Jared Spool | Beyond The UX Tipping Point | UI Special, CSS Day 2019

[Applause] hi I'm internet sensation and teen heartthrob Jarrettsville and yes indeed I did design the six keys above the inverted T arrow sit it someone was there I mean someone had to do it it was like you you do it like okay I was there but that's not what I want to talk about well I actually want to talk about is if we were to think of measuring user experience in terms of how much a company is willing to invest in user experience the the project that would probably just zoom past everybody else was a project put together by the Disney Corporation it was this the Disney Magic Band and this project was basically a billion dollar investment on Disney's part and what made it so sophisticated was what it could do right so a just getting these magic bands was was amazing and and you you order them way in advance of going to the theme parks these things only work is a wearable that only works in three places on the planet Florida California and Shanghai and you order them when you schedule your your visit and they show up a few weeks before you get there in this beautiful box with Disney characters on it each band has been personalized and identified and inside the banned itself are is a pap foa technology including three different radio transmitters gps a low-energy Bluetooth and NFC and using this it gives you all sorts of magical abilities right you can magically get into your hotel room by just putting the band up to the door you can magically get VIP status on any of the rides that are at the park you can magically just wave your arm and pay for things even on purpose and one of the most magical things about it my favorite little thing is that if it's your kid's birthday and this is a common scenario at Disney that people go there on their kid's birthday if it's your kid's birthday the GPS unit will help their favorite character hunt them down in the park and wish them a happy birthday okay it's a little creepy but it's cool if Ober has taught us anything it's that creepy and cool can be simultaneously present in a product the thing about the Magic Band that most astonishes me more than anything else about the Magic Band is that it came from Disney and that's because in 1997 when we first started working with Disney's digital stuff one of the first things we worked with were the products of Disney Parks and Resorts the same team that put out the Magic Man and in 1997 this was their best work in addition to not being the most aesthetically pleasing thing you've probably ever set eyes on it in fact didn't work very well it was highly unusable in fact it was so unusable that back in the 90s when we were and 2000s when we were basically spending our time training people how to conduct use a research like usability test like we've talked about several times today it turns out that that if you want to train people on usability testing techniques the best way to do it is to put something unusable in front of them and have them moderate a session so we would actually use this website as our test session and and it it delivered great gifts one of the tasks that I was particularly pleased with was was a task that involved a a a mother of a child who the child loved trains and the mom loved Disney and so she thought how cool would it be if we brought the kid to Disney and we stayed at one of the hotels that are on the little monorail system that runs around the parks and that way every morning we could add on our way to wherever we're going we would have to take the train to be able to take it and so she really wanted to know what the least expensive hotel that was on that monorail system was so we turned that into one of our test tests and the task read what is Walt Disney world's least expensive hotel that is on the monorail now it turns out if you know anything about Disney World there are three hotels that are on the monorail the Contemporary Resort the Grand Floridian and the Polynesian Resort of those three two of them are wicked ass expensive and the last one is the Polynesian and so that's the answer all that our participants had to figure out that they wanted to stay at the at the Polynesian and we would set them down in front of the machine and we would ask them this question and they would click away and what was fascinating about it was that only one out of every ten participants who we put in front of this would actually be able to complete this task nine out of ten folks would fail but what was even more fascinating to us was that of those nine out of ten two out of that ten would actually choose a hotel in Disneyland instead of Disneyworld now for those of you not familiar with the Disney Empire there are many many things that distinguish Disneyland from Disneyworld probably the most prominent of those things is that they are five thousand kilometers apart now this is okay this is exactly the type of thing this is one of the things that made this task so desirable to our training because what we need to do is we need to train people to have follow-up questions because one things you want to do when a usability test you want to figure out well is it that they just prefer California to Florida or is it that they just don't understand which park they're in do they not know the difference between Disney World and Disneyland I mean these are important questions to get answered because the way we design the solution to it is going to be different depending on what the answer is so we would train the moderators to ask questions like so from the hotel you picked could you ride the monorail to Epcot Center and the participant in the study would inevitably turn back to their machine and they would type away and click on things and and then turn back to the moderator and they go yes yes you can now again if you're not familiar with how Disney works the monorail is a six car train with no driver no restrooms and it moves at about 45 km/h so that's a 55,000 kilometer journey you're gonna go in with no bathroom so a few years later I got to tell you this a few years later I'm talking about this phenomena at a conference and I'm give the talk and I'm packing up after the talk and this person comes up to the stage and she's wearing a badge it says Walt Disney Parks and Resorts and she says can I tell you something Mike sure says you can't tell anyone like okay she says you know that thing about people choosing the wrong hotel happens all the time so I do some research I come to find out that the parks and resorts team they reserved a block of rooms in case someone shows up at the wrong theme park with reservations for the other side of the country and this is how Disney thinks right Disney thinks that your vacation should not be ruined because of this mistake so they actually are prepared they have a and and you know it gets better when it is the most busiest time when all the hotel rooms are sold out they still keep that block they could sell it for a ton of money but Disney is so customer focused so customer service oriented that that they will keep that block of rooms just in case someone shows up with the wrong hotel so now think about this keep a constant inventory of highly valuable highly expensive hotel rooms because it is much easier to do that than to fix the website and that's where Disney was in 1997 and here we are in 2014 and Disney puts out a magic band a piece of technology that is so advanced so thoughtful that it just blew away the entire market and the rest of the world's been sore staring at it and that billion dollar investment that paid off in West in a year less than a year they made that money back that's how intense this was and they were able to do that so this is the question how does a team go from holding rooms because it's cheaper than fixing the website to actually investing a billion dollars and making it back in a year on the world's most expensive user experience project that's the question that's most interesting to me and to answer that question we have to understand how people understand things to think about it we want to sort of start with learning something right when any of us learns anything you know learning to cook learning to play an instrument making gyoza any of these things it turns out that we all start sort of in the same place a place that's called unconscious incompetence and unconscious incompetence means that we're not very good at doing this of course we're not we just started it makes sense that we're not good at doing this there's no shame in that but that's the incompetence part we also don't know we're not very good at it that's the unconscious part because we don't really know the difference between good and bad when it comes to this stuff we're putting stuff together and we're making it it's a meal and we serve it to somebody or we pick up an instrument and we play some music as far as we can tell this is awesome we couldn't do this before we can do this now this is amazing right and this is the stage of unconscious incompetence and some people stay here very long and some people have friends and it's usually a friend who sort of tells you please stop don't do this anymore and at that point we progress to another stage the next stage is that of conscious incompetence and conscious incompetence we are now thinking in terms of the fact that we still aren't any good we still can't cook anything but now because our friend told us about this we know the difference between good and bad and we know that the stuff we're producing is pretty bad so in this stage a lot of people give up I mean it's a very sad stage right to realize that all this stuff you thought was great suddenly it's pretty bad it's sad the previous stage very blissful very happy this stage not so happy so we get to this stage and most people give up they just right now just like I'm done I can't do this I'm not gonna be Otis I can't cook I can't play an instrument I'm I'm not a good designer they just give up but some people persist and those that the persist they learn the basics the way everybody else who learned to cook or to learn a language or learn an instrument learn they just learn the rudiments the scales they were in the basic lessons they can play simple songs they and they over time they get good at it by just practicing and producing better and better outcomes each time and that stage then transitions to becoming conscious competence we're now able to produce good outcomes if we sit and think about it all the time if we think about every note we play or every ingredient we put into the recipe we can get good at it and this can continue forever for people but there are some people who one day just notice that suddenly they were able to make something or say something or play something without having the music in front of them or without having the recipe in front of them and it worked they just got enough experience enough practice that they were able to produce good stuff and at that point they become unconsciously competent unconscious competence is when you can walk into the situation and you can figure out exactly what you want to do without having to have a pre-printed recipe to pull this off so that's unconscious competence and Disney for sure started at unconscious incompetence they didn't know how bad they were and when they ship the magic day and they definitely were conscious unconscious competence now we can think of this this path as a series of journeys the first journey is going from unconscious incompetence to conscious incompetence and that's a journey of literacy in this notion of literacy we are learning the difference between good and bad we're learning what makes a good meal what makes a bad meal and we're just beginning to understand when we transition from conscious and competence to conscious competence we are actually becoming fluent you know if we're talking about a language we're learning the grammar we're learning the words we can listen to a sentence and actually parse it in our head and then reply in a language in the same language then it makes sense and we're we're getting that notion of fluency and going from conscious competence to unconscious competence well that's mastery when we talk about mastering our craft this is what we're talking about we're talking about that last transition that last journey from conscious competence where we're follow the procedures to actually being able to improvise and get good results to really explain Disney though this the problem is that this is about individuals is about you and I in each person in the world we really need to talk about an organization and the path that an organization takes looks a little different the past that an organization takes is still a growth path but it starts with from a UX design perspective with the organization just having no clue that UX design is even a thing we call that the dark ages and in the dark ages UX designers don't exist in their world users don't exist in their world they are so focused on just getting something shipped that technically works and meets whatever the business requirements are that that's that takes everything that takes all of their energy now what happens and this happens more and more is that an individual that they hire often a fairly low-level individual gets hired who know somebody who is not or know something about users and UX and they say you know what this thing worth that I'm working on this one project we can make this good and they ship something that's actually decent and that's what we call spot UX design and it's because throughout the organization there are little spots of folks who do this and suddenly the design start to appear but it never really catches on a release goes out people go oh that's really cool we should do more of that and then they go back to doing what they've always done and nothing really changes any organization eventually that person quits and go someplace where they're appreciated just saying but there's an inflection point that does happen in organizations and that inflection point happens when some executive realizes that you know this UX thing this is important to us we need to start making some investment here we need to start doing this why don't we get us some of them designer types and put them in the in the designer cave and then we will get a manager and make them to design manager and or maybe we could just promote one of the designers that they know what they do and and suddenly we have what we call UX design as a service this is basically an internal agency that is doing the design work and it is serving the rest of the organization going from team to team to team trying to deliver as much user experience design as they can initially spending all their time just convincing people to to hire them and then once they get people to start doing that and those teams start to see value there now in this place where they can take it further and so that's this and for the longest time we thought this was the goal the goal was to build this team to get that manager senior enough that they get a seat at the table there's a table and you're supposed to have a seat at it it's a Herman Miller chair I believe and and and the goal is to is to sit at that table and and you know butterflies emerge I don't know and so the that was what we thought the goal was but it turns out there's another inflection point and it's a sort of strange inflection point it happens when one of the teams that you're working with gets really pissed off at that central service because they can't get enough of the designers turns out that the design as a service is always running like an agency and as a result they're always switching people in and out and and they have to work with multiple teams at once because they never have enough people to do the whole job and so the problem that they have is is that the team which is suddenly realizing that design is really valuable is finding that the designer is not there too much of the time or they have someone new they have to bring in and train up and they're losing all this valuable effort so someone says you know what we need to get us our own designer let's make that happen and they go off and they do that and that stage is what we call embedded UX design and then embedded UX design is when these teams demand that they have their own designer and they go off in hire one and now they've got their own designer who reports to the team's management not the head of not the design management and they are thinking about multiple releases and you have coherency and cohesion across different things and and they're really right there working on the problem 24/7 and for the longest time we thought this was the best we could do I mean if we could get a designer in every team in the organization how cool would that be so we thought this was art our peak this would be it and then we started to notice that there was another inflection point and that inflection point came when people who were not the designer product manager developer they started to make design decisions well actually they've been making design decisions all along but their design decisions actually started to produce good results right up until this point they would make a design decision and then designer gone oh no no no no let me redo that for you right but now they would produce and stuff is like yeah that's pretty good keep do more of that and suddenly suddenly we are now in the next stage which we call infused UX design and infused UX design is when non designers on the team are making good smart design decisions to selves they have become fluent in their own design skills and when this happens suddenly the designers on the team can start working on the harder problems and things get better the products that are delivered are better products so if we look at this we can definitely say that in 1997 parks and resorts was definitely in the dark ages they really had no clue they just wanted to get a system that allowed reservations to happen to show up on the screen that was everything the fact that nine out of ten people ended up calling the 800 number that didn't matter to them in fact they were paying the 800 number the toll-free number people Commission so as far as they were concerned it was a win-win for everybody and that was how they were thinking about it but in 2014 in order to produce the Magic Man they had to be infused UX design everybody had to understand design the people who were label laying the cables in the parks the people who were putting in the point-of-sale systems the people who were in charge of creating the system that controlled who got access to what hotel room all of those people had to understand what this project was and how it worked and what great design was that's the only way they could ship it so this is a 17-year process if you're looking at this chart and you're putting yourself somewhere here you're saying I think our organization is here and you've been at this for less than 17 years you're a head of Disney good work keep it up keep pushing that's good now here's the thing I say that Disney is that infused UX design I say that in 1997 they were in the dark ages but that's actually not an accurate way to talk about this and the reason is is that an organization can't be at a place in this in this maturity model and that's because organizations are in essence made up of teams and each team occupies its own place in the maturity model so when we think of teams across an organization some of them are going to get it some of them are going to understand what good design is and other ones they're going to still be in the dark ages and so we have to tackle this on a team by team basis but it actually is a little harder than that because in order to determine where a team is we had to figure out how to measure that and what we realized was that the way to do that was to deal with another fact which is the teams well they're made of people it's like Soylent Green they're made of people hate to break it to you but your teams are made of people and not just any people they're made of influencers worst kind of people people who want to have a say in everything right so it's not just the designers on the team that we have to measure we have to measure what the developers and the product managers know because they influence the design the experience that the user has we have to measure what the people in compliance and regulatory know or the general managers know because they're making policies that affect the user's experience we have to we have to measure what the executives know because you know when the executives come in and they do what we call the technical name is the Siegel maneuver the Siegel maneuver is when they swoop in to your project poop all over your ideas and swoop out also known as the executive poop and swoop when the executives do that poop and swoop thing they're making design decisions that effect user experience and if they don't understand design and how it's done they will slow you down and so that's the thing we we would love to be able to say okay the best you know give the team a better designer and their maturity will go up but unfortunately that's not how it works right it turns out that it's not even the average of the team's understanding of design it's the understanding of the least mature person the most immature person on the team that is the person we have to look at and you've all been in this situation where you understand design other folks around you understand design and then that product manager developer who has a lot of influence so that I don't understand and you end up having to spend so much time trying to convince them and most the time you don't and you end up shipping something that's less than desirable and it makes sense right if I'm a product manager and I'm faced with figuring out whether I choose this option or that option and this option is poorly designed but it's going to ship faster and that option is better designed but it's going to ship slower and I can't tell the difference in design all I'm seeing is ship slower Swift ship faster of course I'm gonna pick ship faster who wouldn't that's what they will do it's until they are literate in good and bad design that they will ever be able to see the design makes a difference there are unconsciously incompetent and that's hurting our work so it turns out that our job as design leaders becomes to get people to level up to get the entire team up particularly that least mature influencer if we can get them to be fluent we can do many many more things in 1953 Honeywell introduced a product that changed the way we thought about consumer products and interestingly enough it was a thermostat the H model thermostat to be specific you guys have thermostats here right okay just check it I was in Iceland I showed this picture there like I don't know what that is we live on volcanoes they heat our house we want to change the temperature we open a window so Honeywell delivered this product this product was designed by a guy named Henry Dreyfuss Honeywell had hired Henry and his team in and they did all the designer II things they they created prototypes and they did user research and they studied what made work and they created you know hundreds of different working models of this thing they tested them with with different people and they came up with this thing and this thing took over the world this was this was the thermostat that everybody had in their house for decades and it was the market leader in thermostats it to raise them billions and billions of dollars of revenue and it simply just turned the dial to make it warmer turn the dial the other way to make it cooler it solved all the problems that was it and it remained sort of the king of thermostats until 2011 when the nest came out I don't know if you know this but there's actually I had to prepare for this talk here in Amsterdam and there's actually an EU regulation now that says that if you give a talk on design you are supposed to mention the nest I unlike the other speakers and in compliance now I don't actually really want to talk about the nest that much because it's not that interesting fact I personally I don't like the device it's not always that reliable to me it's sort of like having the Eye of Sauron in your house and you know it's creepy but it's cool but here's the thing the thing that interests me about the nest is not the nest it's actually honey well why didn't honey well come up with the nest they were absolutely the market leader how come they did not do that and to talk about that we have to we have one more maturity model we have to talk about here and that's the maturity model of markets it's actually independent from companies and individuals and in the maturity market of markets we start with technology technology is the you know whenever a new product comes out it's just that it can do the thing is cool right this is the Motorola StarTAC this thing cost about what 3000 euros and it weighed four kilos and you had to shout in it to make it work but it worked it did what it was supposed to do and it was the only one of its kind and so you know if you wanted to talk on this thing you had to buy two and and then you know give the other one to the person you want to talk to you'll run over give it to them then run across the room said I'm calling you and that's how that's how this they worked and this was the thing but then eventually Motorola had competitors and suddenly competitors now drive us to a new stage which is we're focused on features and in this war of features it's always about who has the most features who has the least features right you can always tell you're in this stage because whenever they market the product they have this chart this this little Chardin your thing and across the top of the different products you and your competitor down the side are all the features and under yours it says yes yes yes yes yes yes yes and under there so it says no no no sometimes no no no no and that that's you know the the war features and that but what happens is eventually there are they're the products come out there are features nobody cares about right it's just like I don't care about this anymore this is how Microsoft gave us the paperclip and suddenly there are just features that nobody cares about at that point it becomes about the experience give me something that actually does the job right just about the time that the iPhone came out people were complaining all the time I just want a phone that makes phone calls I don't need all these things and when the first version the iPhone came out it was actually really sort of dampened down in terms of the features it had right remember you couldn't use video there was no video capability you couldn't use 4G it was it was 3G or less or edge I think at the time and and you couldn't you couldn't send pictures and SMS messages I mean there were so many things that couldn't do that today's products do but it did what it did very well it was a great experience and as a result it sold quite well and that's how the this process works we go technology features experience now there's there's a bigger thing which is when suddenly the thing that you buy the product for actually gets subsumed by a bigger experience right and that's happened with the iPhone nobody buys the iPhone to make calls anymore in fact there's an entire generation of people that we have bred on this planet who hate making phone calls on the phone they hate talking on the phone and yet they all have phones right and instead it's this bigger thing and at that stage we get into the commodity stage this stages is so crazy and what it is is that is that you know you don't even realize what's a piece of something else so for example American Airlines was just in this big lawsuit with a company you may know of called gogo in-flight they make the Wi-Fi on American Airlines planes an American was suing them because they had signed this ten-year contract and halfway through it go-go Wi-Fi was was so bad that Americans customers were saying you know we're booking on other flights because the Wi-Fi on this thing is too bad and so they were they were actually transferring to other airlines to be able to do their work on the plane and so American took him to court the judge laughed them out of court saying who the hell signs a 10-year contract for Wi-Fi and threw the thing out of court gogo and American have made up go goes now installing better hardware but the fact is is is that who thought Wi-Fi was the most important part of a plane right well for American this was the case so these are the stages if we want to think in terms of experience and commodity we have to take into account that the only way organizations can get there is they have to be infused UX design so if our goal is to own that market and really be the ones who change what's going on we have to get our teams to being infused UX design that's the business case but I still haven't answered the question I still haven't answered the question how come Honeywell was the first was intent and asked I mean they should have been if we look at their progress we can see it right they came out with the H model and then they produced a bunch of products that had features like programmable thermostats but these never took off they were hard to use no one could figure them out they were very complicated and they thought well there's no market in programmable things for the home people won't buy it and then the Ness comes out and they just completely missed the market they just they just didn't see it coming but there's another reason it's actually much bigger if we look at the other maturity model which is the organizational one the H model was definitively spot UX design henry dreyfuss when they hired and was the only designer at Honeywell nobody else understood design when he left nobody at Honeywell new design he took his team with him and then henry dreyfuss did what all great designers eventually do he died no seriously if you become a great designer you will die too trust me it happens I've been in this business since you were before you were born I know we've established this page up page down insert delete the nest on the other hand the nest team started at infused UX design that's where they began they had a design UX design culture built in from the very beginning so they had an advantage that Honeywell did not have now there are those who will argue that Honeywell didn't care that Honeywell is a big business that thermostats were actually a very small part of the very large business I mean they sell industrial equipment and all sorts of different types of machinery this is just peanuts in their revenue stream peanuts peanuts and how much is a peanut worth well Google paid 3.2 billion dollars for peanuts I'm pretty sure that nests investors would think twice about peanuts at that price tag or Honeywell's investors but here's the deal we couldn't figure out at first how nest pulled this off because we had been under the belief that you had to go through all the stages every other company we'd ever studied went through all the stages how was it that nest was able to just start at being design infused we thought well maybe it's because they're a start-up and our first theory was this theory that that startups just can sort of pick where they are we called it the the stem cell theory embryonic stem cells when they first start the the the their job is to just reproduce right so their job as a cell is to only make other cells and they make as many as they can really fast but then it but then they don't die off this is the crazy thing about stem cells they in other cases when a cell is done doing its job it dies but stem cells don't die they actually become a different cell in the human body stem cells will sometimes become liver cells some of them will become colon cells some will become stomach cells and so they actually change purpose and we thought well maybe that's what happens with startups maybe when startups are really small really really small they can do anything and then they reach some certain size and they start to change and they have to pick one of these things and nests just happened to pick infused UX design and we thought this theory the stem cell theory actually worked because we had lots of evidence in the organizations we were dealing with that startups often act like colons but it turns out it was much simpler than that it wasn't this convoluted transitioning mutation thing it turns out it was actually very simple the reason nest was able to pull this off was that they they were able through their owner the guy who founded them was Tony Fadell Tony Fadell was the designer at Apple who created the iPod the iPhone and the iPad and Tony Fadell when he started Nast did what startup founders often do he poached his old team from so he got the people who knew how to design this stuff who he had trained who they had all trained together they all became designed and fused together as a team and then as they hired more people they were able to get more folks and as a result they they were very conscious and they would only hire people who understood design even if you just wanted a job in accounting you had to understand design because that's how they thought and so they made sure that everybody in the organization was at least fluent in design Honeywell on the other case was a big company with thousands of employees most of whom knew nothing about design and as a result they were not designed infused so Honeywell faced a challenge right they could either fire everybody and hire only people who are design infused or they could train everybody that was their choice really and that's what caused them to happen okay one more thing on this mature one more inflection point turns out there is an inflection point that what happens when a organization gets to being pretty mature they still have to deal with one problem see before this point a product is good enough to ship as long as it works technically and it meets the business needs if the design isn't ideal that's okay we'll fix it in the next release and that's all we say right oh we'll fix that in the next release for the longest time I thought Microsoft's tagline was we'll fix that in the next release but some companies get past this and that inflection point is what we call the UX tipping point and what happens after that is that suddenly the company will only ship the product if it works technic meets the business needs and is delightfully designed this is the UX tipping point the Disney magic band was two years late two years earlier it was partially working you could use it to unlock hotel room doors I had other minor functionality that worked but they didn't ship it they kept it and this billion dollar project the most expensive project that Disney had ever had let alone anybody else was under incredible scrutiny by the board members by the chairman of the board Michael Eisner all of these folks the product managers were getting calls every day for Michael Eisner saying is it done yet and they'd say no it's not ready yet okay keep doing what you're doing I'll call you tomorrow and uh and that was it that was the tipping point right they had gotten to that point and that's where we have to get to that's what we're shooting for so quickly just some ways we can do that Dan Moll who's Brad had mentioned earlier gave me this idea of this notion of a design process right dan says the design process we think of like a Newton's pendulum we pick it up and we let it go and it's supposed to just keep going just supposed to take off and we fixate on process we talk about process we show our process we ask interview candidates what's your process as if we're going to let them use it we're not even going to let them use our process because this does not work design processes don't work because they can't possibly operate the same every time because there are too many conditions that happen this is a sports ball pitch and when the sports ball team comes running on to the football rink or the basketball field they don't come with a Gantt chart that lays out exactly which player will do what at what point Harold I'd like you to score it exactly four minutes and 42 seconds into the second quarter because that's when you score it in the last game and that worked really well could you do that again please right instead they have to be dynamic they have to change with the situation on the field they have to take into account the strengths and weaknesses of their opponent their own strengths and weaknesses the conditions of the field what's happening during the game the injured list all of these different things and as a result they have to put together this set of understanding of what they're going to do in every situation and be able to change dynamically and we call that plays and it turns out that we can think of plays as this these things we do depending on the situation and we've identified more than a hundred and thirty plays that teams have used organizations have used to get more and more mature and we can actually categorize these plays by where they are in the maturity model some plays you do for literacy some plays you do for fluency and we can start to look at this and there's a hundred and thirty of these things this is just a small sample of the place but there's a tremendous amount of them so for example here's one play this is we call immersive exposure and we've talked today a bunch about getting out meeting your users this is taking this to an extreme right this is making sure that everybody gets a chance to meet users and the thing about this particular play is that it changes the way teams work in a dramatic way what happens is is that they start to see the difference between good and bad because they can think that their product is good but it's they put it out there and they see the hell that we put our users through and they're like oh that's not good and they have to fix it usability test which we've talked about is a good start that's a great place to begin but what's even better is getting out into the field meeting those customers seeing what's going and what we've noticed is is that if we can get each influencer out for at least two hours every six weeks to meet with somebody it doesn't have to be two hours of one person it can be 15-minute eight you know eight sessions of fifteen minutes across the six weeks if we can do that suddenly we are able to produce fantastic results and you see a dramatic change in the quality so if that's all you do you get this huge change and you can do things like sort of just keep simple track of what's going on we can take a you know a story as we've talked about right this idea that we take the series of events that happens to the user and we can put it on a scale of frustration to delight and then we can map that saying okay that part was delightful but the next part was frustrating and from there and there and there and there that's one so that's immersive exposure another one is shared experience vision this one helps us see beyond just what's happening today into the future and this teaches us both literacy and fluency and what this is you can think of this as answering the question five years from now what will the experience be like we not just found out what the experience is like today what do we want the experience to be like five years from now and we can think of this as basically a flag in the sand that everybody can see but it's gonna take us five years to get there and we just take baby steps the whole way how do we figure out what that flag should be well we go back to our journey map and we ask the question what if we made it delightful all the way across if we made it delightful all the way across what would that story be what would that be like how would that be different from today that becomes our vision and then the last one I want to tell you about is this idea of a culture of continuous learning in the culture of continuous learning what we're doing is we're building all the way to mastery because we're always learning we're always thinking about learning and we're admitting that we're learning now we fetishize failure we're always talking about you have to learn from failure you have to fail a lot you have to have lots of failures to learn anything can't wear anything if you don't fail you know move fast break things I don't believe any of this this is awful right nobody wants to be called into the CEOs office and be asked why did we fail right well sir we thought that it's the only way we could learn so we planned to fail in this project and because we know that you needed to learn we decided to make it obvious so we made it really big no no the question we want to answer is what did we learn right we shouldn't fetta sighs failure we should fetta sighs learning trust me on this right I know lots of people who seem to continually fail and they never seem to learn a thing and really the best people to have in your life are the people who learn things every day and they do it without having to fail all the time right so that's what we want and we do this in simple ways right many of you do stand-ups we do this at our place with our students at the school we have to say this sort of standard questions what you do since the last standup what're you gonna do for the next standup what's your biggest blockers but then what we do is we ask a question right we ask what is the most important thing you've learned and how will it change what you do in the future and it turns out that that question changes everything because every day you have to sit back and think about well what did I learn yesterday what will it change that I do and when everybody in the organization product manager CEOs all these people are standing up and saying well yesterday I learned this and it will change in the future this is something I didn't know two days ago I learned it yesterday it creates a culture culture doesn't change in big ways culture changes in tiny little ways all the time and if we're going to change our culture to truly make it a learning culture we have to have lots of reflection lots of time to sit back and think what was it we just learned so these are it this is this is it these are the three biggest plays out of the 130 if you just need three these three things you would see remarkable improvement in your organization there are 127 more but but these three are good start if you did this you too could create a product that is so cool that a six-year-old could walk up to what's called the magic Mickey hold up her wristband to it it makes this little whirring sound that's really sort of cute and then within moments all of the employees they call them cast members all the cast members for Disney they're standing within about a two and a half three meter radius of that magic Mickey turn around look at the kid and say happy birthday Angela okay it's a little creepy but it's cool that's what we're after and that's what I came to talk to you about so just to recap here we've got to get our teams from unconscious and competence at least up to conscious competence and we have to do that by moving our organization all the way through from UX as a service to embedded UX design to finally infused UX design and to do that we're going to need a playbook some thing filled with plays that are specific to our teams specific to our organization that is going to help them get there now I just want to tell you about this turns out that we run workshops to help teams build their play books you don't have to do it this way but if you want our help to do it you can come we do them in Chattanooga Tennessee which is a lovely lovely part of the world and we do it in Manchester which is also a lovely part of the world and in this in this workshop we we help folks build their own play books so if you're interested in that check out the websites playbook uiu dot-com and finally if you're interested in this topic I write a lot on this topic in fact in the next few weeks we're launching a new newsletter just on strategy and so if you were interested in this you will love the newsletter articles about all the things I talked about here and more so you can sign up for that at uie comm you can find me if we if if we're not connected on on LinkedIn please by all means connecting me on LinkedIn it's a great way for me to talk to you say hi I'll say hi back tell me what your big challenges are we can talk about it I'm really interested and then finally you can follow me on the Twitter's where I tweet about design design experience design education and the amazing customer service habits of the airline industry ladies and gentlemen thank you very much for encouraging my behavior [Applause]

Channel: Web Conferences Amsterdam

Views: 4,608

Rating: 5 out of 5

Keywords: ux, design, business, teams, products, ux design

Id: I0MC5Aa_mG4

Length: 58min 32sec (3512 seconds)

Published: Mon Jun 17 2019