1. How to Design for (Digital) Success
Søren Engelbrecht – Mobile App Manager, A.P. Møller - Mærsk A/S

2. = Design for Digital Success
1. Design for User Tasks
2. Design for Flexibility
3. Design for Measurement

3. = Design for Digital Success
1.Design for User Tasks
2. Design for Flexibility
3. Design for Measurement

4. Mobility Vision and Strategy
page 4
Vision
Strategy
IT will collaborate with BUs to analyze current processes,
identify pain points, and craft digital solutions to alleviate
those pains, thereby adding business value.
Mobile Devices and Apps will enable our colleagues and
business partners to work smarter and faster across
place, time, and context.

5. page 5
The Application Mountain
Example: An App to reduce
friction in the daily working life
Example: One of several key
tasks is to find a meeting room
Example: Allow room search by
name/BU, and show my location
Example: Create a map in 3D
and sortable room lists
Example: Connect to Outlook,
use Wi-Fi for positioning
Mission Statement
Key User Tasks
Required capabilities for the User Tasks
Visuals, Information Architecture, Usability, etc.
Underlying technologies and interfaces
© Juuyoh TANAKA – used with permission

6. page 6
Choosing the Right Tools (simplified)
Simple
User Task
Complex
User Task
High interaction
frequency
Low interaction
frequency
Solution: Large Screen
App, e.g., MS Word
Solution: Small screen
App, e.g., Yahoo Weather
Solution: Large Screen
website, e.g., Dell.com
Solution: Small Screen
website, e.g., m.ikea.dk
User Task: Write a
historic novel
User Task: Check, if it will
rain tomorrow
User Task: Buy a tailor-
made computer
User Task: Confirm, that
IKEA is open today

7. page 7
Further Considerations
• Quick answer to a simple question ??
• Expected time to solve – short or long ??
• Amount of reading required
• Amount of filling-out to do
• Does the user task fit naturally into a
larger theme ??
• Does the User Task involve (subjectively)
important decisions ??
• Interaction Frequency: Daily, frequently,
intensive for a short period, rarely ??
• Relation: Customer, potential customer,
employee ??
• Expected number of users
• How hard are potential users to reach ??
• Where will the user typically be ??
• Will he need to move around ??
• Will he have a steady, high-speed Internet
connection – or none at all ??
• Is device-specific hardware relevant ??
(GPS, camera, webcam, motion sensor,
barcode scanning, RFID, text messaging)
• Is a touch interface augmental or
detrimental to the UX ??
• ”Market Standard” is IOS and Android –
should we move beyond that ??
• Are any devices or technologies excluded,
e.g., Java on Tablets ??
Type of User Task Level of User Involvement
Physical Setting(s)Technology

8. page 8
Full Benefit Requires Cross-Device Thinking
Mobile devices can filter information
and present a subset to the user,
depending on context, e.g., time,
location, activity, or user profile
Different devices might use different
platforms, i.e., web and/or Apps

9. page 9
Devices and Platforms work Together
By mobile-enabling the appropriate features of the Finance system,
we save time, increase data quality and make employees happier
Relevant features are
simplified for self-service
use via the Intranet
The feature “report mileage” –
which is used often and involves
moving about – is implemented
in a phone App
Start Stop
Your distance:
17 km
Confirm & Report
Global finance system:
A complex mainframe App
used by expert staff

10. page 10
User Groups and Examples of Key UX Priorities
• Allow configuration of
rules per country or
region without any IT
involvement
• Facilitate extraction
and visualization of
data
• Simplify and automate
approval processes as
much as possible
• Allow visualization of
workforce status and
behaviour – notify in
case of outliers
• Simplify day-to-day
interaction
• Allow a clear overview
of status, e.g., hours
worked and holidays
Administrators Managers Employees
Mobile is
less relevant
Mobile is
highly relevant
Mobile is relevant
for some tasks

11. page 11
Summary: Design for User Tasks
Place the User Tasks in the User Task Matrix to determine the most
appropriate devices and platforms
Start by finding the most important User Tasks by interviewing
actual users. Work down the Application Mountain from there
1
2
Based on the User Task Matrix, build your digital ecosystem,
ensuring that all user groups are covered
3

12. = Design for Digital Success
1. Design for User Tasks
2.Design for Flexibility
3. Design for Measurement

13. The “Water Mill” Model
page 13
C: The Wheel
Based on the platforms
and tools delivered in the
“Water Fall”, the BU can
now work iteratively with
launching new content
and features, while also
optimizing business KPI’s
A: The Source
A close collaboration between
BU and IT, agreeing on, e.g.:
• Feature set
• If a “Minimum Viable
Product” (MVP) mind set
should be applied
• Any configuration and/or
post-release optimization
features
• Localization and/or re-use
in other BU’s
• Scope of In-App tracking
• Scope of User Testing
• Life span/Decommissioning
Based on this, a budget and
time frame is set
Release
Implemen-
tation
Validation
Prototype
Idea
Evaluation
Business
Requirements
Analysis
Design
Coding
Testing
Release
B: The Water Fall
Often based on a traditional
development process (as
illustrated here), but could also
be Agile. Some flexibility must
always be expected, though,
based on insights obtained
from User Testing (which, as a
minimum, must take place in
the Analysis/Design phases)

14. page 14
Three Layers of IT – Three Velocities
IT maintains: Core Systems
Customer databases, Policy systems, Inventory management
IT delivers: Business Enablers
CMS platforms, Forms tools, SOA Services
Business Units build and optimize:
Customer-Facing Solutions
Contact forms, Self-Service solutions, Product pages
Fast track. Daily
micro-releases and
agile optimization
Slow-ish track.
Quarterly releases
Only “unavoidable”
development done

15. page 15
The Onion Governance Model
Principles: The closer you are to the core of the Onion, the stronger the governance needs to be. At the
inner layers, strict IT release procedures must be followed. Conversely, in the outer layers, experimentation
is actively encouraged, since success comes quickly, and any bad ideas (or errors) can be remedied
immediately. For simple text changes or A/B testing, an internal review at the online department suffices
Core systems
Service layers
Front end
Functionality
Medium text /
layout changes
Simple text
changes
Often encountered:

16. Self-Serviced
sale on bank
website
Self-Serviced
sale on other
partner sites
page 16
Case: A Flexible Sales Tool
Purpose: Face-to-face sale of
insurances in bank branches
Configuration per sales channel:
1. Look and feel: Logo, Colours, texts, support info
2. Products: Default values for, e.g., sums and deductibles.
Experimentation with default add-on Packages

17. page 17
Work with Building Blocks whenever Possible
Desktop
web
Mobile
web
Mobile
App
Contact
form
Back
End

18. page 18
Case: Optimization without IT Involvement
Effect: +1.306%
click-throughs

19. page 19
Summary: Design for Flexibility
Determine the parameters that are most likely to be used for post-
release optimization, and build in the relevant flexibility
Whenever you build something new, think about alternative uses
(languages, products, branding)
1
2
Experiment and measure in the outer layers of the Onion – take
business risks without jeopardizing core IT stability
3

20. = Design for Digital Success
1. Design for User Tasks
2. Design for Flexibility
3.Design for Measurement

21. page 21
Using Data to Ensure Targets are Reached
App Store Activity In-App Analytics
Common Platform:
Data
From Web and Apps
User
feed-back
Data-
Driven
Roadmap
Web Analytics

22. page 22
Working with Analytics
10% of your budget should be spent on the tools.
Spend 90% on your strategy and your analyst.
– Avinash Kaushik, Intuit Inc.

23. page 23
Choose Your KPI’s Wisely
We have never done a better election campaign.
We handed out more than one million flyers.
– Party Chairman before Election Night, September 2011
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Antal folketingsmedlemmerMembers of Parliament

24. page 24
Case: Maersk News
Mission Statement: To increase readership
of internal news among employees
Launch date: 14 MAR 2016
• Phase 1 KPI: Uptake/installations
• Phase 2 KPI: Readership on the App
compared to Intranet

25. page 25
Case: Maersk News

26. page 26
Case: Maersk News

27. page 27
Case: SAS.dk Home Page
A
(Animated)
B C
Results: Design B attracted twice as many clicks as A;
while C attracted twice as many clicks as B
Hypothesis: Banner Blindness could influence (negatively) the
awareness of a new product

28. page 28
Summary: Design for Measurement
Choose your KPI’s and targets early in the design process, based on
what actually brings value to your business
Analytics is an essential part of any Requirement Specification – not
an optional or last-minute add-on
1
2
Visualize as much as possible and automate regular reports to keep
stakeholders (both IT and Business) engaged
3

29. = Design for Digital Success
1. Design for User Tasks
2. Design for Flexibility
3. Design for Measurement

30. page 30
Thank You !!
e-mail: Soren.Engelbrecht@maersk.com
Mobile: +45 21 84 00 00
Social: #Maersk
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