We have a vision five to ten years out- what are the biggest opportunities to focus on between now and then?
Role: User Experience Strategist, Twitter ad platform
While teams inside Twitter were dreaming of a future five to ten years out, there was a big financial goal they wanted to achieve in the next three. Understanding that user experience can have a huge impact on revenue, we looked for the greatest opportunities for UX improvements to help reach that financial goal.
What do you do when you once were a market leader and now you find yourself third or fourth behind your competition - losing customers, market share and revenues?
This is the case with Twitter. Twitter has a very unique group of users which brands would typically be very interesting in getting their products in front of. However, the experience for brands placing ads on the platform was painful that some advertisers had stopped advertising on Twitter altogether. They were redirecting their social advertising budget into their competitor's pockets who have innovated and created better experiences.
As we started to define the project, we discovered the current process was not mapped out anywhere in the company and people inside the company had varying views around how the social advertising process looked for their customers. We couldn't start innovating until we understood where we were starting and align all the product, engineering, and design team behind a process and understanding of the experience and the customer that we could all agree on.
Therefore, the first deliverable was a process flow map.
Process Flow Map
Before we can make a product better we need to understand where we're starting - what is working and not working.
Aside from reading over the years of research studies, I spent time understanding how the organization was divided and conducted interviews with product owners and stakeholders in varies teams and locations throughout the world. Each interview helped create the process maps that I produced.
Each process flow map contained granular details and every micro-step in the process from planning to reporting on an ad campaign. It also outlined which role and which player was responsible for each step. We quickly learned that in social advertising, there are many cooks in the kitchen, one size does not fit all especially when it came to different types of advertising, our customers will move money to whichever platform is giving them the best results and there is a lot of money at stake.
The process map highlighted the greatest opportunities, customer decision points and places where customers had found workarounds or leveraged programs outside the platform to manage their tasks. Through this process, we discovered where deeper research and discovery is needed and where in the process the greatest opportunities were.
Product Design Principles
Often times a company will have financial goals they want to hit but less often do companies have an established set of customer experience goals they won't launch without. Twitter wanted just that to accompany its ambitious financial goals.
In my time at Twitter, I delivered two process map which outlined completely different user groups and flows. On the maps, we highlighted the biggest opportunities to improve UX in the near term. The maps were used to align teams behind the current process and opportunities. The product and design teams craved customer experience principles that were not yet established inside the company therefore, I facilitated workshops that lead to product design principles which would be used to make product design and prioritization decisions in the future.