Driving an experience based culture
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The document is a presentation about driving an experience-based culture. It discusses how to reinforce products and brands through an organizational strategy focused on the user experience. It emphasizes empathizing with users, enabling cross-functional teams, and being real. The speaker advocates creating collaborative workspaces, using scrum teams, and conducting frequent experiments to continually improve the user experience.
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Driving an experience based culture
- 1. Product, Customer and User Experience Summit 2014 Michael Dain Senior Experience Design Lead
- 2. Driving An Experience-Based Culture Reinforce products & brands with an organizational strategy focused on the experience #pcx-culture
- 4. I thought about your goals
- 7. Why isn’t this easier?
- 13. You are here
- 14. Why does customer focus fade?
- 15. Why is it the other companies that seem to ‘get it’?
- 16. Customers aren’t there They aren’t on your team They’re not in your C-suite They’re not interested in you They have their own goals
- 19. We lack empathy We lack teamwork We aren’t real
- 20. I will empathize with usersI Will be realI will enable my team
- 21. Office Space joke Why are businesses not user centric? How does
- 23. 1. Empathize with your customers 2. Enable cross-functional teams 3. Be real
- 25. Leadership?
- 26. Value of your brand = quality of user experience
- 30. nest recall
- 33. stories
- 34. empathy
- 42. get the picture!
- 47. research
- 54. You are here
- 55. –Neil Gaiman “Empathy is a tool for building people into groups, for allowing us to function as more than self- obsessed individuals.”
- 56. empathy 1 personas - pictures 2 research - social media 3 stand in their shoes
- 58. Information Architects Experience Designers Visual Designers Front-End Developers Platform Developers Creative Directors Back-end Developers Legal Marketing Sales
- 59. many hands make light work
- 63. – Agile Manifesto “Working software is the primary measure of progress. ”
- 64. –Thought Works twist on the Agile Manifesto “The satisfaction of end-user needs balanced with the achievement of business goals is the primary measure of success. ”
- 65. workspace
- 66. get a room
- 67. or a (big) desk
- 69. the big board
- 70. post-it notes
- 71. scrum teams
- 72. product
- 74. scrum team scrum master product owner business experience design quality assurance java programmer infrastructure management UI designer business analyst platform developer
- 75. – Craig Larman “If you want to really change culture, you have to start with changing structure, because culture does not really change otherwise.”
- 76. empathy for each other responsibility to deliver
- 78. Every release is an experiment.
- 79. • “Edison, Bell, Muybridge with his time studies, Marconi. They were not particularly well established academically; they were not trained as engineers, mathematicians, or scientists; they were very creative; and they did intuitive, seat-of-the-pants, trial-and- error experiments -Alex Wilkinson New Yorker May 2014
- 80. –Patrick Lenconi “Great teams do not hold back with one other. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.”
- 81. cross-functional teams 1 manifesto 2 collaborative spaces 3 scrum teams
- 82. be real
- 96. burma shave
- 98. “I can’t think of a single website that has a user goal of ‘clicking around in the navigation.’ ”
- 99. Reflect your brand (teams) personality
- 100. 1. Distinguish you from competitors. 2. Elicits an emotional response that encourages long-term memory. 3. Attracts those who get you and deters those who don’t. 4. Impassions users who are your most powerful marketing channel. Aaron Walter - Designing for Emotion
- 101. Admit you’re human
- 106. Listen and adapt from your customers
- 108. “If I was running a company with the distinction and history of American Airlines, I would be embarrassed--no ashamed--to have a Web site with a customer experience as terrible as the one you have now...
- 109. –Dustin Curtis - 2009 Your Web site is abusive to your customers, it is limiting your revenue possibilities, and it is permanently destroying the brand and image of your company in the mind of every visitor."
- 111. –Mr X in reply - 2009 “The problem with the design of AA.com, however, lies less in our competency (or lack thereof, as you pointed out in your post) and more with the culture and processes employed here at American Airlines ”
- 115. virginamerica.com
- 118. be real 1 talk like a human 2 admit mistakes 3 listen and respond
- 119. I can empathize I can empower teams I can listen I can be real
Notas del editor
- Its a real privilege to have attended and experienced the great ideas we have heard over the past two days, and I’m energized and excited to bring these back to my team and colleagues at Salesforce. I want to thank David for asking me to be here and hope to finish up the day with some stories.
- How do you bring experience-based culture into your companies? But I had a talk with many of my colleagues and mentors and I realized that the trying is the best we can do. Focus on the customer, end user, or the other person is a habit, not something you can force.
- I’m michael and have been enthralled with creating user experiences for 20 years for a variety of verticals and agencies.
- Virtual touch points . So In all I think I try to build the perfect employee, what characteristics should they have.
- My goal today is to help keep that inspiration alive
- Day to day comes back, the inspiration doesn’t immediately become habits. Often it gets communicated at a staff meeting and then put away.
- Because change is hard for people. Its what UX people try to instill, that people take time, and attention to ‘get it’
- Computers are simple, people are complex, and most failure isn’t due to bad ideas or execution.
- People have a narrow range of performance, I’m stressed out now, but I will try to refrain from complete meltdown. And keep you from boredom.
- Over time, products and companies are constantly struggling to survive and succeed
- And attention to customers goals plays a crucial role in success.
- I think Dimitri Martin put it in a more understandable way. And oddly failure looks pretty similar, just flip it. The day to day effort, and the attempt to connect emotionally to our user goals is the thing I want to stress.
- I think Dimitri Martin put it in a more understandable way. And oddly failure looks pretty similar, just flip it. The day to day effort, and the attempt to connect emotionally to our user goals is the thing I want to stress.
- Often this is what we expect customers to do. It’s the same concept as RTFM. That put the burden on the customer rather than the designer. That was how the user and the company interacted, at a distance.
- Often this is what we expect customers to do. It’s the same concept as RTFM. That put the burden on the customer rather than the designer. That was how the user and the company interacted, at a distance.
- How do you engage these people, or even understand them
- I’m here because we want to connect with people, we have good intentions we come back with lots of ideas, but when it comes down to it we get focused back on the product. It makes sense, its what we are here for, but it’s easy to not involve the customer.
- I’m here because we want to connect with people, we have good intentions we come back with lots of ideas, but when it comes down to it we get focused back on the product. It makes sense, its what we are here for, but it’s easy to not involve the customer.
- So let me try and help, let me show you some ways to fix these
- First, lets start with hypnotism, all of you relax, you all need to put aside the fears and doubts, this stuff will work. So repeat the mantra. “I am not the user” “Our interface is our brand” “Design is for humans” “Small details make a big difference”
- So you can get to be like this guy, fearless to challenge the status quo. Sorta.
- So rather than quick wins, I think its more about good habits. Practice them, evangelize them, show they are effective and sooner or later you will help build an experience based culture.
- So let me try and help, let me show you some ways to fix these.
- While I have always been inspired by Apple, innovation it takes a long time, and many missteps and you have to support that culture, and have some luck to achieve the kind of success. It doesn’t happen because of one person.
- Well perhaps it does, but while it was a good line at the time, but to get rid of the stylus you have to invent touch computing. That took a talented team.
- Is this debatable? Perhaps, there is a race to the bottom, it could be cost, availability.
- I don’t quite believe in failure, not less epic fails, the stories I think will illustrate how tools, processes and structures need to change to be more nimble, or should I say Agile?
- Sometimes ill conceived ideas have a certain charm. My next design goal is to embrace naiveté.
- I am not embarrassed to say I’ve been involved with some not-so successful projects. This one for Coke wanted to raise funds with the World wildlife foundation to build a polar bear refuge. The online project and the can were similar, they took something and confused it with another. In this case, diet coke, so trying to fix it later became even more confusing.
- Nest is the more disturbing failure as a usability feature was its downfall. The ‘wave to dismiss’ feature which plagues smoke detectors going off because of burnt toast, could be perceived as a hazard in a real emergency. While this scenario never happened, this is where user friendliness can go awry.
- The rules and the opportunities are changing all the time, first it was this.
- I’m gonna talk through some ideas, keep your eye on the corners, there are huge challenges getting to the basics, but it can build into something
- Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
- Peter Coffee came to talk with our group. He said beware that we live in a fishbowl, we’d lost perspective on what was important. We spoke our own jargon to people that not only didn’t know what we were talking about they didn’t care. And it stung. You know everything about your product, your customer knows nothing. And probably doesn’t care.
- There’s a customer out there, they may be clear in your mind, but as you begin to design, budget, plan and act, something happens, they get somewhat blurry
- You want to please all of the people, so that one person, their needs and wants gets generalized, and features usually start to creep in that seem aligned to a generic ‘group’, the user basically becomes a pawn.
- Which is why I hate these characters, they are indeed pawns. While they may stand in for some generic thoughts on user characteristics, they do little else.
- But how do you understand them? How do you bring them into the process?
- And then when words come in, do those words trump the person behind them? Are we then thinking of a grocery list of features, or what a real person can use to achieve their goals?
- So what’s wrong with these documents? Whats wrong with this? What can we fix? Would you empathize with this guy? Would you put in extra effort to make his experience better?
- So I remember creating some personas for work with Purina’s Beneful brand. I put them up on the wall and basically just stared at their pictures for months. And it worked, just having a realistic set of pictures, like pictures of your kids of the people you are working for helps quite a bit to get out of your mindset. Think of it like
- So step one - no stock photos, no good lighting, no full facial styles. Secondly, if you have a natural shot, try to get them not looking straight at you. Your customers are not focused on you, they are focused on their goal. And try not to find perfection, find real emotion in a photo so you can connect with their fears, their needs.
- While there’s more art direction needed for this approach, I was really inspired by these personas created by Mail Chimp.
- Made to be hung on the wall (remember to hang them on your wall) they are a tribute to the users of the companies products.
- When have you ever seen a company do this? Why don’t we? But I’m not crazy about the words.
- Jason travis - another interesting technique, again purely visual is what people carry with them.
- Doesn’t this say more about their likes, interests than a bunch of words on a page?
- Do they start to seem real? Thats the first step. I had a student of mine just comment that he added personas to his project for the first time and they were the biggest hit. They helped everyone focus on something other than requirements.
- As to research, here’s something for those brands that have Facebook or twitter pages. For some work with lazy boy, there’s a real quick way to do user research, who follows them on Facebook? What are the true diehard lovers of the brand and what do they like?
- Method has each employee act one day a month as receptionist. It’s a worldview shift and allows them to interact with customers, visitors, and other employees they might not see otherwise.
- Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
- The cross-functional is on purpose. Teams of accountants, teams of designers, teams with a single purpose are not uncommon, but they are not cross-functional.
- What are the functions? Well, the list can be vast, or it can be small, but we become specialized and that drives us apart. We need expertise, but we also need to understand and teach each other..
- How do you get people to understand your POV? Write it down.So start with the easy part, write something down. Put it on a T-shirt. What is important to your team, your brand? That can lead to knowing what ideas are on-and off-brand. And while an industry term, off brand is a good way to remove unnecessary features and focus on what makes you unique
- gov.uk digital service in 2012 inspired me quite a bit with being very unlike a big government agency, using more human centric, and human-forgiving wording and sounding more like a start up than a publicy funded trust. If people like or dislike your product, remember they may still believe in your goals.
- And like before, put a face to it, put it on the wall. But remember, it’s not marketing, its internal facing.
- There are some good manifesto’s out there to start with, The agile manifesto was one of the first and rallied most companies to notice the word, if not embrace the practice pioneered in Japan and formulated to allow for iteration in manufacturing.
- Modify it to suit your team. Evangelism of why this is beneficial to end users is a differentiator of many consultancies, including Thought Works, quoted here. I think stating your goals up front for each project, each team is a valuable exercise.
- At Bank of America our team spent 5 months in cubicles getting nowhere. We had daily meetings, two hour calls, but we didn’t really ‘collaborate’. So when a new challenge came in, we set up shop in a conference room.
- We sort of became squatters, we set up camp. In 3 weeks we created an entirely new solution and platform. And it was oddly easy, because we only built what was needed because we talked about it. We called the user when we had a question. It helped that it was a nice room, actually a corner office. While we first got angry stares, we delivered results and were promoted to the primo projects for our initiative, and it’s our room.
- And a big desk works too. Although wall space is important
- Seeing what is happening it on the wall, what are you doing, what is progressing, what needs work. Rate it, but the team owns it, clean it up once a week, during standup, whatever it takes.
- The first challenge about scrum is being your own project manager. How do you know what to do? What is going on. I can tell jokes about Jira, but what finally clicked with our team was the board. You need a board. A physical board.
- Its just human to be able to look at the board, write tasks, move tasks around. See whats been accomplished. I know there’s some great tools out there but none of them were as much fun as the board. Or easy to understand, or easy to communicate, if you have teams across multiple areas, put a webcam on the board. Have people move things during stand ups for non-physical team members.
- We did this at BofA merill. And it was hard, making people leave their comfort zone and collaborate. No more QA, no more PM, no management! In a sense no more UX, we all worked as one team, learning new skills, lending a hand. We were responsible, and therefore felt ownership.
- Does this look familiar? Lots of specializations, that collaborate a bit on a thing. The product.
- What I learned is you put all those people together on a team, permanently. They load and learn each others skills, fill in where needed and learn (as well are rewarded) for being highly functional.
- We had these skills on our team, but a bit like kindergarten baseball teams, we got to pick the people on the team to fill in gaps in expertise.
- esprit de corps
- we learned and practiced the scrum techniques, and over time, we grew. After a few weeks, we started to gel.
- Then we were switching gears, taking on new challenges, and we had a team, we had a method, and we were able to actually listen and respond to customer and business feedback. Because we also feared failure less.
- The training and specializations were holding us back, as a team we can afford to rework, to learn, to simplify.
- And we were able to learn. we took on the challenges, solved them, made mistakes, learned about each other. We got out of our fishbowls.
- Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
- And if that all wasn’t hard enough, the final tool in your arsenal is the simplest one, or should I say the hardest one. We all know how much fights for our attention, in order to connect with users, try to make it clear how they can achieve their goals with your product. Everyone on the team should be focused on simplification. However, you need both empathy and a high performing team, simplicity is the benchmark for when everything comes together and works in harmony.
- Corporations don’t have to act like corporations. Or at least we can try to
- Part of this came about from sharing work through creative commons, which made some of the great advances in software possible.
- Tesla patents, no the Elon Musk tesla. But we share, and that sharing has made the experience richer since we can all work together.
- While we share, we need differentiators. One of the biggest failures I see is speaking in a normal conversational tone.
- A particular website tested these two messages, which do you think was clicked on more. Its the latter, in this study more than an 100% rise in click through rates.
- The big stuff is great, but I think it’s the small things that get left behind, and are the breaking point of most experiences. How do they treat you when things don’t go well?
- Since this interaction happens on an hourly basis, why do these have to be so mean? Are you treating every error like the person is stupid? How many of you get this from your intranet every day? Does just looking at this stress you out?
- Get rid of red. And be realistic, what does the user really need to know, and remember their goal is not to get this message. And can you make the font a bit smaller and more alarmingly red?
- Have some fun, here’s the 404 we built for purina. When someone gets lost why not make them feel like they’ve got a secret kick.
- Alert text,
- Jessica Hische’s contact form
- This is a great inspiration, this could be the most hated interaction on the internet, trying not to sign up for email marketing. However, the way it’s written makes it on-brand, charming, and actually compelling.
- We’re all too young to remember, but users are on a journey through your experience, remember to entertain them along the way.
- Consolidate your brand story into a page. the trend of one page sites started 3-4 years ago and it is the rare enterprise that needs more than one page, one big page to tell their story.
- Aaron Walter has done some great work in his own job at MailChimp, but also to get us to design to connect more emotionally with our words and images.
- Admit you’re humans. These are experiments. You make mistakes and cannot anticipate all of the things that may go wrong. Twitter seemed to lead on this, to try and not put the error on the user, they invented the fail whale.
- Admit you’re humans. These are experiments. You make mistakes and cannot anticipate all of the things that may go wrong. Twitter seemed to lead on this, to try and not put the error on the user, they invented the fail whale.
- Although this can backfire. Some don’t care for the tone. Today, as a billion dollar business, I haven’t seen the whale for a while.
- But when you’re starting out, you may need to keep the tone light.
- But make it on-brand. Have leadership on how to communicate failure, or how to talk to your customers in a human way.
- But this is what’s really exciting to me, designing with a phone in mind for all experiences. There are too many screens. Luke Wroboleski has so much leadership on this, look him up.
- But things are changing. The story goes that several years ago designer Dustin Curtis was trying to book travel and was disgusted by the experience. So he rethought it and offered it out on his blog.
- But it came with a diatribe that is American really eroding their brand by having such a poor customer experience?
- But it came with a diatribe that is American really eroding their brand by having such a poor customer experience?
- Looks familiar now, but it was quite radical for 5 years ago.
- So a UX person from American tried to explain, through commenting on the post. He revealed, as we all know that it doesn’t fall to one person, its the team that makes the experience work or not.
- Which somehow led to him being fired. While chilling at the time, this is the crux of the matter, we are what we put out there. We are all nice people, but our customers will never meet us, they only react to our work, and we need to make the work as
- 6 years later, the cultures and processes are changing, or under assault by new ways we interact.
- And the App Store helped create a better feedback loop that encourages updates
- And 5 years later, there is a glimmer. This is virginamerica.com, not too unfamiliar
- Mobile first, simplification, even as I am documenting this, little text changes to make things clearer
- And we can take a look at how things go one thing at a time, it uses the user’s language, it simplifies the many distractions to accomplishing the user’s and the business goal - engaging happy customers to their product.
- Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
- Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
- Thank you for listening and this opportunity to share, please contact or follow me and look forward to hearing and sharing your stories.