s UX Strategy a buzz word or is it a real thing? Does it make sense for your organization? Does it matter? Is it role specific, something that a senior UX practitioner does or for the entire team? Are there some best practices? Where do I start?
Do you have all these questions about UX Strategy? We do. Join us as Pradeep sparks a conversation based on his thoughts, experience and ideas on where UX Strategy is today and where he thinks it's going.
The document outlines 10 lessons for evolving an in-house design practice from small to large scale. It discusses aligning expectations with organizational maturity, increasing influence over time, understanding the culture's definition of success, integrating design processes, developing a growth mindset, evolving team members' skills, planning leadership and operations as the team grows, and addressing challenges of scaling across office locations. The overall lessons focus on adapting the practice to the organization as it matures and the team increases in size and scope.
The document discusses strategic UX and presents the Strategic UX Triangle model, which focuses on methods, processes, and business strategies. It provides checklists for evaluating an organization's approach to each point of the triangle - whether they have the right methodology and expertise, allocate proper time for UX in processes, and gain executive support and measure results. The model is meant to help organizations determine where they are now and identify tactics to improve strategic UX.
This document discusses user experience (UX) maturity models and provides strategies for improving organizational UX maturity. It begins by defining UX and listing the many skills and standards involved. It then examines several UX maturity models that assess UX practices and integration on different levels or dimensions. Common challenges to UX maturity include lack of executive support, centralized functions, strategy, resources and process integration. Solutions include conducting a UX maturity assessment, gaining executive sponsorship, establishing UX processes, budgets, communities, standards, training and infrastructure to better integrate and leverage UX practices across an organization.
Workshop #7: Get Strategic: Learn To Embed UX More Deeply Into Your Organizat...ux singapore
As UX practitioners, managers and leaders, we all know how hard it is to stop, think about and plan a strategy for embedding user experience processes more firmly in your organization.
Good user experience research and design are no longer “nice to have”… they are essential. But most organizations don’t know how to effectively integrate UX practices into existing practices and processes. This workshop will equip you with the knowledge and tools to create, advocate for, and guide UX practices aligned to a strategic plan.
This document discusses UX strategy and its importance. A UX strategy helps a business solve problems through coordinated UX choices that define a desired experience. It discusses elements of strategy, including challenges, aspirations, focus areas, guiding principles, and activities. UX strategy is needed for several reasons, such as business shifts, ecosystem design challenges, and ensuring cohesion between high-level vision and daily actions. Strategic learning is also discussed, where strategy emerges through learning rather than being purely deliberate. The document provides examples and emphasizes that strategy and execution are interconnected.
Creating a Core Strategy with the UX Strategy BlueprintJim Kalbach
The document discusses defining and building strategy, describing it as a creative exercise to design a way to overcome key challenges and reach desired outcomes through interlocking choices, and providing examples of strategic questions and elements that can be used to develop a strategy blueprint for a user experience.
UX maturity - how do you develop the UX practice in your organisationMargaret Hanley
The document discusses UX maturity models and how to assess the maturity of a UX practice within an organization. It presents several UX maturity models proposed by experts over time, focusing on the model by Jennifer Fraser and Scott Plewes from 2015. Their model measures UX maturity based on three factors: the timing of initial UX work, availability of UX resources, and UX leadership and culture. The document provides examples of assessing UX maturity scores for different organizations at different points in time. It includes an activity where readers assess their own organization's current UX maturity, goals for 18-24 months, and propose tactical and strategic actions to achieve those goals.
The document outlines 10 lessons for evolving an in-house design practice from small to large scale. It discusses aligning expectations with organizational maturity, increasing influence over time, understanding the culture's definition of success, integrating design processes, developing a growth mindset, evolving team members' skills, planning leadership and operations as the team grows, and addressing challenges of scaling across office locations. The overall lessons focus on adapting the practice to the organization as it matures and the team increases in size and scope.
The document discusses strategic UX and presents the Strategic UX Triangle model, which focuses on methods, processes, and business strategies. It provides checklists for evaluating an organization's approach to each point of the triangle - whether they have the right methodology and expertise, allocate proper time for UX in processes, and gain executive support and measure results. The model is meant to help organizations determine where they are now and identify tactics to improve strategic UX.
This document discusses user experience (UX) maturity models and provides strategies for improving organizational UX maturity. It begins by defining UX and listing the many skills and standards involved. It then examines several UX maturity models that assess UX practices and integration on different levels or dimensions. Common challenges to UX maturity include lack of executive support, centralized functions, strategy, resources and process integration. Solutions include conducting a UX maturity assessment, gaining executive sponsorship, establishing UX processes, budgets, communities, standards, training and infrastructure to better integrate and leverage UX practices across an organization.
Workshop #7: Get Strategic: Learn To Embed UX More Deeply Into Your Organizat...ux singapore
As UX practitioners, managers and leaders, we all know how hard it is to stop, think about and plan a strategy for embedding user experience processes more firmly in your organization.
Good user experience research and design are no longer “nice to have”… they are essential. But most organizations don’t know how to effectively integrate UX practices into existing practices and processes. This workshop will equip you with the knowledge and tools to create, advocate for, and guide UX practices aligned to a strategic plan.
This document discusses UX strategy and its importance. A UX strategy helps a business solve problems through coordinated UX choices that define a desired experience. It discusses elements of strategy, including challenges, aspirations, focus areas, guiding principles, and activities. UX strategy is needed for several reasons, such as business shifts, ecosystem design challenges, and ensuring cohesion between high-level vision and daily actions. Strategic learning is also discussed, where strategy emerges through learning rather than being purely deliberate. The document provides examples and emphasizes that strategy and execution are interconnected.
Creating a Core Strategy with the UX Strategy BlueprintJim Kalbach
The document discusses defining and building strategy, describing it as a creative exercise to design a way to overcome key challenges and reach desired outcomes through interlocking choices, and providing examples of strategic questions and elements that can be used to develop a strategy blueprint for a user experience.
UX maturity - how do you develop the UX practice in your organisationMargaret Hanley
The document discusses UX maturity models and how to assess the maturity of a UX practice within an organization. It presents several UX maturity models proposed by experts over time, focusing on the model by Jennifer Fraser and Scott Plewes from 2015. Their model measures UX maturity based on three factors: the timing of initial UX work, availability of UX resources, and UX leadership and culture. The document provides examples of assessing UX maturity scores for different organizations at different points in time. It includes an activity where readers assess their own organization's current UX maturity, goals for 18-24 months, and propose tactical and strategic actions to achieve those goals.
A constantly growing and regularly updated collection of UX, CX and usability maturity models. More than 40 maturity models and variations by Jacob Nielsen, Jared Spool, Bruce Temkin, Forrester Research, Adaptive Path and many others.
The UX Strategy Blueprint - Jim Kalbach (NYC UXPA, June 9, 2015)NYCUXPA
This document provides an overview of UX strategy, including defining strategy, elements of an effective strategy, and why UX strategy is important. It discusses strategy as setting hypotheses about cause and effect to achieve goals. Key elements include understanding challenges, desired outcomes, areas of focus, guiding principles, and plans of action. UX strategy is defined as coordinating UX activities to design desired experiences that help businesses solve problems. An example UX strategy framework is provided for a scientific publishing company. Developing UX strategy is important to align UX work with overall business strategy, navigate complex product ecosystems, and ensure consistency across large organizations.
Design Thinking Process And Strategy For A New ProductUXDXConf
How could you use Design Thinking to find a compromise between users and business needs? How do you balance craftsmanship, communication and commercial awareness, managing external stakeholders?
In this talk, Roberta, Senior UX Designer and Team Leader at Booking.com, will walk you through her strategy to implement a challenging new product that defined her growth as leader in one of the world’s leading digital travel companies.
Ingrid Domingues and Johan Berndtsson - Great UX is Here (From Business to Bu...inUse
In this talk, we’ll present five components that are vital if you want to generate value for your organization. Guess what? It’s all about UX. Wether you need to optimise an existing business, or innovate completely new solutions and offerings, great UX is what will make the difference. So join us - and put your business on the road to UX nirvana.
UX STRAT USA: Sean Rhodes, "UX Strategy For Increasingly Disruptive Futures S...UX STRAT
The document discusses two strategies for user experience (UX) design: futurecasting and instrumented prototyping. Futurecasting involves defining potential future scenarios and events to help clients adapt to rapidly changing contexts. It includes steps like researching driving forces, creating future scenarios, and workshops. Instrumented prototyping is used when desired future behaviors don't exist. It involves creating prototypes used in longitudinal studies to understand behaviors and allow experiments to adapt over time. The strategies help designers address challenges like impacting customer savings behaviors and envisioning the future of transportation.
UX STRAT USA: Ha Phan, "Using Design Experiments as a Springboard for Strategy"UX STRAT
GoPro conducted three design experiments to develop a point of view for improving storytelling in their video editing products. The first experiment compared trimming clips to selecting highlights and found highlights were quicker. The second compared a linear timeline to a smart storyboard that synced clips to music, finding the storyboard easier. The third explored music discovery, learning that previewing music alongside clips pushed faster completion. The outcomes were guiding principles focused on magical, moment-based experiences that empower users to quickly create good stories.
How did we sell DT, how did the workshops with clients and users, which methods work and which ones do not.
Examples of real projects: both successful and not very)
- What is DT and why everyone is talking about it
- Key DT elements
- How DT works in outsourcing
- How the theory differs in practice
- How to sell DT
- How a project with DT fails
Presentation by John Yesko at the 2011 Information Architecture Summit (IA Summit) entitled: "The User Experience Brief: The What and Why Before the How."
We IAs spend a lot of time discussing the “core” documents in information architecture—wireframes, site maps, prototypes. But we often jump into these very tactical, design-oriented deliverables too hastily.
The user experience brief takes on a more strategic role. Early in the project, it’s our vehicle to summarize what we know so far, particularly requirements and research results. More importantly though, it lays the foundation for the UX design approach, with the goals of gathering consensus and identifying sticking points early on. The user experience brief illuminates the organizing principles—user experience fundamentals to be followed and referenced throughout the project.
We’ll talk about the value of this early-project document, its role in shaping the user experience approach, how its composed, and its limitations. We’ll look at a number of great visual examples too. Introduced the right way and at the right time, the UX brief can be an invaluable stake in the ground with clients and internal stakeholders.
The document discusses UX strategy and provides examples of strategic analysis activities, elements of an effective strategy, and ways to communicate strategy. It emphasizes that UX strategy helps solve business problems through coordinated UX choices to achieve a desired experience. Key elements include analyzing challenges and aspirations, defining focus areas and guiding principles, planning activities and desired outcomes. Facilitating strategic conversations, diagramming insights, documenting the strategy, and illustrating the story are important for communication.
We created this UX adoption maturity model after spending 15 years observing how organisations struggle with the challenges associated with developing a UX capability. We use the maturity model when helping organisations develop a strategy and roadmap and are happy for you to use this in your own organisations, providing we are credited.
Organisations appear to go through five stages of maturity: ignorant, emergent, engaging, committed and embedded
We considered these stages against 5 criteria:
Organisation culture
UX ownership
How the ‘user’ is viewed
Tools and techniques
Budget
The following slides describe the different stages of maturity for each criteria.
You'll learn:
- How to scope your UX strategy based on challenges and aspirations.
- How to focus your team on the right design principles and activities to achieve desired outcomes.
- How to measure the success of your strategy and tactics.
How User Experience Evolves in a Company - a New Look at UX Maturity ModelsUXPA Boston
User experience design involves many skill sets and methods but companies don’t always have staff with the right expertise or placed in dedicated user experience roles. This puts product designs at risk, especially in competitive markets. In an effort to advance user experience design to minimize taking risks with design, several maturity models were published that explain the different phases of corporate UX maturity. I have surveyed several user experience maturity models, identified the most important information, enhanced with my own experiences and simplified the delivery using a light hearted, easy to understand metaphor – an evolution scale. Each evolution level defines what methods are typically used, who typically does “design” at that level and most importantly what is needed to evolve to the next level. This infographic is a valuable tool to educate different development teams where they are in the user experience spectrum as well as outline what they need to do to evolve. It also helps to educate executives to set realistic expectations that this is a process that takes time (we can’t all go from zero to Apple) and to help gain their support by plotting your competition on the same scale.
UX Maturity: Research and Analytics to drive an impactUXDXConf
As the largest marketplace in the region, Allegro is one of Poland's most distinguishable brands. With millions of users, how did Allegro establish a strong foothold in the region against the marketplace giants?
In this session, learn how Alina and her team use data and analytics to create a UX strategy that allows their business to scale and grow in such a competitive market. She will touch on:
How a localised approach to UX has created loyal users
How to embed UX in your product development
How to take change as an opportunity for improvements for the team
The document discusses applying UX strategy and assessing a company's UX maturity level. It defines three levels of UX maturity - operational, tactical, and strategic - and describes how deeply designers become engaged in product development at each level. The document also stresses that a company's own maturity must be sufficient to support UX strategy. It provides a framework for assessing a company's resources, processes, and priorities to understand its "UX environment" and determine where improvements may be needed to successfully implement a UX strategy.
How UX Evolves at Companies: A New Look at Maturity Modelsrbuttigl
User experience design involves many skill sets and methods but companies don't always have staff with the right expertise or placed in dedicated user experience roles. This puts product designs at risk, especially in competitive markets. In an effort to advance user experience design to minimize taking risks with design, several maturity models were published that explain the different phases of corporate UX maturity.
I have surveyed several user experience maturity models, identified the most important information, enhanced with my own experiences and simplified the delivery using a light hearted, easy to understand metaphor - an evolution scale. Each evolution level defines what methods are typically used, who typically does "design" at that level and most importantly what is needed to evolve to the next level.
This infographic is a valuable tool to educate different development teams where they are in the user experience spectrum as well as outline what they need to do to evolve. It also helps to educate executives to set realistic expectations that this is a process that takes time and to help gain their support by plotting your competition on the same scale.
This document discusses strategic user experience and how to effectively prototype strategies to achieve organizational goals. It emphasizes that strategy is best executed through prototyping rather than abstract planning. Some key points made include prototyping in code instead of tools like Axure, using multidisciplinary teams to quickly test ideas iteratively, making evidence-based decisions through experimentation and analytics, and using prototypes to engage stakeholders and bring strategies to life. The overall message is that prototyping is crucial for translating strategies into reality and driving organizational alignment and change.
Richard Marsh, Enterprising User Experience - Flex and the cityRichard Marsh
This document summarizes Richard Marsh's presentation on improving software design through user experience. The presentation defines user experience and discusses it as a practice. It notes that understanding user behaviors, needs, and goals is important for defining problems before designing solutions. The presentation also addresses challenges of enterprise user experience projects and emphasizes collaboration between teams. It provides rules for an effective user experience approach and recommends links for further information.
Design leader and UX/Design Ops author Marti Gold shares her best practices for creating a usable design system. That's a design system that PEOPLE WILL ACTUALLY USE. Without making it anyone's full time job to maintain.
Presented at Firecat First Friday, June 2021.
Firecat Studio hosts UX, Usabillity, Accessibility, Digital Marketing, Creative and like topics to further our mission of making the world better, one experience at a time.
https://firecatstudio.com
This document provides an overview of UX strategy for agile teams. It defines strategy as a set of hypotheses about cause and effect expressed through if-then statements. The strategy blueprint includes elements like patterns from the past, a desired outcome or position, core philosophy or perspective, ways to outwit opposition or ploys, and plans for courses of action. An example strategy for a company called G2W is presented addressing challenges, desired outcomes, capabilities needed, and how strategy will be managed. The document also discusses how agile teams can earn autonomy through clear alignment with hierarchical strategies set at higher levels in an organization.
My deck from my Content Marketing workshop for LinkedIn 100 summit in San Francisco, June 2015.
How content marketing can help you connect with people to help you become digitally famous.
Whats you content marketing 'Why'?
How it impacts your Brand?
Design content for happiness - across business process
Customer journey mapping and experience
Persona 'pain and pleasure'
Build and audience using social media
Tools to help you build an audience and give you ideas
Content ideas, themes and techniques
How to build a strategic and tactical plan
A constantly growing and regularly updated collection of UX, CX and usability maturity models. More than 40 maturity models and variations by Jacob Nielsen, Jared Spool, Bruce Temkin, Forrester Research, Adaptive Path and many others.
The UX Strategy Blueprint - Jim Kalbach (NYC UXPA, June 9, 2015)NYCUXPA
This document provides an overview of UX strategy, including defining strategy, elements of an effective strategy, and why UX strategy is important. It discusses strategy as setting hypotheses about cause and effect to achieve goals. Key elements include understanding challenges, desired outcomes, areas of focus, guiding principles, and plans of action. UX strategy is defined as coordinating UX activities to design desired experiences that help businesses solve problems. An example UX strategy framework is provided for a scientific publishing company. Developing UX strategy is important to align UX work with overall business strategy, navigate complex product ecosystems, and ensure consistency across large organizations.
Design Thinking Process And Strategy For A New ProductUXDXConf
How could you use Design Thinking to find a compromise between users and business needs? How do you balance craftsmanship, communication and commercial awareness, managing external stakeholders?
In this talk, Roberta, Senior UX Designer and Team Leader at Booking.com, will walk you through her strategy to implement a challenging new product that defined her growth as leader in one of the world’s leading digital travel companies.
Ingrid Domingues and Johan Berndtsson - Great UX is Here (From Business to Bu...inUse
In this talk, we’ll present five components that are vital if you want to generate value for your organization. Guess what? It’s all about UX. Wether you need to optimise an existing business, or innovate completely new solutions and offerings, great UX is what will make the difference. So join us - and put your business on the road to UX nirvana.
UX STRAT USA: Sean Rhodes, "UX Strategy For Increasingly Disruptive Futures S...UX STRAT
The document discusses two strategies for user experience (UX) design: futurecasting and instrumented prototyping. Futurecasting involves defining potential future scenarios and events to help clients adapt to rapidly changing contexts. It includes steps like researching driving forces, creating future scenarios, and workshops. Instrumented prototyping is used when desired future behaviors don't exist. It involves creating prototypes used in longitudinal studies to understand behaviors and allow experiments to adapt over time. The strategies help designers address challenges like impacting customer savings behaviors and envisioning the future of transportation.
UX STRAT USA: Ha Phan, "Using Design Experiments as a Springboard for Strategy"UX STRAT
GoPro conducted three design experiments to develop a point of view for improving storytelling in their video editing products. The first experiment compared trimming clips to selecting highlights and found highlights were quicker. The second compared a linear timeline to a smart storyboard that synced clips to music, finding the storyboard easier. The third explored music discovery, learning that previewing music alongside clips pushed faster completion. The outcomes were guiding principles focused on magical, moment-based experiences that empower users to quickly create good stories.
How did we sell DT, how did the workshops with clients and users, which methods work and which ones do not.
Examples of real projects: both successful and not very)
- What is DT and why everyone is talking about it
- Key DT elements
- How DT works in outsourcing
- How the theory differs in practice
- How to sell DT
- How a project with DT fails
Presentation by John Yesko at the 2011 Information Architecture Summit (IA Summit) entitled: "The User Experience Brief: The What and Why Before the How."
We IAs spend a lot of time discussing the “core” documents in information architecture—wireframes, site maps, prototypes. But we often jump into these very tactical, design-oriented deliverables too hastily.
The user experience brief takes on a more strategic role. Early in the project, it’s our vehicle to summarize what we know so far, particularly requirements and research results. More importantly though, it lays the foundation for the UX design approach, with the goals of gathering consensus and identifying sticking points early on. The user experience brief illuminates the organizing principles—user experience fundamentals to be followed and referenced throughout the project.
We’ll talk about the value of this early-project document, its role in shaping the user experience approach, how its composed, and its limitations. We’ll look at a number of great visual examples too. Introduced the right way and at the right time, the UX brief can be an invaluable stake in the ground with clients and internal stakeholders.
The document discusses UX strategy and provides examples of strategic analysis activities, elements of an effective strategy, and ways to communicate strategy. It emphasizes that UX strategy helps solve business problems through coordinated UX choices to achieve a desired experience. Key elements include analyzing challenges and aspirations, defining focus areas and guiding principles, planning activities and desired outcomes. Facilitating strategic conversations, diagramming insights, documenting the strategy, and illustrating the story are important for communication.
We created this UX adoption maturity model after spending 15 years observing how organisations struggle with the challenges associated with developing a UX capability. We use the maturity model when helping organisations develop a strategy and roadmap and are happy for you to use this in your own organisations, providing we are credited.
Organisations appear to go through five stages of maturity: ignorant, emergent, engaging, committed and embedded
We considered these stages against 5 criteria:
Organisation culture
UX ownership
How the ‘user’ is viewed
Tools and techniques
Budget
The following slides describe the different stages of maturity for each criteria.
You'll learn:
- How to scope your UX strategy based on challenges and aspirations.
- How to focus your team on the right design principles and activities to achieve desired outcomes.
- How to measure the success of your strategy and tactics.
How User Experience Evolves in a Company - a New Look at UX Maturity ModelsUXPA Boston
User experience design involves many skill sets and methods but companies don’t always have staff with the right expertise or placed in dedicated user experience roles. This puts product designs at risk, especially in competitive markets. In an effort to advance user experience design to minimize taking risks with design, several maturity models were published that explain the different phases of corporate UX maturity. I have surveyed several user experience maturity models, identified the most important information, enhanced with my own experiences and simplified the delivery using a light hearted, easy to understand metaphor – an evolution scale. Each evolution level defines what methods are typically used, who typically does “design” at that level and most importantly what is needed to evolve to the next level. This infographic is a valuable tool to educate different development teams where they are in the user experience spectrum as well as outline what they need to do to evolve. It also helps to educate executives to set realistic expectations that this is a process that takes time (we can’t all go from zero to Apple) and to help gain their support by plotting your competition on the same scale.
UX Maturity: Research and Analytics to drive an impactUXDXConf
As the largest marketplace in the region, Allegro is one of Poland's most distinguishable brands. With millions of users, how did Allegro establish a strong foothold in the region against the marketplace giants?
In this session, learn how Alina and her team use data and analytics to create a UX strategy that allows their business to scale and grow in such a competitive market. She will touch on:
How a localised approach to UX has created loyal users
How to embed UX in your product development
How to take change as an opportunity for improvements for the team
The document discusses applying UX strategy and assessing a company's UX maturity level. It defines three levels of UX maturity - operational, tactical, and strategic - and describes how deeply designers become engaged in product development at each level. The document also stresses that a company's own maturity must be sufficient to support UX strategy. It provides a framework for assessing a company's resources, processes, and priorities to understand its "UX environment" and determine where improvements may be needed to successfully implement a UX strategy.
How UX Evolves at Companies: A New Look at Maturity Modelsrbuttigl
User experience design involves many skill sets and methods but companies don't always have staff with the right expertise or placed in dedicated user experience roles. This puts product designs at risk, especially in competitive markets. In an effort to advance user experience design to minimize taking risks with design, several maturity models were published that explain the different phases of corporate UX maturity.
I have surveyed several user experience maturity models, identified the most important information, enhanced with my own experiences and simplified the delivery using a light hearted, easy to understand metaphor - an evolution scale. Each evolution level defines what methods are typically used, who typically does "design" at that level and most importantly what is needed to evolve to the next level.
This infographic is a valuable tool to educate different development teams where they are in the user experience spectrum as well as outline what they need to do to evolve. It also helps to educate executives to set realistic expectations that this is a process that takes time and to help gain their support by plotting your competition on the same scale.
This document discusses strategic user experience and how to effectively prototype strategies to achieve organizational goals. It emphasizes that strategy is best executed through prototyping rather than abstract planning. Some key points made include prototyping in code instead of tools like Axure, using multidisciplinary teams to quickly test ideas iteratively, making evidence-based decisions through experimentation and analytics, and using prototypes to engage stakeholders and bring strategies to life. The overall message is that prototyping is crucial for translating strategies into reality and driving organizational alignment and change.
Richard Marsh, Enterprising User Experience - Flex and the cityRichard Marsh
This document summarizes Richard Marsh's presentation on improving software design through user experience. The presentation defines user experience and discusses it as a practice. It notes that understanding user behaviors, needs, and goals is important for defining problems before designing solutions. The presentation also addresses challenges of enterprise user experience projects and emphasizes collaboration between teams. It provides rules for an effective user experience approach and recommends links for further information.
Design leader and UX/Design Ops author Marti Gold shares her best practices for creating a usable design system. That's a design system that PEOPLE WILL ACTUALLY USE. Without making it anyone's full time job to maintain.
Presented at Firecat First Friday, June 2021.
Firecat Studio hosts UX, Usabillity, Accessibility, Digital Marketing, Creative and like topics to further our mission of making the world better, one experience at a time.
https://firecatstudio.com
This document provides an overview of UX strategy for agile teams. It defines strategy as a set of hypotheses about cause and effect expressed through if-then statements. The strategy blueprint includes elements like patterns from the past, a desired outcome or position, core philosophy or perspective, ways to outwit opposition or ploys, and plans for courses of action. An example strategy for a company called G2W is presented addressing challenges, desired outcomes, capabilities needed, and how strategy will be managed. The document also discusses how agile teams can earn autonomy through clear alignment with hierarchical strategies set at higher levels in an organization.
My deck from my Content Marketing workshop for LinkedIn 100 summit in San Francisco, June 2015.
How content marketing can help you connect with people to help you become digitally famous.
Whats you content marketing 'Why'?
How it impacts your Brand?
Design content for happiness - across business process
Customer journey mapping and experience
Persona 'pain and pleasure'
Build and audience using social media
Tools to help you build an audience and give you ideas
Content ideas, themes and techniques
How to build a strategic and tactical plan
Culture Code - E3 Reloaded - Making Work Suck Less TEDxMongKok
The document describes E3, a company that aims to create work environments where work doesn't suck. It outlines E3's vision of empowering employees through freedom, trust, feedback and failure. E3 believes bureaucracy and strict policies have made work a "dirty word" and that companies should trust employees to dress and take time off as they choose. The document introduces E3's small team and clientele, which includes change-makers seeking to disrupt mediocrity and challenge the status quo.
음악 3.0 세대 - 요즘밴드 사례를 중심으로 / Social Media Week SeoulSeungsoon Park
뉴미디어의 등장으로 인해 기존의 음악산업 구조는 크게 변화하였습니다. CD나 TAPE로 음악을 소비하던 음악 1.0시대에서, MP3를 통해 음악을 공유하는 음악 2.0시대를 지나, 이제는 창작자가 직접 소비자에게 음악을 판매하고, 소비자는 음악창작에 직접 참여하는 음악 3.0시대가 펼쳐지고 있습니다. 이러한 변화는 뉴미디어, 즉 ‘소셜네트워크서비스(SNS)’ 및 스마트기기의 등장으로 가능해졌습니다.
소셜네트워크밴드 요즘밴드는 SNS를 통해 사연을 모집하여 음악을 만들고 무료로 배포하는, 국내 최초의 SNS 밴드 입니다. 본 행사에서 요즘밴드가 결성된 배경과, 요즘밴드의 한계를 극복하기 위해 실행한 음악창작 워크숍 사례를 통해, 음악 3.0 시대에 뉴미디어(소셜네트워크 서비스, 스마트기기)를 활용한 음악창작 방식의 새로운 모델을 제안하고자 합니다.
http://socialmediaweek.org/seoul/
Get ready to move quickly through 7 different tables, where you’ll get to meet and learn about a handful of digital advertising tactics:
Contextual advertising
Lookalike advertising
CRM targeting
Search engine marketing (SEM)
Retargeting
Social media advertising
Content Distribution
We’ll move through each 6-minute round quickly and cover the benefits, uses and available platforms.
If you’ve never experimented with online advertising or you’re a pro, this is your chance to learn it all or learn a few things in just under an hour.
뮤지컬 꽃신의 크라우드펀딩이 진행됩니다
오픈트레이드에서 뮤지컬 꽃신의 크라우드펀딩이 진행됩니다
▶후원하기: http://bit.ly/1rlantZ
역사마저 침묵한 아픈 이야기, 뮤지컬 꽃신은 위안부로 끌려간 순옥의 삶을 그린 작품으로 무거운 소재임에도 불구하고 담담하게 서술하면서 "인권"에 대한 메세지를 전달합니다.
뮤지컬 꽃신, 궁금하지 않으세요??
How allstate is adopting a lean startup culture - with Pradeep NayarUserTesting
Pradeep Nayar, Director of UX & Product Design at Allstate, explains how Allstate is adopting a lean startup culture and embracing an extreme agile methodology to ‘fail fast’ and learn from their users to make relevant digital products and services.
Modern brands own their own infrastructure - their own means for reaching, interacting, servicing and selling to their customers. This is a deck we've been using at Zeus Jones to discuss and develop infrastructure for our clients' brands.
Strategy is a holistic look at product, brand, engineering and design. Carving up unique silos of strategy practice reduces collaboration, increases process bloat and results in slower time to market. This talk describes why identifying a separate user experience strategy falls into this trap and what can be done about it.
FAIRY TALE: CONTENT IS AN ART AND RELIES ON GUT INSTINCT FACT: SUCCESSFUL CONTENT IS DATA DRIVEN AND SEMANTIC KEYWORD RIDDEN 03
How to Get Data Driven WITH YOUR CONTENT MARKETING
KEYWORD PLANNER IS YOUR FRIEND • Enter words around your company or service • Enter words around your competitors or enemies • Don’t be afraid of two or three word phrases • Find Search Volume
FIND WORDS THAT HAVE VOLUME
TWEET OF THE DAY If no one is looking for your content, then no one will read your content.
GET KEYWORD IDEAS
USE THESE IDEAS TO CREATE BLOG TOPICS
JUST DON’T USE THE TYPOS
GOOGLE ‘HOW TO’ + ‘KEYWORD’ IN INCOGNITO
PREDICTIVE SEARCH YOUR TOPICS
SELECT A TOPIC BASED ON YOUR SEARCH • Read the top 3 most recent posts • Write 3 things that suck about each of them
SELECT A TOPIC BASED ON YOUR SEARCH • Read the top 3 most recent posts • Write 3 things that suck about each of them • Think of 3 ways to make your post better • Make it 10X better than those posts • Use the keywords and semantics from earlier • Distribute it like crazy!
TWEET OF THE DAY Google loves great content, but it ranks content it can find no matter how people search for it.
Content Marketing is Worthless if it Doesn’t Move the Needle
AGENCY
CLIENT
Grow traffic, generate leads, and increase revenue . . .
Improve Current Process and Content
BLOG
ITALIAN WAS FIRST LANGUAGE
OUR COPYWRITER FIXED THAT
Redevelop Content Strategy to Attract New Customers
CHUPAMOBILE Flappy Bird The Flappy Miley Clone “Flappy bird ruined everything.” Paolo de Santis Founder, Chupamobile
App re-skinners were ruining the site and causing havoc in the app store
APPRENEURS • Want to build a business or an app • Do not have development experience • Development shops are expensive • Freelance Mobile Devs are flaky
CONDUCT KEYWORD AND SEARCH RESEARCH
BLOG TOPICS • Hiring a mobile dev • Teach people how to launch apps • How to make money from apps • Build apps with no code
MATCH BLOG POSTS TO EBOOK DOWNLOAD CONTENT
BUILD LANDING PAGES
LOTS OF THEM
MAKE IT EASY TO BECOME A LEAD • CTA on bottom of blog posts • CTA on sidebar • Exit intent pop-up
CREATE CONTENT CALENDAR
Launch Posts and Distribute Like a Mofo
DISTRIBUTION PROCESS FOR EVERY POST
NETWORK AND LINK
BUILD AN OUTREACH LIST
LINKEDIN IS AMAZING
AGGREGATORS HELP!
TWEET OF THE DAY If content gets published on the internet with no one around to read it, does it still get found19% INCREASE IN ORGANIC IN 3 MONTHS
696 LEADS IN 3 MONTHS
44% CONVERSION RATE
Has Leads, Will Nurture 3.4
NURTURE LEADS TO CREATE CUSTOMERS • Downloaded guide • Introduction to Chupa email • How it works email • Chupa success story email
TWEET OF THE DAY Growth hacking isn’t one tactic; it is how you string tactics together and automate them. That’s how you create growth!
We’ve shared a lot of data about whether and why ‘this time is different’. But beyond that, why is the tech market opportunity larger than any time in history (no, really!)? One word: mobile.
In this update of his past presentation on Mobile Eating the World — delivered this month at Andreessen Horowitz’ annual investor meeting — a16z’s Benedict Evans shares just how and why mobile changes everything. Because tech is outgrowing the tech industry.
Slides from #BrightonSEO Sept 2015 and #Mozinar October 2015
Practical thinking skills and brainstorming techniques that will drastically improve your idea generation for content.
Get the free ebook here: http://www.content101.com/ebooks/how-to-have-ideas/
How can focus help our business, our teams, ourselves? This presentation disassembles the difficulty we have in achieving various kinds of focus (vision, goal, users, pragmatism, attention, calm) and gives practical tips on how to approach and improve each of them.
This talk was originally prepared for ThemeConf (themeconf.com) and From the Front (2015.fromthefront.it).
UserZoom hosted a webinar with UX strategy expert Paul Bryan. In the webinar, Paul covered 7 important elements for developing a successful UX strategy.
Some random thoughts about brands and content! If you want a copy pls sent me an email at thecuriousbrain (at) gmail.com. Pls note that I'm dyslexic so if you find that a word is missing or spelling mistake pls let me know
Value types are at the core of Swift (seriously, mostly everything in the Swift standard library is a value type). But how do you avoid subclassing? That’s where the power of Protocol-Oriented programming comes in. Learn how to structure your code to never subclass (almost) again! Practical everyday examples and ideas for your own code base will be included.
Agile organizational refactoring - A key moment in your transformation - Part 1Xavier Albaladejo
The “compulsory” organisational re-factoring needed in order to be more Agile has a lot of wins but, as any organisational design, it also has flaws and typical issues you should expect (e.g. silo effect in teams, not ready technology base, how to deal with middle management). So, this talk gives some options for dealing with these situations before they get tough. Another topic that is covered is the non-sense of the “Agile corporate transformation” concept and what to do if you are in this situation.
YouTube live presentation: http://www.youtube.com/watch?v=grMDYgCNCbQ
Versión en español: https://www.slideshare.net/xalbaladejo/refactorizacion-organizativa-agile-un-momento-clave-en-la-transformacin-agile-parte-1/
In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments?
Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board.
Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo to provide agile training and coaching. He has over 13 years of IT experience and 6 years of agile experience. He is a certified coach who helps teams discover their potential through neuroscience-based coaching. Tushar is passionate about creating democratic and self-organizing teams and believes in servant leadership.
Being “Agile” has become one of the best misunderstood and misinterpreted concepts of the last five years. Most approaches lack a deeper understanding of the problems “agile management” was designed for: the constantly increasing complexity and uncertainty of businesses in digital, that is: exponential times. This presentation introduces the need for and concept of becoming a responsive business and outlines key lessons derived from our own transformation into a responsive, radically user and future driven, self-organized and agile company.
Being “Agile” has become one of the best misunderstood and misinterpreted concepts of the last five years. Most approaches lack a deeper understanding of the problems “agile management” was designed for: the constantly increasing complexity and uncertainty of businesses in digital, that is: exponential times. This presentation introduces the need for and concept of becoming a responsive business and outlines key lessons derived from our own transformation into a responsive, radically user and future driven, self-organized and agile company.
Agile transformations can disrupt companies if not managed properly. The document discusses several challenges companies may face during a disruption including communication breakdowns, leadership crises, and difficulties adapting to new ways of working. It also notes that many companies are investing heavily in digital technologies but most do not feel prepared for the level of change required. Finally, it emphasizes the need for organizations to focus on areas like strategy, adaptability, speed of execution, building new skills, and practicing effective change management in order to successfully control disruptions.
An introduction to Agile Organisational ModelPierre E. NEIS
The document proposes an Enterprise Scrum model as an organizational framework for managing companies as complex adaptive systems. The model extends Scrum principles to an enterprise level by dividing work into value streams for value creation, research and development, and business as usual tasks. Teams work within a "safe-to-fail container" to deliver value through short iterations. Their work is aligned at monthly portfolio reviews to ensure coherence with the company's goals. The model aims to foster business agility, faster change, and innovation across all parts of the organization.
Shaping the Future: Product Strategy in the Age of UncertaintyAggregage
In this webinar, we'll explore product strategy obstacles and present practices to overcome them while driving clarity and alignment across your executive team.
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
This document discusses contemporary challenges in management of organisations and behaviour. It outlines several key challenges modern organizations face, including economic pressure, globalization, innovation, managing change, providing good customer service, and ensuring employee satisfaction. The document provides examples of how companies like Nintendo, Xerox, Apple, and ICICI Bank have adapted to these challenges through strategies like expanding product lines during an economic crisis, recruiting a global workforce, prioritizing research and development, rebranding to reflect business changes, and offering new customer service technologies.
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
This document provides an overview of a workshop on developing strategic agility. It begins with a quote about the importance of agility and then provides details about the workshop, including its modules which cover topics like anticipating change, generating confidence, and evaluating results. The workshop is designed to be highly interactive and teach participants how to apply the Agile Model, which defines five drivers of agility: anticipating change, generating confidence, initiating action, liberating thinking, and evaluating results. Attendees will learn strategies and tools to help their organizations navigate turbulence through increased flexibility and adaptability.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
تواصل_تطوير
المحاضرة رقم 189
المهندس / محمد العربي
بعنوان
"Digital Disruption Act- From
Value Chains to Value Networks"
يوم السبت 07 يناير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZIvf-6oqTgsH9Dp3m-SA9-UvVdmBgjmwEYx
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The document discusses organizational agility and how organizations need to change to adapt to the 21st century business environment. It notes that the rules and workforce have changed, requiring faster innovation, collaboration over silos, and flat organizations with servant leaders. To develop agility, an organization needs to focus on culture change through cross-functional teams and empowerment from the top down. Adopting agile practices can help organizations build better products faster and achieve both stability and dynamism. Potential pitfalls include a culture at odds with agile values or treating it as only an IT initiative. Measuring engagement and visible progress can indicate increased productivity and benefits of agility.
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
The document discusses leading change versus managing change. It notes that while change management focuses on keeping change efforts under control, change leadership is about driving large-scale transformation through establishing a sense of urgency, developing a vision, empowering broad-based action, generating short-term wins, and incorporating changes into the culture. Effective change leadership requires strategy, governance, seamless execution, and emphasizing dialogue to make the process relevant and the changes doable. Leaders must own the change themselves through putting skin in the game, working closely with employees, and embracing change as part of their role.
Kate Grenville's novel The Secret River follows a group of British settlers in early colonial Australia and their interactions with the indigenous Aboriginal people. The characters have differing views on the Aboriginals, ranging from Thomas Blackwood's belief that they should be treated respectfully to Smasher Sullivan's more hostile attitude. The story explores the conflicting beliefs between the settlers and the Aboriginal people during this period of colonial expansion and settlement in Australia.
This document provides an introduction to how to build a startup. It discusses hosting Lean Startup meetups and workshops in Dublin to teach entrepreneurs about topics like Lean Startup methodology, social media, agile, fundraising, and business model innovation. It encourages entrepreneurs to focus first on identifying customer problems rather than rushing to build solutions or raise funding. The document also promotes techniques like customer development, minimum viable products, and business model canvases to help validate ideas with customers.
Similaire à Are you riding the UX Strategy wave to maturity? (20)
The Quest for the Ultimate UX PortfolioPradeep Nayar
This document provides guidance on creating an effective UX portfolio. It recommends including 3-5 case studies that demonstrate problem solving skills. Case studies should describe the problem, role, approach, challenges, and outcomes. Confidential work should only be discussed in person. The portfolio should be complemented by an up-to-date LinkedIn profile, resume, and list of references. Hiring managers evaluate portfolios and candidates based on skills, experience, communication abilities, and cultural fit.
This document provides an overview of Agile development methods. It begins by describing challenges with traditional waterfall methods, such as taking too long, going over budget, and uncertain requirements. It then introduces Agile, which was developed to address these challenges. The core of Agile is outlined in the Agile Manifesto, which values individuals, working software, customer collaboration, and responding to change. Specific Agile methods like Scrum and XP are also introduced. The document explains key Scrum concepts and practices like the product backlog, sprints, daily stand-ups, and retrospectives.
UX work in an Agile (or almost Agile) environment can sometimes feel like 'Design by Committee'. The Tribune UX team would like to share some tips, thoughts and strategies we use internally, to maintain the sanctity of a participatory design environment. We will stay as practical as possible, using recent projects to walk through what we do. The goal is to leave you with some key takeaways to try in your workplace.
A short presentation I gave at Krishna Engineering College, Coimbatore on what exactly is user experience. The audience were both graduate and under-graduate students of engineering.
Raw sketched presentation for the SketchCampChicago talk at Gravity Tank on Oct 22, 2011. This was my first bar camp style unconference conference presentation ever!
Practical eLearning Makeovers for EveryoneBianca Woods
Welcome to Practical eLearning Makeovers for Everyone. In this presentation, we’ll take a look at a bunch of easy-to-use visual design tips and tricks. And we’ll do this by using them to spruce up some eLearning screens that are in dire need of a new look.
International Upcycling Research Network advisory board meeting 4Kyungeun Sung
Slides used for the International Upcycling Research Network advisory board 4 (last one). The project is based at De Montfort University in Leicester, UK, and funded by the Arts and Humanities Research Council.
15. WHAT IS UX STRATEGY?
I’m sure you folks know this!
16. @designonmymind Are you riding the strategy wave to maturity?
TOPICS WE WILL COVER TODAY
• What is your organization’s maturity?
• What is your UX adoption maturity?
• Where do we go from here?
15
22. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL
A simple ten-stage corporate life cycle model that helps us understand the
typical life-cycle stages that many organizations go through.
Created by Dr. Ichak Adizes, a renowned business guru and theorist.
21
Reference: http://www.adizes.com/lifecycle/
COURTSHIP
INFANCY
GO-GO
ADOLESCENCE
PRIME
THE FALL
ARISTOCRACY
RECRIMINATION
BUREAUCRACY
DEATH
23. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
COURTSHIP
COURTSHIP
It exists as an idea in
the Founder’s head.
The focus is on dreams
and possibilities.
The primary goal of this
stage is to build the
Founder’s enthusiasm
and commitment to
making this dream a
reality.
Reference: http://www.adizes.com/lifecycle/
24. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
INFANCY
Reference: http://www.adizes.com/lifecycle/
INFANCY
The Founder quits her
day job and focuses on
moving from ideas to
action.
The time for talking is
over; it is time to get to
work and produce
results (sales and cash.)
There is usually a lack
of attention to
paperwork, process,
systems and sleep!
25. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
GO-GO
Reference: http://www.adizes.com/lifecycle/
GO-GO
This is a rapid growth
stage with strong sales
and cash flow.
The founder believes
they can do no wrong
and sees everything as
an opportunity.
The company is
organized around
people rather than
functions; capable
employees wear many
hats.
26. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
ADOLESCENCE
Reference: http://www.adizes.com/lifecycle/
ADOLESCENCE
During this stage the
company is forced to
take a new form.
This second birth is an
emotional time where
the company must find
a life apart from that
provided by its
Founder.
With so many internal
conflicts the company
suffer a temporary loss
of vision.
27. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
PRIME
Reference: http://www.adizes.com/lifecycle/
PRIME
This is the optimal
position on the
lifecycle, where the
organization finally
achieves a balance
between control and
flexibility.
There is an enterprise-
wide focus on
customers and earning
their long-term
satisfaction.
Priorities are clear. The
organization knows
what to do, and what
not to do.
28. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
THE FALL
Reference: http://www.adizes.com/lifecycle/
THE FALL
Companies that are in
the Fall phase have
started to lose their
vitality and are aging.
They are still financially
strong, but without the
eagerness of their
earlier stages. They
welcome new ideas but
with less excitement
than they did during
the growing stages.
Companies in the Fall
stage are often cash
rich and have strong
financial statements.
29. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
ARISTOCRACY
Reference: http://www.adizes.com/lifecycle/
ARISTOCRACY
The company
neglected to pursue
long-term
opportunities, the focus
becomes increasingly
short-term.
Companies acquire
businesses rather than
incubate start-ups.
Company leaders rely
on the past to carry
them into the future.
30. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
RECRIMINATION
Reference: http://www.adizes.com/lifecycle/
RECRIMINATION
The good-old-buddy
days of the Aristocracy
are gone, and the
witch-hunts begin.
Executives fight to
protect their turf,
isolating themselves
from their fellow
executives.
The focus is on who
caused the problems,
rather than on what to
do about it.
31. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
BUREAUCRACY
Reference: http://www.adizes.com/lifecycle/
BUREAUCRACY
Although it should be
dead, the company in
Bureaucracy is kept
alive by artificial
financial life support.
Procedure manuals
thicken, paper work
abounds, and rules and
policies choke
innovation and
creativity.
32. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
DEATH
Reference: http://www.adizes.com/lifecycle/
DEATH
Death occurs when no
one remains committed
to sustaining the
organization.
This final stage may
creep up over several
years, or it may arrive
suddenly, with one
massive blow.
33. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE LIFE CYCLE MODEL (EXPLAINED)
22
COURTSHIP
INFANCY
GO-GO
ADOLESCENCE
PRIME
THE FALL
ARISTOCRACY
RECRIMINATION
BUREAUCRACY
DEATH
Reference: http://www.adizes.com/lifecycle/
34. Are you riding the strategy wave to maturity?@designonmymind
FOOD FOR
THOUGHT
Where is your
organization in this
corporate life cycle
model?
If Prime is the optimal
phase of the life cycle is it
ideal for UX or does it
start before that?
Please note: Unlike the lifecycle
of human beings, organizations
are not required to eventually die
23
COURTSHIP
INFANCY
GO-GO
ADOLESCENCE
PRIME
THE FALL
ARISTOCRACY
RECRIMINATION
BUREAUCRACY
DEATH
35. Are you riding the strategy wave to maturity?@designonmymind
FOOD FOR
THOUGHT
Where is your
organization in this
corporate life cycle
model?
If Prime is the optimal
phase of the life cycle is it
ideal for UX or does it
start before that?
Please note: Unlike the lifecycle
of human beings, organizations
are not required to eventually die
23
COURTSHIP
INFANCY
GO-GO
ADOLESCENCE
PRIME
THE FALL
ARISTOCRACY
RECRIMINATION
BUREAUCRACY
DEATH
Is this ideal for UX?
36. @designonmymind Are you riding the strategy wave to maturity?
FORMING STORMING
NORMING PERFORMING MODEL
24
FORMING
Learning about each other
STORMING
Challenging each other
NORMING
Working with each other
PERFORMING
Working as one
Performing model of group development
by Bruce Tuckman (1965)
41. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL
As every organization evolves in its maturity around user experience, their
understanding and appreciation of the field goes through defined phases of maturity.
Created by Jacob Nielsen back in 2006.
29
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
STAGE 4: Dedicated UX Budget
STAGE 5: Managed Usability
STAGE 6: Systematic Usability Process
STAGE 7: Integrated User-Centered Design
STAGE 8: User-Driven Corporation
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
42. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 1
Developers simply
don't want to hear
about users or their
needs
Humans are irrelevant.
They’re “told” to use
the system. Usability
issues are user errors.
You can forget about
promoting user
experience!
43. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 2
Design team relies on
its own intuition about
what constitutes good
user experience.
At stage 2, people care
about usability.
You will hear that UX is
important for the
organization but there
is no actually funding
for usability work.
44. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 3
Despite all the barriers,
at this stage, a few
groups within the
company will initiate
small UX efforts.
All UX activities and
user research are ad-
hoc and driven by user
advocates hidden
within the company.
45. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
STAGE 4: Dedicated UX Budget
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 4
UX activities are
planned for in the same
way as other quality
processes.
UX staff is scattered
around the company
and doesn't have any
systematic processes
in place.
46. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
STAGE 4: Dedicated UX Budget
STAGE 5: Managed Usability
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 5
There's an official
usability group, led by a
UX manager who has
the charter to "own" UX
and usability.
The UX manager
spends all his time
increasing
organizational maturity
and leveraging existing
UX staff for more
strategic purposes.
47. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
STAGE 4: Dedicated UX Budget
STAGE 5: Managed Usability
STAGE 6: Systematic Usability Process
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 6
The company has
recognized the need
for an actual user-
centered design
process, with multiple
activities and
milestones.
There will be a process
in place for tracking
user experience quality
across projects and
releases.
48. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
STAGE 4: Dedicated UX Budget
STAGE 5: Managed Usability
STAGE 6: Systematic Usability Process
STAGE 7: Integrated User-Centered Design
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 7
The company often
tracks quality at stage 7
through quantitative
usability metrics.
Each project has
defined usability goals
that these
measurements must
surpass for the design
to be green lit for
release.
49. @designonmymind Are you riding the strategy wave to maturity?
CORPORATE UX MATURITY MODEL (EXPLAINED)
30
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
STAGE 4: Dedicated UX Budget
STAGE 5: Managed Usability
STAGE 6: Systematic Usability Process
STAGE 7: Integrated User-Centered Design
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 8: User-Driven Corporation
STAGE 8
User data doesn’t just
define individual
projects in stage 8, it
determines what types
of projects the
company should fund.
The concept of total
user experience is
extended beyond the
screen to other forms
of customer.
50. Are you riding the strategy wave to maturity?@designonmymind
TIME TO
PROGRESS
Stage 1
A company can remain
hostile toward usability
for decades.
Stage 2 to 4
Companies often spend
2 to 3 years in each of
these stages.
Stage 5 to 7
A company will often
spend 6 to 7 years each
in stages 5 and 6.
Stage 8
In most cases, it's
20 years!
31
STAGE 1: Hostility Toward Usability
STAGE 2: Developer-Centered User Experience
STAGE 3: Skunkworks User Experience
STAGE 4: Dedicated UX Budget
STAGE 5: Managed Usability
STAGE 6: Systematic Usability Process
STAGE 7: Integrated User-Centered Design
Reference: http://www.nngroup.com/articles/usability-maturity-stages-1-4/
http://www.nngroup.com/articles/usability-maturity-stages-5-8/
STAGE 8: User-Driven Corporation
51. WHERE DO WE GO FROM HERE?
This is where I rant!
66. WHAT IS YOUR PRODUCT
DEVELOPMENT PHILOSOPHY?
Quiet honestly, it doesn’t matter.
You just need the right people.
67. @designonmymind Are you riding the strategy wave to maturity?
IN SUMMARY
• Organizations have a metabolic rate. Does your’s match?
• What is overall maturity of your organization?
• What is your stage of UX adoption?
• Do you have a C-suite sponsor?
• Are you talking strategy?
• Do you have the right team structure for it?
• We we really need to own a deliverable?
• We’re going through organizational change management.
• Ultimately, it’s having the right people that matter.
45
68. THANK YOU.
Questions, comments & feedback
Please contact @designonmymind
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