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April 2013HCID 2013 | Has business accepted user-centred design?John Waterworth Experience Strategy
DefinitionExperience design is…A design practice focused on human outcomes particularly the level ofengagement and satisfa...
#1 : Success breeds success3© 2013 Foolproof LimitedDrivers
#2 : Working back through the process4© 2013 Foolproof LimitedDriversFrom User Experience Survey Report. Copyright @ 2013 ...
#3 : Fear of an uncertain future5© 2013 Foolproof LimitedDrivers
#1 : You can’t ask people what they want6© 2013 Foolproof LimitedMyths
“This is what Jobs means when he says Apple doesn’tdo focus groups. In no way is he recommending that youstop listening to...
8© 2013 Foolproof Limited•  Nationwide struggling toposition three new currentaccounts•  Used existing Foolproofand Nation...
#2 : There’s no room left for creativity9© 2013 Foolproof LimitedMythsImage by cowpie at flickr.com
Task teams with outcomes10© 2013 Foolproof LimitedMythsOutputs Outcomes Impact
11© 2013 Foolproof Limited“The panel were impressed withthe approach that Flow took, theirextensive research of the proble...
#3 : Too slow, too expensive12© 2013 Foolproof LimitedMyths
13© 2013 Foolproof Limited•  Problems with bookingprocess•  Research in 5 EUcountries to create designprinciples•  Ideas f...
Minimum Viable Research14© 2013 Foolproof LimitedMyths
#4 : We can just look at the data15© 2013 Foolproof LimitedMyths
Freezer pack of peas16© 2013 Foolproof LimitedMythsImage by notfrancois at flickr.com
#5 : Innovation is driven by technology and design17© 2013 Foolproof LimitedMythsDiagram Copyright © 2009 Roberto Verganti...
Nintendo Wii18© 2013 Foolproof LimitedMythsWii publicity image from Nintendo. Copyright @ 2009 Nintendo of America, Inc
#1 : Leaders are supposed to know the answer19© 2013 Foolproof LimitedChallengesStill image from The Ten Commandments. Cop...
#2 : Going deeper than the touch points20© 2013 Foolproof LimitedChallenges
#3 : Throwing out the baby21© 2013 Foolproof LimitedChallengesFrom Zag: The #1 Strategy of High-Performance Brands. Copyri...
#4 : Lots of data, but little insight22© 2013 Foolproof LimitedChallenges
#5 : How to conduct safe-fail experiments23© 2013 Foolproof LimitedChallengesPhoto by jervetson at flickr.com
Has business accepted user-centred design?24© 2013 Foolproof LimitedConclusion
ContactFoolproofHarella House90-98 Goswell RoadLondonEC1V 7DFwww.foolproof.co.ukContactFoolproofHarella House90-98 Goswell...
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Has Business Accepted User-Centred-Design? - John Waterworth, FoolProof

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Transcript of "Has Business Accepted User-Centred-Design? - John Waterworth, FoolProof"

  1. 1. April 2013HCID 2013 | Has business accepted user-centred design?John Waterworth Experience Strategy
  2. 2. DefinitionExperience design is…A design practice focused on human outcomes particularly the level ofengagement and satisfaction that the user derives from a product orservice, and the relevance of the experience to their needs and context.It is:§  Iterative - identifying and resolving design challenges through cyclesof creativity and user research§  Collaborative - involving specialists from various design and non-designdisciplines, as well as project stakeholders and end users, in the designprocess§  Measurable - identifying both physical and emotional outcomes for theexperience, and measuring success against these targets
  3. 3. #1 : Success breeds success3© 2013 Foolproof LimitedDrivers
  4. 4. #2 : Working back through the process4© 2013 Foolproof LimitedDriversFrom User Experience Survey Report. Copyright @ 2013 Econsultancy
  5. 5. #3 : Fear of an uncertain future5© 2013 Foolproof LimitedDrivers
  6. 6. #1 : You can’t ask people what they want6© 2013 Foolproof LimitedMyths
  7. 7. “This is what Jobs means when he says Apple doesn’tdo focus groups. In no way is he recommending that youstop listening to your customers. He’s advocating thatyou get closer than ever to your customers. So close, infact, that you tell them what they need before theyrealize it themselves.”Carmine Gallo, The Innovation Secrets of Steve JobsGet close to your customers7© 2013 Foolproof LimitedMyths
  8. 8. 8© 2013 Foolproof Limited•  Nationwide struggling toposition three new currentaccounts•  Used existing Foolproofand Nationwide knowledgeof customers to createexploratory designs•  Refined through twocycles of testing withpotential customers•  Dramatic increase inapplications•  Particularly through a new‘why Nationwide’ routeNationwide Voyager current accountMyths
  9. 9. #2 : There’s no room left for creativity9© 2013 Foolproof LimitedMythsImage by cowpie at flickr.com
  10. 10. Task teams with outcomes10© 2013 Foolproof LimitedMythsOutputs Outcomes Impact
  11. 11. 11© 2013 Foolproof Limited“The panel were impressed withthe approach that Flow took, theirextensive research of the problemand the innovative nature of thesolution. They thought that the appwould be highly appealing, easilyaccessible and be a wide-reachingsolution. The use of NFC on ‘juicepoints’ to provide information was aparticularly innovative, yet entirelyfeasible, element of the entry, andgreatly impressed the judges.”Stuart Catchpole, InnovationManager at Hethel Innovation andcompetition lead.E-Mobility concept designMyths
  12. 12. #3 : Too slow, too expensive12© 2013 Foolproof LimitedMyths
  13. 13. 13© 2013 Foolproof Limited•  Problems with bookingprocess•  Research in 5 EUcountries to create designprinciples•  Ideas for new multi-channel booking process•  Iterative design throughprototypes and trial sites•  Rich insights gatheredclose to real-time•  Learning across channels•  Faster to market andreduced costsAutoglass booking processMyths
  14. 14. Minimum Viable Research14© 2013 Foolproof LimitedMyths
  15. 15. #4 : We can just look at the data15© 2013 Foolproof LimitedMyths
  16. 16. Freezer pack of peas16© 2013 Foolproof LimitedMythsImage by notfrancois at flickr.com
  17. 17. #5 : Innovation is driven by technology and design17© 2013 Foolproof LimitedMythsDiagram Copyright © 2009 Roberto VergantiEpiphany
  18. 18. Nintendo Wii18© 2013 Foolproof LimitedMythsWii publicity image from Nintendo. Copyright @ 2009 Nintendo of America, Inc
  19. 19. #1 : Leaders are supposed to know the answer19© 2013 Foolproof LimitedChallengesStill image from The Ten Commandments. Copyright @ 1956 Paramount Pictures
  20. 20. #2 : Going deeper than the touch points20© 2013 Foolproof LimitedChallenges
  21. 21. #3 : Throwing out the baby21© 2013 Foolproof LimitedChallengesFrom Zag: The #1 Strategy of High-Performance Brands. Copyright @ 2010 Marty Neumeier
  22. 22. #4 : Lots of data, but little insight22© 2013 Foolproof LimitedChallenges
  23. 23. #5 : How to conduct safe-fail experiments23© 2013 Foolproof LimitedChallengesPhoto by jervetson at flickr.com
  24. 24. Has business accepted user-centred design?24© 2013 Foolproof LimitedConclusion
  25. 25. ContactFoolproofHarella House90-98 Goswell RoadLondonEC1V 7DFwww.foolproof.co.ukContactFoolproofHarella House90-98 Goswell RoadLondonEC1V 7DF+44 (0)20 7539 3840www.foolproof.co.ukjohn.waterworth@foolproof.co.ukJohn Waterworth Experience Strategy25© 2013 Foolproof Limited
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