S H I F T I N G H A B I T S T O W A R D S A U S E R - C E N T E R E D C U LT U R E

M A R K S H A H I D

S E N I O R E X P E R I E N C E A R C H I T E C T - S K Y B E T T I N G A N D G A M I N G

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“ W E ’ R E A L R E A DY C U S T O M E R O B S E S S E D ”

1 . U N D E R S TA N D A N D E M PAT H I S E

R E A L U S E R N E E D S W E R E N O T U N D E R S T O O D

• We had a perception of that we were close to our customers

• We were engineering-driven culture

• We were a marketing-driven culture

• We did not understand the needs of our users

“ W E A R E C U S T O M E R O B S E S S E D ! ”

• Being customer obsessed is not the same as being user obsessed.

• Market research overlaps behavioural research

• We defined our customers by value bands not types

• Users in different value bands will exert different behavioural characteristics

M A R K E T I N G R E S E A R C H I S N O T U S E R R E S E A R C H

G E M # 1

HV

MV LV

HV

MV LV

“ U S E R T E S T I N G W O U L D J U S T S L O W U S D O W N ”

• Little or no behavioural research of users actually using the product

• Lack of understanding of the role and purpose of UX/design

• Large reliance on quant to make key business decisions

• Reliance on focus groups over user testing

“ W E ’ V E A LW AY S W O R K E D T H I S

W AY ”

2 . D E F I N I N G T H E P R O B L E M

O R G A N I S AT I O N S A R E L I K E P E O P L E : P R O U D A N D H A B I T U A L

G E M # 2

O R G A N I S AT I O N A L T R A N S F O R M AT I O N C A N B E S L O W A N D C U M B E R S O M E

• Change is often pushed down from above

• Bottom-up change is rebellion, top-down change is oppressive.

• Like people, organisations harbour bad habits which are hard to shift

T H E N O V E LT Y O F O R G A N I S AT I O N A L C H A N G E Q U I C K LY FA D E S A W AY

G E M # 3

K I C K I N G T H E H A B I T

3 . I D E AT I O N

W E N E E D T O P R O V E VA L U E T H R O U G H L E A N E X P E R I M E N TAT I O N

• The agile manifesto facilitates the change well, but opposes heavy documentation.

• Long, detailed unread reports are often a output of user research studies

• Preventing cold handovers to developers can be tricky

W E N E E D T O E M B E D U X I N T O B A U

• We're a product of industry, where efficiency is paramount.

• We have to evangelise and teach our own user-centred design principles

• Culture is about people, people follow process. How can we manage change within our teams?

“ U S E R T E S T I N G W O U L D J U S T S L O W U S D O W N ”

• Little or no behavioural research of users actually using the product

• Lack of understanding of the role and purpose of UX/design

• Large reliance on quant to make key business decisions

• Reliance on focus groups over user testing

U X I N T H E P R O D U C T I O N L I N E

4 . T E S T A N D I T E R AT E

S TA R T W I T H Y O U R C U R R E N T P R O C E S S A N D I M P R O V E I T

G E M # 4

H E A D O F P R O D U C T

P R I N C I P L E E N G I N E E R

D I G I TA L D E S I G N E R

U X D E S I G N E RU X R E S E A R C H

L E A D D E S I G N E R

P R O D U C T O W N E R

M A R K E T I N G E X E CM A R K E T I N G M A N A G E R

M A R K E T R E S E A R C H

E M B R A C E A G E N T S O F C H A N G E A N D C U LT U R E C ATA LY S T S

G E M # 5

“ W E ’ R E A L R E A D Y

C U S T O M E R O B S E S S E D ”

“ W E ’ V E A LW AY S W O R K E D T H I S

W AY ”

K I C K I N G T H E H A B I T

U X I N T H E P R O D U C T I O N

L I N E

“ W E ’ R E A L R E A D Y

C U S T O M E R O B S E S S E D ”

“ W E ’ V E A LW AY S W O R K E D T H I S

W AY ”

K I C K I N G T H E H A B I T

U X I N T H E P R O D U C T I O N

L I N E

1. UNDERSTAND AND EMPATHISE

2. DEFINE AND IDEATE

3. TEST AND LEARN

4. ITERATE

U S E R - C E N T R E D D E S I G N P R I N C I P L E S C A N B E U S E D T O S O LV E A L M O S T A N Y P R O B L E M

G E M # 6

S U M M A R Y

• To shift culture we must begin by understanding the our current situation.

• To shift habits, we need to iteratively embed ourselves into our day-to-day operations.

• Embrace your “culture catalysts”. They are the key to the success of a change in attitude.

• Obsess over your improving your process and consistently prove value.

Q U E S T I O N S ?