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UX STRAT USA 2021: Matthew Holloway, Possible

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UX STRAT USA 2021: Matthew Holloway, Possible

  1. 1. if at some point, I refer to your work: #sorrynotsorry. Where are we now?
  2. 2. “Design strategy is the intersection between business profitability and value for people”
  3. 3. “Design strategy describes the process of using design thinking tools to find human-centered solutions to complex problems.” Is ^
  4. 4. “Strategic design posits that designers with their human-focused approaches are even more suited to solve humanity’s big problems than lawyers and politicians.”
  5. 5. “Design strategy is a discipline which helps firms determine what to make and do, why do it and how to innovate contextually, both immediately and over the long term.” A Business Model That’s their mission
  6. 6. “Design strategy is part of the product strategy and it focuses solely on the customer, their goals, needs and pain points.”
  7. 7. “Design strategy is the bridge between business strategy, strategic planning, design thinking, and design principles” as well as, branding, product design, technology, UX, packaging, marketing, competitive analysis… “Bridge” = zero responsibility
  8. 8. Common Design Strategy how to’s include: • Define your vision / product / brand • Design your competitive advantage • Run a series of design sprints • Create a roadmap for design & business development • Set measurable design and business goals • Step3. Research and analysis
  9. 9. “Design strategy requires you to create your entire corporate strategy around design thinking and human-centered design (HCD) principles.”
  10. 10. Design strategy influencers are full of horseshit. KEY TAKEAWAY #1 KEY TAKEAWAYS
  11. 11. Putting the word strategy next to your profession or a deliverable, does not actually make it strategic. KEY TAKEAWAY #2
  12. 12. Just because it’s designed by someone, doesn’t mean that someone should be you simply because you’re a “designer”. KEY TAKEAWAY #3
  13. 13. Start Here A N I N F L U E N C E R S ’ G U I D E T O D E S I G N S T R A T E G Y Even CrossFit doesn’t make you push a rock up a hill that steep.
  14. 14. 1961 Mother of All Demos 1968 PARC WYSIWYG 1974 UX 1992 Design Thinking UX Strat 2013 ? 2021 Mac 1984 2004 Dieter Rams CDO, Braun T I M E L I N E Design has been at the table, just not designers
  15. 15. “In an ideal world you wouldn’t need UX strategy, because it would just be a component of your product or business strategy.”
  16. 16. “Designers must go beyond integrative thinking and fully understand (good) strategy formation and action.”
  17. 17. B U S I N E S S S T R A T E G Y 1 0 1 Metrics VISION MISSION OBJECTIVES Initiatives Priority Timeline Iteration & Refinement: • Market Trends • Customer Research • Competitive 360° • Business Innovations • Emerging Technologies • Performance • Economic factors • … Align & Execute • Budgeting • Workforce Planning • Product Roadmap • Go To Market • R&D opportunities • Investments (buy v. build) • Logistics • … Significant Shifts: • Market Disruptions • Regulatory Changes • Macro-economic factors • M&A events • CEO’s an asshole Inspiration: • C-Suite “Champions” • Financial targets • Investor commitments • Dependencies • Mitigating Risk • Partnerships / M&A Executive Offsites Investor Networking All-Hands Meetings Media Events Manager Briefings White Papers … C-SUITE LEADERSHIP X-Org Rollout
  18. 18. X - O R G R O L L O U T Align & Execute • C-Suite “Champions” • Financial targets • Investor commitments • Dependencies • Partnerships Executive Design Research PM Dev Deliverables: • Roadmap • Product Strategy (+UX) • User Research • Design System • OKRs/KPIs • Resource Planning • R&D programs • … DESIGN STRATEGY Vision: Design’s raison d'etre in your company Mission: What design needs to deliver Objectives: How design will help achieve the mission Initiatives: Major design projects & programs Priority: When & Why based on data not feelings Timeline: Delivery including internal rollout Metrics: Doesn’t count if you can’t measure it
  19. 19. Its 2021; if your company’s strategic objectives do not place the same burden on design that it does on engineering, marketing, sales, finance, etc., you need to take a long hard look at your organization and its design leadership.
  20. 20. 1. Who determined those initiatives were critical? 2. What were the underlying drivers for creating them? 3. How much revenue is riding on those initiatives? 4. To whom and where do you report your progress? S A N I T Y C H E C K : What are all your strategic design initiatives?
  21. 21. You are not entitled to success. KEY TAKEAWAY #4 KEY TAKEAWAYS
  22. 22. If your design leaders are not being taken seriously, its time to find new leaders. KEY TAKEAWAY #5
  23. 23. 1. Learn the politics. 2. Know how your company really makes money. 3. Know something your CEO doesn’t and deliver impact with that knowledge. 4. Do it again. 5. Take responsibility for specific financial targets then meet or exceed those targets. 6. Do it again. 7. Join/Found another company and do it all over. EARN YOUR SEAT
  24. 24. Design, like ML and AI, is now valued for its potential. And like them, there is fine line between its use for good and its being exploited. The companies you choose to enable by designing for their gains, defines your ethics. Your participation is consent. FINAL THOUGHT
  25. 25. Q U E S T I O N S ?
  26. 26. A P P E N D I X
  27. 27. D O B L I N ’ S 1 0 T Y P E S O F I N N O V A T I O N How you make money? How you align talent and assets? How you differentiate your offering? How you ensure and enhance your value? How you represent your offerings? How you partner with other companies to create value? How you create and develop your offerings? How you create complementary products & services? How/Where you connect with your customers? How you foster your distinctive experience? Business Model Finance Networking Channel Delivery Brand Customer Experience Process Process Structure Product Performance Offering Product System Service
  28. 28. CCA’s MBA in Design Strategy • Specialized graduate business program that prepares you to lead firms that compete on innovation. • We unite design, management, technology, and generative leadership into a holistic framework for total value creation. • tackle the big challenge all organizations face and will continue to face… what is the right thing to do next. • Methods and skills to translate strategic foresight and market insights into opportunities to create … value. • We place a design lens on every aspect of a business - from its business model to its culture - to shape new ways to create and capture value. CORE DMBA PILLARS • Customer-centered research • Ideation, prototyping, and iteration • Business model design • Design thinking • Behavioral psychology • Management science • Experiential learning • Ethical, sustainable technology
  29. 29. IDEO.U Design Strategy Course Outcomes • Identify a strategic problem that your organization faces, frame it as a question, and brainstorm possibilities to solve it. • Surface and pick the conditions that would need to be true to make the possibility a winning strategy. • Build and conduct different types of tests to help you choose among your possibilities. • Set your team up to be able to take action on the strategic choices you make.

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