1.
ChrisFeix
Director of the
Ultimate Experience
@GoRevCo
gorevco.com

2.
PART 1

3.
UX vs. UI Confusion
LinkedIn is the problem.

4.
UX vs. UI Confusion
The User Experience helps the user decide on
whether or not they will act. Emotional

5.
UX vs. UI Confusion
The User Interface gives the user the means in
which to act. Technical

6.
Apple UX
Clean, modern, simple, unwavering.
The computer symbolizes an extension of human
thought, communication, and memory.

7.
Apple UI
Not quite the same experience as their brand promise.
That’s because their brand promise is buried in their hardware.

8.
UX: What ISN’T your job?
1. Branding?
2. Web site design?
3. Customer service processes?
4. Marketing assets?
5. Mobile app project?
6. Interior design?
7. Staff training?

9.
UI: What ISN’T your job?
1. Branding?
2. Web site design?
3. Customer service processes?
4. Marketing assets?
5. Mobile app project?
6. Interior design?
7. Staff training?

10.
UX: You are here. Digital.
UX
CD
AD
Designers
SOCIAL MEDIA
CD
AD
DesignersUI
Developers
UICDAD
Designers
UI Developers
WEBSITES
APPSGAMES

11.
UI: You are here. Digital.
UX
CD
AD
Designers
SOCIAL MEDIA
CD
AD
DesignersUI
Developers
UICDAD
Designers
UI Developers
WEBSITES
APPSGAMES

12.
Shhh… It’s some sort of secret.
UX
UX
UX
UX
SOCIAL MEDIA
UX
UX
UXUX
UX
UIUXUX
UX
UX UX
WEBSITES
APPSGAMES

13.
Are you a part of leadership?
How does your company value UX?
How does your company promote?
If you are truly responsible for your company’s UX, then you MUST be on a
level playing field with the people that ultimately make the decisions.

14.
4 Steps to utter failure
1. Tom is an excellent Artist
2. Let’s make him an Art Director
3. Art Directors manage people
4. Lets give Tom people to manage

15.
Are you a part of leadership?
YOU
You’ve been promoted to Director!

16.
Are you a part of leadership?
NOT YOU
But you aren’t good at managing people.

17.
Are you a part of leadership?
LEADERSHIP = MANAGEMENT
Now your work suffers because you’re mired down in managing people.
And the people suffer because you’re a terrible manager.

18.
If you are truly responsible for your company’s UX, then you MUST be on a level
playing field with the people that ultimately make the decisions.
That DOESN’T mean you have to manage people.

19.
PART 2
Business Goals vs. People Goals

20.
The corporate agenda is flawed.

21.
The corporate agenda is flawed.
Lessons learned serving in the
Marines…
Solutions are top down instead of bottom up
Solutions are Action-motivated vs. Results-
motivated
Projects have predefined expectations
Budgets & Timelines (Good UX has no end
date.)
Are you designing for a client or their users?
Does the client know this?

22.
Outcome Driven Innovation
“People don’t want to buy a quarter-inch drill.
They want a quarter-inch hole!”
Theodore Levitt
What Customers Want, by: Anthony Ulwick
Theodore (Ted) Levitt born 1925 Germany
Coined (popularized) the term “Globalization” 1983 Harvard Business Review
Creativity Is Not Enough, Harvard Business Review, 1963.

23.
What defines great UX?
(In terms of interfaces)
Nobody wanted these. Everyone thought they would fail. Until they hit the market...
THEN THEY SOLD OUT!

24.
Do you find it easier to just build
familiar interfaces?
A good user experience is “fast to learn and maintains consistency”.
A great user experience is that, plus it “delivers on the brand promise”.
It doesn’t have to be a familiar interface.

25.
When they are wrong YOU ARE WRONG.
Customers should not be trusted to come up
with solutions; they aren’t expert or informed
enough for that part of the innovation process.
People only know what they have experienced.
How will you ever invent anything?
They are not experts in innovation.
When you take product solution orders from your customers you become McDonald’s

26.
‘Scat’tergun Brainstorming
1. When it comes to innovation, the job, not
the product, must be the unit of analysis.
2. Opportunities (which are unmet needs) dictate
which market growth paths to pursue.

27.
PART 3
Putting together the winning team.

28.
How to work with “winners”.*
Important projects get assigned to important people.
All the departments must be represented.

29.
How to work with “winners”.*
*Highest volume of “winners” assigned to Enterprise-level

30.
They are winners for a reason.
Five qualities for climbing the ladder to success:
• Flexibility.
• Honesty.
• Leadership.
• Accountability.
• Intelligence.

31.
But you’re dealing with these mother f*ckers

32.
Stuck in Middle Management Vortex
5 qualities of a good middle
manager:
1. Ability to persuade
2. Strategic thinker
3. Cultural fit
4. Measurable success
5. Hard worker / Devotion to team
Five qualities for climbing the
ladder to success:
1. Flexibility
2. Honesty
3. Leadership
4. Accountability
5. Intelligence.

33.
Which leads to…

34.
Which leads to…
Department-specific functionality that eats up large
portions of the budget
Pushing the envelope is prohibited. Mediocrity is the
only way to make EVERYONE happy
Whole-project solutions fall short of individual
expectations.

35.
PART 4: Summary
Remember: UX is based on the
user’s opinion.
Sometimes users are wrong.
But EMPATHY is a critical quality of a good User Experience

36.
Did you get their opinions before or after development?
Probably both. Which opinions cost you the most money?
Which opinions made the product better?

37.
Design earlier – develop later.

38.
Make sure clients value UX.
Entertain, Evaluate, Empathize, Educate
Ask them about their past experiences.
Start objective conversations early.
Ask why 6 times.