What got us here will not get us there - FinTech Design Summit #FDSNTC
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What got us here will not get us there The impact of design is growing and the demand for design talent is increasing. More designers are rising to leadership roles. Management consulting and research firms are showcasing the business value of design. However, reality shows a contrasting picture as there are hundreds of design teams at different levels of influence in their organizations. We have to invest in our people. We must create opportunities for career growth to help designers progress. At the same time, we need to create conditions for emerging and established design leaders to succeed. We have to build a strong foundation of influence, strategy, and value to the customer, our peers, our teams and our organizations. This presentation is focused on what we can do to pave the way for our design teams to amplify the impact of their work. The stories I share are primarily based on my leadership journey and are supplemented by interviews with design leaders from around the world.
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What got us here will not get us there - FinTech Design Summit #FDSNTC
- 1. What got us here Will not get us there Jose Coronado @jcoronado1 #DesignImpact Business Embraces Design
- 2. Opinions are my *own* The opinions expressed in this presentation are those of the author. They do not represent current or previous client or employer views.
- 3. A short story…* * Any similarities with reality is pure coincidence @jcoronado1 #DesignImpact
- 4. Many companies don’t know what they need Look for a UX Researcher Think of a UX Designer Hire a Visual Designer @LucasWxyz @jcoronado1 #DesignImpact
- 5. We are Designers Information Architect User Experience Architect Visual Designer Design Strategist UX Researcher Content Strategist Design Technologist Product & Service Designer@jcoronado1
- 6. The world around us @jcoronado1 #DesignImpact
- 7. 50% 4/5 of organizations will have a CX transformation program CX executives predict their brand will compete completely on CX GARTNER Customer Experience in Marketing Survey By 2019 / 2020 @jcoronado1 #DesignImpact
- 8. 93% 30% of executives cite improving UX as a top strategic priority of companies will see further decline in CX Quality FORRESTER Customer Experience in Marketing Survey Between 2017 and 2018 @jcoronado1 #DesignImpact
- 9. McKinsey 300 2MM 100K Public Companies Financial Data Points Design Actions Multiple Countries & Industries McKinsey Quarterly Report@jcoronado1 #DesignImpact
- 10. McKinsey McKinsey Design Index (MDI) Higher Revenue McKinsey Quarterly Report 32% Higher TRS Growth56% Opportunities Don’t talk to Customers40% Don’t measure Design Impact56%
- 11. 5 Visionaries 4 Scientists 3 Architects 2 Connectors 1 Producers InVision InVision – The New Design Frontier Design Maturity Model
- 12. How do we get from here to there? @jcoronado1 #DesignImpact
- 13. Team of One Our Design Journey Team Member Build Grow & Evolve Transform & Expand @jcoronado1 #DesignImpact Photo by Pierre Bamin on Unsplash
- 15. Business Embraces Design DESIGN INFLUENCE DESIGN STRATEGY DESIGN VALUE @jcoronado1 #DesignImpact
- 17. Strong partnerships will determine design’s influence and success @jcoronado1 #DesignImpact
- 18. Design Leaders should bring people along @jcoronado1 #DesignImpact Photo by Josh Calabrese on Unsplash
- 19. Embracing diversity helps create disruptive solutions @jcoronado1 #DesignImpact
- 20. Engage and empower your team @jcoronado1 #DesignImpact
- 21. “When we lack the empathy to understand what others do, we fail as designers.” Alberta Soranzo @jcoronado1 #DesignImpact
- 22. Business Embraces Design DESIGN STRATEGY DESIGN VALUE INFLUENCE • Partnerships • Develop people • Diversity & Inclusion • Engagement & empowerment • Empathy @jcoronado1 #DesignImpact
- 24. Design meaning and alignment @jcoronado1 #DesignImpact
- 25. Increase the Business & Technology IQ of the Design Team @jcoronado1 #DesignImpact
- 26. Let’s wake up, it is not about design… @jcoronado1 #DesignImpact
- 27. Org Design for Design Orgs By Merholz & Skinner DESIGN execution at all levels of scale STRATEGY STRUCTURE VISION SURFACE 10,000 m 1,000 m 100 m 10 m 1 m @jcoronado1 #DesignImpact
- 28. STRATEGY STRUCTURE VISION SURFACE GM, CDO, Partner Distinguished Designer Lead Designer Designer Intern, Associate Designer VP, Sr. VP Design Director, Manager Team Lead Sr. Designer Principal Designer Design Career Ladder@jcoronado1 #DesignImpact
- 29. Flexible Recognition Encouraging RewardingVisibility Autonomy Time Recognition Framework by Katie Dill@jcoronado1
- 30. Business Embraces Design DESIGN INFLUENCE DESIGN VALUE STRATEGY • Define Design • Customer Experience • Execution • Career Ladder • Recognition @jcoronado1 #DesignImpact
- 32. Stop, Listen, Be Curious, Ask [a lot of] Questions @jcoronado1 #DesignImpact
- 33. Identify Key Metrics @jcoronado1 #DesignImpact
- 34. Global CIO Perspective $35 M Design ROI from ONE Project @jcoronado1 #DesignImpact
- 35. As designers, we need to focus on the consequences of our work. Sheryl Cababa @jcoronado1 #DesignImpact
- 37. Design for Good within an Ethical Framework @jcoronado1 #DesignImpact
- 38. Business Embraces Design DESIGN INFLUENCE DESIGN STRATEGY VALUE • Ask Questions • Key Metrics • Measure Impact • Promote Success • Ethical Framework @jcoronado1 #DesignImpact
- 39. Business Embraces Design INFLUENCE • Diversity & Inclusion • Empathy • Strong Teams • Partnerships • Engagement & empowerment STRATEGY VALUE • Define Design • Customer Experience • Execution • Career Ladder • Recognition • Ask Questions • Key Metrics • Measure Impact • Promote Success • Ethical Framework @jcoronado1 #DesignImpact
- 40. Source: Giphy@jcoronado1 #JointFutures We have to reflect, adapt, and evolve
Editor's Notes
- Disclaimer, this has nothing to do with current events…
- Some companies look for a UX Researcher, Change to UX Designer, and at the end, they hire a visual designer “want more focused on the visuals.” WHO are you making “it” look good? How is the visual w value of your product? What problem is it solving? How does the client know the solution is the right solution?
- The level of specialization is growing and evolving. We have all sort of roles for design. From IA, to ID, to UXD/R and Strategy Today we are all designers
- Let’s set the stage – what is happening in the world around us John Maeda’s Design In Tech Report Forrester & Gartner & McKinsey
- Gartner’s CX Survey, most Co.s expect to compete completely or near completely on CX They also find that organizations have in place transformation programs focused on improving customer experience.
- Gartner’s CX Survey, most Co.s expect to compete completely or near completely on CX They also find that organizations have in place transformation programs focused on improving customer experience.
- The largest study to-date and probably one of the most rigorous 5 years Medical Technology, Consumer Goods, and Retail Banking Katja mentioned this study in her talk yesterday
- Good and Bad news The good – Companies in the top Quartile of the MDI saw higher revenue and higher growth in shareholder returns The Opportunities More than 40% of the companies surveyed do not talk to customers during development More than half of the companies in this study do not measure or assess the impact of their design teams.
- Not surprisingly – only 5% of the companies surveyed came at the top The opportunity – there are a lot of organizations that need our help Even if there are not interested in becoming design visionaries
- ONE, IC, Building, Growing or Transforming There are some lessons here for you
- It is important to acknowledge that these leaders are sharing their stories of Design Impact. Their perspectives are reflected in many of the key aspects I highlight for you today. Latin America, the US and Europe
- John Maeda in his latest #DesignInTech briefing says: the art of partnering is the skill with the highest value by far for Design Design System– Started as a closed door project. Opened doors, to technology Created an internal open source global team 1000s of developers adopted the Design System across all strategic projects
- As design leaders we need to build teams, pave the road for talent growth and development Story about IC and Management career path IC to Technical path
- John Maeda mentioned in the Design In Tech Report: Inclusive Design Is Good Business Diversity and inclusion are fundamental to the success of design teams and the organizations Diversity and Inclusion have many dimensions, and go beyond gender, orientation, race and also include educational background and levels of experience.
- Find out what is their passion, let them pursue it… you may end up uncovering a whole new line of design services that your team can offer to the organization. Interview w Hauser Global Head of Design Services and AppHaus Network first Apphauss design in Heidelberg, Empty, budget, buy & build furnished the space was empty and Hauser gave his team a fixed budget to design it and furnish it in the way they wanted. They could buy a €500 or €5,000 couch if that made sense to them. There were no limits, except the given budget. The result was astonishing. Instead of coming up with an up-scale office design solution, the team opted for a mixed approach to create a functional environment that was attractive to them. They went to IKEA, second hand shops, and eBay to find what they wanted to use. They also built some stuff themselves. In the process, the space became their own; and the team became highly motivated and engaged.
- Nicolas Jauregui’s presentation yesterday was about empathy. We talk about empathy towards the people we design for… However, many times we forget to have empathy towards the people with work with… We need to determine what motivates them As Design Leaders, we must listen, ask questions, learn what motivates them and what keeps them up at night. When we solve problems for them, Short story – when I got to a new role leadership role in a large, I made it a point to meet the executives I was going to work with, Understand their key challenges and determine how design could help alleviate them. As a result of these kinds of meetings, I have facilitated workshops for business partners in areas that don’t have anything to do with design. When you and your team help them, they realize that you are more that you are adding value to them.
- Business embraces design when we have a Strong design leadership foundation, forge solid partnerships across the organization and Foster a culture of diversity and inclusion
- Define what DESIGN means to the organization and how it aligns to the overall corporate strategy For all teams I have worked with, I’ve made sure to define our design strategy is Informed after speaking with leaders around the organization. Our team presentations to BU Leaders and Executives included 3 things. Corporate Strategy, how the design was contributing to achieving it, and progress or success stories relevant to the groups we were with It is also important to work with the other executives of the organization to define what design means to them and to the organization. I see more often now than before, organizations that have their design credo, or their design principles published in posters around the organization, in cards and stickers in the back of their phones. And most importantly, all executives use it. Teams use that design credo to help them anchor their strategy, the roadmaps and their priorities
- To increase our impact in the organization, we need to invite others to join forces with us in the design effort. We need to communicate effectively and speak their language. We bridge the gap with our business and technology counterparts. I used to say that our role was to increase the design IQ of the organization. Now. I strongly believe that It is our responsibility as design leaders to increase our team’s business and technology IQ. We have to break the barriers across functions, foster cross disciplinary collaboration. I have worked with clients where the TRIAD is the key product body with a Product lead, a Tech lead and a Design lead. Other organizations use pair design + dev. Lean UX story – when Jeff Gothelf and Josh Seiden first published their Lean UX book, I asked Jeff. I you to train my design team to be more agile. His answer was pretty simple – it does not work that way. So instead, what we did was to get cross functional teams together to work together, from problem definition, to concept sketching ideation, to research and prototyping. At the end, we had over 200 people go through the training program.
- There are more and more organizations that are recognizing the value design. However, there are thousands more that are growing at different stages of maturity. We have to be confident in our team’s ability but we have to check our ego at the door. As much as we would like for every organization to become “Design-Driven,” let’s face it. It’s not just about design, It’s about the CUSTOMER When we make it about them, we get the entire organization Engaged in the customer experience.
- Story about the need for a balanced approach An unbalanced shift puts everything at risk. Story – about the big shift of resources towards the strategic program… It was a conscious decision, but it created a vacuum effect. Specially with close partners and supporters of the design program
- We need to create opportunities for our teams for professional development. When I was leading a growing team, I had to work with HR and other functional leaders to create job families and identify equitable levels across different disciplines. Not surprisingly, Development was the more comprehensive of the job families and design was one of the least formed. At the end, this also helped me realized some of the pay equity gaps. I was able to get the design women in my team substantial pay increases for equal pay to their male counter parts. This was not just about compensation gaps in design, it was primarily between design roles and those comparable to other disciplines. If your organization does not already have technical and management tracks, you have to get busy and start working on that.
- As design leaders we need to be flexible in the way recognize people in our teams Kate Dill, Head of Design for Lyft wrote a great article that provides a recognition framework. I acknowledge that I have fallen short in this area, by recognizing people in just a couple of dimensions. As I have grown in my career, I have done more. Encouraging words – thank you and great job, sending an email recognizing their work, or in a group setting recognize their hard work Tangible rewards – I just talked about the importance of the career development ladder. you could take the team to lunch after a big product release, or organize a team activity outside of work. Focused time – 1:1 meetings, attending a speaking engagement outside of work, I actually work with some folks in my team to encourage them to write articles or propose presentations for meet-ups and conferences. Autonomy – calling them experts. I had a person in my who I always referred to as our design system resident expert. In another case, I gave strategic, cross functional projects to a person in the team who was working towards the leadership track, Visible impact – I always try to make the connection between their work and the overall strategy impact. Sharing or even better, defining metrics togehter
- Business embraces design When there is a shared understanding of what design means to the organization, We focus on the customer experience; and Designers speaks the language of business
- How does your team or your organization measure design value?
- For one of my clients, I conducted research interviews and uncover that Designers don’t know what questions to ask about data Some teams say they are drowning in data While others say they don’t have any data Designers were not sure when it was the right time to bring data questions The recommendation was to start with simple questions: how do we know if we are successful, OKRs, Impact Why are we doing _______ Where do we get the data needed to answer success Product, Behavior and Experience
- Quantitative and Qualitative Value Interaction, Tasks, Customer Support, Engagement, Voice of the Customer, Performance Each product and each organization need to identify what is important to them News – Engagement Payroll – time-in-and-out might be all you need 30” interactions every pay period
- Partnership at stake FinServ & Human Capital Mgt There were problems, the partnership was going to end. UX Designer and Researcher Prod Mgrs realized problems from both sides Negotiated how to address key issues. Our Global CIO would present to other executives and say this why we are investing in design
- We also could have the wrong outcome in mind – where the team objective is to create more engaged and immersive experience so that people spend more time in the app, and our company get higher ad revenue. HOOKED – How to create habit forming products. We are also designing products and game that are creating addictive habits. The author of Hooked now argues that the intention of his work was never to create that addict-like behavior Sheryl Cababa – design impact beyond metrics Article – “Design for meaning” instead of how might we… ask why… FACEBOOK news feed Is to make the experience immersive and engagement || vs. || prioritize distinct news content So that people spend more time in the platform || vs. || people avoid unreliable news sources So that Facebook collects more data and generate more ad money $$$ || vs || people be factually informed
- Mike Monteiro says “Everyone who ever told you good work sells itself was a lying jerk.” You have to toot your own horn and promote your team success. Even better, we have to get the people we helped to promote those success stories. MARC yesterday In his keynote, he got his clients to tell the story. And he got ys to co-create the takeaways of his talk. If we helped the Sales team close a deal, get the Sales Exec to tell the story. If we helped a client solve a problem with design, get the client to magnify our voice. And remember, even Good design does not sell by itself
- I want to make emphasis on the fact that we are responsible for the work we do. We need to distinguish right from wrong. We need to ask “why” more than “how.” We have to guide our teams to design within the parameters of an ethical framework.
- Business embraces design when We clearly identify and measure impact to the customer and the organization
- Business embraces design when we as design leaders and practitioners Build a strong foundation of influence, Focus our strategy on the customer experience; and Deliver clear value within the parameters of an ethical behavior
- We have to summon our inner chameleon and we have to evolve if we want from where we are to where we want to go. THANK YOU!