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User Experience in a Rapidly Changing World

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User Experience in a Rapidly Changing World

  1. 1. Mar 5, 2013 IA Konferenz ‘13 User Experience Practice in a Rapidly Changing World Josh Seiden @jseiden www.neo.com
  2. 2. Me and my #hashtags Josh Seiden www.neo.com @neo_innovation @jseiden #leanUX #leanStartup #leanUXbook
  3. 3. 1. CHANGE IS THE NEW REALITY 2. ADAPTING OUR PRACTICE 3
  4. 4. 4 Old assumptions, new reality 4
  5. 5. 4 Old assumptions, new reality 4
  6. 6. 4 Old assumptions, new reality 4
  7. 7. Old assumptions, new reality
  8. 8. No more “Model Years” 6
  9. 9. No more “Model Years” 6
  10. 10. SOFTWARE ENABLES CONTINUOUS CHANGE 7
  11. 11. Business Design? Business? Design? Coping with Continuous Production Business? Agile
  12. 12. Business Design? Business? Design? Coping with Continuous Production Business? Agile UX Agile UX Agile
  13. 13. Business Design? Business? Design? Coping with Continuous Production Business?Lean Startup Lean Startup Agile UX Agile UX Agile
  14. 14. Business Design? Business? Design? Enterprise? Business?Lean Startup Lean Startup Agile UX Agile UX Agile
  15. 15. SOFTWARE IS EATING THE WORLD. 10 Mark Andreessen, WSJ, Aug 2011
  16. 16. HOW CAN WE ADAPT OUR PRACTICE TO THIS NEW REALITY? 11
  17. 17. 12 THE PRINCIPLES Resilience over strength Pull over push Risk over safety Systems over objects Compasses over maps Practice over theory Disobedience over compliance Emergence over authority Learning over education Text h&p://www.media.mit.edu/about/principles
  18. 18. AGENDA 1. CONTINUOUS LEARNING 2. SMALL X-FUNCTIONAL TEAMS 3. ENABLE MAKING 4. MANAGE OUTCOMES 5. A NEW ORGANIZATION 13
  19. 19. 1CONTINUOUS LEARNING 14
  20. 20. Internet Mouse
  21. 21. Internet Mouse
  22. 22. Reduce Inventory, Risk and Waste Make a design decision Get feedback from market Concept credit: @clevergirl
  23. 23. Reduce Inventory, Risk and Waste This is going to be BIG! Make a design decision Get feedback from market Concept credit: @clevergirl
  24. 24. Reduce Inventory, Risk and Waste Nope. This is going to be BIG! Make a design decision Get feedback from market Concept credit: @clevergirl
  25. 25. Reduce Inventory, Risk and Waste Nope. This is going to be BIG! Make a design decision MONTHS Get feedback from market Concept credit: @clevergirl
  26. 26. Reduce Inventory, Risk and Waste Nope. This is going to be BIG! Make a design decision MONTHS HOURS Get feedback from market Concept credit: @clevergirl
  27. 27. A system built on continuous learning 17 Risk Diagram concept: @clevergirl Learning!
  28. 28. Build it 18 Figure out if it works Then
  29. 29. Build it 18 Figure out if it works Then
  30. 30. 2SMALL X-FUNCTIONAL TEAMS 19
  31. 31. EVERY PROJECT STARTS WITH ASSUMPTIONS 20
  32. 32. CUSTOMER PROBLEM SOLUTION BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE CUSTOMER OUTCOME CUSTOMER ACQUISITION EARLY ADOPTER 360° ASSUMPTIONS
  33. 33. Business Design? Business? Design? REMEMBER THIS? Business?BUSINESS Lean Startup DESIGN Agile UX DEVELOPERS
  34. 34. Business Design? Business? Design? THIS DOESN’T WORK Business?BUSINESS DESIGN Agile UX DEVELOPERS
  35. 35. Small, dedicated, co-located & cross-functional
  36. 36. Small, dedicated, co-located & cross-functional
  37. 37. Small, dedicated, co-located & cross-functional 1. Two-pizza teams
  38. 38. Small, dedicated, co-located & cross-functional 1. Two-pizza teams 2. 1 project each
  39. 39. Small, dedicated, co-located & cross-functional 1. Two-pizza teams 2. 1 project each 3. 1 location (same time zone)
  40. 40. Small, dedicated, co-located & cross-functional 1. Two-pizza teams 2. 1 project each 3. 1 location (same time zone) 4. Self-sufficient
  41. 41. Case Study: PayPal
  42. 42. 3ENABLE MAKING 26
  43. 43. What’s the smallest thing we can build? 27
  44. 44. What’s the smallest thing we can build? 27
  45. 45. Twitter Bootstrap
  46. 46. Design Systems at GE 30
  47. 47. 4MANAGE OUTCOMES 31
  48. 48. Output, Outcome, Impact
  49. 49. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to measure. Example: A new log-in page.
  50. 50. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to measure. Example: A new log-in page.
  51. 51. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to measure. Example: A new log-in page. § Outcome: the change in the world after we deliver output. Harder to measure. Example: increase user log-in rate. § Impact: the change we see over time. Very hard to measure. Example: Our service is profitable.
  52. 52. Output
  53. 53. Outcome
  54. 54. Impact
  55. 55. Don’t manage output. Instead, focus on outcomes. Don’t make teams responsible for impact.
  56. 56. Case Study: TheLadders
  57. 57. Case Study: TheLadders 14%
  58. 58. Case Study: TheLadders
  59. 59. Case Study: TheLadders 63%
  60. 60. 5A NEW ORGANIZATION 40
  61. 61. Business Design? Business? Design? Enterprise? Business?Lean Startup Lean Startup Agile UX Agile UX Agile
  62. 62. 42 Business model validation Product validation Small team
  63. 63. 42 Business model validation Product validation Small team Culture / Infrastructure to support continuous learning Stakeholders Small-chunk, outcome-based, predictable funding $$$
  64. 64. AGENDA 1. CONTINUOUS LEARNING 2. SMALL X-FUNCTIONAL TEAMS 3. ENABLE MAKING 4. MANAGE OUTCOMES 5. A NEW ORGANIZATION 43
  65. 65. THANK YOU! @jseiden www.leanuxbook.com www.neo.com 44

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