The ability to manage company culture in today’s rapidly changing workplace is the difference between industry leaders and losers. Because employee engagement is more important than ever before, managers must learn how to effectively lead and build robust cultures of their own. More than the overarching culture of a business, managers are in the unique position to build micro-cultures that strengthen their team’s performance and support their organization. But in a world where leadership teams are not all created equally, how can supervisors assess and manage culture in a way that’s effective and measurable? Based on Maslow's hierarchy of needs, a psychological theory used to assess motivation, the 5 Ps of Engagement is a culture management tool you can use to discover your unique formula for success. Each touchstone — package, potential, people, purpose, and perception — relates to the cumulative needs of employees, from the physical to the aspirational.
In this talk, Josh addresses how managers can use the 5 Ps as a culture control panel to effect change on both micro and macro scales. Using real-world examples from organizations whose managers double as culture liaisons between employees and leadership, we will discuss how managers can easily put this theoretical framework into place to move their organization’s culture forward.
Most companies, in many ways, look alike. Organizational models haven’t changed much in the last century, but how we work, communicate, and relate to each other has.
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.
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A focus on customer experience is crucial to the success of any organization - so why is it still so few organizations dedicate people and teams to improving this daily? A focus on experience design and execution will make your customers come back again & again - there is real business value to focusing on experience! On average, an industry’s customer loyalty leader outgrows its competitors by a factor greater than two times. But how do you make the case to have customer experience be a key role, business strategy and discipline, whether you’re a start-up or Fortune company? Lesley made the strong case at Zipcar to create a team solely focused on the member experience.
Customer Experience is now accepted as a key driver for business growth, regardless of industry. This view is supported by research showing that customer experience leaders have significantly, consistently out-performed the S&P 500 in recent years — but understanding the value of customer experience and transcending engrained organizational processes that hinder it are different matters.
Don’t Forget the Humans (UX – 2010) explored the magic of being an internal design team. With success comes, new challenges and expectations.
To create successful products, Agile needs to synergistically incorporate UX design with software development. This session in the story of the UX team’s journey of building and implementing a common user experience including a UI platform, user centered design process, flows and best practices.
As companies evolve away from 20th century product thinking to a 21st century service mindset, it's important that design organizations evolve with them. In this talk, Peter will present a new hybrid model for how design can integrate with the rest of the organization, where all design (marketing and product/service) is centralized as a function, and design teams partner in a deep, committed way across the business.
An important question for those practicing UX strategy is "what's our engagement model with the rest of the organization?" In large organizations a variety of models are possible, from embedding with cross functional teams to working in functional silos, to a central consulting model. We don't often work directly with groups like Corporate Strategy, but when we do the impact can be quite significant.
As organizations pursue growth strategies by expanding their reach and making themselves more relevant through digital experiences, greater complexity and coordination become challenges to offering a cohesive service to users. Effective and sustainable delivery relies on a governance framework that is flexible and reliable; a true platform for sustainable growth.
Every time we are threatened, or perceive a threat, a cascade of hormones floods our brain and body. Modern neuroscience is discovering there is an equally powerful physiological and psychological drive to bring our stress reactivity back to normal.
IBM has a strong pedigree in design and at many points designers have occupied a central and foundational role in the organization. Recently, IBM has embarked on a massive transformation focused on integrating design and user experience practice back into the core of everything the company does.
After years of client services, I moved in-house to re-focus on serving a community I, not only admired, but was a part of (web designers and developers). As a long time customer and evangelist, I took over as creative director at web hosting company (mt) Media Temple.
Designing systems that truly change individual and organizational behavior over the long-term and lead to lasting, sustainable results is the ultimate challenge for experience designers and is the sole focus of the Habit Design™ research cooperative. Instead of relying on motivational approaches that try (and often fail) to increase willpower, winning behavior-change solutions train groups to practice small, positive, sustainable daily habits that become routinized and eventually institutionalized.