bringing change to life
DESCRIPTION
Presented on 3/16/2014 as Keynote for the MXConference. Change in an organization is really hard. This is especially true when a company that was once on the forefront of innovation finds itself having lost that luster through its own growth & success. The last couple of years there has been a transformation happening at PayPal that is touching every part of the organization to make it innovative again. At the heart of this change is a new, close partnership between design and engineering. Can your organization be changed? From Bill’s experience at Yahoo!, Netflix, PayPal and consulting with numerous companies he believes there are some core principles you can employ to drive transformation that are all centered around the customer. The question Bill will explore is “How can design be the catalyst for that change?” While this talk will be inspirational, it will take an honest (and humorous) look at what has worked and what hasn’t worked so well in trying to scale change.TRANSCRIPT
bringing change to life transforming a culture
through a passion for design
Bill Scott Sr. Director, UI Engineering !MXConference March 16, 2014 San Francisco, CA !@billwscott twitter | linkedin | gmail | facebook | paypal | about.me
culture = (norms of behavior) + (underlying shared values)
paypal vs netflix
outside-in culturecontinuous customer feedback (get out of the building - GOOB)
customer metrics drove everything
think it. build it. ship it. tweak it
fail fast. learn fast.
lots of experimentation... build/measure/learn
example: ps3 launch4 different “applications” launched the same day
!16 different test cells
!2 different tech blogs were simultaneously reviewing different experiences
!focus was on build/measure/learn
In 2011, even a simple content copy change could take as much as 6 weeks
to get live to site
inside-out culture
roll your own. disconnected delivery experience. culture of long shelf life. inward focus. risk averse.
change is hard
organizations contain anti-bodies that resist change
behavior is deep seated and reinforced
so, how can you bring change to your team, to
your company?
two essentials to bringing change
persistence
persistance is based on strongly held principles
but persistance is not stubborness
improv
improv is based on humility to listen and adapt to what
you hear
but improv is not just ‘winging it’
seven steps to bringing change
believe something deeply
1
believe something deeply 1
believe something deeply 1
believe something deeply
make the customer the foundation of your
principles.
1
believe something deeply
make the customer the foundation of your
principles.
don’t confuse principles with programs or processes.
1
believe something deeply
make the customer the foundation of your
principles.
don’t confuse principles with programs or processes.
never abandon your principles.
1
believe something deeply
make the customer the foundation of your
principles.
don’t confuse principles with programs or processes.
never abandon your principles.
these principles will sustain you when everything goes
wrong.
1
believe something deeplysome of my principles 1
believe something deeply
shared understanding
some of my principles 1
believe something deeply
shared understanding
deep collaboration
some of my principles 1
believe something deeply
shared understanding
deep collaboration
continuous feedback
some of my principles 1
understand the culture
2
understand the culture 2
understand the culture 2
understand the culture
listen first. there is wisdom in the crowd.
2
understand the culture
listen first. there is wisdom in the crowd.
formulate hypothesis for change and verify
them by testing.
2
understand the culture
listen first. there is wisdom in the crowd.
formulate hypothesis for change and verify
them by testing.
never abandon your principles.
2
understand the culture
listen first. there is wisdom in the crowd.
formulate hypothesis for change and verify
them by testing.
never abandon your principles.
don’t start with a recipe, process or
program.
2
understand the culture
listen first. there is wisdom in the crowd.
formulate hypothesis for change and verify
them by testing.
never abandon your principles.
treat this like designing an
experience. it is contextual.
don’t start with a recipe, process or
program.
2
understand the culture
listen first. there is wisdom in the crowd.
formulate hypothesis for change and verify
them by testing.
never abandon your principles.
treat this like designing an
experience. it is contextual.
don’t start with a recipe, process or
program.know your user.
2
understand the culture 2culture of a long shelf life
instead of a culture of experimentation
fix the pain points
3
fix the pain points 3
fix the pain points 3
fix the pain points
change will not work if it is about you self-
promoting.
3
fix the pain points
change will not work if it is about you self-
promoting.
start solving the key problems in the
organization.
3
fix the pain points
change will not work if it is about you self-
promoting.
start solving the key problems in the
organization.
embrace the problem, not the solution.
3
fix the pain points 3tangled up technology stack that prevented
build/test/learn
rally the troops
4
rally the troops 4
rally the troops 4
rally the troops
as you interview & listen you will find like-
minded souls.
4
rally the troops
as you interview & listen you will find like-
minded souls.
they will often be the ones closest to the
real problems.
4
rally the troops
as you interview & listen you will find like-
minded souls.
they will often be the ones closest to the
real problems.
make them your allies.
4
rally the troops
as you interview & listen you will find like-
minded souls.
they will often be the ones closest to the
real problems.
make them your allies.
you will also find the weary, the
complacent and the perpetrators. route
around them.
4
rally the troops
as you interview & listen you will find like-
minded souls.
they will often be the ones closest to the
real problems.
make them your allies.
you will also find the weary, the
complacent and the perpetrators. route
around them.
sprinkle in new DNA from the outside.
4
prototype the change
5
prototype the change 5
prototype the change 5
prototype the change
find a way to fail fast, learn fast.
5
prototype the change
find a way to fail fast, learn fast.
a sandbox is a good way to engage a pilot
project.
5
prototype the change
find a way to fail fast, learn fast.
a sandbox is a good way to engage a pilot
project.
measure success.
5
prototype the change
find a way to fail fast, learn fast.
a sandbox is a good way to engage a pilot
project.
measure success.
bring your allies (and detractors) through
the change experience.
5
prototype the change
find a way to fail fast, learn fast.
a sandbox is a good way to engage a pilot
project.
measure success.
act your way into right thinking.
bring your allies (and detractors) through
the change experience.
5
prototype the change
find a way to fail fast, learn fast.
a sandbox is a good way to engage a pilot
project.
measure success.
act your way into right thinking.
bring your allies (and detractors) through
the change experience.
create a story of success.
5
prototype the change
whiteboard to code
code to usability
product/design/engineering teams usability/customers
lean ux in action5
tell a story
6
tell a story 6
tell a story 6
tell a story
from the success formulate a story.
6
tell a story
from the success formulate a story.
use the success (or learnings) to reinforce
your principles.
6
tell a story
from the success formulate a story.
use the success (or learnings) to reinforce
your principles.
early on bring in experts from the
outside that reinforce your story. they
legitimize your efforts.
6
tell a story
from the success formulate a story.
use the success (or learnings) to reinforce
your principles.
early on bring in experts from the
outside that reinforce your story. they
legitimize your efforts.
make a meme to tell the story.
6
tell a story
from the success formulate a story.
use the success (or learnings) to reinforce
your principles.
early on bring in experts from the
outside that reinforce your story. they
legitimize your efforts.
make a meme to tell the story.
create ‘tweetable moments’.
6
tell a story 6the hermes project
allowed us to tell a new story.
keep iterating
7
keep iterating 7
keep iterating 7
keep iterating
what worked last year probably won’t work
this year.
7
keep iterating
what worked last year probably won’t work
this year.
organizations are always changing.
improvization is your friend.
7
keep iterating
what worked last year probably won’t work
this year.
organizations are always changing.
improvization is your friend.
don’t give up.
7
keep iterating
what worked last year probably won’t work
this year.
organizations are always changing.
improvization is your friend.
don’t give up.
keep repeating all of the previous steps.
7
keep iterating 7with the full agile rollout,
we are rebooting our leanux methodology (v2)
bringing change is similar to the design process
bringing change requires persistance & improv
questions? http://commons.wikimedia.org/wiki/File:Penny_pennies_coins_copper.jpg http://www.flickr.com/photos/cornellfungi/1874403581/ http://www.flickr.com/photos/37217398@N02/3442676067/ http://www.flickr.com/photos/hongiiv/4151964823/ http://en.wikipedia.org/wiki/File:Punishment_sisyph.jpg http://en.wikipedia.org/wiki/File:DsDNA_antibodies.jpg http://en.wikipedia.org/wiki/File:Exposed_mango_tree_roots.jpg http://www.flickr.com/photos/weesen/3589258380/sizes/l/ http://www.flickr.com/photos/weesen/3588454913/sizes/l/ http://www.flickr.com/photos/atoach/2464747591/ http://www.flickr.com/photos/janed42/5033842895/sizes/z/ http://www.flickr.com/photos/9619972@N08/1350940605/ http://www.flickr.com/photos/alanenglish/483251259/sizes/z/ http://www.flickr.com/photos/giesenbauer/4092794246/sizes/l/ http://commons.wikimedia.org/wiki/File:Tangled_cables_mrbill.jpg http://commons.wikimedia.org/wiki/File:Old_books_by_bionicteaching.jpg http://www.flickr.com/photos/mtl_shag/262471645/
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