Building a way forward: An Organizational shift

 

A shift in thinking towards a more user centric organization began with me joining the company to build the user experience practice, process and team. During this time I have focused on bringing UX and design thinking to the forefront of our operations and aligning key initiatives to our larger corporate strategies. 

 

Early on I identified the need for an overhaul to the end to end customer/user journey. I started by building the first UX/UI team from 1 visual designer to 11 global product designers. For the first time
in company history, strategy, process and user centered thinking were brought to a globally dispersed product portfolio of desktop and web apps in an effort to deliver a consistent experience and unified end to end workflow across our apps.

 

The past 5 years have been an evolution that I have planned, positioned and executed. Even though the journey has just begun, we have made significant measurable improvements to the end to end user experience in that time. Below is a look at the milestones on the companies journey to an intuitive consistent experience that delights our users.

 

Where We Started


A globally dispersed product portfolio that had been developed or acquired in silos over that last 20 years with little to no thought into the UI/UX or overall end to end customer experience. 

Initial stages of growth

 

At the time of the team inception, the UX/UI practice awas embedded into the engineering teams. Starting bottom up with what at the time was our flagship suite of products, the team began to establish the first product style guide in an effort to bring a cohesive look and feel to our product portfolio. This worked well at first, but was not scalable as the team and product coverage grew. 

 

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As the team grew, so did the need for team design processes as well as a cadence on working with other areas of the business. With the help of newly formed Agile practice we built the companies first Agile methodologies for the product and engineering teams. 

In an effort to align practices, I modeled the new design team after the product scrum teams to bring oversight to a now global design team. 

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Learning from our mistakes through growth

 


As the team grew so did our visual style guide. We quickly found our methodologies, Although good for a single product were not scalable across multiple products and development teams working on different technologies. Out of this need our design system was born to deliver a consistent visual language to our engineers using the  latest design practices. 

 

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A important parallel initiative

 

As the product experience team pivoted into the world of design automation. I brought to realization the next aspect of an end to end experience. With a team of graphic and web designers the creative services team embarked on a 2 year journey re imagining the position of the company in the marketplace as well as the services that surround our products. In that time we planned and executed over 1000 design requests across the organization.

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A Change in leadership and Vision 

 

New product leadership and company vision brought new organizational changes and renewed interest in bringing velocity to the experience design practice. With the design system automation well underway and creative services transforming the way our products show up in the marketplace. I shifted focus to ensuring the voice of our customer was represented in everything that we did. We set out to establish the company's first customer data model and process of how we go about user research, inquiries and focus groups. 

 

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A new approach to a user community 

 

Our customers are our strongest evangelists, but due to the sensitive nature of our clients' workflows and subject matter reaching them consistently across the globe was proving difficult. In late 2019, I lead the reimagination of our shuttered community as a way to bring together the services and solutions surrounding our products on the path to realizing that cohesive end to end experience. It was also a way for the product design team to access once difficult to reach customers into one platform.

 

The new community now is the hub of user activity and knowledge. It is an active, engaged ecosystem of users, partners and team members sharing ideas to help answer the most challenging questions of data. ​

The Community provides a vehicle for collaboration which in turn drives demand.  Demand creates opportunities by influencing buyers and driving adoption.  Adoption means greater market share, which ultimately drives revenue.​ The new community now is the hub of user activity and knowledge. It is an active, engaged ecosystem of users, partners and team members sharing ideas to help answer the most challenging questions of data. ​

In its first 6 moths

1,000+

300+

3,500+

500+

150+

Interested Partners and Users
Companies and Partners

Monthly Page Views

User Generated Topics and Posts

Average Active Sessions

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Hope you enjoyed the some highlights from my latest journey! 

The last 15 years holds many great experiences, I would love to have a conversation about where I have been and possible opportunities in the future.

Connect With Me 

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All works © Matthew Schneider 2020. Please do not reproduce without the expressed written consent