Changing Cultures towards Design-Centric改變- 塑造以設計為核心的文化RAVEN CHAI UX CONSULTINGHAPPY UX 2013
@ravenchai 2
About Myself
• Engineer » Animator » Technologist » UX Designer
• Founded UX Consulting in 2008 in Singapore
• Love any type of sports, except golf
• A foodie and will continue to be one
• A lifelong Liverpool FC and Roger Federer fan
User Experience Professional Associa2on -‐ Asia Region, Leadership Team
Founder of UXSG Community
@ravenchai 3
THESE ARE MY PERSONAL OPINIONS, EXPERIENCES
AND LEARNINGS ABOUT CULTURE CHANGE.
@ravenchai 4
I MIGHT BE WRONG.YOU MIGHT DISAGREE.
IT’S PERFECTLY OK!
@ravenchai 5
HOW THE STORY UNFOLDS
PART 1 PART 2
@ravenchai 6
Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature.
Corporate culture is rooted in an organization's goals, strategies, structure, and approaches to labor, customers, investors, and the greater community.
encyclopedia--
@ravenchai 7
Creative approach to designBelieves customers buy their products because of design
Design Centric
POSSIBLE WAYS TO DESCRIBE CULTURES
Sales & Marketing Centric
Assumes they know customers bestBelieves in product features as the main selling point
Engineering CentricTechnology drivenOwned (or wanted) the user interface
Customer CentricTo have the customer’s best interests at all touch pointsBelieves in understanding customers’ needs as part of DNA
Let’s not kid ourselves, most organisations are just doing lip service
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013
@ravenchai 8Reference: http://johnnyholland.org/2010/04/planning-your-ux-strategy/
ONE OF MOST REFERENCED MODELS
@ravenchai 9
UX ACCEPTANCE LEVEL
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
How do we really feel towards each other?“We” refers to Product Managers, Designers, Developers, Marketing, User Researchers etc
@ravenchai 10
@ravenchai 11
BUT IN REALITY...
@ravenchai 12
WHAT WE REALLY WANT TO ACHIEVE
CREATES IMPACT -- BE EFFECTIVE -- MAKES A DIFFERENCE
@ravenchai 13
PART 1 - SINGTEL CASE STUDIES
Broadband, Pay TV & Mobile/Telephony
GROUP CONSUMER GROUP DIGITAL LIFE GROUP ENTERPRISE
Business Solutions
Reference: http://www.singtel.com
@ravenchai 14
FIRST PROJECT
Year 2007 -‐ Usability assessment and benchmarking with global telco websites
@ravenchai 15
”If you tell the truth, you don't have to remember anything.”
Mark Twain--
@ravenchai 16
SKEPTICISM STAGE
• Addressing their pain points• Took up the challenges
Start identifying stakeholders who might be curious about “usability”
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai 17
DESIGN ITERATIONS OVER THE YEARS
@ravenchai 18
SECOND PROJECT
Year 2008 -‐ New product launchTraditionally done by creative agencies within very tight timeline
@ravenchai 19
CURIOSITY STAGE
• Help to achieve quick wins• Be adaptive and 9lexible• Shows value in project management• Do UX work in stealth mode
Identify advocates, build relationships“Brainwashing” by sending valuable articles, videos and books
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai 20
INTEGRATING MICROSITES STRATEGICALLY
@ravenchai 21
STRATEGIC PROJECT NO. 1
Year 2008 -‐ 1st formal usability testing to understand customers’ online purchase behavior
@ravenchai 22
STRATEGIC PROJECT NO. 3
@ravenchai 23
BEFORE & AFTER
Before - Brick and Mortar
After - Digital Lifestyle
@ravenchai 24
ACCEPTANCE STAGE
• Story telling and celebrate success• Get business stakeholders involved in research and/or design work
• Balance between quick wins and long term strategic goals
Share project sponsors’ goals and KPIsCollaborative design processDirect access to team members at all levels
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai 25
PART 2 - THE EMERGENCE OF OCBC BANK
Banking Services ♦ Private Banking ♦ Insurance ♦ Asset Management ♦ Stockbroking
Reference: http://www.ocbc.com
@ravenchai 26
CUSTOMER EXPERIENCE TEAM
@ravenchai 27
CREATING NEW BANKING EXPERIENCES
SpeciJically for Gen Y based on in-‐depth customer research and design thinking methodology
@ravenchai 28
HAVING A SAY IN MANAGEMENT TEAM
David McQuillenGroup Customer ExperienceMr David McQuillen joined OCBC in January 2010 as Senior Vice President and Head of Group Customer Experience.
Reference: http://www.youtube.com/watch?v=S1F-QxhGGBE + https://vimeo.com/45742142
@ravenchai 29
DESIGN PRACTITIONER MAKING PRODUCT DECISIONSBojan BlecicVP and Head Experience Design
@ravenchai 30
MY CURRENT EXPERIENCE WORKING WITH OCBC CX TEAM
@ravenchai 31
PARTNERSHIP STAGE
• Problem solving as a team from different BUs• Consensus building• Senior executives are involved in negotiation• UX workshops are mandatory for all stakeholders
Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html
@ravenchai 32
Skepticism• Addressing their pain points• Take up the challenges
Curiosity
• Help to achieve quick wins• Be adaptive and flexible• Shows value in project management• Do UX work in stealth mode
Acceptance• Story telling and celebrate success• Get business stakeholders involved in research and/or design work• Balance between quick wins and long term strategic goals
Partnership
• Problem solving as a team from different BUs• Consensus building• Senior executives are involved in negotiation• UX workshops are mandatory for all stakeholders
SUMMARY RECAP
@ravenchai 33
WHAT ARE THE MAJOR TRIGGERS?
@ravenchai 34
”Businesses are extremely competitive, the need to differentiate your services is
greater than ever”
Reference: http://www.weforum.org/issues/global-competitiveness
COMPETITIVE ENVIRONMENT
@ravenchai 35
To turn Singapore into a leading centre for contemporary design in Asia.Extracts from of,icial report, The “Design Singapore” Initiative
ECONOMIC FOCUS
@ravenchai
INCREASING GROUND-UP INITIATIVES
36
FocusBefore 1995
Industrial Design
Architectural, Industrial Design, Product Manufacturing
2001
Web Programming
Programming,Graphic Design,Interactive Web
2007
Usability Engineering
Testing,Evaluation
2012
Experience Design
Multi-‐Channel Design
Interaction Design
Service Design
@ravenchai
EVOLUTION OF DESIGN IN SINGAPORE
37
@ravenchai 38
CURATION FROM UXPA ASIA TEAM
Another good reference: http://uxmatters.com/mt/archives/2012/03/soft-skills-for-ux-designers.php
@ravenchai 39
1. GET BUY-IN FROM SENIOR MANAGEMENT
2. INVOLVE YOUR STAKEHOLDERS IN DESIGN PROCESSES
3. COLLABORATE WITH INTERNAL & EXTERNAL DESIGN
PRACTITIONERS
4. MAINTAIN A LEARNER’S MIND AND ADAPT TO RAPID CHANGES
ROAD TO DESIGN-CENTRIC CULTURE
Reference: http://www.fastcompany.com/52831/creating-design-centric-culture
40
屢戰屢敗
屢敗屢戰
永不言棄
致死方休
@ravenchai
”I can accept failure, but I can’t accept not trying”-- Michael Jordan