IBM has a strong pedigree in design and at many points designers have occupied a central and foundational role in the organization. Recently, IBM has embarked on a massive transformation focused on integrating design and user experience practice back into the core of everything the company does. This is the largest such transformation ever attempted and the very scale of IBM as an organization means that it can't help but have major impact in the world of design. For example, the current trajectory will make IBM one of the 5 largest design organizations in the world in the next 4-5 years. As we all know, this kind of change isn't easy. But the team leading the initiative at IBM is having a lot of early success. In this session, you'll get a peek into the inner workings of the initiative, including an overview of the key parts (from hiring to process change to culture change), early successes, and lessons learned. The session will focus specifically on ways to deliver change and experience excellence across the organization as well as how to build and grow a high-performing teams that works across channels and the organization.
Change in an organization is really hard. This is especially true when a company that was once on the forefront of innovation finds itself having lost that luster through its own growth & success. The last couple of years there has been a transformation happening at PayPal that is touching every part of the organization to make it innovative again. At the heart of this change is a new, close partnership between design and engineering. Can your organization be changed? From Bill’s experience at Yahoo!, Netflix, PayPal and consulting with numerous companies he believes there are some core principles you can employ to drive transformation that are all centered around the customer. The question Bill will explore is “How can design be the catalyst for that change?” While this talk will be inspirational, it will take an honest (and humorous) look at what has worked and what hasn’t worked so well in trying to scale change.
Don’t Forget the Humans (UX – 2010) explored the magic of being an internal design team. With success comes, new challenges and expectations. Sophisticated leaders are asking to democratize design and innovation. They are asking for deeper insight into gnarly challenges. They are asking to apply the design facilitation skill to meetings at large. And the list grows. Just exactly what do we want to be in our teenage years? We don’t know! But we hear the clamor, “Don’t Forget the Organization!”
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Every time we are threatened, or perceive a threat, a cascade of hormones floods our brain and body. Modern neuroscience is discovering there is an equally powerful physiological and psychological drive to bring our stress reactivity back to normal. This drive to maintain equilibrium is allostasis and is at the heart of a neuroscientific definition of resilience. From a neuroscientific perspective, resilience is any factor that enhances allostasis, which gets our physiological and psychological systems back to baseline. Galen will explore the five core elements to resilience and how each of these are being shown empirically to help our body and brain to get our allostasis on, to build resilience. The implications for the design community are pervasive and substantive. There is the potential to build strength in most every experience you have or create with a person.
The ability to manage company culture in today’s rapidly changing workplace is the difference between industry leaders and losers. Because employee engagement is more important than ever before, managers must learn how to effectively lead and build robust cultures of their own. More than the overarching culture of a business, managers are in the unique position to build micro-cultures that strengthen their team’s performance and support their organization. But in a world where leadership teams are not all created equally, how can supervisors assess and manage culture in a way that’s effective and measurable? Based on Maslow's hierarchy of needs, a psychological theory used to assess motivation, the 5 Ps of Engagement is a culture management tool you can use to discover your unique formula for success. Each touchstone — package, potential, people, purpose, and perception — relates to the cumulative needs of employees, from the physical to the aspirational. In this talk, Josh addresses how managers can use the 5 Ps as a culture control panel to effect change on both micro and macro scales. Using real-world examples from organizations whose managers double as culture liaisons between employees and leadership, we will discuss how managers can easily put this theoretical framework into place to move their organization’s culture forward.
Most companies, in many ways, look alike. Organizational models haven’t changed much in the last century, but how we work, communicate, and relate to each other has. What if we applied emerging design principles to the experience of working at our companies?
After years of client services, I moved in-house to re-focus on serving a community I, not only admired, but was a part of (web designers and developers). As a long time customer and evangelist, I took over as creative director at web hosting company (mt) Media Temple. My initial overall objective was to refresh a beloved brand with an already strong iconic visual design. This is the story of my journey, from how I worked with our leadership to form a modern design team to the UX challenges we had to overcome across all touch points. It's a story of building cultures, making mistakes and achieving success. It's a story of how it all came down to taking a “social first” approach to make our brand story resonate with people (from our customers to our employees) and re-shaping our design and user experience philosophy accordingly.
Customer Experience is now accepted as a key driver for business growth, regardless of industry. This view is supported by research showing that customer experience leaders have significantly, consistently out-performed the S&P 500 in recent years — but understanding the value of customer experience and transcending engrained organizational processes that hinder it are different matters. Digital strategy has unleashed new, creative ways to engage customers throughout every step of their journey; it's now time to consider the strategic role community plays in harnessing the value of digital interactions to inform long-term customer relationship and loyalty goals. Wendy Lea, Get Satisfaction CEO, will discuss the value companies can bring to their customers by building interdependence between customers experience, customer relationship, and community.
Designing systems that truly change individual and organizational behavior over the long-term and lead to lasting, sustainable results is the ultimate challenge for experience designers and is the sole focus of the Habit Design™ research cooperative. Instead of relying on motivational approaches that try (and often fail) to increase willpower, winning behavior-change solutions train groups to practice small, positive, sustainable daily habits that become routinized and eventually institutionalized. Presented publicly for the first time, this session will introduce new research that identifies some best practices of over 500 companies and organizations that have applied successful Habit Design methodologies. After the session, you will be able to apply clinically tested, evidence-based behavioral science and techniques for designing behavior-change systems that create sustainable, daily habits.
To create successful products, Agile needs to synergistically incorporate UX design with software development. This session in the story of the UX team’s journey of building and implementing a common user experience including a UI platform, user centered design process, flows and best practices. Today this common UX platform is getting increased adoption by the HP Enterprise Management tools. This session is focused on the UX vision and pragmatic practice to achieve a common user experience across products.
A focus on customer experience is crucial to the success of any organization - so why is it still so few organizations dedicate people and teams to improving this daily? A focus on experience design and execution will make your customers come back again & again - there is real business value to focusing on experience! On average, an industry’s customer loyalty leader outgrows its competitors by a factor greater than two times. But how do you make the case to have customer experience be a key role, business strategy and discipline, whether you’re a start-up or Fortune company? Lesley made the strong case at Zipcar to create a team solely focused on the member experience. In this session, she will explain why this change was a necessity, her approach, the evolution of her team and their skills, and the various challenges faced when trying to get a company with a complex service ecosystem of people, technology and operations to put the customer experience first in all they do and the decisions they make. This session is the “HOW” and “WHY” of building experience-focused teams and organizations and will help a team of 1 or 20 organize to make customer experience a catalyst for growth or change.
As organizations pursue growth strategies by expanding their reach and making themselves more relevant through digital experiences, greater complexity and coordination become challenges to offering a cohesive service to users. Effective and sustainable delivery relies on a governance framework that is flexible and reliable; a true platform for sustainable growth. A model that addresses the intersection of strategy, standards, teams and policies, offers a deceivingly simple plan with a tangible execution challenge: how do you rally everyone around the same vision and principles at one point in time and ensure that it will live on as the org changes? This session focuses on overcoming barriers to short and long-term success through governance and stewardship, and how the day-to-day actions are as essential as “the big plan” as orgs strive to accomplish more.
An important question for those practicing UX strategy is "what's our engagement model with the rest of the organization?" In large organizations a variety of models are possible, from embedding with cross functional teams to working in functional silos, to a central consulting model. We don't often work directly with groups like Corporate Strategy, but when we do the impact can be quite significant. This case study looks at a project where a UX strategy team partnered with a Corporate Strategy team at Intuit. We'll delve into the details on what corporate strategy brought to the relationship, what UX strategy brought, and what impact their partnership ultimately had on the organization. In this talk, you'll see that juxtaposing corporate strategy with UX strategy in the context of a single project sheds new and interesting light on where one starts and the other stops. This has important implications for the UX community as we seek to define and grow our value to businesses.
As companies evolve away from 20th century product thinking to a 21st century service mindset, it's important that design organizations evolve with them. In this talk, Peter will present a new hybrid model for how design can integrate with the rest of the organization, where all design (marketing and product/service) is centralized as a function, and design teams partner in a deep, committed way across the business. This new model takes advantage of an important and under-appreciated aspect of design--since it takes relatively few designers to keep larger teams busy, design can be a highly leveraged function, and a small team can have an outsized impact.