This post is a brief recap of all the presentations at the 2018 Enterprise UX Conference, and includes links to the full length blog posts. In case you are not sure where to begin, at the end of this post I share a few thoughts about the presentations that I most enjoyed, and why.
Creativity and Principles in the Flourishing Enterprise
Richard Buchanan, Professor of Design, Management, & Innovation, Case Western Reserve University
For all of our sophisticated and often technical discussions of user experience, there is one area of experience that we have found difficult, if not impossible, to consider with the same degree of sophistication. In a time when we are obsessed with big data and facts, we have forgotten how to talk about principles and creativity without resorting to theories of cognitive psychology and the social sciences. My presentation will introduce a different perspective on creativity that goes beyond the craft of design process and will explore what principles are as the foundation of the flourishing enterprise. We are coming to a time when our ability to understand what is significant in human experience will affect not only the users of our products and services but all of those who participate in our most creative enterprises.
Standardizing Product Metrics for Leaders, Designers, and Everyone
Jennifer Cardello, Head of Design Ops, aetnahealth
There is nothing more frustrating than dedicating your blood, sweat, and tears to developing a product, only to see it shut down for no particular reason. We still lack standards for measuring potential opportunities and solutions—so leadership continues to base decisions on intuition, personal experience, and other factors that often barely correlate with success. Organizations large and small need agreed-upon measures of potential product-market fit for their concepts and solutions, ones that help establish unmet needs and lead to designs that users understand and want to use. The DesignOps team at Athenahealth has solved this problem by creating a standardized measurement framework—including qualitative and quantitative instruments—that helps product teams measure their concepts and solutions early and often. These are measures that leaders can use to make informed investment decisions across the larger portfolio, and that free product teams to be awesome at what they do: designing, managing, and developing products that lead to better experiences for users.
We’ll Figure That Out in the Next Launch: Enterprise Tech’s Nobility Complext
(Originally titled “Making Uber More Efficient through Informed International Insights”)
Nancy Douyon, International User Experience, Uber
Every design decision has the potential to include or exclude customers. Global Research emphasizes the contribution that understanding user diversity makes to informing these decisions, and thus to including as many people as possible. User diversity covers variation in capabilities, needs and aspirations. At Uber, the Global Scalable Research program is intended to influence product teams at HQ and around the world, to design and test in global regions: currently Mexico, India, Brazil. In this talk, I’ll discuss how we use Global Research to prioritize what product teams really need to build well and understand if their designs have relative ease of use that translates well to non-US users. Our Global Research priorities addresses some of the most challenging problems facing our global users today.
Making People the X-Factor in the Enterprise
John Taschek, Senior Vice President, Salesforce
Every enterprise relies on improved key metrics, operational excellence, and better efficiency at scale. And many people love being part of it. But companies need to re-humanize the machines that led them to success. John Taschek, Salesforce’s VP of Strategy, will share his views on how to bring people back to the forefront of competitive intelligence, customer insights, analyst relations, and even pricing and packaging. Doing so means pointing the people who are really good at softer skills to the world outside your own companies. At the same time, it also means developing the internal executive support to make it possible. The outcomes can be frustrating or fun, but in the long game, everyone wins.