bjbj< Brandon Schauer: But I wanna talk a little bit about going forward, okay? We do
this once a year, and there's a lot of time between now and when we get back together.
So to prepare you a little bit and inspire you a little bit on the way forward, I wanna
talk about a couple of things. I also know I'm going to have to make this interesting,
because you're probably almost all full of information. I believe that multi-channel
experiences are going to define the future of UX management, okay? I think we've heard
this as a theme. We've seen it throughout the last day and a half, that people are not
just going to solely stick to the Web, that organizations are not going to solely stick
to the Web, and that user experience is going to be defined much more by, broadly, how people
are interacting within organizations. Some reasons why this is happening: There's a coming
explosion of devices. Are you ready for it? [Laughter] Okay. Yes. These, many more. I
love the word "explosion" for it, because I think it's going to what it's going to feel
like is, how do we deal with all these things that are coming out here? What do we have
as solutions to maintain gosh, let's at least hope it's a consistent experience; if not,
engaging; if not, something that's compelling and people actually wanna interact with. The
trouble is that customer expectations are already being set here, that all you have
to do is look at the pressure that Cindy's putting on us with the Verizon FiOS capabilities,
or with Netflix, in terms of telling people that this is how you're going to be able to
behave, and this is what you're going to expect from all services in the future, that it's
going to work just as seamlessly as the Netflix example from earlier today, that it just works.
No matter what device, no matter what touch point I go to, I should expect that kind of
same great experience. And there's going to be money in it, and that's why organizations
are going to care. This is I always like showing a Mary Meeker slide at MX, from her recent
presentations, that as you go through time and look at the new capabilities of computing,
when you go from mainframes to minicomputers and on up now to desktops and mobile Internet,
mobile Internet is just going to be bigger, bigger, bigger than desktop and Internet-wise.
And so this is just more pressure that seeing beyond the browser, seeing beyond the Web,
and more devices and multi-channel is going to be where organizational attention goes
to. So, important. We need to stay focused on multi-channel experiences. It's going to
define the future of UX management, but here's the trouble and here's the sad thing: You're
probably not going to be leading the management of these multi-channel experiences. I think
this comes from listening to Paul Hagen talk, from thinking about what he has to say about
the people who are leading these kinds of experiences. Let me tell you why I don't think
you are going to be leading it: You're not good with numbers. He said, numerate. He said
we have to be people who can make that argument, or the people who are going to care about
which platforms, which technologies, which experiences do we actually invest in, they're
going to not want to listen to you. They care about the numbers, and if you can't talk in
numbers, it's not going to work. You haven't necessarily managed big budgets, okay? Investing
in you is like giving you a suitcase full of money and having faith that when you come
back, something's going to happen good with that suitcase full of money; in fact, they're
going to expect that there's more money in it. And third is that you don't grow the business,
okay? When you give a project to the user experience people, you make a better pie,
a tastier pie, a lovely pie. But what about bigger pie? And I think that's a lot of times
what people are requesting, and that's what they're expecting from these kind of multi-channel
experiences, is that your ability to make a lovely pie, yes, but also to grow out the
pie that's available, win more pie for the market. So this is kinda sad news. I say screw
this, okay? Let's go through this one by one, because this isn't why you won't be leading.
This is just perceptions of why you're not good for it. Here's what reality is. First
of all, I believe you drive the numbers. Just like Richard walked us through, you have more
connection to what the real behaviors are, you see what customers are doing, you know
how it connects, what the possibilities are, what the capabilities are, what it's going
to take to actually get new stuff out there to drive better engagement and better numbers.
You understand this; you just have to go a little bit deeper and reach that numerate
level so you can tell other people about it in the terms they care about. You haven't
managed a big budget? Actually, yes, you do. Think of the people on your team. That salary,
that equipment, that time, that software that goes to making it happen, all the effort that
goes into executing your specs: That's all investments that are being made and directed
by you. So we have to start acknowledging that and taking credit for that and also taking
responsibility for that, because that's the suitcase full of money that people are giving
you. You don't grow the business, but I think we should. When we talk about everything this
is everything from lean and getting things out there fast, agile, and working well with
developers to do it. It's about continuous beta. It's about all the things that we've
been talking about. Your ability to take quick action, and the way that businesses all think
that they should be able to act but can't, you have the ability we've talked through
the tools for the past day and a half, of how you can start making progress, start showing
how you can grow the business, effect real change, effect real engagement, and not only
achieve great experiences but support it with an economy, a business model, that means you
can build that great experience. So multi-channel experiences will define the future of UX management.
But you're probably not going to be leading it, unless you move UX from being a cost center,
something that people think, "Oh, this is just one of the expenses we have to go through
to get a new product or a new service out the door." We should make that as cheap as
possible, because it's just one of the costs in the way for us getting a new product out.
You have to change that to becoming and helping people change their mindset into, you are
an investment center. You're something that they wanna put money into, as was said earlier
today, to really maximize this capability and really drive it out. They want to invest
more money into your initiative, your idea, of what can happen going forward, what kind
of great experiences, but what kind of financial value can come from that. So I say start today
by writing a new job description, because you're not going to change your own mind about
this unless you change your mindset, and you're certainly not gonna change anyone else's mind
about it unless you change their perception of how you're working. So I'm gonna offer
you my three-point job description for what we should all be thinking about in the future.
First, I manage our investments across customer experience. More than the Web, more than one
just touch point, more than one just tiny piece, but I'm thinking about this across
everything. How do we spend money? Where does it go? Not just to my fiefdom. What's the
smart move? If I'm thinking from a real business perspective of an executive suite, where would
I put the money? So how can you be a good caretaker of that investment and return better
value both to the customer and to the business? Number two, I maximize business performance
of our current experience. So we have something out there today. I have to make sure that
we're doing the very best we can with that, okay? How do I make sure that each moment,
each click-through, each conversion, we're getting the best results from? This is a more
focused viewpoint than the first, of where to invest. This is, how well are our investments
growing? How are they doing now? How can I keep getting more value out of them? And third,
I identify the new experiences to help us grow. So this is about getting to that bigger
pie. How can I help my team, help others? How can I facilitate a process that finds
the new experiences that are the future experiences that are gonna help this organization grow,
are going to deliver new value to customers? And they will reward our business for it.
So we mentioned the CXO hat earlier today. I think these are three ideas that you have
to put on the CXO hat to start to perform. You have to even if someone's not going to
give you the chief executive officer title, you're going to have to walk around and think
about and make decisions from that perspective of investment, of growth, of performance to
make sure it's happening. And the more you can wear this and make your decisions based
on this, I think you'll start seeing the ability to start affecting that job the three points
of the job description we just went through. So let me give you just a little bit more
detail before we wrap up. First, how do you manage investments across customer experience?
My best idea is, manage your own profit-and-loss statement. You're not your own business entity
for the most part, but that doesn't mean you can't look at it as an investment and manage
how you're doing things. So a P&L statement is just profit and loss. How much profit came
in because of the actions we took? What did I and my team what kind of value did we create,
and then how much money did it take? What's the total salary of everyone on my team? What's
the cost of everything we did a project for, and what were the returns on those projects?
What kind of value was returned? Like Richard's earlier presentation, being able to track
those key performance indicators and actually equate it to financial value. Yes, this is
probably ROI, I'm sorry. But this is if you start thinking and modeling at whatever level
you can, you're going to start thinking about the things you do as investments, about you
being a good caretaker of the finances the organization entrusted to you, and that you're
going to be able to deliver great experiences as a part of that. Second, maximizing the
business performance of our current experience. So how can you build processes to continually
measure and maximize what's happening? Richard just walked through a great example of this.
I think some other folks earlier today and yesterday were showing great things, like
maps of user journeys and the like. This is a quick sketch of a tool that Zipcar uses
to map the entire flow of their customer, from marketing and acquisition to actually
driving a car, wrecking a car, stopping/becoming a customer. And they track and integrate both
the qualitative and quantitative data that they see of what's going on in the field so
that they can zero in on the places that they can make the most impact, so that they're
always improving and finding the next best thing to impact. Third, how do you identify
the new experiences that help you grow? So this is, I think, where we actually do have
unfair advantage, that we can facilitate in decision-making, facilitate people getting
ideas out of their heads. We can make them very tangible in a way that people want to
say yes to. They can you're gonna take the picture out of someone's mind, make it better,
and show it to them, and have them help articulate how to grow that into a business. So we saw
examples earlier of being able to draw from Alexa and being able to set forth a vision,
because people can suddenly get behind that and talk about how to make it real. And I
think that's one of the great unfair advantages we have over someone coming from a operations
or a marketing perspective, is we can help visualize and make these solutions and new
investments really real to people. I think this is another important way, because in
most cases, we're almost all dealing with there's an existing experience, and then there's
the experience that could be better. And then we have to look at performance. How well is
this experience performing over time? And at some point, the existing experience starts
to plateau. You started off good, you were tweaking it, you were improving it, and then
it got as good as it could be. You A/B-tested the hell out of it, and this is where it's
starting to plateau. So over time, you've gotten here. But when are the right times
to help people see where the next progression is? How can you help people find and articulate
this new place for growth, where you need to break with the old, because you've maximized
it as well as you can, and you're going towards the new ramp of where you can continually
improve? And this is great when you can articulate it, because even if there's a change and the
numbers don't end up as good as the current experience, if you can show that this is a
new pathway for accelerating and improving the performance of something new and get that
buy-in and that understanding, you don't have to nail it right off the bat. There's still
this is a new platform for growth, and your ability to share with that picture for them
and then prepare them for this kind of change, through testing, through continuous improvement,
through whether it's lean or agile processes, to really impact the user experience. So these
are my three points of what I think would make sense for you to put together. But I
think we should all take a look at our index cards that we put together for Leah and figure
out what's really right for us this year, because this may not be the perfect job plan
for you. But what I encourage you is to take the last day and a half, think about what
you've learned, pick one thing that you're going to change immediately, because one of
the most common themes that came up over the past day and a half is to start small and
start seeing the impacts, okay? When you see the impacts, you're starting to learn what
works, and then you can start making more changes and go in the right direction. So
what I encourage you is to find something from the last day and a half, pick it, try
it out this week, see what works, see what doesn't work, and then move on to the next
thing. And I implore you to do that, because if we don't get out there and lead, someone
else is going to. And I believe that we this group has our hearts in the right place, the
mindset to do it, and we're the right ones to do the job, okay? So will everyone please
give it a try this week? You got four more days. Try to implement something you learned,
and tell us how it worked, okay? Yes? Audience: Yes. Brandon Schauer: Yes, okay. Thank you,
and we will see you at the bar. [Applause] [End of Audio] MX 2011 _ Brandon Schauer Page
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