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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Igniting business growth through UX In an increasingly digital world, users are rewarding products and services that provide them with a good experience and punishing those that don't -- with their wallets. Organizations realize they need to adapt quickly but don't know how or where to start. In User Experience Design: A Practical Playbook to Fuel Business Growth, UXReactor co-Founder Satyam Kantamneni distills 25 years of industry experience into a pragmatic approach to help organizations advance in the highly competitive and rapidly changing digital world. You'll discover: * Why putting users at the center of strategy leads to an almost unfair competitive advantage * Ways to build an organizational system that delivers a superior user experience that is replicable, consistent, and scalable * Common shortfalls that prevent organizations from reaping the value of experience design * 27 proven "plays" from the UXReactor playbook to put concepts into practice * Game planning examples to execute at different levels of an organization A comprehensive and practical book for everyone involved in the transformation -- business leaders, design leaders, product managers, engineers, and designers -- User Experience Design: A Practical Playbook to Fuel Business Growth is also an ideal blueprint for current and prospective UX practitioners seeking to improve their skills and further their careers.
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Seitenzahl: 432
Veröffentlichungsjahr: 2022
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Table of Contents
Cover
Title Page
Copyright
PRAISE FOR USER EXPERIENCE DESIGN
A Practical Playbook to Fuel Business Growth
ABOUT THE AUTHOR
ABOUT UXreactor
PREFACE
PART N°1: PLAY TO WIN
BUSINESS × TECHNOLOGY × DESIGN
CHAPTER 01: CASE STUDY OF ALTEDUKATION
The Systemic Magnitude of the Problem
The Shifting Paradigm
Note
CHAPTER 02: INTRODUCTION
CHAPTER 03: THE USER EXPERIENCE PROBLEM
The User Experience Problem
A Clear and Present Risk
Note
CHAPTER 04: EXPERIENCE VALUE CHAIN
User Interface Design
Product Experience Design
Experience Transformation
The Journey Is Just Starting
Building an Economic Moat While Creating Value
CHAPTER 05: BUSINESS INSANITY
User Experience Design: The Secret Is in the Semantics
Inside‐First vs. User‐First
Small Design vs. BIG DESIGN
Experience Debt: Death by a Thousand Cuts
CHAPTER 06: TWO CASE STUDIES OF EXPERIENCE TRANSFORMATION
Tesla
The Walt Disney Company
GROWTH BY EXPERIENCE DESIGN
CHAPTER 07: GETTING THE SYSTEM RIGHT
The bv.d System
The Right Mindsets
The Right Process
The Right People
The Right Environment
Note
CHAPTER 08: MINDSETS OF A USER‐CENTRIC ORGANIZATION
Five Mindsets to Master
CHAPTER 09: THE EXPERIENCE DESIGN PROCESS
A PragmaticUX™ (PuX) Playbook
The PuX™ Design Process
CHAPTER 10: GETTING THE RIGHT PEOPLE RIGHT
The Team of Practitioners
The Leaders That Orchestrate the Magic
Ideal Organization Structure
CHAPTER 11: THE TRANSFORMATION STARTS WITH YOU
We Need a Catalyst: YOU!
PART N°2: 27 PLAYS
USING THE PLAYBOOK
CHAPTER 12: HOW TO NAVIGATE THE PLAYBOOK
CHAPTER 13: HOW TO READ A PLAY
The Anatomy of a Play
The Mindful Canvas
CHAPTER 14: USER EMPATHY PLAY
THE HOW
1. The USER You Want to Develop Empathy For
2. The CATALYSTS for Building Empathy
3. What INSIGHTS Are Necessary to Understand Your User
4. Ways to Build ACTIVATION and Spread Empathy
EXPERIENCE STRATEGY
CHAPTER 15: EXPERIENCE STRATEGY: INTRODUCTION
1. The Impact of Experience Strategy
2. Experience Strategy Stands on Four Core Beliefs
3. Key Concepts
4. What to Expect in This Section
CHAPTER 16: CULTURE DESIGN PLAY
THE HOW
1. Cultivating the Right MINDSETS in Individuals
2. Fostering EMPATHY for the User and for Each Other
3. Promoting COLLABORATION
4. Democratizing IDEATION
5. Supporting EXPERIMENTATION
6. Empowering the Necessary ACTIVATION AGENTS
7. The SUSTAINABILITY of Your User‐First Culture
CHAPTER 17: SHARED EMPATHY PLAY
THE HOW
1. MEASURING Empathy
2. The Right CATALYSTS for Increasing Empathy
3. The SUSTAINABILITY of Your Empathy
4. The PEOPLE to Nurture Empathy
CHAPTER 18: EXPERIENCE ECOSYSTEM PLAY
THE HOW
1. The CONTEXT of the User and the System
2. EXTRACTING DATA from User Research
3. SYNTHESIZING Data to Find Patterns and Correlations
4. VISUALIZING the Experience Ecosystem
5. COLLABORATING Proactively across the Organization Based on Insights from the Ecosystem
CHAPTER 19: EXPERIENCE ROADMAP PLAY
THE HOW
2. Defining the EXPERIENCES and SCENARIOS Your Users Have within Your System
3. Extracting Business and User INSIGHTS
4. Planning for PRIORITIZATION of Experiences and Minimum Viable Experiences (MVEs)
5. Fostering COLLABORATION across Functional Silos
CHAPTER 20: EXPERIENCE VISION PLAY
THE HOW
1. Clearly Defining the EXPERIENCE VISION
2. How Do You Prototype Your Vision, That is, How You VISION‐TYPE It
3. Socializing the Vision and Vision‐Type for Organizational ALIGNMENT
4. Proper PLANNING to Set the Vision in Motion
5. Sustaining Progress through Ongoing GOVERNANCE
CHAPTER 21: HIRING PLAY
THE HOW
1. The ROLE
2. Involving the Right Internal COLLABORATORS to Conduct Interviews and Evaluate Candidates
3. Building a Multifaceted Hiring CRITERIA
4. Develop an Experience‐Specific Recruiting PROCESS
CHAPTER 22: CAREER LADDER PLAY
THE HOW
1. Accounting for INDIVIDUAL RESPONSIBILITIES
2. Factoring in Opportunities to Make an ORGANIZATIONAL IMPACT
3. Developing INTERPERSONAL DYNAMICS Muscle
4. Fostering a NURTURING ENVIRONMENT
5. Ensuring Ongoing GOVERNANCE
CHAPTER 23: EXPERIENCE TRANSFORMATION PROGRAM PLAY
THE HOW
1. Articulating OUTCOMES for the User and Business
2. Crafting an EXPERIENCE VISION to Reinforce Your Strategy
3. Recruiting and Grooming the Right PEOPLE to Drive the Vision Forward
4. Developing the Right PROCESS to Achieve Your Desired Results Every Time
6. GOVERNANCE to Monitor, Track, and Evaluate
USER RESEARCH INSIGHTS
CHAPTER 24: USER RESEARCH INSIGHTS: INTRODUCTION
What Is User Research?
1. The Impact of Research
2. The Research Mindset
3. Key Concepts
CHAPTER 25: PICKING A RESEARCH METHOD PLAY
THE HOW
1. The CONTEXT of Your Research
2. The PURPOSE of the Study
3. The RESEARCH QUESTIONS You Want Answered
4. The LOGISTICS That Affect Your Study
5. The Right METHOD Based on Your Needs and Priorities
CHAPTER 26: RESEARCH RECRUITMENT PLAY
THE HOW
1. The QUALIFYING CRITERIA for Your Ideal Participant
2. The Different USER SEGMENTS You Want to Assess
3. The SCREENER QUESTIONS You Use to Recruit Participants
4. The LOGISTICS of Recruitment
5. The CHANNELS You Recruit Through
6. The Recruitment BLACKLIST
CHAPTER 27: RESEARCH QUALITY PLAY
THE HOW
1. Talking to the Right USER
2. Focusing on the Right QUESTIONS
3. Choosing the Right METHOD
4. Carrying Out Your Method with the Right EXECUTION
5. Finding Accurate Insights with the Right SYNTHESIS
6. Socializing Your Insights with the Right PRESENTATION
CHAPTER 28: EXPERIENCE METRICS PLAY
THE HOW
1. The USER You Want to Focus On
2. What EXPERIENCES Are Most Relevant to Your User
3. What EXPERIENCE METRICS You Want to Measure
HOW DO YOU DO THIS?
4. The METHODOLOGY You Use to Measure the Experience Metrics
5. ACTIVATING Your Findings
6. CORRELATING Metrics with Business Outcomes
CHAPTER 29: INSIGHTS CURATION PLAY
THE HOW
1. The SOURCES and Storage of Your Insights
2. What Systems You Put in Place for STRUCTURING Your Data
3. The Maturity of Your ANALYSIS
4. Frequent SOCIALIZATION to Drive Utilization
5. Consistent MAINTENANCE
CHAPTER 30: USER RESEARCH PROGRAM PLAY
THE HOW
1. Managing a PORTFOLIO OF INSIGHTS
2. Investing in the Right PEOPLE to Drive the Program
3. Extracting Data from Reliable SOURCES
4. Providing the Right TOOLS for the Team to Be Effective
5. Establishing a Cadence of CURATION AND COLLABORATION
6. Having Proper Systems of GOVERNANCE
PRODUCT THINKING
CHAPTER 31: PRODUCT THINKING: INTRODUCTION
What Is Product Thinking?
The Impact of Product Thinking
Key Concepts
What to Expect in This Section
CHAPTER 32: EXPERIENCE BENCHMARKING PLAY
THE HOW
1. Which USER and EXPERIENCE You Are Evaluating
2. What RESEARCH QUESTIONS You Are Trying to Answer
3. Your Direct and Indirect COMPETITORS AND INSPIRATIONS
4. How You Conduct and Document ASSESSMENT
5. Establishing a BASELINE for Your Own Product
6. How You Take Action through COLLABORATION
CHAPTER 33: EXPERIENCE DESIGN BRIEF PLAY
THE HOW
1. Ensuring Universal Alignment on CONTEXT
2. Defining and Communicating the Insights and the PROBLEM Space
3. Clearly Stating a Set of Desired OUTCOMES
4. Identifying the Relevant and Necessary STAKEHOLDERS for the Project
5. Agreeing on SCOPE
6. Defining the TIMELINE and Major Milestones
7. Identifying the ARTIFACTS That Will be Delivered
8. Reflecting on LESSONS Learned during the Project
CHAPTER 34: DESIGN PROBLEMS AND OPPORTUNITIES PLAY
THE HOW
1. Identifying the SOURCES of Insights That lead to DPs and DOs
2. DECONSTRUCTING the Larger Problem
3. Correctly FRAMING the Problem
4. Properly PRIORITIZING of all DPs and DOs Before Solving for Them
5. Ongoing COLLABORATION and Hand‐Off
CHAPTER 35: PRODUCT EXPERIENCE PLANNING PLAY
THE HOW
1. Aligning to the End OUTCOME
2. The EXPERIENCE DESIGN ACTIVITIES
3. PLANNING and Documenting Your Activities
4. Building Proper GOVERNANCE during the Execution
CHAPTER 36: CROSS‐FUNCTIONAL COLLABORATION PLAY
THE HOW
1. The EXPERIENCE VISION
2. Relevant PARTNERS
3. A SHARED UNDERSTANDING of the User and Business Context
4. SHARED PROCESSES
5. SHARED ACTIVITIES
6. A SHARED REPOSITORY of Curated Artifacts
CHAPTER 37: PRODUCT THINKING PROGRAM PLAY
THE HOW
1. Curating a PORTFOLIO OF PROBLEMS
2. Investing in the Right PEOPLE
3. Factoring in the Larger EXPERIENCE ECOSYSTEM
4. Effective PRODUCT PLANNING
5. Have Frequent CURATION and COLLABORATION
6. Establish Systems of GOVERNANCE
EXPERIENCE DESIGN DOING
CHAPTER 38: EXPERIENCE DESIGN DOING: INTRODUCTION
What Is Experience Design Doing?
Key Concepts
What to Expect in This Section
CHAPTER 39: WORKFLOW DESIGN PLAY
THE HOW
1. The CONTEXT
2. MAPPING Interactions, Potential Challenges, Dependencies, and Systemic Relationships
3. Identifying Ways to Build OPTIMIZATION
4. FRAMING Goals, Design Problems, and Design Opportunities
5. CONSOLIDATING All Scenarios That Will Be Solved in the Detailed Design
CHAPTER 40: DETAILED DESIGN PLAY
THE HOW
1. The INTENT
2. The CRAFT of Digital Experiences
4. The RATIONALIZATION of Design Decisions
5. TRACEABILITY of Design Solutions
CHAPTER 41: EXPERIENCE DESIGN REVIEW PLAY
THE HOW
1. Doing the Right PREPARATION
2. Deciding How to Best STRUCTURE Your Review
3. Guiding Stakeholders towards CONVERGENCE
CHAPTER 42: DESIGN SYSTEM PLAY
THE HOW
1. The CONTEXT
2. What SPECIFICATIONS to Include
3. Proactively SOCIALIZING the Required Documentation to Build Out Designs
4. Implementing Proper Systems of GOVERNANCE
CHAPTER 43: DESIGN QUALITY ASSURANCE (QA) PLAY
THE HOW
1. The CONTEXT
2. IDENTIFYING the Issues
3. EVALUATING the Issues
4. COLLABORATING with Stakeholders
CHAPTER 44: EXPERIENCE DESIGN DOING PROGRAM PLAY
THE HOW
1. Determining the PEOPLE and Skills That Will Drive You to Success
2. Identifying the PROBLEMS You Want to Solve
3. Defining Your PROCESS
4. Validating Experience Design via EXPERIMENTATION
5. Identifying the TOOLS You Need to Succeed and Who to COLLABORATE With
6. Continuously Providing Value through GOVERNANCE
PART N°3: GAME PLANNING
CHAPTER 45: A BUSINESS LEADER’S GAME PLAN
AltEdukation: Innovate or Perish
AltEdukation: Chris’s Game Plan [2017–2020]
LivPharma: Seeding Tomorrow’s Growth
LivPharma: Kathy’s Game Plan
CHAPTER 46: A DESIGN LEADER’S GAME PLAN
Joe: Leading Small design to BIG DESIGN
Joe’s Game Plan
Leading the Business: Isaac’s Game Plan
CHAPTER 47: A DESIGN PRACTITIONER’S GAME PLAN
From Practitioner to Strategist: Ali’s Game Plan
CHAPTER 48: A NEWBIE PRACTITIONER’S GAME PLAN
From Communication to User Research Practitioner: Janet’s Game Plan
From Architect to Interaction Experience Practitioner: Scott’s Game Plan
CHAPTER 49: A DESIGN COLLABORATOR’S GAME PLAN
From Coworkers to Collaborators: Anita and Tom’s Game Plan
READY, SET, GO
CHAPTER 50: THE MANIFESTOS
THE EXPERIENCE PRACTITIONER’S MANIFESTO
THE LEADING BY EXPERIENCE MANIFESTO
WHERE TO GO TO LEARN MORE?
What If I Want to Follow This Topic and Keep Myself Updated?
What If I Want to Get More Hands‐On Support?
THE PLAYERS BEHIND THE PLAYBOOK
ACKNOWLEDGMENTS
THE SYSTEM
THE BOOK
THE FOUNDATION
REFERENCES
PART 1 ‐ PLAY TO WIN
PART 2 ‐ 27 PLAYS TO PRACTICE
PART 3 ‐ GAME TIME
Index
End User License Agreement
Guide
Cover Page
User Experience Design
Title Page
User Experience Design
Praise for User Experience Design
Dedication
About the Author
About UXreactor
Preface
Table of Contents
Begin Reading
Where to Go to Learn More?
The Players Behind the Playbook
Acknowledgments
User Experience Design
Index
End User License Agreement
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Copyright © 2022 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 750‐4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permission.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging‐in‐Publication Data
Names: Kantamneni, Satyam, author.
Title: User experience design: a practical playbook to fuel business growth / Satyam Kantamneni.
Description: Hoboken, New Jersey: Wiley, [2022] | Includes index.
Identifiers: LCCN 2022008654 (print) | LCCN 2022008655 (ebook) | ISBN 9781119829201 (paperback) | ISBN 9781119829379 (adobe pdf) | ISBN 9781119829386 (epub)
Subjects: LCSH: User interfaces (Computer systems)—Design. | Design—Human factors.
Classification: LCC QA76.9.U83 K3257 2022 (print) | LCC QA76.9.U83 (ebook) | DDC 005.4/37—dc23/eng/20220308
LC record available at https://lccn.loc.gov/2022008654
LC ebook record available at https://lccn.loc.gov/2022008655
Cover Design and Images: UXReactor / Diana Ximena Sánchez Sánchez
PRAISE FOR USER EXPERIENCE DESIGN
A Practical Playbook to Fuel Business Growth
“Satyam shares his extensive expertise in UX leadership, design, and business strategy through an actionable series of playbooks. These playbooks will help organizations transform their approach and leverage best practices in user‐centric design and experience strategy. This is a valuable reference no matter what stage of user experience design maturity your organization has reached.”
—Amy Lokey, SVP and Global Head of Design, ServiceNow
“Satyam brings a holistic business perspective to the concept of design and has written a highly entertaining, insightful, and practical guide for how the best companies leverage design to drive disproportionate returns. The book is expertly illustrated, making it easy to read, and contains a treasure trove of anecdotes, case studies, and practical examples to help you on your journey. This book is a shining example of a product designed for its users!”
—Lewis Black, CEO, Actian Corporation
“I first met Satyam in 2014 and was struck by his passion for and insights in user experience design. He was ahead of the times in recognizing the strategic importance of good user experience for business and anticipated the movement towards consumerization of enterprise applications. This book should be a required reading for business leaders—even a cursory reading of this book will influence their mindset and help them realize that investment in superior customer experience could be a significant and long‐lasting strategic advantage.”
—Venk Shukla, General Partner, Monta Vista Capital
“A treasure trove of experience frameworks, best practices, plays, and insights for enhancing design impact to the next level. I wish I had these experience frameworks early on in my career. A must‐read for all design and business leaders. Absolutely priceless.”
—Arin Bhowmick, Chief Design Officer and Group Vice President, IBM Products
“Satyam strikes a perfect balance between demystifying experience strategy and elaborating its practical application in this book. A must‐read for not only UX professionals but also for executives of all functions. And I can see how this book will be equally helpful for early career employees and seasoned leaders. Why has nobody else written about this before?”
—Bora Chung, Chief Experience Officer, Bill.com
“The ‘experience economy’ has taken hold, and excelling at experience design has become a decisive success factor for any organizations creating genuine value for consumers, enterprises and the public sector. This is a well‐structured and a pragmatic playbook validated by products and services that are transforming businesses, which also doubles as a thoughtful guide orienting game‐changing collaboration with confidence.”
—Jose de Francisco, Chief Designer, Distinguished Member of Bell Labs, Nokia CNS
“User experience design is still a topic not well understood by most. Satyam has taken his decades of experience in user experience design and distilled it into easy‐to‐read and ‐consume topics. A must‐have book for all business leaders that struggle to understand what the heck does the design team do besides arguing over color palettes for the user interface.”
—Anoop Tripathi, Chief Technology Officer, Interactions LLC
“This playbook is a must‐read for all practitioners and leaders engaged in crafting experiences. Satyam shares an easy‐to‐implement toolkit to transform an organization through user‐centricity and experience design.”
—Gaurav Mathur, VP of Design, Flipkar
“Satyam achieved something uncanny—he wrote a book about the practice of user experience design that is equally important for design leaders and practitioners, business executives, product managers, and engineers. User Experience Design: A Practical Playbook to Fuel Business Growth provides the shortest path to making products, teams, and organizations user centered. Highly recommended read.”
—Marcin Treder, UX Manager, Google Inc.; ex‐CEO, UXPin Inc.
“A must‐read for all product marketing, development, and management professionals looking to compete in the digital age. Satyam crystalizes years of experience into a replicable framework and toolkit for utilizing the power of design thinking and user‐centered innovation to drive meaningful organizational change. He utilizes real‐world examples to expose and question the business assumptions used to stifle innovation and propagate the status quo while teaching the reader how to overcome these misconceptions and discern where to invest (and not invest) resources to generate real value and engagement with customers.”
—Samuel Finger, Former Director of Solutions Management, Nokia Software
“Very few people are able to nail ‘business growth by design’ as articulately as Satyam’s (or this book) did. The step‐by‐step breakdown of mindsets establishes a solid playbook for any business leader with a user‐centric mindset to bring a successful revolution by design to their organizations.”
—Dhwani Soni, VP for Product and User Experience Design 8x8
“The PUX™ plays in this book provide a disciplined and practical approach that teams can use to make better design decisions across the customer journey. By focusing on bv.d, teams can scale up and maintain a focus on creating ongoing customer value.”
—Thomas DeMeo, VP of Product Management, Coupa Software
“As experience continues to become more central to the value that organizations create and deliver, it becomes even more important to teach people at every level in the organization how to design the right experiences. With that being the case, this is one of the most important books to be published in the last decade and will certainly help you (and your organization) understand how to employ the right mindset in everything you do.”
—Justin Lokitz, business model and strategy expert and coauthor of the bestselling books, Design A Better Business: New Tools, Skills, and Mindset for Strategy and Innovation, and Business Model Shifts: Six Ways to Create New Value For Customers.
“Satyam Kantamneni outlines a set of extremely practical best practices that will help teams and organizations deliver services to their customers that they will value and love. The book is essential reading for business leaders who want to understand how better UX unlocks business growth.”
—Greg Petroff, SVP of Research and Product Design, Compass
Dedicated to my wife, Gayatri, and wonderful daughters, Veda and Mantra, who have unconditionally supported my entrepreneurial journey, which has made this playbook possible.
ABOUT THE AUTHOR
Satyam is the founder of UXReactor together with his brother, Prasad. Under his leadership, UXReactor has become the fastest‐growing specialized user experience design firm in the US, with a team of 60+ employees spread over three continents.
Before starting his entrepreneurial journey, Satyam served as managing director of product design at Citrix in San Francisco, where he played a crucial role in growing the product design team from four members to more than 100 practitioners. Satyam was instrumental in building PayPal’s Global Design Center in India while leading a design team in Silicon Valley.
He is a perpetual learner with educational background representing a unique trifecta in engineering, human‐centered design, and business. He is an alumnus of Harvard Business School’s famed General Management Program, studied design thinking at Stanford University, and holds a master’s degree in human factors from Wright State University.
While at Harvard, Satyam realized that most businesses aren’t leveraging the full power of user experience (UX) design as an engine for strategic growth. Companies either don’t have the in‐house design expertise or relegate design to a support role—even when hiring external UX agencies.
Satyam resolved to change that. Through UXReactor, Satyam is demonstrating that UX can and should drive enterprise‐wide innovation and business outcomes. UXReactor has enabled clients to generate multiple hundreds of millions in additional revenue from user‐centered innovation.
Satyam has also advanced the UX discipline by developing and curating the PragmaticUX™ framework: a consistent, replicable, measurable, and scalable approach to innovation in a digital world. UXReactor relies on this proven framework to lead user experience and product innovation for multiple Fortune 500 companies.
He lives in Dublin, California, with his wife and two daughters.
ABOUT UXreactor
To win and keep market share, businesses need to differentiate on experience. It’s no longer enough to upgrade your features or platform design. Your buyers demand intuitive, seamless solutions that make users better and more powerful, with less effort.
When you can do that, you can earn untouchable loyalty.
We specialize in transforming experiences for complex B2B organizations. Most UX design agencies avoid the complexity of enterprise systems. And they aren’t prepared to navigate the organizational silos in large B2B firms.
UXReactor thrives on those very UX challenges. We’re at our best creating seamless experiences out of complexity. That’s why enterprise software companies and leaders across industries choose UXReactor.
We help organizations
Discover new markets and validate new or existing products so you get from innovative ideas to remarkable profits faster;
Design user and customer experiences that give your firm a competitive advantage;
Build experience transformation capacity inside your firm so you can innovate on demand and design experiences that magnetize more loyal customers.
Every engagement we lead is focused on improving the metrics that matter most. UXReactor’s experience design work is a force multiplier for greater adoption, retention, CLTV (customer lifetime value), satisfaction, efficiency, engagement, revenue, and more.
For clients such as ServiceNow, Tekion, Nokia, Actian, Extreme Network, and CloudKnox, UXReactor has helped them reach significant business milestones and win coveted awards. Recently, we celebrated CloudKnox’s acquisition by Microsoft, who came to us with a back‐of‐the‐napkin idea; Tekion’s hyper‐growth and a valuation of $3.5B in five years; and a 100% increase in customer growth rate within one year for one of the UK’s largest cell phone service providers.
Founded by executives who have led innovation and design at some of the most iconic tech companies in the world, the firm has codified proven techniques based on decades of industry experience.
Our diverse team of 60+ includes experience design strategists supported by specialists in user research, interaction design, and visual experience design—all aligned around UXReactor’s proprietary PragmaticUX™ framework; this playbook is a treasure trove of some of those leading techniques.
And UXReactor is truly global. We’re headquartered just an hour outside San Francisco, in Pleasanton, California, with offices in Hyderabad, India, and Medellin, Colombia.
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PREFACE
The story of this Playbook started in late 2012 when I was a design leader at a large software company leading the centralized design group responsible for the user experience (UX) design for most of the company’s leading products. At that point, I had spent close to six years in UX design leadership in two separate organizations, starting as associate UX manager before being promoted to managing director of design.
As part of my career planning conversation with my manager, the topic of aspirations came up. I was itching to transition my role from design leadership into business leadership, where I felt that I could make a more holistic impact in the organization. As a result of this conversation, the company sponsored me to attend Harvard Business School’s famed General Management Program, an executive education program designed for senior leaders to get an end‐to‐end management training. The program was a transformational experience for me, as I was surrounded by more than 100 accomplished leaders who had achieved a lot and were now in the similar pursuit of gaining more formal business learning.
There were two key takeaways for me here: First, I learned the power of frameworks; the professors would consistently iterate and set up simple frameworks that students could understand, teach, and replicate. From SWOT analysis, to the “Five P’s of Marketing,” to the Balanced Scorecard, I built an appreciation for the power of frameworks and have used the same approach as we share the plays later in the book.
Second, as I engaged with each of my peers, I recognized that the designer’s toolkit I had been exposed to could solve a multitude of business problems. Rapid experiments, a cornerstone to a designer’s toolkit, could be adapted to increase innovation. Journey mapping users and their processes could help an organization unlock efficiency. And conducting user research could validate product‐market fit.
My thoughts were overflowing with possibilities. Interestingly, most of my fellow students would never have considered engaging a “designer” like me to solve their business problems. This was primarily because all the designers (marketing, interior, industrial, graphic, or UI) they had previously worked with were skills‐based contributors.
At the end of the program, I had made up my mind that I was going to double down on continuing on the design leadership path. I knew that I—and the larger design profession—still had a lot of impact to make.
My inspiration in this pursuit was an accounting professor in Chicago by the name of James McKinsey, who in 1926 founded a small firm with a similar vision that the accounting practice could be a key factor in creating business value. The rest is history, as he went on to generate significant value for every company that engaged his firm. As part of his body of work, McKinsey is credited with establishing budget planning as a management framework that is still used in business today.
I spent the next year and a half looking at ways to elevate design as a business driver; however, it was easier said than done. I still remember a conversation I had with one of the general managers who was responsible for a product suite that generated more than half a billion dollars in revenue. I shared my opinion that good design is good business and that we should invest more effort on design to make the product suite more usable and seamless. The candid answer I got was, “Why would I do that? I can put that $1 in sales (boots on the ground) and it will give me $10 back.”
Unfortunately, I didn’t have a rebuttal for his insight, because I couldn’t really articulate how $1 in design could deliver value in return. While I believed in the power of design, I struggled to show its impact in a consistent manner. There was always something getting in the way: Sometimes it was the organizational priorities, sometimes it was the designers’ capabilities, sometimes it was lack of tools and processes; there were myriad reasons.
On further analysis, I could root the challenge in four key areas: the attitudes (mindsets), the people (or lack of), the process (or lack of), and the organizational environment. This was a much deeper problem than I had anticipated.
I subsequently decided to spend the next phase of my career trying to get back to the drawing board and look at it afresh through an “experimental medium” we called UXReactor. Fundamentally, we focused on the four key variables (mindsets, people, process, and environment) that we wanted to experiment with. For the next seven years, we hypothesized, experimented, iterated, and evolved our learning into an internal playbook called the PragmaticUX™ Playbook.
Over this time, we had built more than 100 frameworks (plays) around practitioner intents, such as how to plan strategic investments, how to prepare for a design kickoff, how to ensure the whole organization has deep empathy for the user, how to conduct a design interview, and even how to summarize the weekly status as a report. We had frameworks for everything. Everything that could be codified with better ways to handle the mindsets, people, processes, and environment—we studied them all.
With this Playbook as our backbone, UXReactor has grown and helped our client partners create millions of dollars in value and impact. At the same time, we’ve gained recognition for our work, including the 2019 FastCompany Innovation by Design Award, as well as being named the fastest‐growing specialized user experience firm in the US on the esteemed Inc. 5000 list for two consecutive years.
As we engaged within various contexts and client‐partners, we got better at updating and evolving the plays in the Playbook. Soon, we were fielding inquiries from prospective clients about the Playbook itself, in addition to our consulting services. Interestingly the alumni (ex‐teammates) of UXReactor would also report back that they were adding way more value in their new organizations than peers with twice their experience because they were trained by our Playbook. Universities also started approaching us to include our plays as part of their graduate‐level curriculum.
We realized that it was time to publish this to the wider world so that more business and design leaders and practitioners could leverage these plays to help fuel their own business growth.
Writing this book was, in itself, a user experience design process. Our intent is that it becomes a reference and an accelerator for anyone who intends to drive their business by leveraging the power of experience design.
It was not an easy task, because we had to solve four specific design problems in order to produce the book that you’re now engaging with:
First and foremost, we had to find
how to make it easy for the reader (you) to read and navigate.
This is why we use a lot of illustrations for ease of scanning, remembering, and leveraging. The book is written so you can jump among the various plays and themes if you choose. If you don’t read it cover to cover, that’s okay.
Second, we had to figure out
how we can teach you to “fish”
without giving specific recommendations that may not be relevant to you and your business context. We did this by introducing the Mindful Canvas that is common across all the plays. Our aim is that it will help you be mindful about the variables in the context of the problem you are looking to solve with the play.
Third we had to envision
how might we make it useful and desirable,
while keeping five different reader personas in mind. We were advised to cut down the number of personas—but that was a difficult ask because it truly takes the full ecosystem to make an impact, and for that we needed each persona in the system to take away something relevant.
Chapter 12
is the fastest way for you to know which plays to focus on based on the persona you identify with.
Fourth, we had to address
how might we make it relatable to you.
We did this by including ample anecdotes, examples, and case studies. In
Part 3
of this book, we also share various game plans where we bring the various plays together in a simulated (inspired from real life) context for each reader persona.
I am confident that we’ve taken a solid stab at solving these four problems. Like everything user‐centered, the user’s input is essential. So I and my team would love to hear from you—please do not hesitate to connect with me through the resources available to you at www.UXDPlaybook.com. It’s also important to note that as my team and I put this Playbook together, we have taken great care to uphold the confidentiality of our clients and/or situations that we have been privy to. We have done this by using fictitious company names, by changing names of individuals, or adjusting the context of the data. We did this while ensuring that the relevant facts and insights were not lost.
Finally, I hope that this book will provide you with the mindset, the mindfulness, and the tools to create 10X value in every organization that you are part of. I can wish nothing but the best as you pursue a goal of making the world a better place—one experience at a time.
PART N°1PLAY TO WIN
“If you don’t play to win, don’t play at all.”
– Tom Brady
BUSINESS × TECHNOLOGY × DESIGN
“It is in Apple’s DNA that technology alone is not enough‐it’s technology married with liberal arts, married with the humanities, that yields us the results that make our heart sing.”
– Steve Jobs
CHAPTER 01CASE STUDY OF ALTEDUKATION: Going digital is not the sole determinant of great outcomes
AltEdukation1 (a fictional company inspired by real life) was a well‐established company providing after‐school enrichment programs to K–12 students across the West Coast. By 2019, after decades of growth, the organization was operating 20 locations in California, Oregon, and Washington, working with more than 4,000 paying students at any given time.
The company grew its revenue by more than 40% in 2019. Then, in early 2020, the COVID‐19 pandemic erupted. By March, state governors were issuing shelter‐in‐place orders. Unfortunately, all of AltEdukation’s in‐person sites shut down for an extended period.
Upper management quickly convened a meeting to determine how to move forward. They had to transform to survive, so they asked their small but effective design, technology, and education teams to digitize all training and to find tools enabling their enrichment programs to go fully virtual. It was imperative that the current programs not stop due to the shelter‐in‐place orders. Otherwise, the company would need to refund students’ fees en masse, which would set the business back significantly.
For the next month, the team worked hard to select and transition to various online tools and platforms. They digitized booklets and tests; integrated tools for student collaboration, curriculum tracking, and online payments; and chose a web conferencing tool for instructors to use. Everyone at Alt‐Edukation felt good about all they had achieved in such a short time.
But to their surprise, satisfaction scores and enrollment rates dropped dramatically over the next few months. Students found it difficult to navigate different tools, locate course material, and collaborate with their peers, while instructors struggled to adapt to the new pedagogical approach required by online teaching.
Although these digital tools allowed the programs to proceed, the experience was not the same. Students felt that all they were doing was watching instructors lecture via web conferencing software. Since AltEdukation was not providing an enhanced learning experience, students might as well watch YouTube or Khan Academy videos instead—at least those were free.
Upper management knew that they had to act fast to save the company, but they had no idea how to move forward.
Where should they
start
?
What should the
business strategy
be?
Who should
lead
the effort?
Who should be on the
team
?
What kind of
investment
was needed?
Should they focus on the
instructors
or the
students
? And what about the
parents
? What new
tools and features
should they incorporate?
Could they do this?
There were more questions than answers for AltEdukation’s leadership team.
The Systemic Magnitude of the Problem
Why was going digital not enough? To understand that, let’s deconstruct AltEdukation’s digital ecosystem.
Students learning from home were expected to navigate and master multiple digital systems:
One for assessment;
One for online learning;
One for tracking their progress and grades;
One for asynchronously communicating with their classmates;
One for scheduling;
One for email or structured communication.
What’s more, these systems didn’t account for the different needs between kindergartners and high schoolers.
Meanwhile, parents were expected to support their children in multiple digital systems:
One for checking grades;
One for tracking class projects;
One for making payments;
One for communicating with the teachers and staff;
One for communicating with other parents;
One for coaching their kids at home.
Teachers/instructors had to master and deliver curriculum in multiple digital systems:
One for creating content;
One for managing class curriculum;
One for communicating with students and parents;
One for working with their state’s Department of Education tools.
And finally, customer support teams had to develop and administer multiple digital systems:
One for tracking and managing student payments;
One for tracking and managing student access and passwords;
One for communicating with parents, students, instructors, and administration;
One for working with their vendors and partners.
The Shifting Paradigm
AltEdukation was not alone in this situation. In fact, this exact scenario has been playing out throughout the rest of the world and across very different industries. Businesses were expected to rapidly transform to ensure viability or risk becoming obsolete.
Judges, lawyers, and plaintiffs litigating on a web conferencing tool;
Million‐dollar real estate bought through 3D walkthroughs and online notarizations;
Business‐critical brainstorming sessions via online collaboration tools, with limited face‐to‐face activity;
Medical and mental health appointments being handled via a mobile app in the comfort of home;
Candidates interviewed and offered roles to work remotely without even having met a single coworker in person, then working from home and interacting entirely via digital tools.
Every facet of every business now was being run by multiple, disjointed digital systems in the garb of digital transformation. While these business transformations were being put in place, the contrast of users’ expectations between their personal applications and their work/business applications became increasingly stark.
What became clear was that consumers, having been immersed in technology for nearly two decades, are no longer willing to accept disjointed digital experiences.
The pandemic brought to the forefront a critical insight for many businesses: Going digital was not enough. The user’s experience was the new problem to solve.
“Users were no longer willing to accept disjointed digital experiences.
Note
1
AltEdukation is a real‐life‐inspired company created to illustrate the problem that businesses and their users are going through while digitally transforming. If you are intrigued by AltEdukation’s predicament and curious about what the CEO should have done differently, go to
Chapter 45
.
CHAPTER 02INTRODUCTION: Merging roles of business, technology, and design
A study by Design Management Institute (DMI) found a 228% differential between design‐centric companies and the S&P 500 Index. Corporations that made the list include Apple, Coca‐Cola, Ford, Herman‐Miller, IBM, Intuit, Newell‐Rubbermaid, Procter & Gamble, Starbucks, Starwood, Steelcase, Target, Walt Disney, Whirlpool, and Nike.
In a separate 2018 research study of the business value of design by McKinsey, the data also showed that top design‐centric companies were outperforming their competition by as much as a 2X multiple.
“Design‐centric companies were outperforming their competition by as much as a 2X multiple.
DESIGN MANAGEMENT INSTITUTE: DESIGN VALUE INDEX
At the same time, the beginning of this millennium brought technology and digital systems front and center in people’s work and life. It’s not surprising that eight of the 10 most valuable companies in the world today are technology companies. Technology is revolutionizing everything, and the world is getting rapidly digitized. Can the same emphasis on design continue to propel organizations forward? The answer is: It depends.
An updated playbook is needed to merge the dynamic nature of technology with traditional design practices. Differentiated digital experiences that are created when digital tools are built and deployed thoughtfully by user‐centric design can yield a market share gain between 1 and 5 percentage points. This data is from a 2019 McKinsey report detailing various digital growth strategies and how industrial companies can sustainably outgrow their peers. To clarify, we’re talking percentage points, not basis points (1/100th of a percentage), so this can easily convert into millions or even billions of dollars in business value.
Differentiated digital experiences don’t just magically happen. They must be deliberately designed. And organizations that fail to recognize this are not playing to win.
It’s not a fluke that digital companies such as Apple, Amazon, Uber, Nest, and Airbnb are so successful in generating business value. They understand and harness the union of technology and experience design to fuel growth. They are category leaders not just because they have the best technology but rather because they understand their users and create awesome experiences for them each and every time.
The Nest thermostat is a case study in the power of a superior digital experience: In just four years, the company leveraged that competitive advantage to build a $3.2 billion business that Google acquired in 2014. Not only did they build a beautiful, well‐designed physical thermostat, but they also designed the multiple user experiences that went with it: the ordering experience, the unpacking experience, the installation experience, the configuration experience, the scheduling experience, the monitoring experience, and the mobile experience. Again this value was created by deliberate user‐centered design.
“Differentiated digital experiences don’t just magically happen. They must be deliberately designed.
Even though organizations and leaders understand the power of designing differentiated digital experiences, it is fairly evident in my two decades of experience (the majority of it leading and supporting organizations in Silicon Valley) that most are not able to leverage this to fuel business growth.
There are different reasons and challenges, and my goal (via this book) is to unpack them and provide a mindful framework for business leaders, design leaders, design practitioners, and design collaborators to achieve the full potential of the union of design and technology.
CHAPTER 03THE USER EXPERIENCE PROBLEM: Understanding this problem is half the battle
“56% of users of digital services stated that they are dissatisfied by the user experience.
Global market intelligence leader International Data Corporation (IDC) predicts an investment of $6.8 trillion for a three‐year period ending 2023 to transform organizations into digital‐at‐scale enterprises (organizations that build and grow through significant investment in technology). At the same time, 56% of users of digital services stated that they are dissatisfied by the user experience, according to a 2021 McKinsey Global Digital Sentiment Insights survey.
In other words, businesses are “sinking” staggering amounts of money into digital products and services that people (users) don’t find usable, useful, and desirable. For that investment, some businesses will generate growth, but most will lose trillions of dollars simply because they don’t understand the new problem where the user’s experience directly affects current and future business outcomes.
The User Experience Problem
In simple terms, the experience problem means ensuring that each user that engages in the business ecosystem gets what they want, when they want it, where they want it, and how they want it, every time they experience the digital product or service.
Every company is now a technology company, either because it offers technology products or has made (or will make) immense technology investments for internal operations. To thrive, companies must create the best user experience for all users engaged in their business ecosystem. This includes (but is not limited to) their direct users, their employees, and any partners and vendors who are part of the system.
Companies need to recognize that they are not creating value1—and in fact are losing value—by doing the following:
Not understanding users and their context to build a relevant solution;
Forcing users to engage with multiple products/services to get their work done;
Shipping features that user(s) cannot find easily;
Having capabilities that require training;
Delivering a digital product or service that is not aesthetically pleasing.
Conversely, users today are making decisions based on attributes such as:
How fast they can
learn and onboard
the product;
How
easy
it is to find information in the product;
How
intuitive
the product is;
How easy it is to
navigate
through the product;
How
desirable
the product is aesthetically;
How well customer support is
integrated
with the product;
How the product makes them
feel
;
How well it enables
collaboration
with other users in the product;
How
seamless
is the overall experience engaging with the business;
How
connected
it is with their existing systems.
A Clear and Present Risk
According to research by Credit Suisse, the average age of an S&P 500 company is now less than 20 years, down from 60 years in the 1950s. Researchers directly attributed this shift to the disruptions caused by technology transformation. Blockbuster vs. Netflix, Nokia handsets vs. Apple iPhone, Borders vs. Amazon—examples abound of companies that perished while competitors thrived.
Businesses today do not have the luxury to sit around and slowly evolve, as the competition is just a click away. With the cost of technology innovation exponentially decreasing, competitors can easily and quickly launch a better alternative. Consider that it took eBay years to build an e‐commerce platform that can now be launched in minutes on Shopify.
Leaders who understand and leverage the power of user experience by constantly delighting their users with useful, functional, and desirable solutions will ride this wave to growth. That is the fundamental thesis of this Playbook. Those who do not will be left wondering what just happened and how they missed the opportunity of the decade.
Note
1
The best definition of value creation I have come across is from
BusinessDictonary.com
, where they define value creation as the performance of actions that increase the worth of the goods, services, or even the business.
