pulse 2013 - mobile strategy and user centered design, an ibm interactive primer

© 2013 IBM Corporation

Mobile Strategy and User-Centered Design, an IBM Interactive PrimerChris Pepin, Mobile Enterprise Executive

@chrispepin

[email protected]

1

Agenda

IBM Interactive Solutions

Mobile strategy and IBM MobileFirst

User Centered Design

2


3

Today’s

Marketplace

4

Consumer adoption and usage of digital, mobile and social media is changing how we learn, work and interact with each other

30.2% of the world is

online

5.3 billion mobile

subscriptions WW

U.S. mobile commerce

reaches $6.7 billion

63% research via social

networking

83% of holiday shoppers

influenced by reviews800 million active, 400

million daily users

2.1 billion people are online

today

940 million subscriptions to

3G services

U.S. Mobile Commerce

Sales expected to reach

$31 billion by 2016

47% consumer are

influenced by what see on

social media outlets

Consumer reviews are

12x more trusted than info.

from marketers

A ‘Facebook Like’ from a friend

carries same weight as 100

positive reviews from

strangers. Average user has

130 friends

5Source: IBM Institute for Business Value Analysis

Individuals• The digital consumer creates new possibilities for customer engagement, but

rising expectations creates challenges

• The networked workforce engages in new ways to collaborate both inside and

outside the enterprise

• Empowered citizen – increasing engagement and power of the networked

population

Enterprises• Digitally enabled business models – transformation to monetize and capture

value across channels, products, services and customers

• Maturing digital operations – transformation of how products and services are

created, delivered and serviced

• Enabling the digital enterprise – change to organization & people

Industries• Value migration – value is shifting along the value chain as digital business

models, often moving closer to the end consumer

• Value chain redefinition – the roles and relationships and industry player

across the value chain are changing

• Fragmentation – the emergence of new industry players is changing broader

industry ecosystems, with new entrants capturing significant value

Digital transformation will have profound societal impact at all levels, creating new opportunities but also significant challenges

6Source: IBM Institute for Business Value Analysis

Path 1 – Create and integrate digital operations and processes to deliver customer value proposition

The challenge: Realize value of optimized operations by extending into new revenue models and transforming the customer experience

Digital Transformation Framework

Optimize

Leverage

Create

Re

sh

ap

ing

Op

era

ting

Mo

de

l

Th

e “

ho

w”

Path 2 – Enhance, extend or reshape the customer value proposition with digital content, information, insight and engagementThe challenge: Delivering innovative value proposition

effectively and efficiently, and being ale to continuously innovate in lock-step with customers

Path 3 – Build a new set of capabilities around the transformed customer value proposition and operating model in lock-stepThe challenge: How to continuously balance and stay aligned across the dimensions

Reshaping customer value proposition

The “what”

Enhance Extend Re-Define

Transformation is achieved by optimizing combination of value proposition and channel capabilities at the same time

7

Solutions

Overview

8

Interactive Solutions portfolio

Physical Digital Social Mobile Contact

Center

Broadcast

PLAN, ALIGN,

ENVISION

DESIGN, CREATE,

IMPLEMENT

ENSURE,

PREDICT

MAINTAIN,

ENHANCE,

OPERATE

Business Strategy

Digital Brand and Marketing Strategy

Creative and Experience Design

Interactive User Experience

Implementation of Solutions

User Research and Measurement

Business, Web, and Social Analytics

Campaign Management,

Digital Productive and Maintenance Services

Communications DistributionFinancial

ServicesIndustrial Public SMB

9

Interactive Solutions expertise

120+ PhD’s

USER EXPERIENCE

User Experience Design

Information Architecture

Creative Design

Graphic Design

Rich Media Architecture

Content Strategy

Usability Engineering

Accessibility Engineering

BUSINESS

Business Strategy

Digital Strategy

Branding Strategy

Requirements Analysis

Industry Subject Matter Expertise

Social Media Strategy

Marketing Strategy

Business Analytics

TECHNOLOGY

Solution Architecture

Rich Internet Application Technology

HTML & Java Development

Mobile Architecture

Data Architecture

SecurityCustomer and Data Analysis

Testing

Maintenance and Support

PROJECT MANAGEMENT

Program and Project Management

Change Management

Testing Management

Communications Management

Risk Management

Issue Management

10

Interactive Solutions clients

10

Design

Str

ate

gy

IBM

ING USA

Segway

Panasonic

LL Bean Chubb and Sons

MetLife Barclays

Tiffany

RBS Discover Card

American Express

Mass Mutual

Travelers

Nationwide

Royal Bank of Canada

Prudential CNL

NCAA

Circuit City

Target

Allianz

Gateway

Hallmark

The Home Depot

JCPenney

Lufthansa

Mercedes Benz

STA Travel

Samsung

Mexx

US Open

Wimbledon

“Company B”

Bank of America

Banco Fidurum

Altria

Norwegian Cruise Lines

Client

Sears

Monster.com

Genentech

National Bank

VI

Walmart

Wells Fargo Pfizer

Unilever

Audi

World Bank

DC Comics

Nestle

Our clients come to us to help them understand the future, develop differentiated brand strategies and

design relevant experiences across all points of interaction. Our solutions are designed to achieve

business results and increase overall customer satisfaction, leading to greater levels of customer acquisition, retention, and loyalty.

11

Interactive Solutions is global

11

As a global integrated organization, IBM conducts business in 170 countries.AIS Interactive Solutions has offices & studios in the Americas, Europe & Asia.Each center serves as a regional hub, enabling clients to get to know theirteam. IBM’s worldwide reach gives us insight into local markets & cultures,allowing us to sense global trends & directions and incorporate this insightinto client solutions before other companies.

IBM Interactive Centers

Atlanta TokyoBangalore TorontoBoston VancouverChicago Washington, DCLondon

VancouverChicago

Toronto

Boston

Washington, DC

AtlantaTokyo

London

12

Interactive Solutions leverages the best of IBM

Our greatest is our ability to bring the best of IBM together to provide innovative and comprehensive solutions for our clients’needs

IBM Research

Branding +Design

Social MediaLab

User Research

Custom Application

Development

Industrial Design

Strategy+ Change

IBV

AccessibilityCenter

Digital Video

Production

IBM.com

Operations

IBM Software

Labs

Global

Technology

services

Campaign Management

Strategy

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Thought leadership centered around front office digitization and infusion of technology into business functions

For more information, see www.ibm/iibv

IBM Thought Leadership Publications and Web Sites

SmarterConsumers

Digital Transformatio

n

©

2011 CMO StudyInteraction Point

Analysis

* Final title TBD

Collective

Intelligence

Cross-channel Customer

Experience Benchmarking Social Media

User Experience

DesignEmpowered Consumer

Beyond Digital

Beyond Digital

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15

Mobile is everywhere

Mobile is about transacting

1

96% year to year increase in mobile cyber Monday sales between 2012 and 2011

Mobile enables the Internet of Things

91% of mobile users keep their device within arm’s reach 100% of the time

5 Trends with significant implications for the enterprise

2

4

3

Mobile is primary

5

90% of users use multiple screens as channels come together to create integrated

experiences

Mobile must create a continuous brand experience

Global Machine-to-machine connections will increase from 2 billion in 2011 to 18

billion at the end of 2022

Insights from mobile data provide new opportunities

75% of mobile shoppers take action after receiving a location based messages2

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Clients have lots of mobile challenges

How do I support a growing mobile

workforce?How do I become a

social business?How do I secure

mobile endpoints?

How do I leverage virtualization and

cloud?

How do I reduce costs?

What’s my mobile strategy for B2E? B2B? B2C?

How do I deliver mobile

applications?

How do mobile devices connect securely to

the corporate network?

Can I migrate from laptops to tablets?

How should I support BYOD?

How do I support multiple mobile

platforms?

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10 acquisitions to strengthen our position in mobile since 2006……

200+ IBM Software apps available in App Stores; ~ 1M downloads…

Cited as a leader in app design and managed services by Forrester and Gartner………

125+ patents for wireless inventions in 2012, bringing the total to 270…..

Doubling 2013 investment ……

IBM has increased its mobile enterprise capabilities

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The Broadest

Portfolio of

Mobile

Solutions

The Deepest

Set of

Services

Expertise

New Industry

Partnerships

and

Resources

for

Developers

The industry’s most comprehensive mobile portfolio

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IBM MobileFirst offering portfolio

AnalyticsSecurityManagement

IBM & Partner Applications

Banking Insurance Transport Telecom Government

Industry Solutions

HealthcareRetail Automotive

Application & Data Platform

Str

ate

gy &

Des

ign

Serv

ices

Develo

pm

en

t & In

teg

ratio

n S

erv

ices

Cloud & Managed Services

Devices Network Servers

20

A few of our clients

Concord Hospital improved patch compliance 50%, reduced software license costs 25%, and has not had a single malware infection since implementation of IBM Endpoint Manager for patch management and core protection

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Getting started: mobile strategy & roadmap

Business Vision

for Mobile Strategy

Mobile Customer

Experience Models (User Personas and

Task Scenarios)

Mobile Technology &

Architecture

Evaluation

Mobile

Implementation

Roadmap(3-year)

I. Business, Market and Customer AnalysisUnderstand and align the business objectives, team structure and

employee/customer needs in order to create a mobile vision for identifying

differentiating capabilities. Define specifically how mobile capabilities can be

leveraged and integrated with other multi-channel initiatives (e.g. web).

II. Future-State ExperienceDevelop the required future-state mobile experience and depict how users will

interact with in conjunction with other channels to accomplish key common and

complex tasks. Identify specific enabling mobile technologies and processes

aligned to recommended capabilities.

III. Technology and Architecture EvaluationAssess current mobile technology infrastructure and Identify key mobile

technology capabilities and systems that will be needed to support the future-

state customer experience for mobile. Identify gaps or considerations that should

be addressed.

IV. Mobile Solutions RoadmapDevelop mobile recommendations and an Implementation Roadmap for designing

and developing the next generation mobile experience. Identifying dependencies

and enablers required to estimate the cost, resources and timing of initiatives that

will support the mobile strategy.

Activities Deliverables Team/Location

Estim

ate

d 4

-10

we

eks

TEAM

Core team of 4-6 IBM

staff representing

business strategy, design

and Mobile

IT/Architecture

IBM staff work

cooperatively with key

client staff to ensure the

recommendations are

grounded in the reality of

your business

LOCATION

Work is typically handled

on-site in order to provide

access to project

stakeholders. IBM may

staff parallel, co-located

teams up front to gather

data across both firms

and locations

In addition, separate in-

field observations will

need to be done across

both gas and electric as

well as key employee

types and tasks.

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Mobile Strategy Accelerators

• Data Collection Guides

• Questionnaires

• User Research/Field Observation Techniques

• Decision Models

• Mobile experience models

• Non-Functional Requirement samples

• Capability Maturity Models

• Templates of evaluation metrics for vendor analyses in the areas of Mobile Device Management, Enterprise App Store, Hybrid application platforms, UI and Controller frameworks

Our assessment uses proven tools and methods to assist you in developing your strategy

Mobile IT Tools and Accelerators

• Product & Portfolio Management (IBM Rational Focal Point)

• Reuse through Model-Driven Development

• Enhanced Collaboration (Rational Team Concert)

• Web2.0 and Mobile Feature Pack Update (WebSphere Application Server)

• Widget set for Mobile Web Apps (Dojo Mobile)

• Tools – Core features for mobile tools

• Testing Applications on Mobile Devices (Rational Quality Manager integrated with DeviceAnywhere)

• Rapid Ideation & Agile Application Development

IBM has conducted research focused on

understanding media and entertainment

customer needs as well as overall

industry trends

Assessment method and tools

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Technology and

Architecture EvaluationFuture-State

Experience

* Assuming an 10 week schedule. Final timing to be defined based on a more specifically defined project scope.

A directional strategy and framing of the mobile vision. This vision will be integrated across

all work streams including business, user experience, and IT.

Business, Market and Customer Analysis

Develop an mobile strategy and vision that will be informed by stakeholder interviews,

customer research and a marketplace assessment of leading cross-industry mobile

functionality and practices. A summary of the first stage of the project and will outline the initial

business and customer-focused vision and business strategy. The Strategy & Vision activities

will include synthesized findings. And will include the following deliverables

Deliverables: Business Vision for Mobile Strategy

Strategic Mobile Hypotheses & Objectives

Summary of Stakeholder Interviews (3-5 primary stakeholders)

Analysis Target Audience Mobile Usage

Mobile Trend & Marketplace Assessment

Mobile Services Prioritization Framework

Business, Market and

Customer Analysis

Sample mobile engagement

Mobile Solutions

Roadmap

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Customer Analysis

Mobile Solutions

Roadmap

Technology and

Architecture Evaluation

Future State

Experience

Envisioning the mobile experience and capabilities that support the future mobile strategy.

Future-State Experience Design

Design and develop scenario-based narrative and journey map of the future-state mobile

experience and differentiating capabilities as well as high-level requirements needed to

support the strategy, and identification of key enablers (i.e., people, process and technology).

A detailed narrative and journey map of the future-state mobile user experience and

differentiating capabilities as well as high-level requirements needed to support the mobile

strategy. This analysis will be used to define a technical blueprint to support the business

vision and strategy.

The Future-State Experience activities will provide a foundation for future definition, scoping,

and budget planning of specific business and IT initiatives. And will include the following

deliverables

Deliverable: Mobile Customer Experience Models (3-5 User/task based models)

Weeks 3-6*



25

Mobile Implementation

Roadmap

Technology and


Experience

Defining current and required technologies and architecture to support the future

mobile strategy.

Technology and Architecture Evaluation

Security (data-on-device, authentication, authorization)

Application Paradigm (Native, Mobile Web, Hybrid)

Integration of existing services into mobile solution

Privacy of user applications and data in a BYOD (Bring Your Own Device) Model

Breadth of Platform Support (iPhone, iPad, Android-based smart phones and tablets,

BlackBerry smart phones and tablets, Windows7 smart phones)

Certification and Deployment of mobile apps

Governance (Mobile Device Management, Mobile Application Management)

Infrastructure Support

Deliverable: Technology and Architecture Overview

Weeks 2-7*



Customer AnalysisMobile Solutions

Roadmap


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Mobile Solutions

Roadmap

Technology and


Experience


Weeks 7-10*

An actionable, integrated plan for designing, developing and managing the mobile strategy.

Mobile Solutions Roadmap (prioritized / phased)

This document will outline a high-level description of the key business and technical projects

to be undertaken in the next 12-36 months, in terms of their scope, objectives, dependencies,

risks, resource requirements, timeframe to execute, costs and benefits, and potential solution

options.

The Roadmap document will include findings and recommendations for the IT framework and

future-state technical and application architecture, a high-level gap analysis of technical

capabilities required to support the future state vision and an outline of potential risks and

challenges.

This Strategic Execution Roadmap will provide a foundation for future definition, scoping, and

budget planning of specific business and IT initiatives. And will include the following

deliverables

Deliverables

Prioritized Capability List, Gap Analysis and Supporting Mobile Initiatives

Mobile Implementation Roadmap (3-year)


Customer Analysis


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User-Centered Design

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What is User-Centered Design?

How do designers come up with an interface that's not in your face?

That just does what you want and doesn't make you waste time doing

what it wants?

Easy-to-use software doesn't just happen. It requires focusing on the

product's potential users from the very beginning and checking at each

step of the way with these users to be sure they like and are

comfortable with the final design.

“Ease of use may be invisible, but its absence sure isn’t...”

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Why User-Centered Design?

Because your users expect it!

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Who will be using the product?

When the target audience has been identified,

representative users can be recruited to work with the

team. These users help establish the requirements for the

product by answering questions that include the following:

– What do you want the product to do for you?

– In what sort of environment will you be using the

product?

– What are your priorities when using the software?

For example, which functions will you use most

often?

“Learn from experience -- the user’s”

31

Determine the target market, intended users, and primary competition is central to all

design and user participation

User-centered design principles

Set Business goals

Understand Users

Assess Competitiveness

Design the Total User Experience

Evaluate Designs

Manage by Continual User

Observation

Meeting the ease of use challenge is largely a matter of

adhering to the following principles. For each principle, the

goal is to involve users -- to ask the right people the rightquestions. Putting yourself in their shoes is a sure way to put

your product at the front of the pack.

A commitment to understand and involve the intended user is

essential to the design process. If you want a user to understand

your product, you must first understand the user.

Superior design requires ongoing awareness of the competition and

its customers. When you understand your users' tasks, you

must test those same tasks against competitive alternatives and compare their results with

yours.

Everything a user sees and touches is designed together by a

multidisciplinary team. This includes the way a product is advertised, ordered, bought,

packaged, maintained, installed, administered, documented, upgraded, and supported.

User feedback is gathered early and often, using prototypes of widely ranging fidelity, and this feedback drives product design

and development.

Throughout the life of the product, continue to monitor and listen to your users, and let their feedback inform your responses

to market changes and competitive activity.

“Nobody buys ease of use. But nobody buys products without it either…”

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Getting started

User-Centered Design (UCD) offers businesses a number of

critical advantages. It enables them to develop easy-to-use

products, satisfy customers, decrease expenditures on

technical support and training, advertise ease-of-use

successes, and ultimately increase market share.

Despite these advantages, many organizations do not

practice UCD. Instead, technologically savvy developers often

assume they understand the needs of common users and that

UCD is implicit in their designs.

These assumptions often allow the technology itself to guide

the development of products. The difficulty of adopting UCD

within such environments requires attention.

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Top ten list for successful user centered design

1. Simplify the message

2. Tailor your messages to the concerns of each audience

3. Demonstrate the problems that poor usability causes your

organization

4. Provide evidence that demonstrates the value of UCD

5. Establish a set of UCD principles

6. Use simple messages to promote the need for UCD

7. Provide UCD education

8. Get the right set of skills

9. Leverage existing collateral

10. Select a pilot project

34

Summary



User Centered Design

35

Questions?

Chris Pepin

Mobile Enterprise Executive

IBM Global Technology Services

[email protected]

@chrispepin

36

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pulse 2013 - mobile strategy and user centered design, an ibm interactive primer

Technology

digital consumer

innovative value

business value analysis

digital content

usage of digital

digital businessmodels

digital enterprise change

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