Richard Dalton is the Head of Design at Verizon, where he leads a team of 250 designers who create human-centric experiences for over 100 million customers. Richard mixes business and design skills with an entrepreneurial spirit about how to design a design team - one that’s human-centered, business-savvy, and committed to fostering an inclusive, thriving culture.
Successful organizations take great care in mapping out the user journey to achieve growth and retention. While emotional experience is an essential part of user-brand interaction, they can only be reached through multiple touchpoints that work seamlessly together.
Our panelists take on different perspectives of what it takes the team to build such a myriad of processes for success.
Every design team should be tailored to the unique culture and needs of the company it serves. However, there are common components that form the basis of a Design Operating Model which can be used to drive, and measure, the maturity of your design team.
In this session, Richard will share the the basis of the Design Operating Model along with real-life examples from his career building and evolving design teams in 4 fortune 100 companies.
- How to build your design team
- How to create a Design Operating Model
Why would a major Las Vegas hotel consistently have a room service waiting time of 1.5 hours? Why would a major airline consistently have delays that torment a well-known design and usability consultant based in Boston? Why would a major financial services company try and cross-sell a credit card when a customer is in the middle of the highway reporting a car accident?
What we've got here is a failure to communicate. Businesses are complex, with thousands of people, processes, business rules, systems, and products all impacting thousands of touchpoints that millions of customers interact with. If left unmanaged this complexity can be disastrous for the customer.
An organisation's biggest asset is its employees, the way they work, communicate, and collaborate. This system needs designing just as much, if not more so, than the customer-facing experiences we spend most of our time on. It's time we turned our talents inward and designed ourselves.
The concept of Enterprise Architecture has been around since the 80's. Management consultancies like Accenture have made it a staple offering and books have been written about it. Unfortunately, they're all wrong, or rather missing one key component.
In this example-filled, thought-provoking session the audience will be challenged to think about their organisations differently, introduced to the missing component, and given a framework and language for effecting a cultural change amongst their business and technology partners.