Moving UX into Corporate Influence (39

iander
Moving User Experience into a
Position of Corporate Influence
Whose Advice Really Works?
management track

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“CHI 99 posed the questions: What are
the limiting factors to success…? How
can we … overcome those limits? What
techniques and methodologies do we
have for identifying and transcending
limitations? And just how far can we
push those limits?”
http://sigchi.org/chi99/

iander
Methodological Limits to HCI
Human Limits to HCI

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Human Limits to HCI
Web and Web
Design Limits to
HCI

Web and Web
Design Limits to
HCI
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Organizational Limits to HCI

Web and Web
Design Limits to
HCI
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the roles and responsibilities
of designers
“old habits are holding us back”
“some disciplines that need to be
involved in web design are not
necessarily prone to collaboration”

whether the CHI community understands design
why it is difficult for people to trust the expertise of others
our lack of respect for human capability
iander
Human Limits to HCI

“companies that are proud of their usability labs are
companies in trouble”
“we need more people from the CHI community in
executive roles”
“you have to learn how to understand what motivates a
company and speak that language”
“we should partner with
marketing and make up
numbers like they do”
iander
Organizational Limits to HCI
“you have to be cocky
and arrogant and sure
of yourself”

iander
Moving User Experience into a
Position of Corporate Influence

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• documenting and evangelizing user experience work
• ownership of user experience
• organizational positioning
• calculating return on investment
• conducting “ethnographic” research
• all of the above
• a subset of the above
• other things instead or as well
• being cocky, arrogant, and sure of yourself

iander
Richard Anderson
User Experience
Practice, Management,
and Organizational Development Consultant

iander
Jeremy Ashley
Vice President of Applications
User Experience, Oracle

iander
Justin Miller
Senior Director of
Product -- Europe, eBay

iander
Jim Nieters
Senior Manager of User
Experience Design,
Cisco

Shauna Sampson Eves
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Director of User Experience,
Blue Shield of California

iander
Manfred Tscheligi
Managing Director of
USECON
representing Tobias Herrmann
Head of Team User Experience,
mobilkom austria

iander
Secil Tabli Watson
Senior Vice President
of Internet Channel
Strategy, Wells Fargo

iander
“Teams need to avoid the role of evangelist
for user-centered design.”
Bloomer, S. & Wolfe, S., in Building
and managing a successful user
experience team, July 2006.
“Do NOT evangelize.”
Tobias Herrmann & Manfred Tscheligi,
MobileHCI’06, September 2006.

iander
Is documenting and evangelizing user
experience work critical to moving user
experience into a position of corporate
influence?
YES?
AUDIENCE

iander
Is documenting and evangelizing user
experience work critical to moving user
influence?
NO?
AUDIENCE

iander
Has documenting and evangelizing user
experience work played a critical role in
moving user experience into a position of
corporate influence where you work?
YES NO

“Generic” ROI arguments
• 10 – 100x ROI for UCD."Usability is Good for Business,” by Dr. Susan
Weinschenk et al, 2001. Published on IBM’s and SUN’S ease-of-use sites
• Usability engineering has demonstrated reductions in the
product-development cycle by over 33-50% [Bosert 1991]
• “ease of use can … advance a product’s release date.
… those who skip ease of use in the design phase can …
spend 80% of service costs down the road.” Karat, C. In Cost-justifying
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Usability Engineering In The Software Life Cycle. (1997)
• More than 30% of software development projects are
canceled before completion, primarily because of
inadequate user design input. Standish Group, 1995
• “The top two reasons projects fail are a lack of user
involvement and a lack of requirements.” Standish Group,
1995

iander
Documenting and Evangelizing
• no full scale evangelizing
– not all steps at once
– introducing first successful pilot projects
– effect on product quality/ customer satisfaction was shown
• striving to be mandatory
– efficient and flexible support
– competence centre
• internal pr
– communicate existence of support structure
• different parts in the company need
different forms of envangelizing
– different motivations to take on ux

iander
"...product management doesn't build or design products: their
job is to own product vision and strategy (naturally with the
other stakeholders' input). Engineers own code development
and code quality, with a wide range of specialties (architecture,
code design, QA, and release management, to name a few).
Product marketers take clear ownership of marketing
communications and product campaigns, keeping the pulse of
the marketplace, and trying to detect what it will buy.
Therefore, it's only logical that human-computer interaction
professionals take ownership of the user experience. We are,
after all, user experience experts, despite the fact that we
depend on other development participants to meet user and
business needs."
editors of interactions, It’s mine…
May+June 2005

iander
"Why should any particular organization own
it? The company should own it. ... I think a
successful company is one where everybody
owns the same mission. Out of necessity, we
divide ourselves up into discipline groups. But
the goal when you are actually doing the work
is to somehow forget what discipline group you
are in and come together. So in that sense,
nobody should own user experience;
everybody should own it."

iander
“Treat customer experience as a competence,
not a function. Delivering great customer
experiences isn’t something that a small group
of people can do on their own -- everyone in the
company needs to be fully engaged in the effort.”
Forrester Research, Experience-Based
Differentiation, January 2, 2007.

iander
"Who owns user experience (UX)? This is the wrong
question to ask. We don't believe any single group can
own UX. What's the alternative?
In our view, a useful focus is collaboration, not ownership.
The best successes come from collaboration. Whatever
type of product, service, or document you are creating,
whether it's a Web site, an application program, an MP3
player, or a financial form, user experience encompasses
so many diverse aspects of your product that 'ownership'
just isn't a useful perspective. UX is about providing value
to your customer and the business serving that customer.
The best user experience is the product of many different
disciplines working together.”
UXnet Board of Directors, May+June 2005 special issue
of interactions entitled, "Whose profession is it anyway?")

obstacles to collaboration
iander
• ego
• not knowing that others are doing the same or related work elsewhere in
the company
• different interpretations of the same terms
• language & time zone differences
• hidden agendas
• divergent interests (i.e., little interest in collaborating)
• differing priorities
• unclear work process
• lack of time
• "the more people involved, the less efficient..."
• tendencies for people to engage in the same discussions over and over
• inability to assess level of participants' understanding of UCD
• discrimination (of many types)
• lack of respect (sometimes justified)
• conflicts of interest
• territoriality
• some feel threatened by UCD
• environments in which collaboration is considered to be optional
• prior negative experience with UX personnel
from “Managing User Experience
Groups” students, 2/15/2006

obstacles to collaboration
iander
- geography; time zones
- unfamiliar or misunderstood terminology/vernacular
- different world views / domains
- different work processes
- power relationships
- individuals' defensiveness & desire for job security
- poorly focused facilitation
- excessive workloads
- team spirit ups and downs
- tyranny of the urgent vs. exploration and reflection
- deadlines
- unclear decision criteria
- hidden agendas / politics
- past poor experiences with attempts at collaborating
- people not getting along with each other
- distrust / disrespect
- incentive systems promote individual contributions rather than team contributions
- organizational silos
- nature of the physical work environment
- unclear goals
- unclear roles and responsibilities
- bad management/leadership
- the cost (e.g., in time) of building new relationships is high
- difficulties determining who to involve
- difficulties converging on a solution when there are lots of ideas
- "Microsoft did it that way, so we should as well"
from “Managing User Experience
Groups” students, 11/1/2006

collaboration
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White, N. Surfing the second wave of online
collaboration, 2006.

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"We want to make customer experience everyone's business
by making the process of creating experience intuitive and
repeatable.”
Secil Watson, Wells Fargo
“The UCD tools enable designers, researchers, and
business people to make meaning together and this
meaning is co-constructed such that no one functional area
holds all, or even most, of the knowledge on a project.
(These) are key factors that continue to push the Wells
Fargo culture to become increasingly customer-centric.”
Beers, R. & Whitney, P. From ethnographic insight to
user-centered design tools, EPIC 2006.

iander
Should “user experience personnel” own
the user experience?
YES?
AUDIENCE

iander
Should “user experience personnel” own
the user experience?
NO?
AUDIENCE

iander
Are “user experience personnel” the owners
of the user experience where you work?
YES NO

Phases
Expenses
Resources
Duration
iander

UX competencies (in addition to UX)
iander

iander
Customer experience - a discipline of problem solving
that is directly related to success
“By some measures, we’re already a great company.
How do we become known as great in all measures?
It requires a total focus on the customer... It requires
extraordinary execution — the key to success.”
Dick Kovacevich

Customer experience is everyone’s business; a good
execution requires finding optimal solutions based on all
enablers and constraints.
iander

iander
Ownership of UX
• has many facets
– process/process parts
– methods/tools
– design/innovation
– stage-gate monitoring
• own some part of UX
– methods and tools to support ux
– competence to apply it
– synergy of qualitative/quantitative approaches
• design oriented creation happens
elsewhere
– product lines / external design partners
• product design and innovation owned by
product departments
– some of ux activity budget also comes from there

iander
Where should “User Experience” be
positioned in the corporate structure?

iander
“The people we worked with
were deep within ‘interactive
marketing.’ Their lives were
the website. They didn’t
really know the people who
worked on the monthly
statements or at the call
center. And even if they did,
they didn’t have the time to collaborate with them --
they had too much on their plates already. …our
contacts understood the need for addressing the
customer’s experience across multiple channels and
media. But they couldn’t move on it.”
Merholz, P. The frozen middle, August 17, 2006.

corporate UX positioning/relationships
Norman, D. Want Human-Centered Development?
Reorganize the Company, 1998.
iander
Korman, J. Where Do Product Managers
Fit?, 2004.
Berkun, S. How to figure out what to do, 2005.
Merholz, P. The frozen middle, August 17, 2006.

“… there are two kinds of people in organizations -- there are
peers, and there are resources. Resources are like usability
consultants -- we go out, and we hire them. We’ll hire a
consultant, or we’ll have a little section that does usability and
think of it as a service organization. We call upon them when
we need them to do their thing, and then we go off and do the
important stuff. That’s very different than peers, where a peer
is somebody I talk to and discuss my problems with, and who
helps to decide upon the course of action. As you get higher
and higher in the organization, this becomes more of an issue.
The executive staff talks to the executive staff, and they have
beneath them all this organization, which are their resources
that they deploy. But the big decisions are being made among
peers. And it’s really important, to advance in the world, to be
thought of as peers.”
iander

iander
“Neither side can be there ‘in service of’ the other”
Randy Pausch, CHI 2005 Opening Plenary

iander
"Companies place a high priority on improving
customer experience -- and they cite a lack of
organizational alignment as their top obstacle
to making improvements. But our interviews
with experts show that there is no single
organizational structure that paves the way for
delivering better customer experiences.”
“Cultural factors and internal processes matter
far more than organization.”
Forrester Research, Culture and Process
Drive Better Customer Experiences,
March 31, 2006.

iander
Is organizational positioning of user
experience personnel critical to moving user
influence?
YES?
AUDIENCE

iander
Is organizational positioning of user
experience personnel critical to moving user
influence?
NO?
AUDIENCE

iander
Has organizational positioning of user
experience personnel been critical to moving
user experience into a position of corporate
influence where you work?
YES NO

“The UXD group seeks projects on which they
anticipate a minimum revenue increase of $25
million in the first year.”
iander
Jim Nieters et al., The internal consultancy
model for strategic UXD relevance, CHI 2007
"a tailored ROI model was the key to success"
Tobias Herrmann, Corporate UX -- Bringing
value to the mobile industry, July+August 2006.

iander
“…in my 20 plus years of experience, I have never
been asked to produce an ROI analysis. Why has
this never been necessary? Have I just been lucky
in my choice of employers? Did these companies
all have CEOs so enlightened about usability that
no such analysis was necessary? I suspect not.”
Rosenberg, D. The myths of usability ROI,
interactions, September+October 2004 (&
BayCHI October 2003 & CHI 2005 & …)

iander
"Our field has been overly preoccupied with ROI as the
basis for making the business case for user centered
design (UCD). However, experience has shown that the
most brilliant ROI analysis may often not win the day in the
real world of business. Cost justification and ROI is often
not persuasive, especially when we are talking to strategic
level decision makers. At a certain point in the evolution of
UCD, ROI arguments may have helped us gain credibility
and get 'a foot in the door.' However, excessive
dependence on ROI arguments can have some
destructive effects. ... It can work against our field’s efforts
to get involved earlier in the product planning process
where we can have a more decisive impact and potentially
contribute to strategic risk reduction."
Siegel, D. Making the business case for
user-centered design strategically,
CHIFOO, February 7, 2007

iander
Is calculating/estimating ROI critical to
corporate influence?
YES?
AUDIENCE

iander
Is calculating/estimating ROI critical to
corporate influence?
NO?
AUDIENCE

iander
Has calculating/estimating ROI been critical
to moving user experience into a position of
influence where you work?
YES NO

iander
Task model - the backbone on which other
strategic views of the customer are layered

Prioritization scorecard – a simple system that takes
frequency and importance of customer activities from the
task model and adds to each activity a financial impact score
iander
Demand Index
Financial Impact Score

iander
The ROI Issue
• showing that UX group is worth the money
– ux is not an established part in a company
– not a standard function in management text books and
management education
• tailored roi model
– internal ux satisfaction / performance measurement
– KPIs: UX key performance indicators
– best practices
– case studies showing revenue effects
• roi model supports common mindset
– integration of roi model with corporate balanced scorecard
and bonus system for employees
• strong relation with corporate set up

iander
About, With & For,
2005

iander
“When Microsoft hired me eight years ago as the first
official anthropologist, they weren’t sure what to do
with me, so they had me design my own job. I soon
realised that Microsoft had until then the tendency to
come up with feature and product designs within the
confines of its own walls. … What went on in the
minds of Microsoft’s brilliant software engineers and of
people outside the walls of Microsoft, was not always
very congruent. So I created the Real People Real
Data (RPRD) programme...
My work on the RPRD programme was in fact the
start of a revolution within Microsoft, and (is helping)
the company change from techno-driven to people-driven
design.”
Experientia interviews Anne Kirah,
October 2006

"...a transition from a product- to a more customer-centric
culture. This shift was becoming crucial as disconnects in
customer experience increasingly arose not within the
boundaries of the product and service platforms but in the
transition and integration points between different areas..."
iander

iander
“we created an online customer panel
including more than 4,000 (non)customers
that ‘revolutionized’ our everyday work”
Tobias Herrmann, Corporate UX -- Bringing
value to the mobile industry, July+August 2006.

iander
Is conducting “ethnographic” research
critical to moving user experience into a
position of corporate influence?
YES?
AUDIENCE

iander
Is conducting “ethnographic” research
critical to moving user experience into a
position of corporate influence?
NO?
AUDIENCE

iander
Has conducting “ethnographic research”
been critical to moving user experience into
a position of influence where you work?
YES NO

Office of Kathy Impact
Hill (Cisco SVP)
iander

Ethnography - a great approach for uncovering what
people do in their real lives, how they do it, and why they
do it that way. It’s one of the primary steps to
understanding customers.
iander

iander
being cocky, arrogant, and sure of yourself

iander
Panelist Recommendations
for the Audience

iander
Nielsen’s Corporate Usability Maturity Stages
Stage 1 – Hostility towards usability
Stage 2 – Developer centered usability
Stage 3 – Skunkworks usability
Stage 4 – Dedicated usability budget
Stage 5 – Managed usability
Stage 6 – Systematic usability process
Stage 7 – Integrated user-centered design
Stage 8 – User driven corporation
Last sentence: “Once you learn how to tickle the organization
sufficiently to make it move, you can start planning for your
next upgrade as soon as you enter a new level.“

Moving UX into Corporate Influence (39

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