Presentation at UX STRAT 2015 by Tim Klauda, Vice President of Global Digital Creative, Walt Disney Parks & Resorts; and Mike Hubler, User Experience Program Manager, Northrop Grumman Corporation

1. Changing the Culture
of Consumer and Enterprise
Giants Through UX Strategy
Mike T. Hübler
User Experience Program Manager
Northrop Grumman
Tim Klauda
Vice President, Global Digital Creative
Walt Disney Parks & Resorts
September 9th, 2015

3. Walt Disney World Disneyland Disneyland Paris Hong Kong Disneyland Shanghai Disney Resort Disney Cruise Lines Adventures by Disney Disney Vacation Club Aulani

7. ?

9. Walt Disney Jack Northrop Leroy Grumman

12. 12

15. The Process of Design Squiggle by Damien Newman, Central Office of Design
Uncertainty / patterns / insights Clarity / Focus
Research Concept Design

16. Northrop Grumman

17. Giant Enterprise Challenges
Customers ≠ Users
Contracts incentivize quantity (new features)
Operations measured by reactive stoplight charts, not leading indicators
Testing focuses on mechanical checklists, not User mission
Technological solutions in need of actual customer problems
Engineer before listening

18. Measuring the SUS and UX quality of projects
Many projects do not know their user community
Sampling projects yielded failing SUS scores and project rejection
Program stoplight charts moving from green/blue to red

22. Handy Patients Electronic Medical Record
(free, open source version)
Northrop Grumman
HealthIT Prototype UI (EMR)
(Designed and developed by The User Experience Team)
Wikipedia contributors. "Electronic health record." Wikipedia, The Free Encyclopedia.
Wikipedia, The Free Encyclopedia, 29 Jan. 2014. Web. 30 Jan. 2014.
Civil Example

23. Northrop Grumman
Today
(Feijo, 2010)
Integrated Air and Missile
Defense Program
Center for Disease
Control & Social
Security UX
Northrop Grumman
2020?
Measuring our Enterprise
UX Maturity

24. UX Demand is Quickly Exceeding Available UX Supply
0
13
25
38
50
2010 2011 2012 2013 2014 2015 2016
Approx.Business
Opportunities&Programs
78 UX Practitioners in
Northrop Grumman as
of Aug. 2015
UX Growth

25. Move UX to the left
Software Engineering
Systems Engineering
Business Acquisition
Long-term research investment
Shift from support role to leadership role
Provide the big vision that guides disparate
engineering disciplines

26. Vision: Enable IS to lead as the DoD software vendor of choice
UX Mission: Execute user-centered processes across the lifecycle, teach UX methodology across the Sector and innovate
through R&D and structured collaboration with key technology focus areas.
OPERATE EXECUTE EDUCATE INNOVATE
Focus Area: Operate (SW COE UX Front Office)
Make UX resources available across the sector and ensure functional
leadership and growth for UX talent.
OBJECTIVES
• Manage UX functional resources and rotations
• Staff front office for UX consultation
• Manage software design libraries
• Manage product lines and UX style guides
Focus Area: Execute (Division UX)
Ensure that user-centered design is practiced across technology and
product lifecycles.
OBJECTIVES
• Perform UX work on captures, proposals and programs
• Set division & OU UX goals
• Work with MA to establish and measure UX related KPIs and human
performance success criteria
Focus Area: Educate (UX Academy)
Provide UX 101 training for executives, technical training for
practitioners and establish standards for UX talent.
OBJECTIVES
• Teach courses to executives, adjacent technical positions and UX
practitioners
• Oversee T3G and UX Process standards
• Establish UX talent track and industry equivalent labor
Focus Area: Innovate (UX Key Technology)
Manage the UX key technology focus to establish far-reaching R&D
efforts and successful translation to products
OBJECTIVES
• Perform advanced HCI research
• Grow global UX adaptation capabilities across domains
• Enhance mission effectiveness via increases in human performance
and teaching customers “art of the possible”

27. Near term strategy
Digital narratives in the shaping stage of contracts describe the experience
users will have with our systems and services
Experience maps in the early program and systems engineering phase will
lead disparate engineering efforts towards common vision
Align UX with other engineering disciplines: measurable and repeatable
UX Academy for changing culture
Give users a voice

28. Initiate Launcher Control By User
Storyboards: Systems Engineering

29. Graphic novel storyboards

31. Enterprise Storyboard Production

32. Digital Narrative for the Japanese Delegation

35. Physical
Task
Performance
Cognitive
Behavior,
Motivation &
Attitude- Physiological
Responses
- Physical
Workload
- Work
Patterns
- Teamwork
- Decisions
- Self-
Analysis
- Attention
- Affect
- Cognitive
Workload
- Situation
Awareness
- Time on task
- Task accuracy
- Task
Completion
- Errors
Design decisions are driven by data
Scientific Methods for Measuring UX

36. Culture
Development
Manage-
ment
State-of-
the-Art
UX
New Methods &
Tools
Applied
UX
Talent
Strategy
Invest.
Strategy
How Do We Get There?
UX Key Technology Strategies

37. Maint./ServiceProgramProposalCaptureIR&DLTP
Needs and
global trends
Discover
user needs
Innovate and
invent
Shape Demonstrate Design
Evaluate
User research
repositories for
the domain
HCI research
science
UX strategy for
product line
development
Human
augmentation
Human-machine
teaming
Data analytics
Media ecosystems
Adaptive Interfaces
Art of the possible
demo
Storyboarding
Animation
Customer relations
Customer
experience
Interactive
prototype
Updated proposal
style
UX metrics
Past performance
Product concept
development
UX design
UX research
Reusable front-
end framework
Human
performance
metrics
Product line
design and
development
Product
satisfaction
Automated
metric collection
User surveys,
focus groups
New product
and feature
ideas
UX support across the lifecycle, across domains, across organizations
UX in the Business Life Cycle

38. Results
UX is an Information Services sector Key Technology Focus Area
UX to be corporate Key Technology Focus Area in 2016
UX Academy established virtually this year, expanding to a physical institution in 2016
with diverse curriculum serving the company
Internal research investment for UX increases 6x in 2016 and becomes
an institutional sector commitment
Creating a services organizational model with new government rate disclosure to allow for
“UX Agency” or functional UX group
UX supporting the top business captures of every Division

40. Walt Disney
Parks & Resorts

41. Giant Enterprise Consumer Challenges
Customers ≠ Users
Complex org means multiple stakeholders & some projects
funded by other sources (Ops, Marketing, etc.)
Contracts incentivize quantity (new features)
Consumer demands (constantly playing catch up) make us
feature centric over experience centric
Engineer before listening
Tech estimation done before any proper UX Design discovery
Project based business model limits ability to work on “new”
and puts a premium on prioritization
Need to balance functionality with emotion

42. Measuring the UX quality of projects
Internal dashboard that tracks quality (as opposed to delivery progress and timing)
Analytics, A/B & Multivariate Testing & every possible eCommerce/engagement metric
Internal proprietary WDI method for measuring cost per excellent experience
App store rating, Interviews, Usability Testing, Field Research, Card Sorts, Surveys, etc
Net-Promoter Score (NPS) and other industry standards

43. The Process of Design Squiggle by Damien Newman, Central Office of Design
Uncertainty / patterns / insights Clarity / Focus
Research Concept Design

44. The situation is partly due to UX being within a
creative team within a tech centric
organization within a broader
marketing organization

46. Educate

47. (re)Defined our roles
& how we work

48. Show don’t tell

49. Shop
Disney
Parks
iOS & Android

50. 1.3
shops per visit
per day
304
storefronts
at WDW
70,000
products
two shipping options: home & resort
%
revenue cut
2000
products
one shipping option: home

51. It’s an app play!
WDW app traffic grew 260% YoY (FY ’14 - FY’15)
Our in-park consumption/utilization continues to be in app
We continue to see a decline in desktop traffic and growth in mobile
The app breaks down barriers to purchase, capitalizes on the
emotional connection to our merchandise, and empowers
purchasing long after Guests get home by grounding the mobile
transaction in their vacation experience.

65. Fight Club

66. “When opportunity knocks,
it’s too late to prepare.”
John Wooden

69. give away your expertise
Johnny Appleseed

70. Fun Wheel Challenge
@ Disney’s California Adventure

72. Questions?