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	<pubDate>Sun, 12 Sep 2021 21:02:16 +0000</pubDate>
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		<title>Page Template</title>
				
		<link>http://searanyi.com/Page-Template</link>

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		<pubDate>Sun, 12 Sep 2021 21:02:16 +0000</pubDate>

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		<description>ˏˋ Shelby Elizabeth Aranyi ˎˊ


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Red Hat Marketplace
text


    	Role: 
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		Product Team:
         • Person – Role
 
    
As Lead UX Designer, I...
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		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ   /img goes here/  Red Hat Marketplace text   	     	Role:           Text Here Abt Role   	 	 		Product Team:          • Person...</excerpt>

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		<title>Red Hat Marketplace</title>
				
		<link>http://searanyi.com/Red-Hat-Marketplace</link>

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		<pubDate>Thu, 02 Sep 2021 16:02:39 +0000</pubDate>

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		<description>
ˏˋ Shelby Elizabeth Aranyi ˎˊ


&#60;img width="1440" height="810" width_o="1440" height_o="810" src_o="https://cortex.persona.co/t/original/i/b4e8dee7fa9960b3bdc87e1c020ba9f3fdbd94c05970eec8b7879f8788b1231c/Red-Hat-Marketplace-Overview.001.jpeg" data-mid="1123162" border="0" /&#62;

Red Hat Marketplace

ContextAsked to highlight key services: content recommendation, cognitive search, and content library in client contexts.


    	Role: 
        
        Text Here Abt Role
        
	
		Product Team:
        
        • Person – Role
        
    
&#60;img width="1440" height="810" width_o="1440" height_o="810" src_o="https://cortex.persona.co/t/original/i/d7fcf09e4f9d4397fde8786eab8dc94ac797e77410afb3e312fea4cc8ba95ff5/Red-Hat-Marketplace-Overview.004.jpeg" data-mid="1123163" border="0" /&#62;Our UsersAsked to highlight key services: content recommendation, cognitive search, and content library in client contexts.&#60;img width="1440" height="810" width_o="1440" height_o="810" src_o="https://cortex.persona.co/t/original/i/7f505368013271d7eba0321070af1dfe1f9aae4a8c7cddaa9343a1f997f7cca1/Red-Hat-Marketplace-Overview.003.jpeg" data-mid="1123164" border="0" /&#62;
Painpoints
Asked to highlight key services: content recommendation, cognitive search, and content library in client contexts.&#60;img width="1440" height="810" width_o="1440" height_o="810" src_o="https://cortex.persona.co/t/original/i/4b86bc282567ff5a76dab01637fc8a5f0c2420f95452ad457fb2caf99a55552c/Red-Hat-Marketplace-Overview.021.jpeg" data-mid="1123168" border="0" /&#62;
ApproachAsked to highlight key services: content recommendation, cognitive search, and content library in client contexts.
Select WorkAsked to highlight key services: content recommendation, cognitive search, and content library in client contexts.


&#60;img width="1440" height="810" width_o="1440" height_o="810" src_o="https://cortex.persona.co/t/original/i/29e2d6c74351e5bb4331ec1b2359f4f7485b5cef1afdfda56a112df672b397a4/Red-Hat-Marketplace-Overview.013.jpeg" data-mid="1123165" border="0" /&#62;Impact/OutcomesThis new experience has been
 Further RecognitonThis new experience has been
 

&#60;img width="1440" height="810" width_o="1440" height_o="810" src_o="https://cortex.persona.co/t/original/i/832642fa8431a978c13db3e3f279359c3ce308bd5ff86846e1a03c360708f2c7/Red-Hat-Marketplace-Overview.018.jpeg" data-mid="1123166" border="0" /&#62;
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CONTENT © SHELBY ARANYI</description>
		
		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ      Red Hat Marketplace  ContextAsked to highlight key services: content recommendation, cognitive search, and content library...</excerpt>

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		<title>Watson Education</title>
				
		<link>http://searanyi.com/Watson-Education</link>

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		<pubDate>Thu, 02 Sep 2021 16:02:30 +0000</pubDate>

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		<description>ˏˋ Shelby Elizabeth Aranyi ˎˊ
/img goes here/

Watson Education Services PlatformThe ChallengeIBM Watson Education focuses on using AI to improve learning outcomes and implement solutions that will help all students succeed. Partnerships were key to providing services to teachers, students, and school districts. 


I was brought onto the team to conceptualize and design a future services platform. The goal for my first six months was to provide a rich, interactive story around the platform concept to excite potential clients, drive conversations with partners, and facilitate prospective sales. Additionally, I worked with a small dev team to quickly deploy an MVP experience to validate market viability.
Results
of the MVP testing would
guide the business’s decision to invest further in this project. 


	Role: Product designer
	MVP Team:• Chengqi Zhu – Prototyper/FED• Denise Coveyduc – Product Management


Approach&#38;nbsp;Asked to highlight key services: content recommendation, cognitive search, and content library in client contexts.
Our UsersAsked to highlight key services: content recommendation, cognitive search, and content library in client c
Pain pointsAsked to highlight key services: content recommendation, cognitive search, and content library in client c


Solution &#38;nbsp;&#38;nbsp;

	
						Asked to highlight key services: content recommendation, cognitive search, and content library in client contexts.
The Content Library
MVP relies on digital
trends and Watson AI
technology to give
teachers the tools they
need to be most
effective and help
learners perform at the
top of their abilities.

					
Outcome

						Designed and launched beta
services platform to market
January 2019. Live code used to
showcase with clients and
collect feedback. Testing this
MVP saved the company millions
in potentially lost revenue, as the
team learned this area was not
worth further investment.
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CONTENT © SHELBY ARANYI

					
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		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ /img goes here/  Watson Education Services PlatformThe ChallengeIBM Watson Education focuses on using AI to improve learning...</excerpt>

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		<title>EPH Re-design</title>
				
		<link>http://searanyi.com/EPH-Re-design</link>

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		<pubDate>Thu, 02 Sep 2021 15:29:34 +0000</pubDate>

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		<description>ˏˋ Shelby Elizabeth Aranyi ˎˊ
&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/364a157be6a98526790154e0b002e86373807e6c137c3412f5cdb125b957dd18/EPHHero.001.jpeg" data-mid="1123156" border="0" /&#62;

IBM Services Associates: Employee Experience Re-design


The Challenge

IBM Global Business Services (GBS) is the professional services arm of IBM, providing clients with consulting, application management and business process services. Revenue from GBS was $16.8 billion in 2018*,&#38;nbsp; 21% of IBM's revenue overall. GBS serves clients world-wide in over 100 countries. 
GBS hires around 2,500 early professional hires a year and on-boards them through two separate programs—Consulting by Degrees (CbD) and Brighter Blue (BB). These programs were often inconsistent, gave few incentives for leaders to develop early professional hires, and had competing priorities which lead to minimal skill development of new employees.&#38;nbsp; Analysis of both legacy programs identified shortcomings in the learner experience, business outcomes and program design, ultimately impacting GBS’s ability to attract, develop, retain and promote talent. 


From the new hire perspective, expectations and actual experiences often misaligned. It was a challenge to get staffed on project work, and many were often incentivized to join client projects requiring skills they had little experience in. Constant pressure to bill clients, perform high in these undeveloped skill-sets, and inconsistent support from management and leadership resulted in 21% attrition globally, a loss of 6$M


In exit interviews, the number one theme: Need for structured growth, no bait and switch expectations, and appropriate career progression and compensation in relation to their performance. 


	Role: Service Design Lead  Collaborated with key business stakeholders on strategy implementation. Contributed UX design artifacts, visual design kit, key strategic content, and designed ibm.com/associates website.&#38;nbsp;
	Strategy Team:• Brennen Thaney – Researcher/Service Design• Monica Bordoloi – Researcher/Service Design• Kelly Renfro – Design Manager• Kara Jewell – Program Management•&#38;nbsp;Kristina Scheufler – Program Management

&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/211140e34c31ae73308494bfb61787c10eeadb3d054d396e2c767ab56d748761/Executive-Playback_-EPT-Experience-Strategy--12.10-FINAL.001.jpeg" data-mid="1123102" border="0" /&#62;

Our UsersEarly hires are new IBMers with &#38;lt;3yrs of relevant experience. This group included the 15,000+ people enrolled in Consulting by Degrees and Brighter Blue programs. 


Note that new hires are not necessarily “straight from college” in background or age. IBM is inclusive of all backgrounds: new collar, re-entry, or non-traditional education paths, and we needed a program that reflected that. Extensive research was done on these populations, as well as Gen Z to better understand how to proof our program.


Additionally, we looked at other users in the ecosystem to ensure our program design met the needs of three key groups: associates, managers, and the business. 


&#60;img width="1140" height="641" width_o="1140" height_o="641" src_o="https://cortex.persona.co/t/original/i/c2d4e67964a19a65190083493889023afc9cc407bf94b74723fb0cec0b2c2ee3/EPH_JourneyMap.jpeg" data-mid="1123103" border="0" /&#62;
Painpoints&#38;nbsp;


The Business


Staffing, skills: Early professionals need to align to skills and roles that lead to client value
Attrition: Regrettable attrition is too high, driving up resource costs
Reputation: GBS had a declining reputation on campus, making it difficult to hire the right candidates with the right skills


Managers


Guidance and support: Challenged with providing clear and consistent career guidance. Often unclear on messaging and ways to best manage and support early hires.
Accountability: Accountability unclear for those involved in early professional experience. Complex responsibility matrix resulted in early hires not getting the support they needed.
Business integration: Takes too long to integrate new hires into the program, business unit, and their assigned client projects.&#38;nbsp;
Associates 


Bait and switch: Lack of clarity on roles and expectations in recruiting resulted in a “bait and switch” feeling between once onboarded to the company and projects.
Unclear career path: Career development expectations were missing. Lack of clarity around long-term career growth opportunities, progression criteria, and areas of growth.
Staffing, expectations: Lack of awareness on staffing expectations for client projects. Mismatch on priority skills and how to adequately prepare for project work


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/0a5804d0d0e6404684758037fd351d8f3156e20b788f75c1080f45cc099c2db2/Aranyi2021_copy.001.jpeg" data-mid="1123104" border="0" /&#62;
ApproachIBM’s Enterprise Design Thinking and Agile methodologies were used to develop the core principles of GBS Associates, the new entry-level on-boarding experience in GBS.


Phase 1: Research informed our strategy


Interviewed 4 key roles across 12 geographies and analyzed over 1,000+ pages of program material to understand the current state of the early hire experience.
Documented pain points and high points for key moments in the early professional’s experience: recruiting, onboarding, skills, early career development and progression.
Synthesized possible solutions into a global strategy. Crafted a to-be user journey and service blueprint to communicate proposed changes. Worked with business analysts to calculate impact to the business in terms of retention, money saved, and skills matching. 
Secured buy-in and funding from Mark Foster, senior VP of IBM Services to build out a team to support further develop the implementation of the global strategy. 


Phase 2: Collaborate with program leads to further define proposal details


Held design thinking workshop to co-create more granular details for each geography 
Formed a cohesive vision of the new early professional hire experience and a set of Program Design Principles
Secured executive buy-in from global operations team and IBM finance to protect funding for new early hire experience in all geographies for at least two years.


SolutionGBS Associates aims to integrate early hires quickly into their business unit and project teams, focusing on building their confidence in joining IBM. The experience is supported by multiple functions at both the global and location levels, including Human Resources, Learning &#38;amp; Knowledge Services, Compensation, Talent Acquisition, Workforce Management, Career and Skills, Talent, and others whose focus on Associate success helps ensure a holistic, consistent experience globally. Staying connected with the business has been crucial to the program's success, as more senior GBS practitioners drive apprenticeship by engaging directly with Associates as coaches and mentors and provide real-time coaching and feedback.


As the service design lead, I was responsible for facilitating and contributing design work to drive our foundational program elements: 


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/34e17d390270c3b160667ae825ab293696f6e9b7eb2a06d4b8a71bd73c9da04d/Aranyi2021_copy.006.jpeg" data-mid="1123105" border="0" /&#62;
Single Entry Point


Combined Brighter Blue and Consulting by Degrees into single brand. Collaborated with IBM legal to define program name, IP, and file trademarks. 
Created brand kit with visual guidance and value prop messaging for external marketing and recruiting assets. Brand kit is global, inclusive, and sensitive to the many cultures and geographies IBM hires in. Worked with translators to ensure our materials sounded great in the 6 major languages we hire in. &#38;nbsp;
Collaborated with Talent Acquisition to roll out the new program globally for 2020 hires. Co-designed MVP tools and processes for recruiters to go to market with the new program. Launched ibm.com/associates


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/0fd393d9d6e234779a0e7bcc219cc791ac4c78aa63f0b7d9fda45dd321127396/Aranyi2021_copy.008.jpeg" data-mid="1123106" border="0" /&#62;
Clear Career Paths


Aligned global hiring around 6 clear career paths, thus bringing in more skills.
Changed how and who we hire, enabling the business to hire better talent faster. Collaborated with Talent Acquisition to redesigned the demand process, prototyped and designed new processes and tools for capturing talent needs world-wide. 
Gave a voice to technical roles on internal professions boards. Brought GBS representation to company-wide initiatives to focused on developing technical talent. 


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/1a2486f34a63c231826ba81ce5b4193332c395c6a0d4f44de0237a7933f43218/Aranyi2021_copy.004.jpeg" data-mid="1123108" border="0" /&#62;

Improved Learning Journey


Aligned global training around 6 clear career paths, ensuring the right skills are developed for current client needs. 
Collaborated with Learning &#38;amp; Knowledge to develop a high-level design and vision for a two-week onboarding experience. Conducted in-person observation with education partners to redefine outdated learning models.
Aligned conversations with workforce management and compensation to ensure all early hires were being paid competitive rates in the global market.


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/2ad8b3b68ce024348ea004e1e875d6ea0bd5fac75ddbd00165e4499db6d2f649/Aranyi2021_copy.011.jpeg" data-mid="1123107" border="0" /&#62;
Change Management 


Established change management framework for the global implementation team. Connected individuals across their global network, set best practices. 
Created “playbooks” to guide leaders through change management and program implementation. Conducted research on key groups to understand wants, needs, and fears around the new experience to develop better messaging. Drafted content specific to user groups (partners, managers, associates) for tailored change management.


Impact/OutcomesThis new experience has been scaled and deployed globally, creating a consistent on-boarding experience for 6,000+ Associates each year in 52 locations around the world. It also rapidly pivoted to full virtual delivery with limited adverse impact as the COVID-19 pandemic struck unexpectedly.


The success of GBS Associates has been measured through these key metrics in YE2020 and Q2 2021, compared to legacy programs, globally:
 

Increased NPS (+40 average in Y1, +28 in Q2Y2)
Increased utilization (+1.3%)
Improved skills alignment (96% of Associates to "grow" or "maintain" skills domain)
Improved brand reputation in the marketplace (+4% acceptance rate)
Retention rate improved (+15% in Y1, +5.8% in Q2Y2)
Consistent global execution (measured through consistent improvement in maturity)


Further RecognitionIBM Global Business Services (GBS) won 'gold' in the Brandon Hall Group's HCM awards for 'Best New Onboarding Program'!


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CONTENT © SHELBY ARANYI</description>
		
		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ   IBM Services Associates: Employee Experience Re-design    The Challenge  IBM Global Business Services (GBS) is the professional...</excerpt>

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		<title>223223</title>
				
		<link>http://searanyi.com/223223</link>

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		<pubDate>Mon, 04 Jan 2021 20:16:56 +0000</pubDate>

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		<description>ˏˋ Shelby Aranyi ˎˊ

Shelby Aranyi is a Raleigh-based experience designer. This is her super-secret portfolio page. If you’re seeing this, you’re special and we should talk!





User experience design ↝

	&#60;img width="1440" height="810" width_o="1440" height_o="810" src_o="https://cortex.persona.co/t/original/i/0c6c9ca9f81ffef783ed34e980903d9f79ac5c55c95ab3e05ee16967deb8aa8c/Red-Hat-Marketplace-Overview.001.jpeg" data-mid="1123173" border="0" /&#62;
Red Hat Marketplace Product Design ➬
	
Watson Education Product Design ➬


	&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/5c95935cb5b5f62b6309613380c0ee3c4880d338e7caf0403c9ddd7ca2fac8eb/EPHHero.001.jpeg" data-mid="1123161" border="0" /&#62;
IBM Services Assocaites: Employee Experience ➬
	&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/98781b9b01c26423ab7826c13cba75f06dadc2ba4212e48aeb6a2d28217d8911/SIQ4L_Thumbnail.001.jpeg" data-mid="1123097" border="0" /&#62;
StoredIQ for Legal Product Design ➬


Facilitation &#38;amp; Leadership ↝

	&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/d86f63a792db5c6afc1048cdb508359b8f411cdf20fffa6054bea5b44bcb24ad/WSimg1.png" data-mid="1122351" border="0" /&#62;
Design Thinking Client Workshops ➫

	&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/ca93f369c03ad62eeceb9e20b422e74617424ba84e11f22dd86720b3e0d8aa55/A3TITTLEslide.png" data-mid="1122350" border="0" /&#62;
A3 Deal Coaching Experience Re-Design ➫


	&#60;img width="1024" height="576" width_o="1024" height_o="576" src_o="https://cortex.persona.co/t/original/i/2ae5a17795ea370b265c56bbb2009ac3b8e057eb0b0da021be1f6b26742256ac/IDT_Agile_DevOps-G.gif" data-mid="1122352" border="0" /&#62;
Design Thinking + Agile + DevOps POV ➫
	

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CONTENT © SHELBY ARANYI</description>
		
		<excerpt>ˏˋ Shelby Aranyi ˎˊ  Shelby Aranyi is a Raleigh-based experience designer. This is her super-secret portfolio page. If you’re seeing this, you’re special...</excerpt>

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		<title>index</title>
				
		<link>http://searanyi.com/index</link>

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		<pubDate>Thu, 06 Aug 2020 12:46:53 +0000</pubDate>

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		<description>ˏˋ Shelby Aranyi ˎˊ


—
Designer, Artist, &#38;amp; Facilitator


Shelby Aranyi is a Raleigh-based experience designer. Her work enables teams to champion, evangelize, and adopt human-centered design practices in strategy, offerings, client engagements, and agile workflows.





Currently ↝


Senior UX Designer @ Red Hat Marketplace, in a hybrid role managing designers and leading experience design for one of the largest tech acquisitions in history.&#38;nbsp;



Previously ↝
Global Design Strategist @ IBM Services, focusing on embedding design thinking within client engagements to define strategy, offerings, engagements, and delivery workflows.
Design Lead @ IBM Watson Education, exploring how new technology can help teachers deliver personalized learning experiences to students.
Co-lead of artMEAT, a multi-disciplinary non-profit arts group fiscally sponsored by Austin Creative Alliance, from 2015 to 2018.





Available for freelance projects, opportunities &#38;amp; collaborations. Contact for details.


	services—
 


Design thinking &#38;amp; facilitation 
 Strategy &#38;amp; coaching
 


Rapid prototyping
 


High fidelity UX designs
 Freelance art


contact—
 704.576.3185
 shelby.aranyi@gmail.com
Resume


	elsewhere— LinkedIn Instagram Twitter


</description>
		
		<excerpt>ˏˋ Shelby Aranyi ˎˊ   — Designer, Artist, &#38;amp; Facilitator     Shelby Aranyi is a Raleigh-based experience designer. Her work enables teams to champion,...</excerpt>

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		<title>Workshops</title>
				
		<link>http://searanyi.com/Workshops</link>

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		<pubDate>Sun, 19 Nov 2017 00:04:57 +0000</pubDate>

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		<description>ˏˋ Shelby Elizabeth Aranyi ˎˊ

&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/c79dc28a9d7238092838e3f37f4fe4e5845eadb64ac5ebbe78a573a012e2341b/WSimg1.png" data-mid="327546" border="0" data-scale="80"/&#62;
Design Thinking Client Workshops


A big part of my role as a design consultant was to facilitate IBM Design Thinking engagements. These workshops help clients 


considering their business problems from a user-centric view, which reaults in better outcomes for customers and the business. While design thinking isn’t exclusive to a workshop, it is an environment that accelerates the process.&#38;nbsp;
Highlights:

Facilitated 60+ engagements including outcomes-based workshops, innovation initiatives and enablement sessions.Educated 1,800+ people including client executives, product managers, development leads, marketing professionals, salespeople, and designers in design thinking methods.&#38;nbsp;30+ clients involved including OLAM, Google, AK Steel, BMW, Eli Lilly, BioRad, Hanover Insurance, AT&#38;amp;T, US Bank, Pepsico, Celestica, Nationwide, and State Farm.Influenced $191M+ in sales, all of which is directly correlated to successful design thinking workshops with the client.


&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/a7528e96cdaa696b7169b785aa4b3b083f651519a6cca5dfb4799752b2d849dc/WSimg5.png" data-mid="327550" border="0" data-scale="80"/&#62;

Workshop Design Process:Vet the 


Opportunity. I work with sponsors to identify the right problem area and do a&#38;nbsp;stakeholder mapping activity&#38;nbsp;to ensure we’re focused on the right users in their ecosystem. Then we work together to re-frame the business problem from a user-centric view in a design prompt.&#60;img width="875" height="567" width_o="875" height_o="567" src_o="https://cortex.persona.co/t/original/i/69ffc3046f5ea27f369ad5d8f55c73025f91205b86cf62b204019b5bbda13ad0/UserNeedsBGoals.png" data-mid="327545" border="0" data-scale="50"/&#62;
&#38;nbsp;
Make a Plan.&#38;nbsp;After working with sponsors to define workshop outcomes, I craft an  an agenda of design thinking activities to drive us from A to B. Custom activities are made if needed to solve a more complex problem.


Find the Right People. Once a problem scope, user base, and agenda is defined, it’s all about getting the right people in the room. Diverse teams bring the perspective needed to solve complex problems. I push to have sponsored users, line of business reps, and IT/delivery in the room to co-create.&#38;nbsp;

In-person Workshop. In the workshop, I guide participants through a set of activities to reach intended outcomes. I consult and ask guiding questions to help participants dig deeper.&#38;nbsp;
Pivot! More often then not, workshops bring to light areas of tension, assumptions, and un-answered questions. If something’s not working, we adjust the agenda to course correct or follow new ideas.


Debrief + Strategize Workflow. Participants always leave the workshop with an action plan, but sometimes it’s hard to take the leap into actual production. I help teams transition from strategic work to tactical implementation when needed.&#38;nbsp;


&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/f0889a2784048bd7af9e17ec2250720b9693a6e3046a1b03b7b3be02461f3549/WSimg2.png" data-mid="327547" border="0" data-scale="80"/&#62;
Testimonials:“The data uncovered and the relationships developed during this week has tremendous value to IBM and the team as we move forward on this journey.”
– John G, Project Manager for large finance account


“Our client extended the contract until April 2021.&#38;nbsp; This puts us at an advantage to go after their SAP business (targeting $24M). Value add activities like DT 
Sessions was one of the reasons they want to expand the partnership with IBM.”&#38;nbsp;
– Pradeep R, Partner &#38;amp; Director


 home 
CONTENT © SHELBY ARANYI</description>
		
		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ   Design Thinking Client Workshops           A big part of my role as a design consultant was to facilitate IBM Design Thinking...</excerpt>

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		<title>Revenue Storm</title>
				
		<link>http://searanyi.com/Revenue-Storm</link>

		<comments></comments>

		<pubDate>Sat, 18 Nov 2017 20:31:05 +0000</pubDate>

		<dc:creator>searanyi</dc:creator>
		
		<category><![CDATA[]]></category>

		<guid isPermaLink="false">230510</guid>

		<description>ˏˋ Shelby Elizabeth Aranyi ˎˊ


&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/26c1f9bc08ca4cb075c9e7f3109425781785efca8e2bec7946a9ef589ad69a4b/A3TITTLEslide_14.png" data-mid="327287" border="0" data-scale="80"/&#62;


A3 Deal Coaching Experience Re-Design


In 2016, IBM invested in a series of sales tools&#38;nbsp; and trainings for North American Sellers. The program promised great outcomes, but adoption was low. The America Deal Squad requested help evaluating the program’s slow adoption rate, and asked how we might deliver an experience for sellers to engage the deal coaching team in future pursuits. 


	Role: Design Lead/UX Designer

	
Team: • Kelly Renfro – Design Lead• America Deal Squad – SMEs


ProcessTo understand the current experience, I shadowed multiple coaching sessions between the America Deal Squad and Pursuit Teams.&#60;img width="1366" height="302" width_o="1366" height_o="302" src_o="https://cortex.persona.co/t/original/i/ae989ff780608982d06b7f255df5fb4c568ad1960bb7554c6e614c7c208f87b8/SALESCYCLE.png" data-mid="327273" border="0" /&#62;


As-IsRevenue Storm is a global sales consulting firm that helps clients implement processes and disciplines to drive revenue acceleration. IBM Purchased rights to the process and accompanying tools.


A1 –&#38;nbsp;Deal Qualifier + Pursuit Profiler 
The goal of the A1 is to reprioritize low-qualified deals so the sales team can focus on ones with better probability to win. The Deal Profiler tool evaluates six common areas of risk/vulnerability. This objective assessment helps proactively identify risks, areas of weakness, and gaps in understanding. Deals under 47% are considered low priority in terms of what to chase.&#38;nbsp;


A2 – Relationship Barometer
The Relationship Barometer tool evaluates the strength of relationships at the client level, as well as the degree of influence and authority different stakeholders have within an opportunity. Determines key relationships for messaging refinement in A3.


A3 – Workshop for Deal Refinement
America Deal Squad leads an in-person 2-3 day workshop. The goal is to apply Revenue Storm techniques and select Design Thinking activities to craft an effective, story-driven proposal for the stakeholders identified in the A2.&#38;nbsp; User Needs:
I then interviewed Sellers involved with Revenue Storm to understand their mindset, expectations, and overall experience with the process.&#38;nbsp; 

&#60;img width="2182" height="1224" width_o="2182" height_o="1224" src_o="https://cortex.persona.co/t/original/i/afd575f2c474dfc8cc9f0d1e2f36d7edb0f1d1ef6b31d71f130bfc786bb2a3ab/Screen-Shot-2017-11-18-at-4.16.54-PM.png" data-mid="327282" border="0" /&#62;

Insights: 
Teams need to want coaching. When not dedicated to the process, outcome is poor.  We identified 68 deals as “under qualified” in our A1 sessions. Of those, all went to bid and none signed. The objective feedback from the tools was extremely accurate, but teams felt over-confident in their abilities to land a deal.&#38;nbsp;


Teams need runway to make actionable changes. Sessions done while a deadline was looming were unsuccessful, because the team was 


preoccupied. They resorted to old habits, rather than embracing constructive feedback from the process.Sessions are a waste of time. Many Sellers could not get past a frustrating barrier to entry, so they couldn’t gain value from the sessions. They needed a better understanding up front of what they were doing and why it was worth the time and effort to participate.&#38;nbsp;Clearer action items/activities to make changes. When open to receiving feedback, some teams got stuck on how to move forward. They needed extra guidance to actualize gaps in their current deal strategy. Most common areas were: IBM&#38;nbsp;differentiation, user value, and storytelling.&#38;nbsp;


&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/55125ca6f89199861d1a139767bae1ef4502cf538386b2663bf65f5854767c28/LondonWS1.png" data-mid="327288" border="0" /&#62;


Quick Wins:
In response to the above insights, we were able to come up with “quick wins” to prototype in on-going sessions. A
 series of custom activities helped sellers refine targeted areas in their deals.&#38;nbsp;
Solution Component Mapping allows us to articulate the following questions around our overall deal: Who is the user? What need are we addressing? 


What part of IBM’s proposed solution meets those needs?


What are our differentiators from other competition on the market?


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/b4ec11d60073f2f203eb2e247a010b7235f35c3faf17138b4e04572cbbca0b5f/NAStorm-A3S.001.png" data-mid="327277" border="0" /&#62;

Win Themes communicate what offering we can provide the client that our competitors can not deliver. This activity helps position our message into a user-centric value statement that is compelling, clear, measurable, and 


achievable.


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/4a51aab556708953691130b083dea2c368f4565bd460503e54bc79b70a0ae6f0/NAStorm-A3w.001.png" data-mid="327278" border="0" /&#62;
The Deal Summary Canvas helps teams align on high level topics. It also points out questions, assumptions, and areas of weakness that need to be improved in order to mitigate risk.
&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/85522dfcb4d53cf44407700a5722c4b083ca004c34ecb7cbb2d9d357dc50ec74/NAStorm-A3d.001.png" data-mid="327279" border="0" /&#62;

Client Says/Client Needs helps teams 


capture client feedback relevant to their current 


activities. It allows everyone to remember what outcomes and 


opportunities they should be striving towards.&#38;nbsp;

&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/399468bb62ee50013106e4aab8384bca78d35611b136b405b2a39f20a3d39218/NAStorm-A3n.001.png" data-mid="327281" border="0" /&#62;

Communication 


Essentials is 101 on storytelling, user experience, and communication design. It showcases “best in class” experiences IBM has delivered to clients in response to deals.


&#60;img width="1920" height="1080" width_o="1920" height_o="1080" src_o="https://cortex.persona.co/t/original/i/d6d0ba1583311c2ada271203daf49a6f99c526633b4af16ef16a65e89a1a4d55/NAStorm-A3c.001.png" data-mid="327280" border="0" /&#62;

“The output of the A1 and A3 helped shape the deal, embed innovations in the RFP response and helped prep/coach the team for the Orals.”
– Naveen H, Global Account Leader, Google

Outcomes:


$74M in deal revenue in 2017, directly related to involvement with A3 re-design.Greater interest in the deal coaching program, via word of mouth and testimonials.Future proposed changes to IBM + Revenue Storm process as a whole (currently being iterated on.)&#38;nbsp; home 
CONTENT © SHELBY ARANYI
</description>
		
		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ      A3 Deal Coaching Experience Re-Design            In 2016, IBM invested in a series of sales tools&#38;nbsp; and trainings for...</excerpt>

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		<title>Agile/IBM/DevOps POV</title>
				
		<link>http://searanyi.com/Agile-IBM-DevOps-POV</link>

		<comments></comments>

		<pubDate>Sat, 18 Nov 2017 00:15:30 +0000</pubDate>

		<dc:creator>searanyi</dc:creator>
		
		<category><![CDATA[]]></category>

		<guid isPermaLink="false">230405</guid>

		<description>ˏˋ Shelby Elizabeth Aranyi ˎˊ

&#60;img width="1024" height="576" width_o="1024" height_o="576" src_o="https://cortex.persona.co/t/original/i/9a449159b5cca4409999b670e5af068f1d0a90e8ee516b971d4a918f97445fc5/IDT_Agile_DevOps-G.gif" data-mid="327039" border="0" data-scale="80"/&#62;Contact to see full POV.


Design Thinking, Agile, and DevOps Point of View
 As a team that engages with many different groups within IBM, we've fielded countless questions around the integration of IBM Design Thinking, Agile and DevOps. Our team was asked to meet with thought leaders in each area and develop a single point of view that explains how the three work together at a high level. Our POV dives into the core intention behind each method, then explains how they can combine to help deliver outcomes to market. 


	Role: 


Research + UX Design


	Team:• 


Brennen Thaney -&#38;nbsp;Researcher&#38;nbsp;

• Andrei Cervantes - Content Design + Writer

• Chris Harris - Content Design + Writer&#38;nbsp;

• Jared Gibbons - Visual Design 


Process:We evaluated workflows from several GBS teams who currently use one or more of the methods to understand the reality of how all three methods were (or weren’t) being used in delivery. Then, we interviewed Agile coaches, DevOps specialists, and IBM Design Thinking leaders to understand intended implementations of each method.

&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/ac475153b4594876ad985b14c66bfd58325996455c5f752197d7c9873bafddff/POC-Process1.png" data-mid="327037" border="0" /&#62;
Insights: Language is everything. Industry buzzwords and acronyms were confusing and meaningless. In our POV we had to be painstakingly careful to avoid using those so our message was clear and concise.The lens through which people currently understand one of the methods is a good reference point to position understanding where another could fits in, around, or augment the others. The problem lies in understanding the intent behind each framework, not the small activities, steps or outcomes associated with them. Once we got people to understand intent, we were able to differentiate each method. 


&#60;img width="1366" height="768" width_o="1366" height_o="768" src_o="https://cortex.persona.co/t/original/i/db91832ed03bf01311f5595a75b4f27782b3ae2d2697f7d843b8b208fe9b5e00/POC-Process2.png" data-mid="327038" border="0" /&#62;

From that, we re-wrote simple definitions of the methods to a foundation of understanding, and defined a tactical approach of how all three work together. Thought leaders in each area helped us refine messages that were simple and true. &#38;nbsp;Agile:
Clarity of Outcome. Define intended outcomes by focusing on a user. Iteration Over Perfection. Everything the team makes is a prototype. Don’t wait until something is perfect to release an iteration. Self-Directed Teams. Allow small teams to self-direct their work. Don’t micro-mange details. Trust the team will deliver what’s right. DevOps: Test Quicker, Perfect Later. DevOps allows us to quickly deploy and test our assumptions in the real world. Grounded in Reality. By gathering data from user interactions, we can quantitatively and qualitatively evaluate the current understanding of users and inform upcoming designs and iterations.

Design Thinking: Focus on User Outcomes. Keep focused on user outcomes, not features. 
Restless Reinvention. Treat every iteration as a prototype on how to improve in the next iteration.Diverse Empowered Teams. Work across disciplines to achieve a variety of ideas from different perspectives, and align teams across multi-disciplinary efforts.
We then drafted a narrative explaining how all three work together – without using industry buzzwords and acronyms so that our language was clear and concise.

&#60;img width="2732" height="1652" width_o="2732" height_o="1652" src_o="https://cortex.persona.co/t/original/i/5a164a37c78b6e4611c815ccd028f0a1267719600c74a3ec04d1edec9a52f0e7/Screen-Shot-2017-11-18-at-10.51.32-AM.png" data-mid="327033" border="0" /&#62;
We iterated through 19 versions of our POV, prototyping content with leaders of each area, and IBM Sellers. Our POV was distributed as a PowerPoint, the favorite medium of our Sellers. ;) 

&#60;img width="2730" height="1654" width_o="2730" height_o="1654" src_o="https://cortex.persona.co/t/original/i/480842ed6317e741fef29b74cf445cf3b1c5f3bab131ce1ce55de4e525f5f605/Screen-Shot-2017-11-18-at-10.50.44-AM.png" data-mid="327034" border="0" /&#62;
&#60;img width="2732" height="1652" width_o="2732" height_o="1652" src_o="https://cortex.persona.co/t/original/i/057ccb4bddd6a021eac3555fe0bbc5d7c4d4c9c6b6ec3faf346cdf140ff64018/Screen-Shot-2017-11-18-at-10.52.43-AM.png" data-mid="327035" border="0" /&#62;
&#60;img width="2726" height="1650" width_o="2726" height_o="1650" src_o="https://cortex.persona.co/t/original/i/2434e08ce9fac845dad52ba169440035f2a236e88d2e724f14956a2e777504f6/Screen-Shot-2017-11-18-at-10.54.26-AM.png" data-mid="327036" border="0" /&#62;&#60;img width="1024" height="576" width_o="1024" height_o="576" src_o="https://cortex.persona.co/t/original/i/9a449159b5cca4409999b670e5af068f1d0a90e8ee516b971d4a918f97445fc5/IDT_Agile_DevOps-G.gif" data-mid="327039" border="0" data-scale="93"/&#62;


Outcomes:


A unified POV on how to deliver all three methods within a client engagement.Larger SOWs signings for Sellers. Now that Sellers can articulate IBM’s outcome-focused delivery model, clients feel more confident in signing deals incorporating these ways of working.


 home 

CONTENT © SHELBY ARANYI
</description>
		
		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ  Contact to see full POV.   Design Thinking, Agile, and DevOps Point of View  As a team that engages with many different groups...</excerpt>

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		<title>StoredIQ for Legal</title>
				
		<link>http://searanyi.com/StoredIQ-for-Legal</link>

		<comments></comments>

		<pubDate>Tue, 17 Oct 2017 23:36:25 +0000</pubDate>

		<dc:creator>searanyi</dc:creator>
		
		<category><![CDATA[]]></category>

		<guid isPermaLink="false">222250</guid>

		<description>ˏˋ Shelby Elizabeth Aranyi ˎˊ
&#60;img width="2724" height="1870" width_o="2724" height_o="1870" src_o="https://cortex.persona.co/t/original/i/a56dded8925e98fd8395845db0dfc71436436bf61ae85e8d8f0b26ad0098f969/Screen-Shot-2017-11-19-at-4.07.32-PM.png" data-mid="308728" border="0" /&#62;

Stored IQ for Legal


Approximately 90% of corporate cases are settled prior to collection because companies have no insight into employee data. Settlements are made with little information regarding actual merits of the case, as going through the litigation process has extreme risk and cost. Turn over too much evidence and you risk handing over a smoking gun. Too little, and the court slaps enterprises with hefty fines. &#38;nbsp;

StoredIQ for Legal is an e-discovery tool designed to help enterprise legal departments and IT teams respond to litigation by querying insights on their data before collection. In a matter of hours, legal teams can make informed decisions on managing legal matters to eliminate complexity, pain, and expense.


	Role: R0 &#38;amp; R1 – Product Designer
R2 &#38;amp; R3 – UX Design Lead

	Product Team:• Irina Simpson - Senior Product Manager• Masato Nuguchi - Senior Technical Staff• Thomas Hampp - Software Architect
• Rose Newton - Design Manager• Vickie Culbertson - Design Project Manager• Derrick Ligon - Lead Visual Designer• Noelle Hoffman - Visual Designer• McKenzie Carlile - UX Designer• Chengqi Zhu - FED/Prototyper• Amanda McMicken - Visual Designer• Meghan Corbett - Design Researcher• Lincoln Neiger - Design Researcher


As Lead UX Designer on a small product team, I took part in concept development, product architecture &#38;amp; strategy, user research, prototyping, client engagement, and advocating design thinking within our global team. I led six designers through two product releases, collaborating with development and management to establish an agile working cadence for successful delivery to market. 
Product Definition

The
design team was brought in mid-2014 to facilitate the strategy of ECM
governance offerings and produce new, user-friendly products. The business asked our team to consolidate existing offerings to deliver a single, unified eDiscovery experience.&#38;nbsp; We began by look at the existing products and interviewing customers.&#60;img width="1560" height="992" width_o="1560" height_o="992" src_o="https://cortex.persona.co/t/original/i/44752c607297780a19b41b0de0d60284a097c0bb9aa75d4e8e5040125de7863c/siq4l-atlas.png" data-mid="308720" border="0" /&#62;

&#60;img width="1952" height="1464" width_o="1952" height_o="1464" src_o="https://cortex.persona.co/t/original/i/faf345e4ab4c685cb53165e51f5b2ffc20f6dd65915ad881d36804c1ad597259/usertest4.jpg" data-mid="308716" border="0" /&#62;
Our effort included user interviews, contextual inquiries, market analysis, and industry research. From there,&#38;nbsp;We generated Personas to guide us through future work.&#38;nbsp;
Personas&#60;img width="3840" height="2160" width_o="3840" height_o="2160" src_o="https://cortex.persona.co/t/original/i/1fc103de375ab2c89c57605efc2b47cbe1307e68d2169f7741a1df88f60490d3/siq4l-user-ecosystem.png" data-mid="308727" border="0" /&#62;
&#60;img width="1560" height="878" width_o="1560" height_o="878" src_o="https://cortex.persona.co/t/original/i/629a2349c6d02161190eb845d4a9b81a9dbe895b2b1f4138f7b143d865f5cbf3/siq4l-persona-dave.png" data-mid="308717" border="0" /&#62;&#60;img width="1560" height="878" width_o="1560" height_o="878" src_o="https://cortex.persona.co/t/original/i/839f47f749c2847c2a647f326e0fc874e6e64a2f3bc161ef384612adcb819fb5/siq4l-persona-paige.png" data-mid="308718" border="0" /&#62;&#60;img width="1560" height="878" width_o="1560" height_o="878" src_o="https://cortex.persona.co/t/original/i/0172f8d5ca2fcbe5539aaf5452d41910a164f3a721f227976e1217db1d5bb5db/siq4l-persona-stewart.png" data-mid="308719" border="0" /&#62;
Journey MapsAfter understanding our users, we collaborated with Project Management to understand which business requirements were priorities for the first release of our product. We hosted a design thinking workshop to establish each user’s As-Is scenario so we could begin to sketch out a future To-Be. 

&#60;img width="600" height="450" width_o="600" height_o="450" src_o="https://cortex.persona.co/t/original/i/6ff42aeefc0a62dd64e44a95304eb18272dcd4c394912012be6b2129be434fb1/siq4l-journey-map.jpg" data-mid="308722" border="0" /&#62;
Once we understood the experience our users needed, I collaborated with development to make sure the system architecture would enable our end users to have the best experience possible but still be feasible for the business. &#60;img width="2732" height="2041" width_o="2732" height_o="2041" src_o="https://cortex.persona.co/t/original/i/32c3dfa2b8807cd438762ce1260c9e0d2a07296ef6c102c4f10168232fa6f755/uxflows.JPG" data-mid="308721" border="0" /&#62;


Prototyping and User Testing

The
design team constantly tested concepts with our customers. Below is a paper prototype we took on-site to test with one of our biggest finance clients.&#38;nbsp;

&#60;img width="2322" height="1748" width_o="2322" height_o="1748" src_o="https://cortex.persona.co/t/original/i/bcb9107d4b5489624e68541d289d8113f4c7e20e4253a3a1cbf2258a68202dc9/paperprototype.png" data-mid="308723" border="0" /&#62;&#60;img width="1100" height="831" width_o="1100" height_o="831" src_o="https://cortex.persona.co/t/original/i/fc750d07b820d2469532e87bd509ff485bf4c831f18062869f0784291465615c/usertest6.jpg" data-mid="308724" border="0" /&#62;
After testing our concepts on paper, we moved to Sketch to build mid-fidelity wires. We used Invision to host remote user-testing sessions. At this point, we mostly focused on usability and interaction design.

&#60;img width="2422" height="1522" width_o="2422" height_o="1522" src_o="https://cortex.persona.co/t/original/i/ad71ada16a81c56e7aa55932ebcbd533d133d957f9455dfe65eed9e882ad7688/midfi1.png" data-mid="308725" border="0" /&#62;

Once validated by users, we moved into high-fidelity screens. As we built a better relationship with our development team, they could pull ad-hoc screen designs together based on user feedback.
&#60;img width="2667" height="1667" width_o="2667" height_o="1667" src_o="https://cortex.persona.co/t/original/i/6346c53b828417b49b3a966320ca8473ff32b2ffcd508435ace19d69f800f085/3.jpg" data-mid="308726" border="0" /&#62;
We used this method to deliver experiences in three main areas of the product: matter management, workflow, and data collection.


&#60;img width="1558" height="660" width_o="1558" height_o="660" src_o="https://cortex.persona.co/t/original/i/0eaa38439bbb0f07a5132afdcde79cebf12e250a92f830f7d4506415129c915b/siq4l-nextcastle.png" data-mid="308729" border="0" /&#62;
Delivery Outcomes:
Beta Release: September 19, 2014Extended team began to adopt Design
Thinking practices.Established
sponsor user program in ILG portfolio.&#38;nbsp;Engagement with Sponsored Users impacted allowed us to betterunderstand our users, define product requirements, and help mend the
agitated state of previous customers. &#38;nbsp;

&#60;img width="1898" height="1184" width_o="1898" height_o="1184" src_o="https://cortex.persona.co/t/original/i/d8d9115e68382a9a24d43fa803e120f17cf1b718b96e2ac760d0ae4c775391bb/R1.png" data-mid="308733" border="0" data-scale="80"/&#62;Release 1: June 12, 2015One of first offerings to market from IBM Design’s Hallmark program, which pushes for innovative, design-first strategy to consolidate existing product portfolios.&#38;nbsp;
Extended team began to practice Design
Thinking.Delivered a full matter management experience.
IBM now has a competitive solution on the market in the eDiscovery space.Customers begin to purchase licenses to the
product.&#38;nbsp;

&#60;img width="1902" height="1206" width_o="1902" height_o="1206" src_o="https://cortex.persona.co/t/original/i/480c785cf805d0a82bec5672b929814b9c2e3018b36c474d6dd6f0e3eba79663/R2.png" data-mid="308734" border="0" data-scale="80"/&#62;

Release 2: Dec 23, 2015Delivered robust data collection and workflow
management experience to compliment matter management portion.


More customers purchasing product. 


Delivered
base experience to satisfy $5 mil SOW for large financial company. 


&#60;img width="2724" height="1870" width_o="2724" height_o="1870" src_o="https://cortex.persona.co/t/original/i/a56dded8925e98fd8395845db0dfc71436436bf61ae85e8d8f0b26ad0098f969/Screen-Shot-2017-11-19-at-4.07.32-PM.png" data-mid="308728" border="0" data-scale="90"/&#62;Release 3: July 2015Transformation of three disparate products into a user-driven experience.Design evangelism to global team – worked with development and management leads to adopt and practice a user-centric approach using design thinking in delivery.

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		<excerpt>ˏˋ Shelby Elizabeth Aranyi ˎˊ   Stored IQ for Legal    Approximately 90% of corporate cases are settled prior to collection because companies have no insight...</excerpt>

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