Friday, 27 Sept.

15:00 – 15:15

Break

15:15 – 16:00

The impact of DesignOps at ServiceNow



Between 2004 and 2019, the number of designers at ServiceNow – a software company that helps its enterprise-scale clients improve their workflows – grew from no designers to over 200. By 2017, the design department realised that it needed to professionalize to have the greatest possible impact on product development. […]

When Design Cohesiveness Breaks the Experience. A design research case study of unifying two independent platforms with two distinct user bases. What does it mean to have a unified experience? IBM design has been working on multiple products that are a mix of homegrown technologies and acquisitions. Each brings a unique set of users.
IBM invested in a redesign of Bluemix and Softlayer with the assumption that a cohesive visual design would improve the experience, make it easier for the users […]

16:00 – 16:45

Measuring and managing customer centricity

We often find ourselves working as part of programmes that are transforming organisations. We’re no longer thinking about a widget, or an app, or a service, but about what it takes to change organisations at scale.
When you look at our work at that scale, you need to know: what are the feedback mechanisms that senior managers need?[…]

A taxonomy of the orcanization – game design for information architecture Games are interesting little creatures that have been with us for a very long time. Games break us out of the flow of the ordinary, allowing us to safely experiment challenges, conflict, and complexity as land owners, explorers, pirates, or monsters, at no personal risk. They blend narratives with systems of orderly, fixed rules and procedures, and set clear boundaries in time and space: this is a game, this is not a game.[…]

16:45 – 17:15

Break

17:15 – 18:00

Keynote

Fit for survival – How organizations transform The design of services places users squarely at the centre of its practice, and fulfilling customer needs is the focus of organizations large and small. What happens though, to the people inside the organization, especially at times when efforts are mostly focused on efficiency, simplification and cost reduction?
How do organizations change effectively, and choreograph their people and the work to support change that isn’t merely cosmetic and that results in tangible outcomes, both internal and external?
Vision, willingness to depart from management models that are still firmly rooted in the industrial revolution era and understanding that culture cannot be superimposed, but is the direct result of the conditions of the system in which it develops, are the ingredients of a formula that should not be a secret.