how to design for (digital) success

How to Design for (Digital) Success

Søren Engelbrecht – Mobile App Manager, A.P. Møller - Mærsk A/S

= Design for Digital Success

1. Design for User Tasks

2. Design for Flexibility

3. Design for Measurement


1.Design for User Tasks



Mobility Vision and Strategy

page 4

Vision

Strategy

IT will collaborate with BUs to analyze current processes, identify pain points, and craft digital solutions to alleviate those pains, thereby adding business value.

Mobile Devices and Apps will enable our colleagues and business partners to work smarter and faster across place, time, and context.

The Application Mountain

Example: An App to reduce friction in the daily working life

Example: One of several key tasks is to find a meeting room

Example: Allow room search by name/BU, and show my location

Example: Create a map in 3D and sortable room lists

Example: Connect to Outlook, use Wi-Fi for positioning

Mission Statement

Key User Tasks

Required capabilities for the User Tasks

Visuals, Information Architecture, Usability, etc.

Underlying technologies and interfaces

© Juuyoh TANAKA – used with permission

Choosing the Right Tools (simplified)

SimpleUser Task

ComplexUser Task

High interaction frequency

Low interaction frequency

Solution: Large Screen App, e.g., MS Word

Solution: Small screen App, e.g., Yahoo Weather

Solution: Large Screen website, e.g., Dell.com

Solution: Small Screen website, e.g., m.ikea.dk

User Task: Write a historic novel

User Task: Check, if it will rain tomorrow

User Task: Buy a tailor-made computer

User Task: Confirm, that IKEA is open today

Further Considerations

• Quick answer to a simple question ??

• Expected time to solve – short or long ??

• Amount of reading required

• Amount of filling-out to do

• Does the user task fit naturally into a larger theme ??

• Does the User Task involve (subjectively) important decisions ??

• Interaction Frequency: Daily, frequently, intensive for a short period, rarely ??

• Relation: Customer, potential customer, employee ??

• Expected number of users

• How hard are potential users to reach ??

• Where will the user typically be ??

• Will he need to move around ??

• Will he have a steady, high-speed Internet connection – or none at all ??

• Is device-specific hardware relevant ?? (GPS, camera, webcam, motion sensor, barcode scanning, RFID, text messaging)

• Is a touch interface augmental or detrimental to the UX ??

• ”Market Standard” is IOS and Android –should we move beyond that ??

• Are any devices or technologies excluded, e.g., Java on Tablets ??

Type of User Task Level of User Involvement

Physical Setting(s)Technology

Full Benefit Requires Cross-Device Thinking

Mobile devices can filter information and present a subset to the user, depending on context, e.g., time, location, activity, or user profile

Different devices might use different platforms, i.e., web and/or Apps

Devices and Platforms work Together

By mobile-enabling the appropriate features of the Finance system, we save time, increase data quality and make employees happier

Relevant features are simplified for self-service

use via the Intranet

The feature “report mileage” –which is used often and involves moving about – is implemented

in a phone App

Start Stop

Your distance:

17 km

Confirm & Report

Global finance system: A complex mainframe App

used by expert staff

User Groups and Examples of Key UX Priorities

• Allow configuration of rules per country or region without any IT involvement

• Facilitate extraction and visualization of data

• Simplify and automate approval processes as much as possible

• Allow visualization of workforce status and behaviour – notify in case of outliers

• Simplify day-to-day interaction

• Allow a clear overview of status, e.g., hours worked and holidays

Administrators Managers Employees

Mobile is less relevant

Mobile is highly relevant

Mobile is relevant for some tasks

Summary: Design for User Tasks

Place the User Tasks in the User Task Matrix to determine the most appropriate devices and platforms

Start by finding the most important User Tasks by interviewing actual users. Work down the Application Mountain from there

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Based on the User Task Matrix, build your digital ecosystem, ensuring that all user groups are covered

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2.Design for Flexibility


The “Water Mill” Model

page 13

C: The Wheel

Based on the platforms and tools delivered in the “Water Fall”, the BU can now work iteratively with launching new content and features, while also optimizing business KPI’s

A: The Source

A close collaboration between BU and IT, agreeing on, e.g.:

• Feature set

• If a “Minimum Viable Product” (MVP) mind set should be applied

• Any configuration and/or post-release optimization features

• Localization and/or re-use in other BU’s

• Scope of In-App tracking

• Scope of User Testing

• Life span/Decommissioning

Based on this, a budget and time frame is set

Release

Implemen-tation

Validation

Prototype

Idea

Evaluation

Business Requirements

Analysis

Design

Coding

Testing

Release

B: The Water Fall

Often based on a traditional development process (as illustrated here), but could also be Agile. Some flexibility must always be expected, though, based on insights obtained from User Testing (which, as a minimum, must take place in the Analysis/Design phases)

Three Layers of IT – Three Velocities

IT maintains: Core Systems

Customer databases, Policy systems, Inventory management

IT delivers: Business Enablers

CMS platforms, Forms tools, SOA Services

Business Units build and optimize: Customer-Facing Solutions

Contact forms, Self-Service solutions, Product pages

Fast track. Daily micro-releases and agile optimization

Slow-ish track. Quarterly releases

Only “unavoidable” development done

The Onion Governance Model

Principles: The closer you are to the core of the Onion, the stronger the governance needs to be. At the inner layers, strict IT release procedures must be followed. Conversely, in the outer layers, experimentation is actively encouraged, since success comes quickly, and any bad ideas (or errors) can be remedied immediately. For simple text changes or A/B testing, an internal review at the online department suffices

Core systems

Service layers

Front end Functionality

Medium text / layout changes

Simple textchanges

Often encountered:

Self-Serviced sale on bank

website

Self-Serviced sale on other partner sites

page 16

Case: A Flexible Sales Tool

Purpose: Face-to-face sale of insurances in bank branches

Configuration per sales channel:

1. Look and feel: Logo, Colours, texts, support info

2. Products: Default values for, e.g., sums and deductibles. Experimentation with default add-on Packages

Work with Building Blocks whenever Possible

Desktop web

Mobile web

Mobile App

Contact form

Back End

Case: Optimization without IT Involvement

Effect: +1.306%click-throughs

Summary: Design for Flexibility

Determine the parameters that are most likely to be used for post-release optimization, and build in the relevant flexibility

Whenever you build something new, think about alternative uses (languages, products, branding)

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Experiment and measure in the outer layers of the Onion – take business risks without jeopardizing core IT stability

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3.Design for Measurement

Using Data to Ensure Targets are Reached

App Store Activity In-App Analytics

Common Platform:

DataFrom Web and Apps

User feed-back

Data-Driven

Roadmap

Web Analytics

Working with Analytics

10% of your budget should be spent on the tools.

Spend 90% on your strategy and your analyst.

– Avinash Kaushik, Intuit Inc.

Choose Your KPI’s Wisely

We have never done a better election campaign.

We handed out more than one million flyers.

– Party Chairman before Election Night, September 2011

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Case: Maersk News

Mission Statement: To increase readership

of internal news among employees

Launch date: 14 MAR 2016

• Phase 1 KPI: Uptake/installations

• Phase 2 KPI: Readership on the App

compared to Intranet

Case: Maersk News

Case: SAS.dk Home Page

A

(Animated)

B C

Results: Design B attracted twice as many clicks as A;

while C attracted twice as many clicks as B

Hypothesis: Banner Blindness could influence (negatively) the awareness of a new product

Summary: Design for Measurement

Choose your KPI’s and targets early in the design process, based on what actually brings value to your business

Analytics is an essential part of any Requirement Specification – not an optional or last-minute add-on

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Visualize as much as possible and automate regular reports to keep stakeholders (both IT and Business) engaged

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Thank You !!

e-mail: [email protected]

Mobile: +45 21 84 00 00

Social: #Maersk

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