these results. Majority of people thought that I'm doing ok, not too bad, not too good. Significant number thought that I'm doing great and only 2 people thought that I don't know what I'm doing. I was surprised that it was only 2 of them, because they were the loudest. What I also learned is not to focus on the red ones. The gap was too big to breach. Instead learned that I should focus on the group in the middle. After this gesture of radical openness the magic starts happening. Previously, passive group transformed in front of our eyes. People stop complaining and start thinking about solutions. We created the list of the problems to be solved, prioritize them together and divide ownership between all of us. And we start removing obstacles, one by one. Today everyone is part of the solution, and yes the list of our problem is still long, and it will probably never disappear. But that is ok. We trust each and we are working on it.
- The last thing I believe you should dare fighting for is the right organisational design. The company structure has influence on what we do and how we do it. Impact that you team will have could be easily predicted by the position that your team has within the company structure. Ben Horowitz wrote “the first rule of organisation design is that all organisational designs are bad”. We optimise for one aspect and mitigate for others.
- These days many product teams optimize for speed. Which is great, because it means getting your product or feature in the hands of the users fast, so you can learn and improve. The problem is that it seems that 66% of what we are shipping is not appreciated by our users. We are so focused on the speed that sometimes we are making the wrong thing faster.
- If we must choose one, we will be forced to choose between optimizing for Value or optimizing for Delivery. Optimizing for Value means defining better hypothesis about what user need. Figuring out what will make them use and love our product. This is where User Centered approach or Design Thinking play a big role. Optimising for delivery, means optimizing for Speed. This is where the design team is ”servant” to developer team. Usually the user stories are broken into super small chunks and as a result of it that holistic experience suffers.
- In my opinion this is not one OR the other… it’s one AND the other. If we optimize for both Value and Delivery, we will manage to deliver the RIGHT thing FAST.
- Centralised Partnership model seems to be the best of existing models that can make this happen. For user centered design to flourish you need to create environment where UX designers can collaborate closely together. And working closely with developers will increase the speed of delivery. Of course this is only applicable for big companies, with need to deliver holistic user experience @ scale.
- This is my team. It’s extremely diverse. Every second member has different nationality. We are spread across 8 cities, and 4 continents: Europe, US, Asia and Australia. Which is great, but it also means that we are working in 4 different time zones. Creating holistic user experience is a challenge.
- To stimulate collaboration while keeping complexity manageable, we split the team in 8 smaller groups, known as painters. The level of autonomy varies, based on the co-dependency between teams and team maturity. Next to that we introduced a couple of mechanisms to safeguard holistic experience. Because we all know that devil is in the details.
- We have: Design Critique, Design Review and Hot Topic sessions. Design critique: takes place 2 times a week within each painter group. It's one of the most important meetings. It helps to increase collaboration especially between different sites, to create better designs, to grow junior designers and onboard new team members. Design Review: once a week UX Design leadership, PM and CPO get a chance to review designs, and steer if needed. For designers this is an opportunity to get the first-hand feedback Hot Topics: Takes place when there is a difference of opinion and whenever necessary. During this meeting all important stakeholders come together to better understand trade offs and if possible reach the decision. It’s often used for cross product alignment, but it’s lead by designers.
- To conclude: Dare - to adapt your Leadership style to team needs – lead, guide, or just get out of the way. Radical openness – when nothing works, despite your passion and long hours, it’s time for radical measures. Dare to share and magic will happen. Organizational design – is more important that you think. Org Chart will influence your product.
- Optimise for both Value and speed and 66% waste will be part of the past.
- I'm eager to hear and learn what works and doesn't work for you. Let’s keep in touch. Thank you!