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Winning hearts and minds: how to embed UX from scratch in a large organisation
1. Winning hearts and
minds: how to embed
UX from scratch in a
large organisation
Michele Ide-Smith
UX Cambridge, November 2011
2. “As their usability approach matures,
organisations typically progress
through the same sequence of stages,
from initial hostility to widespread
reliance on user research.”
Jakob Nielsen
3. A bit of background
Photo by Kaptain Kobold http://www.flickr.com/photos/kaptainkobold/5359290323
4. About me
Head of
Information
Interactive
Architecture
Production
Started MSc in
Web HCI
Web developer
accessibility
UX Specialist
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Web Strategy
Project Manager & Manager
Information
Architect Observed user
testing
Graduated with
MSc in HCI
24. Always point out something
positive as well as the negatives
Use familiar language e.g. ‘customer
focus’, ‘customer experience’
Photo by hatalmas http://www.flickr.com/photos/hatalmas/6094281702
26. Find a UX Champion who can gain
organisational support and resources
UX rocks!!
Photo by Dunechaser http://www.flickr.com/photos/dunechaser/3538429942/
28. If you have budget available and
decide to use external expertise
29. Find a supplier who’ll work collaboratively
Work collaboratively
And help transfer skills to in-house teams
Photo by Lollyman: http://www.flickr.com/photos/lollyman/4424552903
37. Regular user testing is an invaluable
way to get early feedback on designs
Photo by Kaptain Kobold http://www.flickr.com/photos/kaptainkobold/5181464194
61. Do you know who your users are?
Photo by Joe Shablotnik http://www.flickr.com/photos/joeshlabotnik/305410323/
62. Work with data experts¹ to segment
customers and help create personas,
to enable everyone in the organisation
to know their users
1. Data experts could be market researchers or data analysts
63. Use personas to bring your user data to life
Photo by Canned Tuna http://www.flickr.com/photos/cannedtuna/4852756417/
64. We created personas with quantitative
data (demographic and transactional)
as well as qualitative data
66. UX was being considered at each point
in a customer journey
67. A team which collaborates
and learns together can
achieve great things
Photo by Rob Young http://www.flickr.com/photos/rob-young/2835825416
68. UX adoption / maturity survey
• Based on Human Factors International
checklist (developed after 2009 survey)
• 65 respondents, sourced from UX networks
and groups (London IA, LinkedIn, Twitter)
78. 25%
Define measurable success criteria
and performance metrics for every
website or application they develop
8%
Measure and report ROI
79. 36% part of
Said UX skills are a recognised
their job description
38% 22%
Have staff Provide training /
dedicated to UX education for non-
100% of the time UX staff
80. Challenges
• Resources - limited resources and budget
• Communication / education - lack of
understanding of what UX is
• Strategy – lack of UX vision; lack of mandate;
de-centralisation leads to departmental silos;
no centralised UX plan; UX as a ‘bolt on’
• Change – fear of change
81. Top tips
• Sell the benefits and value
• Gain buy in and engage others e.g. observing
user testing, sketching and ideation sessions
• Go undercover
• But at some point you’ll need to embed and
formalise the process
83. “No matter how impassioned your
approach, it’s impossible to take a
company straight from UX indifference to
UX maturity. The demands are too
disruptive. Focus, as the undercover
manifesto suggests, on big change
through small victories, slowly winning
the hearts and minds and convincing your
team of the need for UX approaches .”
Cennydd Bowles, James Box
85. Get in touch
Michele Ide-Smith
User Experience Specialist
Red Gate Software
michele.ide-smith@red-gate.com
@micheleidesmith
www.ide-smith.co.uk
www.linkedin.com/in/micheleidesmith
Notas del editor
Developed by Fred Davis in 1989, to provide a valid and reliable method of predicting user acceptance of information systems. TAM is an extension of the Theory of Planned Behaviour (Azjen, 1989) but uses two key measures: perceived usefulness and perceived ease of use.Perceived usefulness is defined here as "the degree to which a person believes that using a particular system would enhance his or her job performance.“Perceived ease of use, in contrast, refers to "the degree to which a person believes that using a particular system would be free of effort."
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