 Selamat pagi, semua. Selamat pagi. Terima kasih, Khalil, untuk invasinya lagi. Jadi saya terlibat pada tahun yang terakhir untuk desain spring workshop. Waktu ini saya terlalu sibuk untuk workshop. Jadi saya okey dengan berbicara. Walaupun saya pikir ini semalam. Jadi ini hari malam. Tapi masih okey. Sebelumnya saya akan mulai. Kita hanya memiliki 30 menit. Saya akan berbicara tentang leadership desain. Sebelum kita mulai dengan bahaya. Kita akan mulai dengan hal yang sangat mudah. Saya pikir ini lebih seperti berbicara. Leadership desain tentang manusia. Selain teknologi. Sebelum saya mulai, saya akan berbicara. Berapa banyak desain managers? 1, 2, 3, 4, 5, 6. Oke. Yang lainnya. Oke. Saya akan berbicara. Desain manager atau desain 1? Apa yang kamu pikir leadership desain? Mungkin kamu bisa berkongsi dengan penonton. Desain manager. Apa yang kamu pikir leadership desain? Maaf. Siapa manager desain? Oke. Saya pikir mengambil team kamu untuk melakukan yang terbaik. Dan meminjubkan dengan cara yang terbaik. Baiklah. Baiklah. Enamkan team untuk melakukan yang terbaik. Dan 1 lagi. Desain manager. Saya pikir saya sangat suka. Jadi banyak tangan, kan? Untuk mempunyai team untuk mencari keputusan. Dan... Mencari keputusan. Untuk mencari keputusan. Ini lebih mencari. Baiklah. Untuk mencari keputusan. Dan melakukan semua keputusan. Baiklah. Saya akan mulai berbicara. Jadi saya memberikan titik ini. Jadi saya akan berbicara tentang bagaimana kita bisa mencari keputusan tanpa penonton desain manager. Karena jika Anda melihat, dengan statistik, hanya dari... 100 atau 150 orang, hanya 5 atau 6 penonton desain. Jadi Anda bisa mencari keputusan desain manager. Jadi kenapa membuat leadership desain? Ada banyak alasan mengapa kita membuat leadership desain. Tapi saya akan berbagi dengan Anda pengalaman pengalaman saya. Karena Anda bisa mencari di Google tradisi leader desain, leadership desain yang baik dan sebagainya. Tapi saya rasa lebih mempunyai pengalaman pengalaman saya dan bagaimana saya melakukan leadership desain. Jadi ini hanya sebuah alasan apabila saya seorang penonton desain. Jadi saya pernah menjadi penonton desain di British Telecom, waktu itu, pada tahun 2006. Jadi 12 tahun lalu. Jadi kita membuat sesuatu yang sebenarnya di WhatsApp hari ini. Jadi kita membuat ini 12 tahun lalu. Saya rasa saya mungkin bisa menjadi 90 milion penonton desain. Tapi tentu saja saya tidak akan berada di sini di sesuatu tempat di Maldives. Tapi seperti ini, ini adalah contoh dari semua penonton desain. Semua penonton desain, kita hanya membuat apa yang menurut kita, waktu itu. Kita tidak tahu walaupun perjalanan itu siap. Atau seperti sebuah penonton desain, kita hanya membuat. Kemudian, ya, yang ini kita test, kita bisa berkomunikasi dengan iPhone, waktu itu adalah tahun 2007. Ada iPhone pertama, kita bisa berkomunikasi dengan Nokia, Ericsson. Jadi ini adalah WhatsApp. Kita bisa lihat ada panggilan, chat, dan segala-galanya di sana. Tapi tidak ada penonton desain di sana. Mereka semua penonton desain. Jadi apa yang saya katakan dengan penonton desain, kita bisa lihat nanti, jika saya akan kembali di masa, saya akan mencoba mencoba melalui penonton desain, dan berkongsi perniagaan, apa perniagaan perniagaan, apa masalahnya kita mencoba mencoba melalui penonton desain. Jadi ini hanya satu slide, setidaknya 9 juta dolar. Kemudian, saya sangat, saya sangat senang, saya tidak bisa menginginkan hal yang sangat sulit. Jadi apabila kita berbicara tentang penonton desain, untuk saya, seperti bagaimana kita bisa membantu perniagaan dan produk, atau servis yang kita harus mendapatkan tempatan ini. Ini adalah definisi favorit saya dari ideo, seperti inovasi adalah tempatan ini di antara tiga ini. Jadi kita ada orang, orang yang berharga, yang membutuhkan perniagaan, perniagaan, perniagaan, juga perniagaan perniagaan. Jadi, saya juga telah mempunyai perniagaan global untuk penonton desain di Sikolan Valley. Apabila seseorang datang dengan tempatan yang sangat cool, atau ide, kita selalu bertanya, seperti, bagaimana kamu membuat dukungan? Seperti, ini bukan kebiasaan, tentu saja bukan dukungan. Tapi, jika kamu berbicara tentang startup, bagaimana kamu tidak bisa bertahan tanpa kamu bisa memanatkan produk kamu. Jadi, perniagaan ini penting juga. Dan kemudian, visibilitas teknikal. Jadi, menggunakan semuanya, semula teknologi yang kita punya, nanti kita akan berbicara pada pagi, pada pagi. Bagaimana kamu membuat itu untuk menolong masalah perniagaan dan juga membuat sesuatu yang bisa membuat dukungan? Karena, semua inovasi sukses memiliki satu aspek yang sama. Mereka memiliki masalah. Jadi, jika kamu melihat versi Whatsapp saya, kita tidak tahu sebenarnya, ini adalah masalah. Kita hanya berpikir sejujurnya, untuk membuatnya, karena saya memiliki masalah perniagaan pada waktu itu. Jadi, perniagaan ini tentang tiga ini. Bagaimana kita membantu, bukan hanya teman-teman kita, untuk mengalami perniagaan ini? Sebenarnya, ini sangat susah. Ini sangat susah untuk mengalami teman-teman ini, karena kita memiliki banyak orang, banyak penjelasan. Sekarang saya dengan Telco. Saya selalu di startup. Saya sekarang di Telco dan menghantar seluruh perniagaan Telco. Sangat menarik. Sangat banyak orang dan banyak hiraki. Sangat banyak produk. Sangat menarik. Tapi itu di mana kamu membutuhkan perniagaan desain. Saya akan memberitahu sekitar 5 perniagaan. Pada pengalaman. Jadi, mereka adalah 5 perniagaan yang saya bekerja dengan. Pertama, ada produk yang tidak diperlukan. Ada perniagaan yang tidak diperlukan oleh perniagaan desain. Ada produk yang tidak diperlukan oleh perniagaan. Ada perniagaan desain. Saya tidak bilang itu teruk, tapi saya akan beritahu kenapa itu bisa diperbaiki. Ada perniagaan dan perniagaan yang beri perniagaan. Ia adalah satu yang sesuai, tetapi ini kompetitas dan kompetitas. Jadi, lebih mudah menikmati dan melihat bagaimana sebagai perniagaan desain kita bisa memperbaiki. Karena gala saya adalah untuk tidak hanya saya yakin, pengalaman mereka yakin proses ini. Tapi, seperti perniagaan desain, seperti perniagaan desain, perniagaan desain. Anda harus tahu bahwa dalam pengalaman saya, saya memiliki titik ini tanpa perniagaan atau perniagaan desain. Tapi, kita butuh orang-orang yang bisa membantu perniagaan untuk mengecewakan tempat ini tanpa menjadi perniagaan. Pertama, perniagaan desain saya tidak akan, saya terpaksa memasukkan nama, tetapi kita hanya menggunakan anonymous. Jadi, perniagaan desain sangat di depan kompetitas bahwa itu sangat inovasi, bahwa perniagaan dan beberapa perniagaan sebenarnya diperkenalkan ke USA pada waktu itu. Tapi, tidak ada strategi perniagaan desain jadi tidak ada, apabila Anda meminta, bahwa orang-orang yang terbaik, apa ini semua? Jadi, apakah Anda ingin menjadi 6, 1, atau bahkan 3 atau 5 tahun, mereka tidak bisa menjawab pertanyaannya. Jadi, ini adalah sesuatu yang saya memperbaiki sebagai perniagaan, sekarang apabila saya memiliki perniagaan perniagaan, perniagaan datang, selalu meminta pertanyaannya, seperti, apa yang Anda ingin mencapai? Apakah Anda ingin menjadi 6, 1, atau 3 tahun? Dan Anda tidak perlu menjadi perniagaan untuk meminta pertanyaannya. Sementara itu, tidak ada metrik yang jelas untuk memastikan, karena seperti itu sangat penting, menurut saya, kita tahu banyak artikel tentang metrik, tetapi tidak ada orang-orang yang membuatnya. Jadi, itu sangat menarik, apakah metrik itu? Mereka seperti, ok, saya menurut saya, itu seperti overall, tetapi bagaimana Anda mencapai itu? Anda harus dapat memiliki perniagaan yang sangat tinggi menjadi metrik yang menarik, seperti, bagaimana banyak orang sebenarnya menerima, bagaimana banyak orang menambah perniagaan Anda, seperti menambah perniagaan Anda ke dalam basket, bagaimana banyak orang sebenarnya memiliki perniagaan. Jadi, hal-hal itu sangat menarik dalam perniagaan. Dan seperti, itu sangat menarik, seperti 1,001 perniagaan, hanya sebab, hanya sebab kita bisa, terus menerima hal-hal. Dan sebagai perniagaan, saat itu, sebab saya seperti, sangat menarik, dan tidak, mungkin saya tidak memiliki hal-hal yang menarik, saya seperti, terus menerima, tanpa meminta, mengapa kita memiliki perniagaan, mengapa perniagaan, ini penting, dan sesuatu seperti itu. Dan kemudian, jangan berbicara dengan perniagaan yang benar-benar, jadi sekarang, sekarang, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, seperti, So this is another thing that when I first got my first initial title as UX designer, we have this like holy mission to make the company user centric. So what we did, we keep talk about like design based practice, we talk about like how others are doing and then we forget that when we talk to the stakeholders, we need to talk in their language. So their language like business is all about like conversion, revenue, so we don't talk in that language. Also like no focus on building successful case studies. So this is very important as a design to when you want to promote some user centric process within the organization. You need to like pick one features or like even like product that you can work on applying all user centric process. And then measure the metrics and have a successful metrics and then bring that accessible case study and then you can like sell UX very easily to the organization. So that's something that actually missing at the time. And then we don't collaborate on solutioning world. So for example like there's a direction to build some music surface for example. And then we just like the design team just gather in the room, ourselves and just start designing wireframes, thinking of like what the ideas. We don't even like bring the product managers or even like the business people to the room and hence like it fail. So this is something that I learn a lot, especially if you want to be the design leader, not just manager but design leader. You need to be able to get people to be involved, not just the design team. The third one is about the good product that no one use. So this one just because you have excellent user experience and technology use in your product, it doesn't mean that people will use it. So again it is back to the unclear vision of product strategy. It's different from the product strategy, like design strategy is how product design is how you actually have a strategy to engage user to keep using a product. How would you like design that people, all the features you have, it helps to like bring people coming back to the product. Also like there's an impulsive and reactive features edition by management which taught me a lot how to say no now. So by default always say no, by default. It's really easier than you thought, saying no. And people will ask why and then you will ask why not something like that. It's very easy, right? No, and then say why and then just why not. And then you keep like why, why not, why not. But then it brings up a very good conversation with anyone, especially the management and the product managers. Because once you just say yes, they keep asking more. So it's very good to have that kind of no. And then when they say yes, they feel like yes, finally like no. So you give someone some excitement. If you keep saying yes, it's very not exciting. And then another one that is a group product that the one uses is that we don't understand who the users are. So this is something that actually expected as when you want to be a designer leader, not manager, designer leader. You can always do. I got so many message saying that oh, we don't have resource from the management to do the research. We don't have any funding for example. I mean like that's something that you can always do, right? I can always do like very agile gorilla testing in the coffee shop. Even in some companies I just pay by myself, the coffee and so on. But the mentality of all the approach that you have the mindset of always understanding your users and validating the product. It needs to be there. So there's no excuse if there's no funding. You can always recruit users through Facebook, through social. So there's so many things to do things. So you cannot just say no just because you don't have fun. So that's something that also I learned to become the reason leader. Another one is the engineering driven company. So it's very typical in engineering driven company that they just build things because they could. So again I mentioned that just because you can doesn't mean user will use it. And then also like this is one that didn't talk to the users because some not all engineers, some engineers of course highly intelligent but they always think that they are like also the users. So we are the users. And of course whenever you always spend more time with the product, you understand more and you just lose that first time users sense. So you need to talk to the users as a designer. Then I start growing and learn to challenge the engineers and even bring them to go to the ground to learn from the users, understand users more. And then they actually learn more about how users actually behave. That they are not the users. Also like this is one of the things that is very important. There is no clear design principles with multiple touch points. If you have for example like in a telco where we have multiple touch points. So many touch points to access same features. In many companies they have very clear design principles. There is something that you can use as simple as for example like I'm going to use a very simple, engaging and fun design. There is something simple design principles example. So it's missing actually when you ask what is design principle, people cannot tell. And then so hence you will have some like elegant solution on the website and then you go to the mobile apps. It looks very fun for millennials. When you go to the e-mail communication it looks like it's targeted for like the 70 year old grandma. So if you do have that kind of principle it's very difficult. Hence as a designer it's also like your job to push this forward. The last one is about this copycat and features competitors and driven company. So you can be successful by being a copycat and competitors driven. I'm not going to tell the name of the company. You can look at my link in. Just record it. Okay. So this is the typical one. You build things because competitors have them. It's very reactive. Oh now there's an intelligent who always look at what competitors are doing. Oh they have A now let's build A. For this company I've learned quite a lot during my design career. So I learned to like challenge and ask questions like why we didn't. It's very simple why we need to have this feature. And then it's not just why asking questions but also like you need to have a process where you empower people. Sorry I didn't get your name. Empower the team to do the design, the work. So instead of a top down we need to have a process where you get people to be involved in the solutioning. In not just solutioning but also understanding the problems which I have grown a lot using this method that I'm my favorite is design spring which will get everyone in the room and then you will have engineers, product managers, designers, researcher, marketing in the same room trying to understand the problems coming up with the same solution. And then it will become like a bottom up approach instead of a top down. And then it helps the product to be better. And the last one is about the copycat. So it's a problem that also like we have in many ways. Like people if it works for that big company then it might work for us something like that. So this is something that also like I always push the team because at that stage I'm more mature in term of like the design process and again back to that very simplistic definition of innovation. It's like the sweet spot between the users, the business viability and the tech visibility. So instead of like asking what should we have because competitors had it. So we try to like go to the very basic foundation of asking the right problems first. Who are the users? What do they experience? Difficulties that they experience. We go to the ground. We take all everyone like the engineers business to the ground seeing how observing how users use the product. And then if you want to adopt or use something that the competitors have it it's fine as long as you understand the problems because for one problem you will have like 1000 solutions and one from the competitors can be one of the solution. So this is like seven conclusion for those for those experience that I had. First you need to challenge the product strategy including the metrics to make sure the success of the design. So challenging product strategy is as simple as asking the goal like where do you want to be in six, one or three months for startups probably six or one year because three years is too long. And then it's a bottom up. So you need to talk to the users. It needs to be driven by the user problems because for example if you want to create something that people use it a lot users need to have this perceived failure of either they're getting the pleasure or avoiding problems. So you need to be bottom up from the users. And then you need to have like a clear user engagement strategy just because you have like 1000 features doesn't mean they will use it. So you need to have like how because each stage of the users will have different engagement strategy like the first time users or potential users first time returning most valuable customers they will all have different engagement study and a strategy and you can have just like 100 features and expect them to use it without any clear engagement strategy. And then these three the third one also like that I cannot live without now without collaborating it's just difficult for me to come up with some solution of the design without getting feedback or getting insights from business first. And then empower the people. So for me always like to throw they say I always like to throw people into fire. So for example like I just like send people my team member who has never experienced in design sprint for example to run design sprint in Indonesia in some other countries it's good for them to learn quickly as well and then to get them very excited because even if as a mid level designer they get very excited and empowered to come up with a solution and then build things that matter and say no by default. So this is things that take some time to practice especially when you are dealing with the top management saying no. It's like a way of you to really find out what matters to the users and find out like really the core problems of the business or the users. And then being innovative not just copycat because being a copycat will not take you like very far in the achievement but if you know being innovative means that you will take that three things the user, disability, and tech into consideration and then also like I always like to this whenever I talk to the design team just aim for the moonshot it's also good for us to always aiming for the best experience that we get because in today's competition it's very difficult if you just like 10% better or 20% better you need to be like 10 times better than competitors that's something that I always encourage the team members to do so and then also like the success means like you need to be able to have a moonshot but then as a designer when you want to push the design as like a standard process or even start accepting design as like a like a massive process in your product development you need to be able to get one or two successful project and then do your best in that project and then bring that as a successful process I think that's all I'm not gonna take talk too long this is Monday morning anyway so we gonna taking questions, if you have questions just 30 minutes sure so you can alright, thank you Boris for that interesting session so this will be the Q&A part of the talk and I believe this is the most engaging and most important part of any talk because this is where we share and sharing is caring can I get an awe for that? so let's get some questions up let's see the audience wants to know Boris what metrics should you measure to judge if a product is successful great question by the way can we have a show of hand who ask that great question today awesome job I will let Boris take this one alright so what metrics should you measure to judge if a product is successful so if you're specific talking about product design metrics I always use, I'm sorry because I'm a Google expert I always use Google methods so it's a hard framework by Google it's hard so it's a happiness, engagement, adoption retention and task success it's hard you can search in detail but first make sure that whenever you talk about this during the product strategy discussion make sure you have this written down and agreed by all the stakeholders happiness one example is the net promoter score is happiness engagement can be like time for example if it's a video surface or music engagement means like how many songs how many minutes they play this engagement adoption if for example you have a new feature so how many people of the monthly active users use that new features and then retention the retaining users so people who have for example play one song and then how many songs do they play in the second week, the third week so this retention and then task success so task success created playlist of songs that he likes and how many people actually share some song for example to the social media so you can have and you should have this as a metric because you cannot have a very subjective so for example subjective means like the director say I like blue and then you say oh the button should be green and you know like because my grandma like the pink something like that this very subjective discussion and have more objective discussion exam so we yeah we'll take one question up on Slido and we have one vote on another question so the more you vote the more your question goes up the list so let's support each other's question so there's no one vote actually right zero that's an interesting question and we'll keep one question for the floor okay an answer examples on how to collaborate with stakeholders so in an examples on how to collaborate okay I'm going to answer this one how to collaborate so in collaboration for example whenever I want to start let's say we want to build that music because I'm working on something about music so before even we build the music based on the features released by the product managers all the stakeholders at least to talk about five or six topics so like vision and business strategy there's a voice of the users which is like feedback from the customer service feedback from the research there's a technology capacities there's a product evolution which is talking about how the product has been evolved for the past one, two, three years if it's a existing product there's a technology talk there's a user interview as well so these six talk so even we invite the CEO we invite the head of product to talk about the vision of the product and then we all take note of these insights so this kind of collaboration that I usually do and then also later after they have all the insights when we do the solutioning the sketching of solutions if it's a digital product we'll get the product managers the marketing to be involved in the sketching so it's that detail of collaboration you can learn later it's called the design spring Google design spring you can see how actually it's very highly collaborative to come up with solutions okay I think we have one burning question from the room if we don't answer this we will burn in hell so let's take, how do you say no without building a reputation of being difficult to work with how do you still make people feel you are collaborative and after this we'll take one question from the floor as the users so they can tell what they want but it's very difficult to articulate what they actually need so the no is not just like no for being saying no right so it's no is like when they say no so for example like can we have this interactive video where you can pay coins to the singer for example because some other application has it and then you ask like no and then it's like why what do you want to have it and they will say oh because we want to have some interaction between the listeners and the singers so it brings up a lot of discussion and ask more deeper questions so what are the business goals that you are trying to achieve because you want to monetize this we want people to engage and buy coins and then why do you need coins and then they will tell you because we want to increase so how do you become not difficult to work with you will suggest something so when you say no and you ask questions and you find that oh this is actually like the core problems or the core goals that they want then suggest something the suggestion might not be the solution itself but you can suggest something like okay let's find out let's go to the ground and ask people around and then ask get insights and then if people say that they so that's something how you can so by being by conversation so you won't be seen as being difficult and then how do you still make people feel yes so by suggestions and then get them together to find out if this is really like the real user needs I think hopefully that answer the questions Mike okay can we have one question from the floor anyone otherwise I will pick you we'll come down the room and I'll hunt you I need one question from back of the room okay I have one question for your Boris what would you tell your younger self when you were just starting out your career if you had to go back and give maybe one piece of advice for all the young managers out here actually you should have send me this message before right I think that's just being bold and and challenge assumptions so I think something that so being bold and challenge assumptions because in my younger time I don't challenge especially when it's like higher top management I don't challenge them so that's something that I think you should learn to challenge and to a company where they're not aware of UX processes, design sprints for example or design workshops the first question they say we hired you to do this why are you making us to do this how to address this right so so the design collaboration also depends on for example like if you're dealing with the clients right for example like in many case probably you just want to limit the solutioning to yourselves but then at least they get involved in the early stage where you want to find out the core problems because they need to tell you the problems they need to be able to tell you the business goals the problems and if for example you want to get them to go through workshop co-creation and so on if they don't want to do it they're going to agree on the business goals and the users first like who are the users what problems are you trying to solve and agree on the metrics because that's very important just once if you don't have the metrics it's very difficult to justify a design let's say you have a music player and you put the button on the middle for example and they say oh I think it should be at the top because I like it at the top but then you will say that oh just because you know so at least get them to come to discuss on the business goals what are the efficient because it's their product so you need to like cater for their efficient and then ask them who are the users and then just do your magic so you need to be able to like see the maturity of the company because sometimes you don't want to get them involved too much as well because they might like give you a very bad direction of the design so you intentionally didn't get them to be involved alright I think that's it just all the time so be bold take challenges screw it and just do it truer words haven't been spoken thank you Boris let's give a round of applause