Changing Cultures towards Design-Centric改變- 塑造以設計為核心的文化RAVEN CHAI UX CONSULTINGHAPPY UX 2013

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About Myself

• Engineer  »  Animator  »  Technologist  »  UX  Designer

• Founded  UX  Consulting  in  2008  in  Singapore

• Love  any  type  of  sports,  except  golf

• A  foodie  and  will  continue  to  be  one

• A  lifelong  Liverpool  FC  and  Roger  Federer  fan

User  Experience  Professional  Associa2on  -­‐  Asia  Region,  Leadership  Team

Founder  of  UXSG  Community

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THESE ARE MY PERSONAL OPINIONS, EXPERIENCES

AND LEARNINGS ABOUT CULTURE CHANGE.

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I MIGHT BE WRONG.YOU MIGHT DISAGREE.

IT’S PERFECTLY OK!

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HOW THE STORY UNFOLDS

PART 1 PART 2

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Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature.

Corporate culture is rooted in an organization's goals, strategies, structure, and approaches to labor, customers, investors, and the greater community.

encyclopedia--

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Creative approach to designBelieves customers buy their products because of design

Design Centric

POSSIBLE WAYS TO DESCRIBE CULTURES

Sales & Marketing Centric

Assumes they know customers bestBelieves in product features as the main selling point

Engineering CentricTechnology drivenOwned (or wanted) the user interface

Customer CentricTo have the customer’s best interests at all touch pointsBelieves in understanding customers’ needs as part of DNA

Let’s not kid ourselves, most organisations are just doing lip service

Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013

@ravenchai 8Reference: http://johnnyholland.org/2010/04/planning-your-ux-strategy/

ONE OF MOST REFERENCED MODELS

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UX ACCEPTANCE LEVEL

Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html

How do we really feel towards each other?“We” refers to Product Managers, Designers, Developers, Marketing, User Researchers etc

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BUT IN REALITY...

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WHAT WE REALLY WANT TO ACHIEVE

CREATES IMPACT -- BE EFFECTIVE -- MAKES A DIFFERENCE

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PART 1 - SINGTEL CASE STUDIES

Broadband, Pay TV & Mobile/Telephony

GROUP CONSUMER GROUP DIGITAL LIFE GROUP ENTERPRISE

Business Solutions

Reference: http://www.singtel.com

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FIRST PROJECT

Year  2007  -­‐  Usability  assessment  and  benchmarking  with  global  telco  websites

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”If you tell the truth, you don't have to remember anything.”

Mark Twain--

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SKEPTICISM STAGE

• Addressing  their  pain  points• Took  up  the  challenges

Start identifying stakeholders who might be curious about “usability”

Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html

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DESIGN ITERATIONS OVER THE YEARS

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SECOND PROJECT

Year  2008  -­‐  New  product  launchTraditionally  done  by  creative  agencies  within  very  tight  timeline

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CURIOSITY STAGE

• Help  to  achieve  quick  wins• Be  adaptive  and  9lexible• Shows  value  in  project  management• Do  UX  work  in  stealth  mode

Identify advocates, build relationships“Brainwashing” by sending valuable articles, videos and books

Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html

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INTEGRATING MICROSITES STRATEGICALLY

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STRATEGIC PROJECT NO. 1

Year  2008  -­‐  1st  formal  usability  testing  to  understand  customers’  online  purchase  behavior

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STRATEGIC PROJECT NO. 3

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BEFORE & AFTER

Before - Brick and Mortar

After - Digital Lifestyle

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ACCEPTANCE STAGE

• Story  telling  and  celebrate  success• Get  business  stakeholders  involved  in  research  and/or  design  work

• Balance  between  quick  wins  and  long  term  strategic  goals

Share project sponsors’ goals and KPIsCollaborative design processDirect access to team members at all levels

Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html

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PART 2 - THE EMERGENCE OF OCBC BANK

Banking  Services    ♦    Private  Banking    ♦    Insurance    ♦    Asset  Management    ♦    Stockbroking

Reference: http://www.ocbc.com

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CUSTOMER EXPERIENCE TEAM

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CREATING NEW BANKING EXPERIENCES

SpeciJically  for  Gen  Y  based  on  in-­‐depth  customer  research  and  design  thinking  methodology

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HAVING A SAY IN MANAGEMENT TEAM

David  McQuillenGroup  Customer  ExperienceMr  David  McQuillen  joined  OCBC  in  January  2010  as  Senior  Vice  President  and  Head  of  Group  Customer  Experience.  

Reference: http://www.youtube.com/watch?v=S1F-QxhGGBE + https://vimeo.com/45742142

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DESIGN PRACTITIONER MAKING PRODUCT DECISIONSBojan  BlecicVP  and  Head  Experience  Design

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MY CURRENT EXPERIENCE WORKING WITH OCBC CX TEAM

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PARTNERSHIP STAGE

• Problem  solving  as  a  team  from  different  BUs• Consensus  building• Senior  executives  are  involved  in  negotiation• UX  workshops  are  mandatory  for  all  stakeholders

Reference: Sarah Bloomer. Changing the UX Mindset UXSG Conference, 28 Jun 2013 + useit.com/alertbox/process_maturity.html

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Skepticism• Addressing their pain points• Take up the challenges

Curiosity

• Help to achieve quick wins• Be adaptive and flexible• Shows value in project management• Do UX work in stealth mode

Acceptance• Story telling and celebrate success• Get business stakeholders involved in research and/or design work• Balance between quick wins and long term strategic goals

Partnership

• Problem solving as a team from different BUs• Consensus building• Senior executives are involved in negotiation• UX workshops are mandatory for all stakeholders

SUMMARY RECAP

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WHAT ARE THE MAJOR TRIGGERS?

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”Businesses are extremely competitive, the need to differentiate your services is

greater than ever”

Reference: http://www.weforum.org/issues/global-competitiveness

COMPETITIVE ENVIRONMENT

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To  turn  Singapore  into  a  leading  centre  for  contemporary  design  in  Asia.Extracts  from  of,icial  report,  The  “Design  Singapore”  Initiative

ECONOMIC FOCUS

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INCREASING GROUND-UP INITIATIVES

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FocusBefore 1995

Industrial  Design

Architectural,  Industrial  Design,  Product  Manufacturing

2001

Web  Programming

Programming,Graphic  Design,Interactive  Web

2007

Usability  Engineering

Testing,Evaluation

2012

Experience  Design

Multi-­‐Channel  Design

Interaction  Design

Service  Design

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EVOLUTION OF DESIGN IN SINGAPORE

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CURATION FROM UXPA ASIA TEAM

Another good reference: http://uxmatters.com/mt/archives/2012/03/soft-skills-for-ux-designers.php

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1. GET BUY-IN FROM SENIOR MANAGEMENT

2. INVOLVE YOUR STAKEHOLDERS IN DESIGN PROCESSES

3. COLLABORATE WITH INTERNAL & EXTERNAL DESIGN

PRACTITIONERS

4. MAINTAIN A LEARNER’S MIND AND ADAPT TO RAPID CHANGES

ROAD TO DESIGN-CENTRIC CULTURE

Reference: http://www.fastcompany.com/52831/creating-design-centric-culture

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屢戰屢敗

屢敗屢戰

永不言棄

致死方休

@ravenchai

”I can accept failure, but I can’t accept not trying”-- Michael Jordan

RAVEN CHAIEmail:  raven@uxconsulting.com.sg

Twitter:  @ravenchai

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