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Hi, I'm Shaundra Toy, 

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and I'm happy to present my capstone project to you today: 

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“User Experience Research on User Experience Programs.” 

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As a student at Boise State University, and also an employee at SalesForce, 

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I was curious, how many different user experience programs did they have? 

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My capstone project researched a number 

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of the complex UX-related programs in my workplace 

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and distilled them into a digestible format, 

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organized with a high-level infographic 

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that helps internal audiences understand 

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and select the appropriate program at the right time in the sales cycle. 

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The results of the project showed a 32% improved understanding 

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for the direct team I presented the material to. 

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In addition, the material has been circulated and requested more broadly, 

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having an impact for broader teams, the accounts that those teams work with, 

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and the customers that those accounts serve. So, let's dive in.

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How might we gain an understanding 

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and strategic application of the applied UX offerings at SalesForce 

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for use in the pre-sales process? 

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That was the question to answer, 

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and I began by doing a lot of digging. 

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There were a number of different programs that were out there, 

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and the best analogy I can bring to mind is, 

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imagine a very thick book with no table of contents. 

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It makes it very difficult to find what you're looking for, 

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and understand its context, without that.

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Mark Twain once said, 

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“I didn't have time to write you a short letter, so I wrote you a long one,” 

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and I underscore the importance of this, 

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being succinct to provide clarity. 

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Previous attempts to organize these programs actually became a bit prescriptive, 

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or required you to wade through a lot of material. 

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So, examining the nature of these previous attempts, 

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with respect, was the first step. 

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I did a lot of reading, a lot of watching the videos, 

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interviewed 10 to 20 different people after that, as well. 

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We questioned assumptions along the way 

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and really tried to focus in on one core thing: 

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what's the job to be done?

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Looking at this through the lens of emotional intelligence, 

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with regard to awareness of self and others, 

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that's always a little tricky, 

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because it's kind of like shining a light around in a dark room 

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that you're unfamiliar with. 

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And how do you avoid tripping?

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You keep shining that light. 

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So, we had to really try to stay curious and open. 

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With change efforts, you always want to respect what came before, 

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and as a double-certified change manager, that was important to me. 

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I understand how much work went into some of the previous projects. 

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The other thing we did is, 

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we really had to focus in on this job to be done while staying open.

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So, after doing quite a bit of digging, 

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and being very respectful of what had come before, 

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then we moved on to creative thinking. 

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Now, according to the 2012 “Harvard Business Review” article, 

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authored by Tom and David Kelley, 

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being creative is really about flexing creative muscle, 

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and overcoming the fear, 

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to build that confidence in our creative ability. 

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I was very lucky, in that regard, 

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to have a lot of past experiences and tools to fall back on. 

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I’d previously done kaizens, 

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and understand prioritizing different requirements based on Paretos. 

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I also looked at value-stream mapping of processes, and throughput, 

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and where things could bottleneck. 

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But here, I was very fortunate in being able to incorporate 

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a lot of the new tools that I had gained throughout my degree: 

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user experience research with informal interviews and elicitation techniques, 

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integrative thinking, which came directly from my MDS program, 

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iterative design thinking, and communicating UX research findings.

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In the end, the solution that we came up with focused on this job to be done. 

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It wasn't about being prescriptive. 

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It was really about having context, 

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and understanding just enough to know where to go, 

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sort of like a sign-post that points you in this direction or that direction 

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depending on where you need to head. 

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After 20 to 30 interviews of numerous people around different programs, 

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we settled in on about 10 key questions to answer for each of those programs.

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What resulted was an infographic that we overlaid on top of our existing, 

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very well-known “customer 360” approach. 

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Looking at this sales cycle diagram, we then overlaid the different programs: 

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Heroes, Inspires, Ignites, Illuminates, to name a few. 

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And then, for each of those programs, 

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they became color-coded and got an individual slide 

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that answered the remaining questions of why should we engage, 

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who should we engage, what does it deliver, when does it deliver it, 

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how long does it take, how do I engage with this program, 

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where can I find more information? 

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Then we delivered an entire learning event, 

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measuring before and after results of understanding.

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The results showed a 32% increase in understanding, 

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48% before the event and 80% after the learning event. 

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There's also a ripple effect that I found especially encouraging. 

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Specifically, the learning event was only delivered to our core team, 

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in the service cloud arena.

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But the account teams are much, much broader. 

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At SalesForce, we have marketing clouds, we have sales clouds, 

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we have sustainability clouds, health clouds, 

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we have other products like Slack, Mulesoft. 

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This broader core account team was brought into the mix in a number of requests, 

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and that's going to have lasting impact for the accounts 

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that those teams are attached to. 

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Not only that, but as they're able to adopt things more quicker, 

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looking at it from a user experience perspective also means there's end-user impact. 

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So, this ripple effect is the part I am most proud of. 

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And it's very difficult to measure, so, we'll have to see how that goes. 

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But so far, we've received a number of requests. 

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So, I'm very encouraged by the much broader impact 

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that we were able to see thus far.

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In conclusion, this capstone project allowed me to put new skills into practice 

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with user experience research and elicitation techniques, 

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integrative thinking, design thinking, 

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the real impact to my orientation in a new role, and networking. 

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There's also been a real impact for our team. 

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The broader account team, there will be for the account, 

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and also their customers, too. 

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Throughout this project, I've referenced a number of different resources. 

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There's a few to name here, 

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and here's additional contact information 

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if you want to reach out and learn more. 

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Thank you.