UX Maturity: The Reality of Performance by Simon Norris

you X maturity the reality of performance I think today in 2015 the web is still broken it’s you know the way that people make websites it’s still you know they still suck quite a lot and I mean that in terms of responsive sites as well I still think that there are a lot of sites that are quite poor even though the visual process the way that we design things the capability of code and the and the interactions that we can provide web sites still suck from a kind of humanistic perspective and this is something that is not down to say people having larger digital teams or people even having say in-house expertise in terms of UX the problem that we suffer from today is not so much UX competency which is now I’d say established and a given for most large organizations it’s more to do with the choreography of that UX capability and that is strategic and this is why I think now is is the thing that needs to actually happen to be able to make businesses deliver better user experience having a bunch of you actors isn’t necessarily going to make you but deliver better UX it’s like turning up to the golf club with all the kit isn’t going to necessarily make you a better player if only and I think one of the problems that we suffer from is that people don’t think about experience from a holistic perspective so here you have the this kind of beautiful styling murmuration who’s seen one of these show of hands they’re amazing aren’t they you know the way that they morph here’s a here’s a classic example where you’ve got a bunch of scientists from all fields us trying to study this phenomena that they call criticality you have a situation where you’ve got a scale-free correlation that’s happening the birds at the back can follow the birds at the front how do they do that how’s that done and I think human and I think human behaviors a bit like this as well you know we have to understand it’s not just in a micro perspective but in a macro perspective we need to think about it in terms of trend in terms of the whole we call this concept emergence and emergencies I think a science and study of endeavor that all designers need to familiarize familiarize themselves with deeply because really what we’re trying to understand is the movement from lower level rules to higher level sophistications what are the building blocks that allow us to understand the macro experiences that we’re trying to design and there’s a bit of a kind of paradox here because you can’t really understand the kind of high level sophistication that Gestalt by looking at the bits it’s impossible this is a beautiful museum no doubt if I take all of the materials I put them flat on the ground and I tell you to look from above what do you see you see a bunch of stuff a bunch of materials however we bring those materials together something happens something significant happens I think this is how we need to think about designing experience so this presentation is going to be broken into three acts and the first act is going to talk about the importance of view acts that I consider given my twenty-one years of experience I’m going to talk about how we kind of measure some of these factors and I’m going to kind of walk you through a a case study for a company that we’ve done UX strategy for for me this quote by Sir Henry Royce really defines I think what we are trying to do is design us strive for perfection on everything that we do take the best that exists and make it better when it doesn’t exist designer this is what we are trying to do UX is a design activity I often ask people might my question is you know sorry in uxd what’s the most important letter you know less experienced people will say user okay then they say experience and I’m like oh yeah that’s a good one as well design I’m like yeah this is design this is a design early activity we have to understand understand it and think about it from a design perspective and for me user experience means digital completely I don’t mean it is in terms of customer experience I’m going to come

on a not defined late later how I see those things being different but I think you need to be able to understand for example what user experience is to know what it isn’t this is fundamental to being able to design and shape better experience let’s ask a question 2015 did digital is everywhere in everything if I ask where is the store today his honor foams he’s out there on the street it’s on the watch is it my head it’s all of those places and more this is the point digital blends into everything that we can imagine it will blend into things that we consider and fad on the board it’s uber pervasive and we need to think about where it can go what it can do we don’t know yet where it can go what it can do so we should have new limits on where it can go what it can do one of the ways that I help my clients to understand this because this is quite you know this quite lofty quite considered way of thinking is if you think about it in terms of ecology what you then get is this understanding this relationship between the micro the device and the macro the system in which that device and therefore the person that is using that device operator system thinking is a way to contact relies and understand how to better appreciate user experience this is what I try to encourage people people to think like not user interface not component not widget but something broader something that has a a cadence of interaction this is what we’re trying to understand and I think something interesting is happening with the kind of emergence of user experience strategy I think that what essentially will happen to user experience and I think that this will happen within this decade is that we will see it change again we will see a change from people talking about it in terms of say research or design but talking about it in terms of smart process smart thinking smart design we’ve we can already see today that we have smart homes technologies in smart homes we’re seeing the embedding of smart process and smart thinking within the office soon those processes will be in our cities and eventually they will completely encompass our lives and I expect this will happen within the next decade it’s happening right now now there are some cities in the world that is significantly more digital than others there are some countries in the world that have significantly more ambition to be more digital than others by understanding user experience we can understand help them to become more effective at digital but to become more effective at digital we need to be able to measure it how do you measure this this thing this user experience thing because it’s complicated anything that involves people and people’s brains is is complicated arguably our brains are the most complicated thing we currently know of in the universe that’s sort of black holes saying you know we’re pretty it’s pretty complicated stuff and one of the ways that I kind of encourage my clients to think about it is in terms of digital first I’m going to read it out so digital first is a guiding philosophy that places digital at the heart the organization because it is working towards becoming totally digitally integrated now people do this in different ways I said about Amanda Macmillan Cancer Support they’ve embedded to a very high level supporting people through social this is what digital first is they they are digital first in my opinion socially of course they can get better at it and there’s a there’s an aspect when I spoke about it there how they really done it they have done it and I believe that they have done it because their fundamental business model is designed around supporting people so that makes it easier for them than say other organizations to do it that does not mean that they’ve done it in other ways but socially for me the way that she spoke about social I thought here’s a really good example of digital first really good example a digital first means this in the beginning when I got into the web which which was about 1994 you literally were the kind of person that no one wanted to talk about it was like weird with witchcraft stuff that you did the web stuff what’s that web sites irrelevant I mean in this country we ste we still call it the information superhighway that’s what we call it everyone’s going to get on the information superhighway

and in time through the 90s then what happened was that kind of more web people emerge web designers webmasters remember that phrase webmasters my use of the word ooh uber my love of the word uber is because I’d read an article by Marc Andreessen who referred to himself as a nubile webmaster back in 1997 it’s stuck and then by about the 2000s what I started to see was digital departments it no longer was a bunch of web designers it was a digital department that digital department may be sad under marketing or it may be standard under IT but it was a digital department today in 2015 what we see is large digital departments now I work with organizations that have 50 60 70 100 plus people within a digital team we’ve already heard from Andy at TD a that has clients were there 200 now I know of firms in America that have hundreds you know Todd that would have spoken two days from his eye from from his IBM day said that they had three thousand plus people now people are looking for designers but because you have a digital department doesn’t mean that your digital first that’s different digital first means that it literally runs through the whole organization ie the marketing department doesn’t expect a twenty five word proposition which works an offline way to basically be manifested in a responsive way they know that it they know that that is not the way to think they think in the same way they think digitally across the business that’s what digital first means and that is a very clear sign of an organization’s maturity to actually respond digitally and therefore deliver better user experience the companies that are digital first and they are rare lead the field they’re the ones I have the greatest market capitalization the ones that we all cover to be the best of what they are and there are issues with how you become digital first there are issues with how we design experience we spoke about unicorns okay I have a particular dislike for this idea because it seems you know a master of many things is typically skilled at none this is an idea popularized by Plato not my own so I agree with that way of thinking one needs specialization one of the worst ideas I think that exists at the moment is this idea of delight I call it the fallacy of the immediate people are designing these micro moments these moments that are meant to make us go wow that’s the experience that’s the thing I’m trying to design really well to me when you get to the top of the mountain you see this amazing Vista this perspective well you need to get up the mountain yeah the mountain is a bit of a journey not teleported there you have to get there which means that you have to get down and quite often that journey does not even start at the mountain it may start way back in fact that journey could start when you’re thinking about going up the mountain in the bath five years previous after having a nice glass of beer with someone the journey is much bigger often than the thing that we’re designing for yet the way that we talk about it the way that we research it and often think about it is very micro that’s a problem because it’s not making us thinking this more macro way this more macro way about experience and I think and I think of journeys as kind of moments moments of motivation journeys aren’t flat incurring you know they’re not the same for everybody even though we’re trying to design something that everyone can do our motivations are different our context is are different we will be different depending on how we feel and I think of it in terms of a choreography of motivations and those motivations show overlaps so for example let’s say tight if you need to take buying airplane ticket you know before I go to the website I do the digital thing I’m actually thinking about stuff I may be having conversations with people about what I want to do digital is one bit of the journey never the whole journey yet we talk about it as though it is the thing oh yeah we should get this right the business will be successful when if you step back and you look at their business model what you

realize is their business model is broader than digital much broader so I’m looking for what I call the overlaps between these moments of interaction these key moments of interaction that allow us to understand this choreography between often online behavior because if I understand that and I get a sense of what the true journey is how people are going to feel about it whether they’re using a website or not whether they’re thinking about it in the bath then they use a website this is the way that I kind of tried to get my clients to think about it and then and this is a technique I’m using because it’s really difficult to explain how to think ecologically if you cannot even think in the way of a journey you cannot run before you can walk and essentially in ecology what you have is many journeys together and think about ecology is there kind of dynamic they kind of change this idea that we can design one and then being perfect control of it is utter nonsense it’s like a pond you couldn’t be your party if you put a pond in your garden you can’t really be in control of that pond I mean people you know people that say they are they might as well say well they’re in control of the Sun and then when you put it in that perspective it sounds ridiculous once you put an ecosystem into operation there are many factors that are kind of happening at the same time we can’t control all of them change one it cascades to all others this is the point of it we have to think about experience in a much more Gestalt type way we have to be as I say to it so my clients you have to become comfortable with being uncomfortable with not knowing because you can’t know all these stunts these these things you cannot so you have to work out what you can know and build that up and the thing about it is that even within an ecosystem there are going to be key moments of interaction take the buying an airline ticket example that I mentioned I buy the ticket let’s say I’m in the country and I get an email as you do 36 hours before 24 hours before which allows me then to go to a website to update and manage my booking you know here you have a number of activities that are happening together the website got the email how they work together this is what I mean by these key moments of interaction this is what I mean about choreography how do we choreograph them so they are meaningful rather than treat them in this discreet micro orientated ways another thing about ecosystems is then what linear that the antithesis of linear journeys overlap you could stop and start you can pick things up it may leave you to do something completely different and I see that that kind of reflects to a certain extent human nature our behavior especially cognitively no I don’t know if our consciousness is like that well I can speak about my my own I can speak about my attention and it kind of goes up and down you guys you may will have superior attention that never kind of turns off but my wings unfortunately I wish it didn’t but this is the reality of it and I think within these you know within ecosystems when we understand them is the ability for us to join to see how these journeys join together that allows us to see how we can start to design experience in a much more macro way a much more nonlinear way a way that I think is more meaningful for how we actually operate as social animals and the way I cut you know the way I think about this is is in a gestalt way you know the kind of total interaction is greater than the sum of all interactions it’s like I said about this building ID construct it into its material components and there’s a bunch of stuff when it comes together that bunch of stuff becomes something more than a bunch of stuff it becomes a place that place has meaning for us this is how I think about experience designing experience I call it the micro macro and Lego is a really good example of this you know Lego is the rules the components the atomic bits yeah we could make pretty much whatever we want to make with it which is amazing but we have to understand the rules the relationship between the micro and the macro to be able to do that to be able to do that well I show you I showed you the murmuration and what we see because we’re looking at it in real time is it

morphs it flows as a sense that it moves together in this beautiful way you slow it down to 200 frames a second you don’t see that more thing what you see is this scale free correlation phenomena that I was talking about you see birds following lines perfectly one behind the other perfectly and if you if you you look at it slow down you see them doing these arcs and they all work together in the same way it’s amazing so by looking at something in slow motion we get to see it from a different perspective this is what I mean about how being able to understand the micro and the macro you have to see it differently one of the other problems that we have and it still happens today is that people say hey son I’ve been to this conference where people talked about this thing called UX okay and we need some of that we’ve heard that’s the stuff yeah like you can get it in one of these so I’m okay you know can you imagine it UX is actually the this is the nonsense of the craft in which we operate it’s commoditized because everyone can do it and we kind of continue this this this this silly idea that it’s something that you can just apply like a magic wand or a cannon you know a spray can if only I wish you could do that I would go into the manufacturing of spray cans quite quickly and it kind of gets worse because people will say to me you know someone I’ve heard about this UX strategy as well and they talk about that as though they could buy in a spray can but these things are really complex that we’re dealing with you know digital disrupts businesses fundamentally uber what uber is doing to the world let alone what it’s doing in one territory or one country now has it done that people will go eyes because it’s amazing you act it’s amazing system lalalalala no no that’s just a modern way of presenting information they get ecology but behind that ecology is the way that they have completely changed the business model and at the heart of amazing you acts an amazing ux strategy is a very powerful business model that’s that’s to me what differentiates a ux strategies from a non ux strategist one talks about this business models well they talk about modeling they’re not so interested in the details or they don’t say things like well we are trying to design for the user here it’s like of course we are that’s why it’s called user experience but we’re interested in the choreography of activities if I got two cars and I said shoe which is the fastest car on that both are saying you’d laugh at me but this is what people ask and say I want some new acts I want to do it better we need to get some user experience they’re thinking that by bringing in this user experience that they can improve performance I know examples were completely rebranding refactoring a whole site a whole experiences made it worse people say Simon what did we do and I look at it and it’s like yeah one site looks really modern contemporary and brilliant and the other site makes my eyes bleed but the site that makes my eyes bleed significantly outperforms the new one that they’ve made and I summer we don’t understand why I’m like okay well and I what analysis did you do in terms of who’s gonna use this what are you talking about I’m like your your key customer segments because I because what we’ve done now I’ve analyzed it is you’ve alienated the people that you generate the most money from and they go oh dear what do we do but we thought if we did this UX thing we just make it all better no no it’s more complicated than that much more complicated than that so you actually pretty important and we need to be able to measure it and that means that we need to be able to measure it in a way that the organizational the business needs to actually apply it and that would be different because we’re different so we talked about a company direct indirect strategy for this is the world’s largest okay capable company some stats about them big Corp okay seems to do a lot of work for big corporate like it because it allows me to tackle lots of people I like I like change on scale I like big problems they’ve got whole bunch of brands that they work for across Europe and this is the this is an aspect from their brief and I’ve kind of kept this bit in because this is what I hear from a lot of companies today this is what they want and this is really

important what is being said here because to me this tells me that they are ambitious about user experience they do not want to spray it on they know that that will not work they know they’ve already done the research because they know provide a world-class digital user experience which also differentiates us from competition and which supports our commercial objectives so this tells me something that they really take it seriously because this tells me they’re interested in embedding something which means that they have they are thinking in terms of business models it’s a given that they want to provide their customers a greater more meaningful experience but you don’t tell them that because they think they would think you were an idiot it’s implied that that is going to happen to think that is more important is how can they embed this thing how can they truly get better at it and I see a lot of organizations that are trying to do this today well one of the things I help them to understand was the difference between customer experience and user experience now you put it to you like this chemistry physics of both branches of science study matter chemistry is not subservient to physics if it is subservient to anything it’s subservient to science science is the major branch that we are trying to understand because science is the thing that where we form where we form our questions and we try to provide our answers the same is true for user experience and customer experience they are different for me user experience is digital the sum of all those interactions customer experiences non-digital and I think this understanding is pretty critical because if you because if you don’t get that understanding you start you you go down the road of thinking at the hand because it’s connected to the body by 12 other systems is like the foot you don’t realize its function its purpose what is meant to do what’s been adapted to do you go out so all the same we have this generalization it’s another problem within our field generalizing not being intellectual enough about this thing that we do and the importance of why we should do it because it’s easier user experience it’s not easy I think it’s really difficult after 21 years I sometimes wake up and I think what do I actually know about the craft that I’ve been working in for so long and sometimes I think not a lot I need to know more I need to understand it more deeply I need to be broader and I think what we’re going to see why say it’s really important to sort of see these differences is that I think you’re going to see a massive shift towards user experience becoming the dominant factor more than customer experience I think user experience is likely to become as important as business strategy itself and for any business that is operating in a pure-play way it is absolutely critical it is the business strategy how could it not be digital is the way by which they operate people talk to me a lot about return on investment or KPIs you know Simon what are the key KPIs that we need to come up with and they list 20 and like you know I’ve got a problem with that 20y i’ma say cuz it’s because it’s got the word key in front of it he should be hanging about two or three ever and the one that I kind of am interested in understanding is customer lifetime value why am i interested in trying to understand customer lifetime value because it allows me to focus on these three critical aspects of experience that actually drive revenue and value for the business and deliver value to the consumer how do we acquire customers how do we onboard customers and in understanding that relationship we then understand how to keep them how to retain them this is fundamental it’s not like this this transcends the idea of conversion rate conversion rate would sit within this what you understand the behaviors of how you acquire someone you can then apply that understanding to actually supporting you serve them better for longer I mean how often does that happen that we think right we’re going to do customer acquisition to understand how to onboard people I’m gonna use the insights and understanding from the acquisition research to apply it to onboarding prototyping rarely this is Dino Pier right here this is the experience this is the thing that the business wants to do this is the thing the customer wants to do but just opposites you know they’re just opposite

sides of the same coin how do you move from theory of models to design is it still the question I get Hearst I say to my clients it’s all design everything so a fantastic presentation last year by Matthew Holloway at UX strategy in Boulder and he spoke about this eloquently in a very detailed way the application of design to solve different sorts of business problems and if you get a chance to go and look at that have a look at it because it I find it quite inspiring because I think in the same way that he thinks all of this stuff that we do is design it’s all design every bit of it this is what we have to make our clients understand and the way that we kind of run programs and this the this this sort of program that I’m kind of outlining here is our typical methodology for doing stuff it all starts with a period of quite deep contextual research trying to understand the business and the consumer and the markets in which it operates the potential disc disruptors and opportunities for disruption that leads to a strategy string strategy should be fundamentally different from any what I would call design execution and kept separate from design execution often what when I walk into a project what’s happen is strategies become design execution but it’s not turned back to strategy strategy must always be present otherwise you you’re you know you’re at the mercy of people people’s opinions and if you do it in this way and you start to separate in this way also then allows you to do things like hide you in bad user experience how do you make user experience part of culture which is a fundamental requirement safer Liberty global wanted how do we do that because I don’t just want to deliver a better experience they want to be able to deliver a better experience themselves so that’s not just helping them make assets better help them design better journeys that’s helping them do it for themselves that’s helping them how they think and if you do it in that way it also then allows you to separate out innovation and in doing it in this way because you don’t get kind of confused one thing doesn’t lead to another you don’t get sidetracked you didn’t go down dead ends you can do everything together in a nice choreographed way and the way that we help organizations do that is by coming up with a framework and the fact of the framework is the framework should allow you to do these things together you should allow you to sort of do the strategy do the execution do the innovation and also do the kind of embedding the institutionalization it should allow you to do it together a good framework will allow you to do that together because that’s a function of a framework a frameworks are really really good and especially for brands like Liberty global because you know we’re talking about a multi brand reality it’s not a single brand reality it’s not British Airways in different ways this is very different brands with very different teams with very different cultures with very different processes thinking in very different ways which means that this idea of alignment through a framework doesn’t necessarily mean you have to be in the center you may get greater alignment by not being in the center because that’s more relevant for that company for its culture and its ambition so the quality or state of being mature okay this is the thing that we need to help organisations do to become more mature about UX so we have a model and it kind of starts like this oblivious aware synchronized culture brand along the top and at autumn what you can see is kind of individual project programme system ecosystem very few organizations exist at the level of culture let alone exist at the level of brand really it’s super rare to get that level of cultural embedding it’s even rarer to be a brand from a UX perspective most organizations in my opinion operate here especially the ones I deal with I’m trying to move the needle for them in different ways between a aware and synchronized look at some of the characteristics of a aware team they’re kind of tactical there’s a problem or conversion rates gone down we must do something about it they don’t typically have a UX team structure kind of tells for me I do you have an information architect no our information architecture is done by you axis okay that tells me something about how they think about user experience an ia because they’re very different things they put they outsource a lot of stuff there’s little knowledge sharing and quite often they’re demographically lad with a secret ice team they will have a vision they will be customer focused but

they don’t get this overlap there they’re still siloed they’re not heard the way that they affect change and are affected by it is very slow to be qurtubi for me for someone to because for me to consider them operating at the level of culture from a digital first perspective means it needs to be embedded across everything that they do I gave the example of Amanda with McMillan socially I think that they have that but they have a model that supports them being able to do that it’s not enough just to have a team and to have a strategy to become mature enough that you have UX culture means that you need to think and act very differently we measure these activities in terms of a bunch of Continuum’s that we use how well do people do things and typically we’re trying to do that because we’re trying to help come companies what we call bridge this strategic gap make them reduce the coupling between customer and business but what Jim was talking about this morning shared value shared value means business and customer not one more than the other they need to work together that’s what strategists will do work out how to do that and the way we kind of do this with organizations is that I kind of model or model profiles so which is a which essentially is a bunch of questions we then kind of score those questions there’s dinner those things can analyze and then we kind of turn it into a report to say this is where you currently are so for example you know I’ve got there on the screen a question do you or your development teams understand what is meant by user experience design you think when I asked this question anyone says no they all say yes but you know I said I go great how’d you do it them explained it to me and we you know you key because I want to understand how they do it because if I understand how they do it I can understand how to make them better at it I don’t don’t accept that they say yeah we do it and I think once you understand this idea of say UX maturity what it allows you to do is to target companies that are customer focused so we know that their customer focus when they have a customer experience strategy and what’s good about that is we can think about it in two of alignment so for me I know when I know that an organization or corporation is serious because they have a customer experience strategy and typically a customer experience team and that’s interesting because what we could start to get as alignment between methods that are shared both in terms of UX & CX personas journeys customer experience people have been doing this for a long time longer than we have like service designers a lot older than we think it is it’s based on a book that was written you know the best part of 32 years ago service dominant logic these things have existed for a long time so essentially you X represents the kind of UX behind you extract you represents the UX behind the UX and all its design and you could do that through workshop in so we do a lot of work shopping a workshop it’s great cause you get people to problem-solve but you also get them you’re getting them to embed you’re getting you get to see how they design together how they collaborate how they team how they think so you can start to give them extra bits of information to get better and better at stuff here here I have a journey and at the top of the journey it’s pretty basic we did that warm workshop with a whole bunch of people then you go to the journey again you can see it becomes a little bit more detailed and then again it becomes even more detailed and if we focus on say one aspect of the journey an onboarding aspect you know then you think okay how do you represent this stuff you need you know when you want to embed this within an organization you need to be able to find ways of embedding this stuff yeah it’s got a little video this is one of the things that we kind of do why can we embed this stuff see how it communicates so much of the

journey to everybody in a way that people will get when you want to talk to the c-suite we care I can’t necessarily talk to them in the language of design even though we want to we have to find the right level of which to operate but you show them a video like this they go on I’ve got it it makes sense and you can see it’s responsive because there it is in the image but you know still the question will be asked but where’s the designs Grail this kind of research prototyping testing bla bla bla bla bla bla bla it’s like okay it’s all design yeah in fact that that was the most important design done there this bit what we call the skin the actual manifestation of the of the design itself is I would argue the easy a bit first the bit that people want show us the bit that looks beautiful the visual aesthetic bit if you don’t do the bit underneath it doesn’t make any difference because there’s going to be loads of problems that are fundamentally wrong with the design so it’s all design you know really good visual designers can make something look however they want it to look so recapping to create a really good user experience strategy we need to develop a digital first philosophy a way of thinking that is philosophical that underpins how we develop a strategy that strategy that strategy has to be able to accommodate both micro and macro aspects of the design we do that because it allows us to think about journeys and how to perfect them and it’s thinking about journeys we then can take the broader step into thinking about eco systems systems thinking and all of that has to be framed within the idea that we are talking about a design early activity this is how I think of UX strategy I love the red arrows and I think that a great team you know this this work that we do this design work that we do is not done by one person it’s done as a team it’s a team effort it’s a choreography and that’s why we need to think about it as a choreography as a whole rather than just the parts we have to see it together and actually act and work together thank you they’ve got 17 minutes to do everything I’ll happily take a question de question thank you um but I was wondering if you could give maybe another example of particularly UX tragedy that’s been successful because as a designer I think I’m a lot of the time bogged down in those details that you were talking about and it’s difficult to get that bigger picture um and I was wondering if you could give an example of a UX strategy how its how it’s been done um and how it’s been done well and what return it’s given yeah so I mean that you know that’s that’s a good question and to answer that I’m going to say that we need to look at the brands that are the most you know most most visuals so I made the point of uber for example and a great UX strategy is understanding that there is a business model that is underneath how the business is going to serve its customers the kind of value chain that it needs to choreograph and the way that it delivers value to the customer as well as value back to the business and it’s kind of Russell d’etre is why of making money it’s so the these sorts of organizations are the ones that kind of demonstrate to us how it’s done I mean Instagram is a great example yeah I often say you know what what’s the thing about Instagram that makes it so awesome people go out sharing its content that’s given it’s a given you can do that what makes it so awesome is it allows people to take photographs that are not very visually photographically gifted like myself and make them quite cool and quite stylish that’s what makes them shareable and we know that this is its kind of its UX

main feature because all of its apps allow you to change the field you know it’s designed to allow you to do more filters to actually create these sorts of photos and the point that I’m making is the companies that are the best at doing this have the best business models the other ones are disrupting the market right now you’re not going to kind of get this perspective by you know looking at clients there are many clients that I’m working with that are asking me right now how do we defend against disruption how do we do that how do we know what to do in three years time so it’s you know the the thing about UX strategy is it’s much more focused on trying to understand business models and how business models deliver customer value and how that value is kind of manifest in terms of business value rather than say personas or wireframes or design so all that stuff that I showed you the design staff that is the output of a strategy the strategy must always start by understanding what is the business who are its customers how does it operate across the value of the value chain how does it deliver value to both business and to the consumer and how does it make money that is the strategic aspect it needs that we need to do as UX practitioners that is what you would that is what a McKinsey’s would come in and do that’s what they would work out the reason why I think that we are better equipped as a industry to do it is because we have the design early skills they do not have you can’t just embed this stuff and go hey we’ve got 20 new designers we’ve got it now I mean that would be the equivalent of me reading a book on brain surgery and then go hey I’m ready you know it pays five times better than my current job let’s do that it doesn’t work like that you know these things quite a lot of practiced and you know it could turn out that I don’t have the aptitude or skill or mental dexterity to do to do to do that you know strategy is about models and UX design is about execution but they need to work together I think Jim’s point about translation you know it’s not just strategy and execution to have to work together so one needs to understand enough about strategy to be able to execute it well and the problem with UX is that UX is a synthetic practice that kind of choreographs many disciplines so it is strategic in its nature but that doesn’t make you a strategist strategist ask very diff sorts of questions they’re interested in different sorts of things you may become a strategist but you may not that’s just the way it is and some some people are going to be better strategists than others as some people are going to be better designers et cetera et cetera et cetera