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Get	Strategic:	A	Hands-On,	Collabora8ve	
Workshop	For	Crea8ng	A	UX	Strategic	Plan	
Paul	Sherman	
ShermanUX	
Kent	State	University
The	Problem	


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.


2
They’re	Looking	To	You	For	UX	Leadership!	
3
And if they’re not, you need to start acting like they are.
Goals	Of	This	Workshop	

We’ll be learning about and discussing
these topics together: 


How to identify and cultivate UX
champions.

How to leverage small tactical UX
wins to drive toward a strategic
UX approach.

How to get the right UX activities
embedded into the right places in
your organization’s product life
cycle.
4
UX
Agenda	
5	
Topic
 Format
 Timing
Introductions
 - -
 05 - 15
Setting context
 Presentation
 15 - 45
Small group breakout
 - -
 45 –50
Assignment 1
 Group work
 50 - 80
Selling UX
 Presentation
 80 - 90
Stretch & bio break
 - -
 90 - 100
Assignment 2
 Group work
 100 - 120
Discussion
 Interaction
 120 – 170
Wrap-up & going forward
 Discussion
 170 – 180
Introduc8ons	
Name
Role
Organization (optional)
UX challenge you’re facing

30 seconds max!

“I’m Paul Sherman. I’m a user
experience manager at BigSoft. 
My UX challenge is that BigSoft
wants ‘Apple-like’ user
experiences for our products,
but won’t give me budget or
headcount to achieve this.”
6
Who	Am	I?	
PhD in Human Factors Psychology




Practicing user experience for 18 years



Internal: 




External: 




Teaching since 2001


7	
+ a few defunct agencies…
Who	Am	I?	

I’ve built small UX
teams and large multi-
location teams.

Today, I…

Provide user
experience research
and design consulting.

Teach, mentor
students and develop
courses for Kent
State’s UXD program. 
8
Before	All	That…	

I worked in aviation human factors.

I studied how pilots’ communication and behavior affected flight safety.



Why?

Because 2/3 of aviation accidents involved perfectly functioning aircraft.

“Pilot error” was usually the given cause.

But what did that actually mean?
9
The	Human	Factor	
My advisor and his collaborators
learned that certain behaviors were
associated with safer flight: 

Verbalizing one’s own actions and
assumptions about flight status.

Cross-checking each other’s
actions.

Be willing to question each other’s
decisions, even the captain’s
decisions, without judgment.

So they began working with airline
training organizations to incorporate
these “soft” skills into regular flight
training. 

10
Obstacles	To	Implemen8ng	Safety	Processes	

They encountered resistance
from all sides:

Airlines’ upper
management

“Check pilots” – trainee
evaluators

Air traffic control

The FAA 

International agencies

11
What	Was	Happening?	

They had bumped up against culture-based impediments:

Organizational culture

Training and evaluation processes

Cultures in different fleets (aircraft types)

Regulatory culture
12
Some	Defini8ons	



Culture:
The set of attitudes, values,
beliefs, and behaviors shared
by a group of people, but
different for each individual,
communicated from one
generation to the next.


Organizational culture:
“The way we work around
here.” 

13Matsumoto, D. (1996) Culture and Psychology. Pacific Grove, CA: Brooks/Cole.
 https://hbr.org/2013/05/what-is-organizational-culture
Cultures	Overlap,	Influence	And	Affect	Each	Other	
14
National 
Culture
Organizational
Culture


Professional 
Culture
Formal
Processes
Informal
Processes
Training
Regional 
Culture
Organizational
Subcultures
Organizational
Subcultures
A	Systems	Approach	
The researchers realized that in order to make progress, they needed to adopt
a systems approach and act as change agents in each part of an organization. 
15
Professional 
Culture
Teach pilots the 
safety value of communication,
coordination,
cross-checking, and
questioning.
Formal
Processes
Informal
Processes
Training
Organizational
Subcultures
Train the trainers.
Modify the curricula.
Standardize soft
skill training across
fleets.
Ensure safety behaviors are
part of standard operating
procedures.
Reinforce safety
behaviors through
behavioral norms
and values.
Results?	






It worked.


16
17
It	Wasn’t	Easy	

It required change at many levels in each organization.
18
What’s	A	Product	Organiza8onal	Culture	Like?		






Here’s one model. Do you recognize your organization?
19
20

Might never have had a UX team
or a designer on staff.
Products are created from
interesting technology.
Territorial about the UI.

Confident that they can anticipate
what users will want in the future.
View design as a creative, not
functional endeavor. 
May focus on designs that other
designers like and respect.

Represented by powerful people
who know the loudest buyers...
but who don’t know the actual
users or their workflows and
processes.
Collect lots of survey-based and
market-level data.

Tendency to deem a product
usable if it is merely possible to do
the task.
Rely heavily on their own
experience when designing.
Feel they are doing the right thing
for the customer, even if they don’t
have evidence.

Often define the user experience
in terms of aesthetics rather than
satisfying workflow needs.
Rely heavily on their own instincts
about users.
Focus only on data that confirms
their viewpoints.

Rely heavily on buyers’ feedback
and random customer
suggestions to drive feature
prioritization.
Often overconfident in their ability
to know what the customer needs.
Challenges
Characteristics
Engineer Centric
 Design Centric
 Sales & Marketing Centric
21

Might never have had a UX team
or a designer on staff.
Products are created from
interesting technology.
Territorial about the UI.

Confident that they can anticipate
what users will want in the future.
View design as a creative, not
functional endeavor. 
May focus on designs that other
designers like and respect.

Represented by powerful people
who know the loudest buyers...
but who don’t know the actual
users or their workflows and
processes.
Collect lots of survey-based and
market-level data.

Tendency to deem a product
usable if it is merely possible to do
the task.
Rely heavily on their own
experience when designing.
Feel they are doing the right thing
for the customer, even if they don’t
have evidence.

Often define the user experience
in terms of aesthetics rather than
satisfying workflow needs.
Rely heavily on their own instincts
about users.
Focus only on data that confirms
their viewpoints.

Rely heavily on buyers’ feedback
and random customer
suggestions to drive feature
prioritization.
Often overconfident in their ability
to know what the customer needs.
Challenges
Characteristics
Engineer Centric
 Design Centric
 Sales & Marketing Centric
22

Might never have had a UX team
or a designer on staff.
Products are created from
interesting technology.
Territorial about the UI.

Confident that they can anticipate
what users will want in the future.
View design as a creative, not
functional endeavor. 
May focus on designs that other
designers like and respect.

Represented by powerful people
who know the loudest buyers...
but who don’t know the actual
users or their workflows and
processes.
Collect lots of survey-based and
market-level data.

Tendency to deem a product
usable if it is merely possible to do
the task.
Rely heavily on their own
experience when designing.
Feel they are doing the right thing
for the customer, even if they don’t
have evidence.

Often define the user experience
in terms of aesthetics rather than
satisfying workflow needs.
Rely heavily on their own instincts
about users.
Focus only on data that confirms
their viewpoints.

Rely heavily on buyers’ feedback
and random customer
suggestions to drive feature
prioritization.
Often overconfident in their ability
to know what the customer needs.
Challenges
Characteristics
Engineer Centric
 Design Centric
 Sales & Marketing Centric
Hanson, K. & Castleman, W. (2006). Tracking Ease-of-Use Metrics: A Tried and True Method for Driving Adoption of UCD in Different Corporate Cultures. Usability
Success Stories, Ashgate/Gower.
And	That’s	Only	A	Uni-Dimensional	Characteriza8on!	

There’s also…

Pre-existing individual relationships

Traditional power bases

Incentive structures

Can you think of other aspects? 



23
Key	Point	





Doing UX happens in a multi-layered environment.
24
So how do you do strategic UX?
25
Strategy	
“A long term plan of action designed to achieve a particular goal.”
“Strategy is differentiated from tactics or immediate actions by its orientation
on affecting future, not immediate conditions.”
26<Lazy>http://en.wikipedia.org/wiki/Strategy</>
Strategy	vs.	Tac8cs	
27
Strategy	vs.	Tac8cs	
28
Strategic plan:
Go from airport to hotel
Tactics:
Accelerate
Make some turns
Slow down
Stop
Tactics are good practice…

But only if you know where you’re going.

Do you?
29
How	Do	You	Do	Strategic	UX?		
Give yourself a new job: change agent.
30
UX
UX
Change	Agent	

A person who leads a business initiative by:

Defining and researching the problem
Planning the intervention
Building business support for the intervention
Enlisting others to help drive change

“Change agents must have the conviction to state the facts based on data,
even if the consequences are associated with unpleasantness.”




31
Six Sigma - http://Isixsigma.com/dictionary/change-agent/
UXmatters - The User Experience Practitioner As Change Agent – http://bit.ly/a2Xwux
UX	Prac88oner	As	Change	Agent	




To be a change agent, you must focus
on strategic goals. 

That doesn’t mean you shouldn’t strive
for short-term wins. 

But they should be in the service of a
long-term strategy. 
32
UX
So how do you do strategic UX?
33
Strategic	Planning	
It sounds mysterious. It’s not.

You first need to identify:
34
Your current state
 Your desired state
 Obstacles
 Leverage points
Strategic	Planning	
35
Your current state
What services do you
currently provide?
What areas of UX do you
currently cover?
At what stages of product
processes is UX work
being done? 
How much of the overall
product experience does
UX own? 
Where does UX report to
now?
[Anything else to
characterize UX?)

Your desired state
 Obstacles
 Leverage points
Strategic	Planning	
36
Your current state
What services do you
currently provide?
What areas of UX do you
currently cover?
At what stages of product
processes is UX work
being done? 
How much of the overall
product experience does
UX own? 
How is UX performance
measured?
Where does UX report to
now?
(Anything else to
characterize UX?)

Your desired state
 Obstacles
 Leverage points
What services do you
want to provide?
What areas of UX do you
want to cover?
At what stages do you
want more (or less) UX
representation? 
How much of the product
experience do you want
UX to own? 
How do you want UX to
be measured?
Do you want UX to stay
where it is or move? To
where?
(Anything else?)
Strategic	Planning	
37
Your current state
What services do you
currently provide?
What areas of UX do you
currently cover?
At what stages of product
processes is UX work
being done? 
How much of the overall
product experience does
UX own? 
How is UX performance
measured?
Where does UX report to
now?
(Anything else to
characterize UX?)

Your desired state
 Obstacles
 Leverage points
What services do you
want to provide?
What areas of UX do you
want to cover?
At what stages do you
want more (or less) UX
representation? 
How much of the product
experience do you want
UX to own? 
How do you want UX to
be measured?
Do you want UX to stay
where it is or move? To
where?
(Anything else?)

What obstacles do you
foresee having to
overcome before you get
to your desired state?
•  Organizational
•  Budgetary
•  Resource
•  Interpersonal
•  Etc.
Strategic	Planning	
38
Your current state
What services do you
currently provide?
What areas of UX do you
currently cover?
At what stages of product
processes is UX work
being done? 
How much of the overall
product experience does
UX own? 
How is UX performance
measured?
Where does UX report to
now?
(Anything else to
characterize UX?)

Your desired state
 Obstacles
 Leverage points
What services do you
want to provide?
What areas of UX do you
want to cover?
At what stages do you
want more (or less) UX
representation? 
How much of the product
experience do you want
UX to own? 
How do you want UX to
be measured?
Do you want UX to stay
where it is or move? To
where?
(Anything else?)

What obstacles do you
foresee having to
overcome before you get
to your desired state?
•  Organizational
•  Budgetary
•  Resource
•  Interpersonal
•  Etc.

What business-critical
problems is UX uniquely
positioned to solve?
Who can you ask for a
chance to tackle these
problems? 
What high-level support
can you cultivate? 
What keeps the business
leaders up at night? Can
UX help in these areas? 
Anything else?
Strategic	Planning	



Armed with this information,
you can direct your actions
toward strategic goals…

Rack up some tactical wins…

And embed UX practices and
process more deeply into your
organization. 
39
Assignment	1	

Break into groups of 4.

Using the paper provided (or your
own digital resource), start
discussing and documenting: 

Your current state
Your desired state
Obstacles you face
Leverage points

You will find yourself cycling back
between the areas as you listen to
your group members.

30 minutes
40
Assignment	1	-	Strategic	Planning	Ques8ons	
41
Your current state
What services do you
currently provide?
What areas of UX do you
currently cover?
At what stages of product
processes is UX work
being done? 
How much of the overall
product experience does
UX own? 
How is UX performance
measured?
Where does UX report to
now?
(Anything else to
characterize UX?)

Your desired state
 Obstacles
 Leverage points
What services do you
want to provide?
What areas of UX do you
want to cover?
At what stages do you
want more (or less) UX
representation? 
How much of the product
experience do you want
UX to own? 
How do you want UX to
be measured?
Do you want UX to stay
where it is or move? To
where?
(Anything else?)
What obstacles do you
foresee having to
overcome before you get
to your desired state?
•  Organizational
•  Budgetary
•  Resource
•  Interpersonal
•  Etc.

What business-critical
problems is UX uniquely
positioned to solve?
Who can you ask for a
chance to tackle these
problems? 
What high-level support
can you cultivate? 
What keeps the business
leaders up at night? Can
UX help in these areas? 
Anything else?
Assignment	1	

Time’s up!
42
Agenda	
43	
Topic
 Format
 Timing
Introductions
 - -
 05 - 15
Setting context
 Presentation
 15 - 45
Small group breakout
 - -
 45 –50
Assignment 1
 Group work
 50 - 80
Selling UX
 Presentation
 80 - 90
Stretch & bio break
 - -
 90 - 100
Assignment 2
 Group work
 100 - 120
Discussion
 Interaction
 120 – 170
Wrap-up & going forward
 Discussion
 170 – 180
“Selling”	UX	

Selling UX in your organization means
aligning with the true needs of the business.

Ask yourself these questions: 

What are the critical needs of the
business?

How does UX solve the problems of the
business?

How does UX impact the bottom line?

44
Marke8ng	101	for	UX’ers	

AIDA - Attention, Interest, Desire, Action

Capture their attention. Appeal to emotion, not logic.

Hold their attention. Maintain their interest!

Understand what they desire. Show the benefits.

Move them to take the intended action.
45
Tac8cs	For	Selling	UX	
Just a few tactics:

Show your work. Leave it up!

Conduct lessons learned
sessions after projects.

Point to the intranet UX page in
your signature.

Assist the help desk and
customer service department.

Run free training sessions and
brown bag luncheons.

What else has worked for you?
46
What	Doesn’t	Sell	



Being inflexible

Being too academic

Jargon: UCD, IXD, HCI

ROI-based justifications

47
A	Word	On	Jargon	
At a former company, we referred to contextual inquiry by two acronyms…

FMO

FMH

Any guesses?
48
A	Word	On	Jargon	



“Follow Me to the Office”

“Follow Me Home”




Use words that resonate with
your organization.
49
This is just an adorable picture. It’s
not jargon-related.
10	Minute	Break	
50
Agenda	
51	
Topic
 Format
 Timing
Introductions
 - -
 05 - 15
Setting context
 Presentation
 15 - 45
Small group breakout
 - -
 45 –50
Assignment 1
 Group work
 50 - 80
Selling UX
 Presentation
 80 - 90
Stretch & bio break
 - -
 90 - 100
Assignment 2
 Group work
 100 - 120
Discussion
 Interaction
 120 – 170
Wrap-up & going forward
 Discussion
 170 – 180
Assignment	2	

Break into groups of 4.

Review your work from
assignment 1. 

Based on this information, make
some reasonable assumptions
about where you want to be in 1
year.

Make a 30-60-90 day plan that
moves you toward your 1 year
goals (and your desired state).

20 minutes
52
Assignment	2	

Time’s up!
53
Discussion	and	Feedback	

You’ve made your 1-30-60-90
plans. 

One person from each group
volunteer to share: 

Current state
Desired state
Obstacles
Leverage points
1-30-60-90 plan

Anyone? Bueller? Bueller?

54
Wrap-Up	



Let’s continue the conversation. 

I’ll send you invites to
strategicux.slack.com

Any other questions?



55
Paul	Sherman	
paul@shermanux.com	
+1.512.917.1942	
QUESTIONS	AND	CONTACT

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Workshop #7: Get Strategic: Learn To Embed UX More Deeply Into Your Organization’s Processes by Paul Sherman

  • 2. The Problem 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. 2
  • 3. They’re Looking To You For UX Leadership! 3 And if they’re not, you need to start acting like they are.
  • 4. Goals Of This Workshop We’ll be learning about and discussing these topics together: How to identify and cultivate UX champions. How to leverage small tactical UX wins to drive toward a strategic UX approach. How to get the right UX activities embedded into the right places in your organization’s product life cycle. 4 UX
  • 5. Agenda 5 Topic Format Timing Introductions - - 05 - 15 Setting context Presentation 15 - 45 Small group breakout - - 45 –50 Assignment 1 Group work 50 - 80 Selling UX Presentation 80 - 90 Stretch & bio break - - 90 - 100 Assignment 2 Group work 100 - 120 Discussion Interaction 120 – 170 Wrap-up & going forward Discussion 170 – 180
  • 6. Introduc8ons Name Role Organization (optional) UX challenge you’re facing 30 seconds max! “I’m Paul Sherman. I’m a user experience manager at BigSoft. My UX challenge is that BigSoft wants ‘Apple-like’ user experiences for our products, but won’t give me budget or headcount to achieve this.” 6
  • 7. Who Am I? PhD in Human Factors Psychology Practicing user experience for 18 years Internal: External: Teaching since 2001 7 + a few defunct agencies…
  • 8. Who Am I? I’ve built small UX teams and large multi- location teams. Today, I… Provide user experience research and design consulting. Teach, mentor students and develop courses for Kent State’s UXD program. 8
  • 9. Before All That… I worked in aviation human factors. I studied how pilots’ communication and behavior affected flight safety. Why? Because 2/3 of aviation accidents involved perfectly functioning aircraft. “Pilot error” was usually the given cause. But what did that actually mean? 9
  • 10. The Human Factor My advisor and his collaborators learned that certain behaviors were associated with safer flight: Verbalizing one’s own actions and assumptions about flight status. Cross-checking each other’s actions. Be willing to question each other’s decisions, even the captain’s decisions, without judgment. So they began working with airline training organizations to incorporate these “soft” skills into regular flight training. 10
  • 11. Obstacles To Implemen8ng Safety Processes They encountered resistance from all sides: Airlines’ upper management “Check pilots” – trainee evaluators Air traffic control The FAA International agencies 11
  • 12. What Was Happening? They had bumped up against culture-based impediments: Organizational culture Training and evaluation processes Cultures in different fleets (aircraft types) Regulatory culture 12
  • 13. Some Defini8ons Culture: The set of attitudes, values, beliefs, and behaviors shared by a group of people, but different for each individual, communicated from one generation to the next. Organizational culture: “The way we work around here.” 13Matsumoto, D. (1996) Culture and Psychology. Pacific Grove, CA: Brooks/Cole. https://hbr.org/2013/05/what-is-organizational-culture
  • 15. A Systems Approach The researchers realized that in order to make progress, they needed to adopt a systems approach and act as change agents in each part of an organization. 15 Professional Culture Teach pilots the safety value of communication, coordination, cross-checking, and questioning. Formal Processes Informal Processes Training Organizational Subcultures Train the trainers. Modify the curricula. Standardize soft skill training across fleets. Ensure safety behaviors are part of standard operating procedures. Reinforce safety behaviors through behavioral norms and values.
  • 17. 17
  • 18. It Wasn’t Easy It required change at many levels in each organization. 18
  • 20. 20 Might never have had a UX team or a designer on staff. Products are created from interesting technology. Territorial about the UI. Confident that they can anticipate what users will want in the future. View design as a creative, not functional endeavor. May focus on designs that other designers like and respect. Represented by powerful people who know the loudest buyers... but who don’t know the actual users or their workflows and processes. Collect lots of survey-based and market-level data. Tendency to deem a product usable if it is merely possible to do the task. Rely heavily on their own experience when designing. Feel they are doing the right thing for the customer, even if they don’t have evidence. Often define the user experience in terms of aesthetics rather than satisfying workflow needs. Rely heavily on their own instincts about users. Focus only on data that confirms their viewpoints. Rely heavily on buyers’ feedback and random customer suggestions to drive feature prioritization. Often overconfident in their ability to know what the customer needs. Challenges Characteristics Engineer Centric Design Centric Sales & Marketing Centric
  • 21. 21 Might never have had a UX team or a designer on staff. Products are created from interesting technology. Territorial about the UI. Confident that they can anticipate what users will want in the future. View design as a creative, not functional endeavor. May focus on designs that other designers like and respect. Represented by powerful people who know the loudest buyers... but who don’t know the actual users or their workflows and processes. Collect lots of survey-based and market-level data. Tendency to deem a product usable if it is merely possible to do the task. Rely heavily on their own experience when designing. Feel they are doing the right thing for the customer, even if they don’t have evidence. Often define the user experience in terms of aesthetics rather than satisfying workflow needs. Rely heavily on their own instincts about users. Focus only on data that confirms their viewpoints. Rely heavily on buyers’ feedback and random customer suggestions to drive feature prioritization. Often overconfident in their ability to know what the customer needs. Challenges Characteristics Engineer Centric Design Centric Sales & Marketing Centric
  • 22. 22 Might never have had a UX team or a designer on staff. Products are created from interesting technology. Territorial about the UI. Confident that they can anticipate what users will want in the future. View design as a creative, not functional endeavor. May focus on designs that other designers like and respect. Represented by powerful people who know the loudest buyers... but who don’t know the actual users or their workflows and processes. Collect lots of survey-based and market-level data. Tendency to deem a product usable if it is merely possible to do the task. Rely heavily on their own experience when designing. Feel they are doing the right thing for the customer, even if they don’t have evidence. Often define the user experience in terms of aesthetics rather than satisfying workflow needs. Rely heavily on their own instincts about users. Focus only on data that confirms their viewpoints. Rely heavily on buyers’ feedback and random customer suggestions to drive feature prioritization. Often overconfident in their ability to know what the customer needs. Challenges Characteristics Engineer Centric Design Centric Sales & Marketing Centric Hanson, K. & Castleman, W. (2006). Tracking Ease-of-Use Metrics: A Tried and True Method for Driving Adoption of UCD in Different Corporate Cultures. Usability Success Stories, Ashgate/Gower.
  • 23. And That’s Only A Uni-Dimensional Characteriza8on! There’s also… Pre-existing individual relationships Traditional power bases Incentive structures Can you think of other aspects? 23
  • 24. Key Point Doing UX happens in a multi-layered environment. 24
  • 25. So how do you do strategic UX? 25
  • 26. Strategy “A long term plan of action designed to achieve a particular goal.” “Strategy is differentiated from tactics or immediate actions by its orientation on affecting future, not immediate conditions.” 26<Lazy>http://en.wikipedia.org/wiki/Strategy</>
  • 28. Strategy vs. Tac8cs 28 Strategic plan: Go from airport to hotel Tactics: Accelerate Make some turns Slow down Stop
  • 29. Tactics are good practice… But only if you know where you’re going. Do you? 29
  • 30. How Do You Do Strategic UX? Give yourself a new job: change agent. 30 UX UX
  • 31. Change Agent A person who leads a business initiative by: Defining and researching the problem Planning the intervention Building business support for the intervention Enlisting others to help drive change “Change agents must have the conviction to state the facts based on data, even if the consequences are associated with unpleasantness.” 31 Six Sigma - http://Isixsigma.com/dictionary/change-agent/ UXmatters - The User Experience Practitioner As Change Agent – http://bit.ly/a2Xwux
  • 32. UX Prac88oner As Change Agent To be a change agent, you must focus on strategic goals. That doesn’t mean you shouldn’t strive for short-term wins. But they should be in the service of a long-term strategy. 32 UX
  • 33. So how do you do strategic UX? 33
  • 34. Strategic Planning It sounds mysterious. It’s not. You first need to identify: 34 Your current state Your desired state Obstacles Leverage points
  • 35. Strategic Planning 35 Your current state What services do you currently provide? What areas of UX do you currently cover? At what stages of product processes is UX work being done? How much of the overall product experience does UX own? Where does UX report to now? [Anything else to characterize UX?) Your desired state Obstacles Leverage points
  • 36. Strategic Planning 36 Your current state What services do you currently provide? What areas of UX do you currently cover? At what stages of product processes is UX work being done? How much of the overall product experience does UX own? How is UX performance measured? Where does UX report to now? (Anything else to characterize UX?) Your desired state Obstacles Leverage points What services do you want to provide? What areas of UX do you want to cover? At what stages do you want more (or less) UX representation? How much of the product experience do you want UX to own? How do you want UX to be measured? Do you want UX to stay where it is or move? To where? (Anything else?)
  • 37. Strategic Planning 37 Your current state What services do you currently provide? What areas of UX do you currently cover? At what stages of product processes is UX work being done? How much of the overall product experience does UX own? How is UX performance measured? Where does UX report to now? (Anything else to characterize UX?) Your desired state Obstacles Leverage points What services do you want to provide? What areas of UX do you want to cover? At what stages do you want more (or less) UX representation? How much of the product experience do you want UX to own? How do you want UX to be measured? Do you want UX to stay where it is or move? To where? (Anything else?) What obstacles do you foresee having to overcome before you get to your desired state? •  Organizational •  Budgetary •  Resource •  Interpersonal •  Etc.
  • 38. Strategic Planning 38 Your current state What services do you currently provide? What areas of UX do you currently cover? At what stages of product processes is UX work being done? How much of the overall product experience does UX own? How is UX performance measured? Where does UX report to now? (Anything else to characterize UX?) Your desired state Obstacles Leverage points What services do you want to provide? What areas of UX do you want to cover? At what stages do you want more (or less) UX representation? How much of the product experience do you want UX to own? How do you want UX to be measured? Do you want UX to stay where it is or move? To where? (Anything else?) What obstacles do you foresee having to overcome before you get to your desired state? •  Organizational •  Budgetary •  Resource •  Interpersonal •  Etc. What business-critical problems is UX uniquely positioned to solve? Who can you ask for a chance to tackle these problems? What high-level support can you cultivate? What keeps the business leaders up at night? Can UX help in these areas? Anything else?
  • 39. Strategic Planning Armed with this information, you can direct your actions toward strategic goals… Rack up some tactical wins… And embed UX practices and process more deeply into your organization. 39
  • 40. Assignment 1 Break into groups of 4. Using the paper provided (or your own digital resource), start discussing and documenting: Your current state Your desired state Obstacles you face Leverage points You will find yourself cycling back between the areas as you listen to your group members. 30 minutes 40
  • 41. Assignment 1 - Strategic Planning Ques8ons 41 Your current state What services do you currently provide? What areas of UX do you currently cover? At what stages of product processes is UX work being done? How much of the overall product experience does UX own? How is UX performance measured? Where does UX report to now? (Anything else to characterize UX?) Your desired state Obstacles Leverage points What services do you want to provide? What areas of UX do you want to cover? At what stages do you want more (or less) UX representation? How much of the product experience do you want UX to own? How do you want UX to be measured? Do you want UX to stay where it is or move? To where? (Anything else?) What obstacles do you foresee having to overcome before you get to your desired state? •  Organizational •  Budgetary •  Resource •  Interpersonal •  Etc. What business-critical problems is UX uniquely positioned to solve? Who can you ask for a chance to tackle these problems? What high-level support can you cultivate? What keeps the business leaders up at night? Can UX help in these areas? Anything else?
  • 43. Agenda 43 Topic Format Timing Introductions - - 05 - 15 Setting context Presentation 15 - 45 Small group breakout - - 45 –50 Assignment 1 Group work 50 - 80 Selling UX Presentation 80 - 90 Stretch & bio break - - 90 - 100 Assignment 2 Group work 100 - 120 Discussion Interaction 120 – 170 Wrap-up & going forward Discussion 170 – 180
  • 44. “Selling” UX Selling UX in your organization means aligning with the true needs of the business. Ask yourself these questions: What are the critical needs of the business? How does UX solve the problems of the business? How does UX impact the bottom line? 44
  • 45. Marke8ng 101 for UX’ers AIDA - Attention, Interest, Desire, Action Capture their attention. Appeal to emotion, not logic. Hold their attention. Maintain their interest! Understand what they desire. Show the benefits. Move them to take the intended action. 45
  • 46. Tac8cs For Selling UX Just a few tactics: Show your work. Leave it up! Conduct lessons learned sessions after projects. Point to the intranet UX page in your signature. Assist the help desk and customer service department. Run free training sessions and brown bag luncheons. What else has worked for you? 46
  • 47. What Doesn’t Sell Being inflexible Being too academic Jargon: UCD, IXD, HCI ROI-based justifications 47
  • 48. A Word On Jargon At a former company, we referred to contextual inquiry by two acronyms… FMO FMH Any guesses? 48
  • 49. A Word On Jargon “Follow Me to the Office” “Follow Me Home” Use words that resonate with your organization. 49 This is just an adorable picture. It’s not jargon-related.
  • 51. Agenda 51 Topic Format Timing Introductions - - 05 - 15 Setting context Presentation 15 - 45 Small group breakout - - 45 –50 Assignment 1 Group work 50 - 80 Selling UX Presentation 80 - 90 Stretch & bio break - - 90 - 100 Assignment 2 Group work 100 - 120 Discussion Interaction 120 – 170 Wrap-up & going forward Discussion 170 – 180
  • 52. Assignment 2 Break into groups of 4. Review your work from assignment 1. Based on this information, make some reasonable assumptions about where you want to be in 1 year. Make a 30-60-90 day plan that moves you toward your 1 year goals (and your desired state). 20 minutes 52
  • 54. Discussion and Feedback You’ve made your 1-30-60-90 plans. One person from each group volunteer to share: Current state Desired state Obstacles Leverage points 1-30-60-90 plan Anyone? Bueller? Bueller? 54
  • 55. Wrap-Up Let’s continue the conversation. I’ll send you invites to strategicux.slack.com Any other questions? 55