Interactions and Relationships - Managing Experience 2008

Interactions and Relationships

Richard I. Anderson
21 April 2008

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“the everyday reality”

“reﬂection”

“approaches and ideas”

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Interactions and Relationships

“reﬂection”

enabling a strategic role


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“Expectations from Industry”

Challenges in

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Challenges in industry

Experience management & non-management
personnel are often overwhelmed with work.

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Experience management & non-management personnel are often overwhelmed
with work.

personnel have inadequate access to ideas and
solutions and other forms of support available
from others to help them figure this stuff out.

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with work.
Experience management & non-management personnel have inadequate access
to ideas and solutions and other forms of support available from others to help
them figure this stuff out.

Management & non-management personnel in
other disciplines often don’t understand the role
“user/customer/…” experience could be playing in
their business.

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with work.

Management & non-management personnel in other disciplines often don’t
understand the role “user/customer/…” experience could be playing in their
business.

personnel don’t always understand that there is a
difference between the world of academia and the
world of business.

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There is no ultimate design.
There is only the best possible
solution given available
resources.

Jeremy Ashley
VP, Applications User Experience, Oracle

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User experience people are very self-centered,
possibly because it is a young discipline. For
example, researchers are sometimes dogmatic
about usability ﬁndings, not understanding why we
prioritize and ﬁx only some things -- they take this
as a personal insult. Prioritization is something that
always has to be done. You want a researcher to
have enough business sense to understand it is
about making tradeoffs.

Klaus Kaasgaard
VP, Customer Insights, Yahoo!

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We discovered that Product
Managers and developers
hadn’t been understanding a
word we had been saying for
years. We used “design
speak” ("mental model," etc.),
rather than the terms they
used. Now, all outward
communication is talking like
developers and PMs.
Jeremy Ashley

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Don’t whine. One of the
biggest problems with
user experience leaders
is that they whine:
“You don’t get it;
we need more
money”; etc.
Learn how to
work the system.
Think like executives
do.

Lisa Anderson
Director, User Experience, Autodesk
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Design teams are often
precious about themselves,
thinking they need to always
be involved; it can't happen.
Too many designers feel that
if they teach others how to
do this stuff, they will be out
of a job. But you will gain
thousands of advocates if
you do this right.
Jeremy Ashley

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There was an allergic
reaction to the
entrepreneurial user
experience spirit, and
process was
taken over by
the process
excellence people,
who ran design and
customer experience
reviews without
involving user
experience personnel.
Lisa Anderson
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with work.

understand the role “user/customer/…” experience could be playing in their
business.

Experience management & non-management personnel don’t always understand
that there is a difference between the world of academia and the world of
business.

personnel often lack critical “soft skills.”

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UXD practitioners must
have the teamwork,
communication, and
advocacy skills to
ensure that
product teams
will choose
to work with you.

Jim Nieters
Director, User Experience, Yahoo!

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The soft skills, too
often neglected by
user experience
managers, are
critical; develop
these in
yourself and
your team.

Lisa Anderson
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There is only so much
air in the room --
only so much
budget, head-
count, attention,
and future
potential in an
organization, and
everyone is struggling
to acquire it -- struggling for
power, influence, promotion, etc.
John Armitage
Director, User Experience Visioning, Business Objects

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Thinking you are going to go
in there and argue with
somebody to change their
mind -- how many times has
that REALLY worked for you?
You aren't going to change
the mind of an alpha male or
female through the strength
of your wit.

Jeremy Ashley

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It is all about getting people on your side.
Researchers won't get an SVP of business to act
just by presenting their insights. One needs to
build momentum to get people behind you in order
to convince them, which is a long process. You
have to wear 2 hats -- your scientist hat and your
strategy and business hat, which is like becoming
a different person. This is difﬁcult for all of us to
learn.

Klaus Kaasgaard

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Roger Martin, Design Thinking: The Next
Competitive Advantage, CONNECTING ‘07,
October 20, 2007.
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We’re the glue that
binds, that brings
different people
and thinking
together.

Lisa Anderson
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with work.

understand the role “user” experience could be playing in their business.
Experience management & non-management personnel often don’t understand
that there is a difference between the world of academia and the world of
business.
Experience management & non-management personnel often lack critical “soft
skills.”


“reﬂection”
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Experience management & non-management personnel are often
overwhelmed with work.
Experience management & non-management personnel have inadequate
access to ideas and solutions and other forms of support available from
others to help them figure this stuff out.
Management & non-management personnel in other disciplines (and
even some in “user” experience) often don’t understand the role “user”
experience could be playing in their business.
Experience management & non-management personnel often don’t
understand that there is a difference between the world of academia and
the world of business.
Experience management & non-management personnel often lack critical
“soft skills.”

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It is hard to build
incentives and
checks and
balances to get
teams to work
together. To do
that, you have
to take power away
from people who have it
now.

John Armitage

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Key question to
address with others:
“is it better to have
a small part of
a bigger thing
or a big part of
a small thing?”

John Armitage

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There is not enough
air in the room.

Lisa Anderson
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Develop your own
prowess so you can
build budgets and
headcount, not to
build an empire,
but to be able
to do the work
that needs to be
done.

Lisa Anderson
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? ?
There is only so much air in the room.

?

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My job is to make 4500
developers into designers. I
don’t expect them to be good
designers, but they have to
be able to consider design. It
is my job to be an advocate
of design and of having
everybody making design
their problem.

Jeremy Ashley

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The basis of capitalism: get
somebody else to do the
work for you, and make them
feel as though it is a part of
their job.

Jeremy Ashley

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User Centered Development,
not User Centered Design.

Jeremy Ashley

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There is no ultimate design. There is only the
best solution given available resources.

? ?
Everybody needs to make design their problem.

?
User-centered development, not user-centered design.

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We see design not as a
service, but as a driver and
differentiator of the process.

Jeremy Ashley

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Prioritize and focus.
Don’t take on all
requests; don’t be
treated like a service
organization. It
is better to
change one
feature by 70%
than to change
several by 10%.

Lisa Anderson
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Too much of research being done is tactically
focused, not strategically focused. We have not
been good at saying, "no." Instead, we have
measured success by the number of projects we do
and how few we say "no" to. We then get a bonus
for executing on all requests, though doing so
has limited our impact on the business.

Klaus Kaasgaard

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Deﬁne your criteria for deciding
what you will focus on.

Jeff Herman
Senior Director, User Experience Design, eBay

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Never really say, “no.”
Instead, advise them
on how else to do the
work or to get the
work done by
others.

Jim Nieters
Director, User Experience, Yahoo!

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? ?
Don’t be treated like a service.

?

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Christi Zuber
Director, Innovation
Consultancy, Kaiser Permanente

Small photos from
http://xnet.kp.org/innovationcenter/index.htm

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It is a team sport.

John Armitage

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? ?
We’re the glue that binds.

?

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We were opportunistic. A
time of disorder is the best
opportunity to set definition.

Jeremy Ashley

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You either sit on your hands
and wait for things to happen,
or you go ahead. If you are
audacious, you will go ahead;
if you wait for someone else
to tell you what to do, you've
given up your power and
your opportunity.

Jeremy Ashley

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If you move to a company
that doesn't give you that
kind of opportunity, then you
have to ﬁnd a different
method. But in every hi-tech
company, there is a change
every 6 months, and with
every change, there is an
opportunity
Take every opportunity you can.
Jeremy Ashley

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? ?
Be opportunistic.

?

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Designers are expected to do
too much -- to be project
managers, liaise with PMs,
liaise with marketing, liaise
with development, liaise with
executives, write technical
speciﬁcations, and more,
and while doing all these
other things, they are
expected to design the
product. This is an impossible
task. Designers are almost
set up to fail at the start,
because expectations are
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unrealistic.

? ?
Add other personnel to be responsible for some
of those key interactions and relationships.

?

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Jim Leftwich
Chief Experience Officer, SeeqPod

Carola Thompson
Senior Director, User Experience -- Methods,
SAP

Craig Peters
Founder, Awasu Design; Co-founder, Bolt | Peters

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There is no ultimate design. There is only the
best solution given available resources.
? ?
Be opportunistic.

Add other personnel to be responsible for some
of those key interactions and relationships.

? We’re the glue that binds.
User-centered development,
not user-centered design.
Don’t be treated like a service.

There is only so much air in the room.

Everybody needs to make design their problem.

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Interactions and Relationships - Managing Experience 2008

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