Nike - Sales AV
       
     
Nike - Sales AV
       
     
Diving deep to get a broad perspective
       
     
Building trust
       
     
Let our users be our guide
       
     
Input to innovation
       
     
Nike - Sales AV
       
     
Nike - Sales AV

I worked as a UX Lead for Nike’s Sales engineering team. I led a small team consisting of a UX researcher and front-end designer that worked with our engineering team to create sales tools. Nike Sales AV allowed merchandising teams to create and plan sales assortments in a visual way.

Nike - Sales AV
       
     
Nike - Sales AV

I spent the first 3 months at Nike struggling to keep up with the demand for screens. UX in Nike Global Sales was seen as the design of the screen. Business Process Leads (BPLs) and Business System Analysts (BSAs) would create user stories and acceptance criteria to drive a large contractor force of developers. UX was brought in to create high-fidelity specs for development.

I thought that I could incrementally change the overall user experience by packing as much of it as I could in to each story.

Unfortunately, that put me at odds with two teams. The BSAs who wrote the stories didn’t know why I was adding features and questioning the solutions in their user stories.

Diving deep to get a broad perspective
       
     
Diving deep to get a broad perspective

I spent the first 3 months at Nike struggling to keep up with the demand for screens. UX in Nike Global Sales was seen as the design of the screen. Business Process Leads (BPLs) and Business System Analysts (BSAs) would create user stories and acceptance criteria to drive a large contractor force of developers. UX was brought in to create high-fidelity specs for development.

I thought that I could incrementally change the overall user experience by packing as much of it as I could in to each story.

Unfortunately, that put me at odds with two teams. The BSAs who wrote the stories didn’t know why I was adding features and questioning the solutions in their user stories.

Building trust
       
     
Building trust

My next step was to get access to our users. Our BPL team was extremely protective of their users time. I had to demonstrate the kind of work we would be doing with our users.

I worked with my User Experience Researcher to develop a workshop. We got out of the UI and challenged our business partners to think about the problems they were trying to solve instead of solutions.

We worked as a team to build trust and look at the experience as a whole. It brought our team together with our business partners and built trust and understanding of user experience.

Let our users be our guide
       
     
Let our users be our guide

With trust and credibility with our business partners and leadership we were able to start doing the kind of user research that was so badly needed. We organized a series of user workshops that brought in users from every category and level.

We used abstract UI elements on paper, or “paper dolls” as we called them, to get users thinking about how they needed to visualize and organize products as they built out their assortments. We ran them through real-world scenarios that would require changes to their assortment. This gave us valuable insight into the business logic behind many of the UI components we were being asked to build.

Input to innovation
       
     
Input to innovation

The result was a fundamental change in the way UX is defined and accomplished in Nike Global Sales. Instead of a focus on UI, we are able work with our business partners and users to understand the whole picture.

UX, PM, and BPLs no longer worked in silos and we were able to more effectively work toward design solutions as a team.