I don't drink KoolAid.
Product Innovation Labs
Someone's PE said: My team's contribution to shareholders is about
M$500, which is more than some product lines.
- Your elevator talk: Shared business cases and goals; defining UX
brand; integration into processes; improving UX effectiveness and
- About 10 years ago, there was the productivity paradigm in American
industry where investment in IT resources did not result in efficiency/productivity
gains. At that time, you'd sell to closing the productivity gap. What can
we sell to now?
- NPV: You can drive NPV by picking high-value projects and
participating when you can maximize your value.
- What matters to your organization?: innovation, business results?
- Sweet spot: the intersection of business, user, and technology.
- Agents and TCO? Training and TCO? (Can we use TAM (technology adoption
- What is a UX bug?
- POV: "What is our 3-minute pitch?"
- We don't talk in terms of metrics, but in terms of a client's Achilles'
heels and how we can help.
- Focus on the story; leave the proof to the articles in Bias/Mayhew's
- Business Week - it is now "in" to innovate. (Cover text:
- Awards are given for product design (i.e., ID), but not for usability. Why
- Learn the language of business: key business objectives; state UX value in
these terms; present story in key business locations, events, publications;
will take 3-7 years.
- Dollars as metric.
- Why we have a problem: business doesn't' know they need us; developers
think their humanity enables them design intuitive products.
- Why is it worse with the web: we have less certainty about who our users
are; traditional development Release 1 methodology doesn't succeed on the
- Two joys: usability has a robust ROI; ROI works for lots of people.
- Two confounds: benefits are not solely attributable to usability; it is
difficult to project ROI.
- Perhaps we need to be less encumbered by the need for empirical facts when
describing and selling ourselves.
- What if we just had a single number to describe usability, so we could
say, "That product's usability is a 6 and it needs to be a 7."
- I spend a lot of my time managing up.
- Anecdotes carry weight; provide leaders with stories to tell
- Change the corporate culture: arrogant to humble; closed-minded to
- Measure what you want people to get better at.
- Great innovations do not come from metrics.
- Balance conceptual simplicity with precision: Self-reported success
is not very reliable; ease of use has a ceiling. (simplicity ref: Sauro and
Kindlund, (2004) Simple Usability Measure, was this in UPA 2005?)
- Focus on the GM/CEO, not the development managers.
- Use historical data to make business predictions: not precise, but useful.
- Why ignore usability? Perceived as adding risk, e.g., time, cost;
unfamiliarity with usability; no established process; not something I have
been asked to do; intangible, every user wants something different.
- Barriers: increased cost; increased development time; increased
- Motivators: RFP mentions ease of use, so what's the least we can do
to address this?; Project has usability problems; Serious usability convert;
understanding that usability is important for success.
- Factors: effective, efficient, satisfied, reduced business risk.
- What does the gate keeper value? Increased revenue, decreased
costs, reduced risk of project/product failure, none of these?
- We need to come up with pitches that are tailored to specific roles, not