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At LavaCon2014, I spoke about how to use User Experience techniques to create useful, flexible, and durable taxonomies to support integrated omni-channel customer experiences.
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@bramwessel #LavaCon
Modeling in the Real WorldBram Wessel - Factor
@bramwessel #LavaCon
About Me
• Principal of Factor - Design and Modeling of Information and Experiences
• factorfirm.com • @bramwessel
@bramwessel #LavaCon
But where’s Gary?
• Principal of Factor • @gc_taxonomy
What is Modeling in the Real World?
Creating Strategic Information Infrastructures Grounded in Business and User Goals
5
Future vision for an integrated experience
• 2-5 years out
• Integrated physical and digital
• Retail and e-commerce !
• Currently anticipated technologies
Meet Julia
• She works as an Art Director for a stock photography company in the Pacific Northwest
• She’s 32, single, and has disposable income - she’s looking for a social hobby
• She aspires to enjoy “the finer things in life,” but within her means
• She’s a smartphone owner and uses her phone to shop
• She does a lot of local travel to go on photo-shoots to interesting locations…
JuliaAnd she’s also a model!
You can use stock images for Personas, but be sure to clear the rights!
9
Julia has a photo shoot in…
The middle of nowhere.
Toppenish, WA.
But
10
But it’s at a vineyard. That sounds kind of interesting…
11
So, Julia decides she wants to get into…
WINE
Where does she start?
Here?
20
Back to Toppenish.
Where does she start?
Here?
Where does she start?
H e r e ?
27
Where does she start?
H e r e ?
30
Where does she start?
Here?
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
So, what just happened?
Crate and Barrel helped Julia “get into wine” by selling her everything she needed except actual wine.
OK, but what really happened?
An integrated omni-channel experience expressed in: • A Persona • Scenarios • Taxonomies • Physical and Digital Environments • Operational Integration
Factors of this experience
• Data/Information-rich • Multiple experience providers • Not controlled or self-contained • Triggered professionally, migrated to
consumer • Riven with false starts and detours • Driven by passion, emotion over utility
What does it take to make this experience possible? Understanding…
• Your customers and their goals • Your own business goals and drivers • Your experience environments • Your taxonomies and information assets • Your information infrastructure • Your resources • Your readiness
You are the design team -‐ how do you move to a leadership position in your organization?
• User Research • Business goal analysis • Experience Modeling • Information Modeling • Assessment of systems at play • Governance Planning • Organizational Alignment
Customer and Business Goals
Experience Taxonomy
Information InfrastructureResources and GovernanceReadiness and Alignment
Customer and Business Goals
Experience Taxonomy
Information InfrastructureResources and GovernanceReadiness and Alignment
Customer and Business Goals
Why Understand Customer Goals?
• Do your customers want or need this experience? Why?
• Are your customers ready for this experience?
• What’s the value of this experience going to be for customers beyond successful transactions?
Customer and Business Goals
How to Understand Customer Goals
• Contextual Inquiry • Card Sorting and Tree Testing • Personas • Scenarios
Customer and Business Goals
Back to Julia
• She works as an Art Director for a stock photography company in the Pacific Northwest
• She’s 32, single, and has disposable income - she’s looking for a social hobby
• She aspires to enjoy “the finer things in life,” but within her means
• She’s a smartphone owner and uses her phone to shop
• She does a lot of local travel to go on photo-shoots to interesting locations…
Personas and Taxonomy
Taxonomies and the relationships between them often surface in Personas: • Stage of life • Geography / Location • Specialties • Types of products / services they desire / interact with • Areas of interest • Common channels they interact with • Technical Level • User Segment • Gender • Goals
Why Understand Business Goals and Drivers?
• Does it make sense to deliver this experience? Why?
• What is it going to take to deliver this experience?
• Are you ready to deliver this experience? • What will you need to change to deliver this
experience? • What are the qualities of experience you can
commit to?
Customer and Business Goals
Exposing Business Goals and Drivers
There are many techniques but they share a common thread - understanding not just what your business goals are, but what’s driving them.
businessmodelgeneration.com
Experience
Customer and Business Goals
Taxonomy
Information InfrastructureResources and GovernanceReadiness and Alignment
Experience
• You can’t deliver an experience without a complete grasp of the information assets required to support it
• You must understand all facets of the experience to know what systems will need to be in play, when, and in what context
• Experiences don’t begin and end with your properties (especially digital properties)
ExperienceWhy Understand Experience?
Experience MapDiscover Consider Decide
Attachmate Enters
Find information for the people who need
it
Training offerings
Share
Collect feedback in collaborative tools
TCO and ROI Calculators
Training Offerings
TCO and ROI Calculators
TCO and ROI Calculators
Implementation planning kit
How to guide: plan deployment Product road map
Not S
ure
Not S
ure
No
NoNo
No
No No No No
Yes
Yes YesYes
YesYes Yes Yes
Content:
Decision
Process
Content
Start/stop
DougIT Influencer
MeganBusiness Influencer
BenBusiness Decision Maker
Yes
No
Not S
ure
No
Yes Yes
Yes
No
Renewal
New Customer or Expansion
RobertIT Decision Maker
User Goals:⁃ Establish company credibility.⁃ Determine whether this solution is credible.⁃ Gather questions to ask, both of internal
stakeholders and external experts.
⁃ Evaluate solutions against the requirement set.⁃ Compare solutions.⁃ Keep track of content, begin to share, and accumulate intelligence.⁃ Understand ROI.⁃ Plan for deployment and implementation.
⁃ Finalize planning.⁃ Fill gaps in solution knowledge.⁃ Get in touch with sales and/or experts
Megan:
In a strategy meeting for the next year, Megan identifies an important tactical need that her company’s computer systems won’t support. After getting approval from her superior, she dives into the problem. She sees Attachmate on a list of approved vendors, and discovers that another sector of the company has been using an Attachmate solution for a similar problem.
She investigates to makesure the solution solves her immediate problem, and spends a brief amount oftime on TCO & ROI calculators onAttachmate.com to make sure it’s feasible for them, and she knows she will be asked for Attachmate’s Product Roadmap, so she saves all of this information to her shared project space for eventual distribution to other stakeholders.
Megan holds a meeting to brief stakeholders and leadership, who give their support to the expansion. Once the decision is made to move forward, she contacts their existing sales representative.
After she has a good handle on her information, she prepares for briefing leadership and other stakeholders by routing tech and business information to the people best suited to consuming it. She uses the project space to collaborate with other members of the company and creates a comprehensive presentation of the product.
Megan's company recently merged with another large corporation, and they’ve been having difficulties because of the differences between their legacy systems.
In determining the exact nature of her company’s new needs, Megan consults solution briefs by trend, to see if similar problems are common in the corporate world today, and case studies by vertical, to see if companies in similar industries have been successful in navigating these problems.
To make sure that Attachmate’s product is a good fit for their business, Megan reads through product roadmap and solution briefs. There are technical questions she’s not sure about, though, so she brings it up with Robert, who hands it off to Doug for research.
After she’s collected feedback from her colleagues, Megan presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so Megan begins collaborating with leadership to review and confirm the details, ensuring that everything is in order.
Everybody seems to think it will work, so she focuses on building her case, collecting data from the TCO & ROI calculators on Attachmate.com and relevant information from expert briefs and case studies.
After all her stakeholders are onboard, they decide to continue with the new solution and contact their sales representative to start the buying process.
Doug:Doug's superiors notify him that they have failed a security/risk audit and assign him to find a solution to make sure it doesn’t happen again. He begins to investigate the problem, and determines that none of their usual vendors offer solutions.
While conducting research online, Doug sees several references to Attachmate, which deals with this kind of problem frequently. He checks them out to make sure they’re a good company to do business with, and the company background information on the website, as well as third party information online, convinces him easily.
Attachmate.com shows him several examples of expert briefs on best practices in his industry, and how their products can solve common problems like his. He dives deeper into the solution briefs to make sure Attachmate’s product will work with all the systems his company has in place.
In order to learn more, he provides some credentials so that he can access a tool where he can save content from the website, share it with others, and make notes. As he checks the solution against his requirements, he makes notes in this project space.
There are business and information security questions he can’t answer, though. In order to resolve those questions, he forwards the appropriate information to the other stakeholders, Ben, Megan, and Robert, with a short message explaining the project.
They all make notes based on their expertise, with their impressions and questions about the product, and Doug plans a meeting with leadership.
Through the Attachmate project space, he’s able to create packets of information to distribute to everybody at the meeting, where they can quickly see that this solution is a good fit and that all the stakeholders are bought in, as well.
After everybody determines it is the best solution for this problem, they move ahead with the sales team.
Doug's company has been a Reflection customer for several years, and IT’s internal renewal tracking system notifies him that their license and maintenance benefits will expire soon.
After performing an internal audit, Doug determines that Reflection has been very valuable to them so far.
He’s not sure, though, whether they should continue with it indefinitely. It’s a good way to interface with their legacy systems, but his superiors might at some point decide to modernize those systems.To decide, he consults with Robert to see if there are any strategic architecture changes on the roadmap.
Doug confirms with Robert that they're continuing with the current architecture for this renewal period.Based on the information they find on Attachmate.com and talks with their long-standing sales representative, they decide that Reflection is still a better option than a new system.
After everybody has weighed in and collected their comments on the project space, Doug presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so he gets back in contact with their sales representative and the renewal goes forward.
In order to keep the renewal process moving forward, Doug consults Attachmate’s product roadmap and TCO & ROI calculator, to make sure he knows what they’re really signing up for.
In preparation for briefing the stakeholders and getting final approval, Doug collects IT and business information through the site and saves it to his project space and routes it to the appropriate people in his organization.
Megan's company has previously contracted with Attachmate, and they’ve been happy with the service, but the current project is unlike any of the previous ones.
Robert:
Once the stakeholders have signed off on the renewal, Robert helps review and check all of the gathered material, including case studies, tech specs, and ROI and TCO numbers. He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before he contacts sales.
Before briefing the stakeholders, Robert confirms the details of the product roadmap, collects information on the ROI and TCO calculations, and reviews training offerings, sharing his findings with other members of the company to create a comprehensive presentation of the product.
Once the stakeholders are briefed and have signed off on the course of action, Robert helps review and check all of the gathered material and associated notes, including case studies, tech specs, and the ROI and TCO calculations.
He then ensures that each part of the organization is consulted and comfortable with Attachmate's solution before he contacts a sales representative.
New
Rene
wal
New
Expa
nsio
nNe
wRe
new
al
Once the stakeholders have been briefed, Ben helps review and check all of the gathered material, including case studies, tech specs, and the ROI and TCO calculations.
After reviewing her comments and the sources she consulted, Ben also reviews the how-to guide for deployment and an implementation planning kit to make sure it’s a feasible situation for their current business situation.
He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before contacting sales.Ne
w
Ben: He attaches his comments to the documents in the project space, and shares them with other stakeholders before scheduling a meeting to review Attachmate’s solution.
After she learns more about the business side of it, she routes information to Robert, who delegates checking against IT requirements to Doug.
Note: Robert and Ben do not appear in the early stages of the process because they are consumers of this information.
⁃ Find out more about the landscape.⁃ Gather detailed requirements.⁃ Evaluate criteria and prioritize requirements.
⁃ Share content internally⁃ Assemble and publish an easily consumable
business case⁃ Get and/or demonstrate buy-in.
Merger/Acquisition
Displacement
BYOD / Mobility concerns
(Competitor) Outbound Marketing
Marketing Automation Opportunities:MA 1: At this point, the system is aware of very
little about anonymous visitors other than where they're linking from. These users should be exposed to early-stage content.
⁃ MA 3: At this point the system can infer level of engagement from content exposure and whether or not users are authenticated. Information about content exposure and inferences about engagement level is more reliable for authenticated than anonymous users. Anonymous users can be exposed to "consider" stage content and authenticated users could be eligible for nurturing outreach from sales.
MA 4: Once a user shares content with another user, the system has highly reliable and actionable information. Since authentication is required for this kind of activity, the system is aware that multiple users from a prospect company are engaged and what content they are exposed to. These users can be suggested specific content and could also be eligible for outreach from sales.
MA 6: By this point, the system has enough data on the prospect that sales should be in contact with them. Dormancy at this stage strongly suggests the need for a response from sales.
MA 7: This stage represents an opportunity for sales to ascend the org chart of the prospect and identify who will make the final decision.
MA 8: Distribution of business case indicates highly qualified lead - content presented to users should reflect that.
MA 9: Dormancy at this stage may indicate a difficult deliberation with the prospect or rejection of the solution. It should trigger a notification to sales that requires a high-touch human contact with the prospect.
⁃ Whitepapers with POV on current business issues/landscape.
⁃ Third party POV on issues or endorsements
⁃ High level product and solutions information, wrapped in messaging and proof points.
⁃ Case studies focused on solving business issues.
⁃ Detailed product specifications⁃ Case studies with implementation stories⁃ Product demos⁃ TCO/ROI Tools⁃ Implementation support content
MA1
MA2
MA3
MA4 MA6
MA5
MA7
MA8 MA9
Created for by
MA 2: In a renewal scenario, the system knows a significant amount about users and their stage of engagement and this information is highly reliable. These users should only be exposed to content that maps to their renewal scenario and level of engagement to keep them moving forward with their scenario.
MA 5: Once multiple users see and comment on content, the system can flag this for sales staff to interpret and act on. This opportunity represents the transition from consider to decide, and sales can take an active role in decision support.
MA4
Security Breach
Merger/Partnership/
Consolidation
Audit Failure
Do I understand my specific need?
Does this solution support my
requirements?
Trends in security and productivty
Expert briefs of best practices
Do my stakeholders know what they need
to?
Category solution comparisons
Does leadership understand the
implications of this purchase?
Is the organization bought in?
Review materials generated during collaboration via
project portal
Do we want to move forward with Attachmate?
Follow up / Post-mortem
with Sales
Sales
Review shared materials on project
portal
Consult an expert
Expert briefs on best practices
Do I understand the implications of this
renewal?
Product Roadmap
Should we continue with this solution?
Expert forecast of landscape
Product roadmap
Can an existing vendor fill this need?
Is this similar to anything we're
currently doing?
Do I understand the implications of this
expansion?
Is this a credible solution?
3rd party validation
Company background
Expert Brief on Best Practices
Product Roadmap
Consult an expert
3rd party blog posts
Social media
Link from sales campaign
Tactical Need
Save materials with the project portal
Share materials with peers
Internal renewal tracking
Contact from Sales
Internal License Audit
Have we gotten value out of this?
Common criteria and guidelines
Internal audit
Internal Helpdesk records
ROI & TCO Calculator
Case Studies by vertical
Company Background
Implementation planning kit
Case studies by vertical
Expert Forecast of landscape
Solutions briefs by trends
Best practices by vertical
Expert Forecast of landscape
Hand off for detailed research
TCO and ROI Calculator
TCO and ROI Calculators
Contact sales / consult an expert
How to guide: choose a solution
Internally identify general need
Understanding Experiences
Discover Consider DecideAttachmate
Enters
Find information for the people who need
it
Training offerings
Share
Collect feedback in collaborative tools
TCO and ROI Calculators
Training Offerings
TCO and ROI Calculators
TCO and ROI Calculators
Implementation planning kit
How to guide: plan deployment Product road map
Not S
ure
Not S
ure
No
NoNo
No
No No No No
Yes
Yes YesYes
YesYes Yes Yes
Content:
Decision
Process
Content
Start/stop
DougIT Influencer
MeganBusiness Influencer
BenBusiness Decision Maker
Yes
No
Not S
ure
No
Yes Yes
Yes
No
Renewal
New Customer or Expansion
RobertIT Decision Maker
User Goals:⁃ Establish company credibility.⁃ Determine whether this solution is credible.⁃ Gather questions to ask, both of internal
stakeholders and external experts.
⁃ Evaluate solutions against the requirement set.⁃ Compare solutions.⁃ Keep track of content, begin to share, and accumulate intelligence.⁃ Understand ROI.⁃ Plan for deployment and implementation.
⁃ Finalize planning.⁃ Fill gaps in solution knowledge.⁃ Get in touch with sales and/or experts
Megan:
In a strategy meeting for the next year, Megan identifies an important tactical need that her company’s computer systems won’t support. After getting approval from her superior, she dives into the problem. She sees Attachmate on a list of approved vendors, and discovers that another sector of the company has been using an Attachmate solution for a similar problem.
She investigates to makesure the solution solves her immediate problem, and spends a brief amount oftime on TCO & ROI calculators onAttachmate.com to make sure it’s feasible for them, and she knows she will be asked for Attachmate’s Product Roadmap, so she saves all of this information to her shared project space for eventual distribution to other stakeholders.
Megan holds a meeting to brief stakeholders and leadership, who give their support to the expansion. Once the decision is made to move forward, she contacts their existing sales representative.
After she has a good handle on her information, she prepares for briefing leadership and other stakeholders by routing tech and business information to the people best suited to consuming it. She uses the project space to collaborate with other members of the company and creates a comprehensive presentation of the product.
Megan's company recently merged with another large corporation, and they’ve been having difficulties because of the differences between their legacy systems.
In determining the exact nature of her company’s new needs, Megan consults solution briefs by trend, to see if similar problems are common in the corporate world today, and case studies by vertical, to see if companies in similar industries have been successful in navigating these problems.
To make sure that Attachmate’s product is a good fit for their business, Megan reads through product roadmap and solution briefs. There are technical questions she’s not sure about, though, so she brings it up with Robert, who hands it off to Doug for research.
After she’s collected feedback from her colleagues, Megan presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so Megan begins collaborating with leadership to review and confirm the details, ensuring that everything is in order.
Everybody seems to think it will work, so she focuses on building her case, collecting data from the TCO & ROI calculators on Attachmate.com and relevant information from expert briefs and case studies.
After all her stakeholders are onboard, they decide to continue with the new solution and contact their sales representative to start the buying process.
Doug:Doug's superiors notify him that they have failed a security/risk audit and assign him to find a solution to make sure it doesn’t happen again. He begins to investigate the problem, and determines that none of their usual vendors offer solutions.
While conducting research online, Doug sees several references to Attachmate, which deals with this kind of problem frequently. He checks them out to make sure they’re a good company to do business with, and the company background information on the website, as well as third party information online, convinces him easily.
Attachmate.com shows him several examples of expert briefs on best practices in his industry, and how their products can solve common problems like his. He dives deeper into the solution briefs to make sure Attachmate’s product will work with all the systems his company has in place.
In order to learn more, he provides some credentials so that he can access a tool where he can save content from the website, share it with others, and make notes. As he checks the solution against his requirements, he makes notes in this project space.
There are business and information security questions he can’t answer, though. In order to resolve those questions, he forwards the appropriate information to the other stakeholders, Ben, Megan, and Robert, with a short message explaining the project.
They all make notes based on their expertise, with their impressions and questions about the product, and Doug plans a meeting with leadership.
Through the Attachmate project space, he’s able to create packets of information to distribute to everybody at the meeting, where they can quickly see that this solution is a good fit and that all the stakeholders are bought in, as well.
After everybody determines it is the best solution for this problem, they move ahead with the sales team.
Doug's company has been a Reflection customer for several years, and IT’s internal renewal tracking system notifies him that their license and maintenance benefits will expire soon.
After performing an internal audit, Doug determines that Reflection has been very valuable to them so far.
He’s not sure, though, whether they should continue with it indefinitely. It’s a good way to interface with their legacy systems, but his superiors might at some point decide to modernize those systems.To decide, he consults with Robert to see if there are any strategic architecture changes on the roadmap.
Doug confirms with Robert that they're continuing with the current architecture for this renewal period.Based on the information they find on Attachmate.com and talks with their long-standing sales representative, they decide that Reflection is still a better option than a new system.
After everybody has weighed in and collected their comments on the project space, Doug presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so he gets back in contact with their sales representative and the renewal goes forward.
In order to keep the renewal process moving forward, Doug consults Attachmate’s product roadmap and TCO & ROI calculator, to make sure he knows what they’re really signing up for.
In preparation for briefing the stakeholders and getting final approval, Doug collects IT and business information through the site and saves it to his project space and routes it to the appropriate people in his organization.
Megan's company has previously contracted with Attachmate, and they’ve been happy with the service, but the current project is unlike any of the previous ones.
Robert:
Once the stakeholders have signed off on the renewal, Robert helps review and check all of the gathered material, including case studies, tech specs, and ROI and TCO numbers. He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before he contacts sales.
Before briefing the stakeholders, Robert confirms the details of the product roadmap, collects information on the ROI and TCO calculations, and reviews training offerings, sharing his findings with other members of the company to create a comprehensive presentation of the product.
Once the stakeholders are briefed and have signed off on the course of action, Robert helps review and check all of the gathered material and associated notes, including case studies, tech specs, and the ROI and TCO calculations.
He then ensures that each part of the organization is consulted and comfortable with Attachmate's solution before he contacts a sales representative.
New
Rene
wal
New
Expa
nsio
nNe
wRe
new
al
Once the stakeholders have been briefed, Ben helps review and check all of the gathered material, including case studies, tech specs, and the ROI and TCO calculations.
After reviewing her comments and the sources she consulted, Ben also reviews the how-to guide for deployment and an implementation planning kit to make sure it’s a feasible situation for their current business situation.
He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before contacting sales.Ne
w
Ben: He attaches his comments to the documents in the project space, and shares them with other stakeholders before scheduling a meeting to review Attachmate’s solution.
After she learns more about the business side of it, she routes information to Robert, who delegates checking against IT requirements to Doug.
Note: Robert and Ben do not appear in the early stages of the process because they are consumers of this information.
⁃ Find out more about the landscape.⁃ Gather detailed requirements.⁃ Evaluate criteria and prioritize requirements.
⁃ Share content internally⁃ Assemble and publish an easily consumable
business case⁃ Get and/or demonstrate buy-in.
Merger/Acquisition
Displacement
BYOD / Mobility concerns
(Competitor) Outbound Marketing
Marketing Automation Opportunities:MA 1: At this point, the system is aware of very
little about anonymous visitors other than where they're linking from. These users should be exposed to early-stage content.
⁃ MA 3: At this point the system can infer level of engagement from content exposure and whether or not users are authenticated. Information about content exposure and inferences about engagement level is more reliable for authenticated than anonymous users. Anonymous users can be exposed to "consider" stage content and authenticated users could be eligible for nurturing outreach from sales.
MA 4: Once a user shares content with another user, the system has highly reliable and actionable information. Since authentication is required for this kind of activity, the system is aware that multiple users from a prospect company are engaged and what content they are exposed to. These users can be suggested specific content and could also be eligible for outreach from sales.
MA 6: By this point, the system has enough data on the prospect that sales should be in contact with them. Dormancy at this stage strongly suggests the need for a response from sales.
MA 7: This stage represents an opportunity for sales to ascend the org chart of the prospect and identify who will make the final decision.
MA 8: Distribution of business case indicates highly qualified lead - content presented to users should reflect that.
MA 9: Dormancy at this stage may indicate a difficult deliberation with the prospect or rejection of the solution. It should trigger a notification to sales that requires a high-touch human contact with the prospect.
⁃ Whitepapers with POV on current business issues/landscape.
⁃ Third party POV on issues or endorsements
⁃ High level product and solutions information, wrapped in messaging and proof points.
⁃ Case studies focused on solving business issues.
⁃ Detailed product specifications⁃ Case studies with implementation stories⁃ Product demos⁃ TCO/ROI Tools⁃ Implementation support content
MA1
MA2
MA3
MA4 MA6
MA5
MA7
MA8 MA9
Created for by
MA 2: In a renewal scenario, the system knows a significant amount about users and their stage of engagement and this information is highly reliable. These users should only be exposed to content that maps to their renewal scenario and level of engagement to keep them moving forward with their scenario.
MA 5: Once multiple users see and comment on content, the system can flag this for sales staff to interpret and act on. This opportunity represents the transition from consider to decide, and sales can take an active role in decision support.
MA4
Security Breach
Merger/Partnership/
Consolidation
Audit Failure
Do I understand my specific need?
Does this solution support my
requirements?
Trends in security and productivty
Expert briefs of best practices
Do my stakeholders know what they need
to?
Category solution comparisons
Does leadership understand the
implications of this purchase?
Is the organization bought in?
Review materials generated during collaboration via
project portal
Do we want to move forward with Attachmate?
Follow up / Post-mortem
with Sales
Sales
Review shared materials on project
portal
Consult an expert
Expert briefs on best practices
Do I understand the implications of this
renewal?
Product Roadmap
Should we continue with this solution?
Expert forecast of landscape
Product roadmap
Can an existing vendor fill this need?
Is this similar to anything we're
currently doing?
Do I understand the implications of this
expansion?
Is this a credible solution?
3rd party validation
Company background
Expert Brief on Best Practices
Product Roadmap
Consult an expert
3rd party blog posts
Social media
Link from sales campaign
Tactical Need
Save materials with the project portal
Share materials with peers
Internal renewal tracking
Contact from Sales
Internal License Audit
Have we gotten value out of this?
Common criteria and guidelines
Internal audit
Internal Helpdesk records
ROI & TCO Calculator
Case Studies by vertical
Company Background
Implementation planning kit
Case studies by vertical
Expert Forecast of landscape
Solutions briefs by trends
Best practices by vertical
Expert Forecast of landscape
Hand off for detailed research
TCO and ROI Calculator
TCO and ROI Calculators
Contact sales / consult an expert
How to guide: choose a solution
Internally identify general need
Experience Mapping and Taxonomy
Taxonomies and the relationships between them often surface in Experience Maps:
• Channels • Touch-points • Events • Device context • Retail outlet • Retail floor plan
• Retail display organization
• Transaction data • Session • Profile • Personal Data • Locations
TaxonomyExperience
Customer and Business Goals
Information InfrastructureResources and GovernanceReadiness and Alignment
Taxonomy
A collection of terms, and relationships between terms used to describe a domain !
• ANSI Thesaurus • Traditional BT/NT taxonomy • Controlled Vocabularies • Ontologies • Controlled value lists • Folksonomies !
Terms or relationships may or may not have rich attributes associated with them
Taxonomy What is Taxonomy?
• Capital-T Taxonomy is a loosely applied term for the discipline of creating taxonomies, metadata, attribution, faceting, etc.
• Accidental vs. Intentional • Information in the head vs. Information in
the world
TaxonomyCapital and lowercase
Taxonomy wine.com taxonomies
Facet / Metadata # of vocabulary terms
Type 46
Region 16
Winery 750
Price 6
Rating 6
Total terms 824
Total combinations 1,656,824 Morante, Marcia. Creating Useful Taxonomies: Metadata, Taxonomies and Controlled Vocabularies. SLA – PER Division, June 8, 2004. http://www.kcurve.com/Metadata_Taxonomy%20Development_SLA_060804.ppt
• Taxonomy is like math - it exists whether you realize it or not
• You have taxonomies, yes taxonomies • Your Taxonomy (or set of taxonomies) are a critical
business asset • You must have multiple, related taxonomies if you
want to provide an integrated omni-channel experience
• The relationships between taxonomies are critical
TaxonomyWhy Understand Taxonomy?
• Personas, Scenarios, Experience Maps, even prototypes
• User research, especially card-sorting and tree testing • Taxonomies should be designed based on well-
understood user mental models • Your organization structure is not your customer
facing taxonomy! • Your merchandising taxonomy is not your customer
facing taxonomy!
TaxonomyHow to expose Taxonomy?
Information Infrastructure
TaxonomyExperience
Customer and Business Goals
Resources and GovernanceReadiness and Alignment
Information Infrastructure
How to understand Information Infrastructure• What are the systems at play? • What are systems of record for each
information type? • What are the operational capabilities of
systems? • How are information assets implemented in
systems? • What is the information flow between and
among systems?
Information Infrastructure
Resources and GovernanceInformation Infrastructure
TaxonomyExperience
Customer and Business Goals
Readiness and Alignment
Resources and Governance
Why do you need Governance?
• Do you have the workflows to support the experience and manage the information?
• Do you have the level of resources to support the experience?
• What are the operational capabilities of staff? • How is information policy implemented in
your organization? • How will information assets be modified and
maintained or evolved over time?
Resources and Governance
Resources and GovernanceInformation Infrastructure
TaxonomyExperience
Customer and Business Goals
Readiness and Alignment
Readiness and Alignment
Why do you need to be in alignment?
• Organizational mis-alignment is the biggest cause of failure
• These experiences are complex and require profound levels of integration
• Technical complexities are easier to resolve than political complexities
• If your organization is not ready to commit to what the desired experience requires, DO NOT ATTEMPT
Readiness and Alignment
Enterprise Information Model
Resources and GovernanceInformation Infrastructure
TaxonomyExperience
Customer and Business Goals
Readiness and Alignment
Enterprise Information Model
The Enterprise Information ModelWhat is it? !A set of related taxonomies, workflows, and policies
that can support all facets of integrated omni-channel experiences across people, processes and platforms.
!An enterprise information model is a critical
information asset of any company that wishes to provide integrated omni-channel experiences.
THANK YOU
@bramwessel #LavaCon
Modeling in the Real World
Bram Wessel - Factor