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@JimKalbach
#xmap
UX = Good Business
“By pushing for a collaborative cross-functional
process, UX designers are becoming grassroots
strategic players... The organizational perception of
the UX designer becomes more of
a design facilitator, a UX leader,
and ultimately a company
leader.“ Jeff Gothelf. “Lean UX is Nothing New,” Johnny Holland (2012)
Designer as Facilitator
Visualizations
Experience Maps
Customer Journey Maps
Service Blueprints
Mental Model Diagrams
…
Alignment Diagrams
Individuals
Organization
VALUE
“Value-centered design starts a story about an ideal interaction between an individual and an organization and the benefits each realizes from that
interaction.”
Jess McMullin, “Searching For The Center of Design,“ Boxes and Arrows
Individual
Organization
Touchpoints
Customer Journey Map
Individual
Business
Touchpoints
Mental Models
Individual
Organization
Touchpoints
User Story Maps
Individual
Organization
Touchpoints
Facilitation
Point of View
Focus
Scope
Structure
Frame the Effort
Point of View
Focus
Scope
Structure
Frame the Effort
Focus
Scope
by nForm (CA)
Structure
Network
Emirates Journey Mapping Case Study: http://www.kendeo.com/industry/airline/emirates-study
Table
Wheel
Timeline “Chutes and Ladders” Spider
Circles Spatial Map Tower
Structures
SKETCH A DIAGRAM (20 MINS)
In groups, create a draft diagram for attending a conference (Fluxible), so the organizers can understand that experience
Discuss:Point of view
Scope
Focus
Structure
Align
Involve Others Throughout
Hold a Workshop
Create Artifacts
Test
Work Rapidly
The Ask
circa 1886
Scientific American Supplement, No. 530, February 27, 1886 “A NEW PHOTOGRAPHIC APPARATUS”
This apparatus consists of a box containing a camera, A, and a frame, C, containing the desired number of plates, each held in a small frame of black Bristol board. The camera contains a mirror, M, which pivots upon an axis and is maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and sends the image coming from the objective to the horizontal plate, D, at the upper part of the camera. The image thus reflected is righted upon this plate.
As the objective is of short focus, every object situated beyond a distance of three yards from the apparatus is in focus. In exceptional cases, where the operator might be nearer the object to be photographed, the focusing would be done by means of the rack of the objective. The latter can also slide up and down, so that the apparatus need not be inclined when buildings or high trees are being photographed. The door, E, performs the role of a shade. When the apparatus has been fixed upon its tripod and properly directed, all the operator has to do is to close the door, P, and raise the mirror, M, by turning the button, B, and then expose the plate. The sensitized plates are introduced into the apparatus through the door, I, and are always brought automatically to the focus of the objective through the pressure of the springs, R. The shutter of the frame, B, opens through a hook, H, with in the pocket, N. After exposure, each plate is lifted by means of the extractor, K, into the pocket, whence it is taken by hand and introduced through a slit, S, behind the springs, R, and the other plates that the frame contains. All these operations are performed in the interior of the pocket, N, through the impermeable, triple fabric of which no light can enter.
An automatic marker shows the number of plates exposed. When the operations are finished, the objective is put back in the interior of the camera, the doors, P and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically closed, and, containing all the accessories, forms one of the most practical of systems for the itinerant photographer.—La Nature.
[EASTMAN] recognized that
his roll film could lead to a
revolution if he focused on the
experience he wanted to
deliver, an experience
captured in his advertising
slogan, “You press the button,
we do the rest.”
Photographers
The Ask
Solutions that merely please, serve,
meet the needs/specs, or delight
customers don’t go far enough. They
represent yesterday’s marketing and
design paradigms. They misunderstand
innovation’s real impact – transforming
customers.
Entrepreneurs
Who does Google ask us to become?
Wierdo
Supersize
Unhealthy
Using "The Ask" with Alignment Diagrams
1. At each phase ask: Who do we want our customers to become?
2. Use metaphors. These are often experts of some kind.
3. Reframe the solution space to transform users based on the transformations.
VIP Club Member
House guest
Royalty FriendFoodi
e
EXERCISE
In groups, discuss who you want your customers to become
Citizen Explorer Documentary Filmmaker Activist Reporter
Strategy Myopia
You've got to start with the customer
experience and work back toward the
technology – not the other
way around.
1997
An industry begins with the customer and his needs, not with a patent, a raw material, or a selling skill. Given the customer’s needs, the industry develops backwards, first concerning itself with the physical delivery of customer satisfaction.
1960
Growth slows not because industries stop growing, but because companies fail to continue to meet ever-expanding customer needs.
Why did Kodak fail?
• From the end of World War II until the late 1970s, a retain-and-reinvest approach to resource allocation prevailed at major U.S. corporations.
• This pattern began to break down in the late 1970s, giving way to a downsize-and-distribute regime of reducing costs and then distributing the freed-up cash to shareholders.
• By favoring value extraction over value creation, this approach has contributed to employment instability and income inequality.
Profits Without Prosperity
WILLIAM LAZONICK, “Profits without Prosperity,“ HBR Sept 2014
Companies … remain trapped in an
outdated approach to value
creation. They continue to view
value creation narrowly, optimizing
short-term financial performance
in a bubble while missing the most
important customer needs.
Shared Value
MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
Figure out what your product is and
what your value chain is. Understand
where those things touch important
social needs and problems. If you’re in
financial services, let’s think about
‘saving’ or ‘buying a home’ - but in a
way that actually works for the
consumer.
Shared Value
MICHAEL PORTER. “Creating Shared Value.” HBR (Jan 2011)
Story
Interaction
Individual
Business
