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A CASE FORUSER EXPERIENCEIN THE ENTERPRISE
Hello!
I AM RACHELLEI came up through the ranks of building online enterprise applications and now focus on adoption strategies using Change Management, Business Process Engineering and Enterprise Product Management.
Twitter @RachelleByarsSLinkedIn linkedin.com/m/rachellebyarss
THE SITUATION1
Too many…◦Sites◦Newsletters◦Apps…to do my job
THE SITUATION
Information cannot be accessed readily in predictable ways.
Constituents desire engagement.
Tech and too many tool create gaps and barriers.
THE DESIRED OUTCOME 2
DESIRED OUTCOME: One “door” to access all informationLower the barrier to entry for constituents to retrieve information
“…culture really does drive everything.”
SOME TECHNOLOGY EFFORTS REQUIRE TRANSFORMATIONAL CHANGE
New mindsets and behaviors.
Leaders and workers must shift their worldviews
WIIFM v. WIIFU: What’s in its for “us”
THE RESPONSE3
MISSIONFacilitate communication connections in the simplest and non-disruptive ways.
“The What
Gain Agreement
on“The What”
VISIONWhat The only information model thatHow iteratively measures effectivenessWho for constituentsWhere globallyWhy to learn process patterns at a timeWhen when customer circumstance
keeps shifting
Vision before
Strategy
Crawl - Walk - Run - Fly
centralize newslettersubscriptions + distribution schedule
establish CRM
analyze contact data
revamp communications approach
identify the mission of each website
create asset directory
establish governance
1. Pool data from every corner
2. Surface insights from data
3. Shape the future
Users
1 2
3
5. Website Unification4
launchtechnology discovery and planning
Information architecture planning
STRATEGY
THE RESPONSE FROM TECHNOLOGY4
The Traditional Approach: Transitional Change
Launch Tool Tweak ToolRe-Launch
-or-New Tool
UserDiscovery
Stop Launching
Demote the Technology; Solve Real Problems: Developmental Change
Launch ToolDiscovery
SolveConstituents Problems
Start Listening
to the Market
THE RESPONSE FROM MANAGEMENT5
THE RESPONSE FROM MANAGEMENT
◦ First: Initiative is addressed as a corporate priority
◦ Second: Endorsement of a governance group
◦ Last: Initiative is driven by Executives; Initiative is nottechnology driven
Promotion6Yes! Enterprise Products have Promotion Plans
“The existing culture significantly influences what people consider permissible and appropriate.
Why Promotions?
Different Learning StylesSome adults learn by reading, others visually, while others learn audibly.
Varying Interests drive EngagementIdentifying distinct personas is key to determining targeted messenging.
Word of Mouth > Top DownEngagement requires a person to embrace a change as their own – having ownership.
An Ongoing Promotions PlanIt takes a person 5 – 7x to hear a message before hearing the message. Quarterly reminder campaigns post-launch reinforce the desired change.
Peer PressureSharing success stories from others who have embraced the change, models the desired behavior.
TransparencyShare the good and the bad. Acknowledging plans to solve ‘the bad’ builds trust.
The following slides were appended to address:Extending a Message’s Reach
She forgets I am a Kinesticlearner.
She forgets I am a Kinesticlearner.
Blah, blah, blah, and don’t forget about blah and clicking there will have a huge
effect on blah.
Blah, blah, blah, and don’t forget about blah and clicking there will have a huge
effect on blah.
Visual
Diagrams/ChartsInfographicsSlides/PicturesSymbolsArticles
Tactile
DemoHands-on
Kinestic
VideoRole PlaySimulationsHands-On
Auditory
LectureDiscussionAudio Recordings
Training Tip SheetsSteps!ePostcards
Infographics
Brown Bags
Screencasts
Office Hours
Alpha TestersCard SortingScreencasts
Infographics
Training Tip SheetsSteps!
In Person TrainingOffice Hours
mod
eve
hicl
e
Thanks!
ANY QUESTIONS?You can find me [email protected]
Twitter @RachelleByarsSLinkedIn linkedin.com/m/rachellebyarss
