SUMMARY

BUSINESS PROBLEM

When I first joined HealthEdge, UX in the company was non-existent. The company required a complete UX discipline grounds up, culture, and process to involve users into the product development and to shorten feedback loops with customers and end-users.

MY ROLE

Joining as the Director of User Experience and reporting to the CEO and COO, I prepared a complete 2-year plan and set out to achieve significant goals by having quarterly OKRs (Objectives and Key Results). The illustration below summarizes the strategy I planned and executed.

CORE STRATEGY

DESIGN THINKING PROCESS

I devised and socialized the overall process and practice with foundations in Design Thinking. This was discussed and run through various teams, departments, and executives throughout the company multiple times until it became the culture.

UNIFIED PRODUCT TEAMS

While codifying UX in the current JIRA flow, I embedded UX members in Development teams. The new process was socialized with development teams multiple times. Depending on the epic or story planned, a UX team member is available to help. Research, turnkey ideation, and validation of concepts for a new module are done ahead. While this was the process for regular, New and ground-breaking modules were kicked off using Design Sprints. All UX team members belong to the UX guild and are rotated between projects if they wish to work on different challenges.

Staring 2020, the company is slated to launch a pilot of Spotify Engineering Model with 3 Squads and 2 Chapters. UX Chapter and Guild will be part of it.

RESEARCH

I planned and conducted extensive research at HealthEdge and developed extensive qualitative data and personas. Research was done for core HealthEdge Products Payor, Care Manager and for our indirect benefactor, i.e.Insured Members

TOOLS ECOSYSTEM

I brought in Slack, Invision, Mural, Zeplin, and standardized design work on Sketch. Abstract was used to version control and review Sketch artifacts. This helped in scaling a small UX team to cater to over 20 engineer.

HIRING

I believe in hiring UX generalists as T-Personalities (whenever possible), but who are strong in at least 2 of the three tenants of UX, i.e. Research, Interaction Design and Visual Design. During my tenure at HealthEdge, my team has fluctuated between 2 to 11. Over the course of this time, the make up of my team has been as shown below.

I believe that promotion of UX culture begins with culture of the team. Hence, I advocated and practiced certain values core to myself and my team, to the extent as shown below.

UX METRICS

I made reporting on progress fun while staying accountable. These OKRs were extenal to the team and socialized throughout the company. Here is a snapshot at point in time.

ENGAGING CUSTOMERS

I conducted interactive sessions at three User Conferences. I co-conducted workshops on engaging customers in Product decisions. On an on-going basis, I intervewed new customers, did persona interviews and brought them into the fold of focus groups.

EDUCATION / PROMOTE UX

I conducted multiple company wide tech-talk sessions, exercises with Dev and POs including Design workshops, consensus building exercises in context of various projects. The dual goal here was to promote UX culture by bringing in dependable technique to advocate proper design, mindset and collaboration

Workshop on Journey and Story Mapping

Affinity Diagramming

Card Sorting

UX MATURITY

Overtime I have been able to bring the organization up to Engaged level and increase the Net Promoter Score on UX and Usability by 11 points.