1. User
experience
as the lens
Guiding principles for library innovation
Kevin Rundblad
UX & Social Technology Strategist
UCLA Library

2. 1
What is User Experience?

3. User Experience (UX) is
the overall experience of a
product or service.

4. “Experience is the Product”
Peter Merholz
Adaptive Path
http://www.slideshare.net/peterme/experience-is-the-product

5. mysql
The experience is not
the technology
php
jQuery
Linux

6. Experience is about the context

7. And the interaction points

8. UX design is based on
understanding user perspective

9. Creating interaction points
with high value

10. How do we build high value
interaction?

11. 2
The highest value goes to those
interactions that offer disruptive
experiences

12. Definition: a disruptive
innovation is one that radically
impacts a market, or creates
entirely new markets.

13. Wikipedia
Google
Twitter
iPhone Disruptive Examples
Facebook
Pandora
Dropbox

14. Wikipedia
Google
Twitter
iPhone Why Disruptive?
Facebook
They changed our expectations
Pandora of an experience
Dropbox

15. Wikipedia
Google
Twitter
iPhone Why Disruptive?
Facebook
And altered our perception.
Pandora
Dropbox

16. Wikipedia
Google
Twitter
iPhone
Facebook We do not experience web
interactions the same as we
Pandora did in 2000, 2005, etc…
Dropbox

17. Wikipedia
Google
Twitter
iPhone
Facebook We have changed.
Our users have changed.
Pandora
Dropbox

18. Experiences
are not static events

19. We change everyday
due to shifting context
Do you get your news the same way as 5 years ago?
Mine comes from Twitter.

20. Disruptive experiences
reframe our expectations
Have you attempted to ‘pinch’ your laptop screen to zoom in?

21. And in turn, disrupt our habits
I can’t seem to stop watching every episode of Mythbusters on Netflix Streaming.

22. UX innovation is about disrupting
the expected, in favor of an
unexpected, dissimilar and
fresh experience.

23. “Many significant innovations got their
start as unexpected discoveries or
impractical ideas”
Luke Williams
Frog Design &
NYU Professor of Innovation
Disrupt: Think the Unthinkable to Spark Innovation. Pg 91, Pearson Education, 2011

24. Innovation is an obsession
with creating new value

25. The obsession with new
value begins with the user

26. Know the user
Know the context
Create simple interactions

27. This means working backward
from the end (user)
conceptualizing new
functionalities and interactions.

28. It is about creating a lens
through which we see
a new interaction.

29. 3
Innovation from within
the user culture

30. Everything starts with
Know the user

31. “If you truly want to understand
customers' wants and needs,
you need to remove the distance
between you and them.”
Jorge Barba
Digital Strategist, Blu Maya
http://www.quora.com/When-creating-products-how-do-you-know-what-users-want/answer/Jorge-Barba?srid=z3u

32. How do we “remove the distance”
from the user?

33. Work with them
Work like them

34. We need to become learners

35. Hierarchical Flowing, person to person
Time-driven 9-5 Work anytime/anywhere
Committees, Meetings Independent/casual meetups
Work at desk Work on Laptop
Which is the student?
Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/

36. Hierarchical Flowing, person to person
Time-driven 9-5 Work anytime/anywhere
Committees, Meetings Independent/casual meetups
Work at desk Work on Laptop
Being “effective” is only rule = Grade
Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/

37. Hierarchical Flowing, person to person
Time-driven 9-5 Work anytime/anywhere
Committees, Meetings Independent/casual meetups
Work at desk Work on Laptop
Being “effective” is only rule = Grade
Students
Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/

38. Can we create
experiences for
Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/

39. With this
structure
Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/

40. UX goes all the way back
to how we work.

41. “...if you get the culture right
then most of the other stuff
will happen naturally out of it.”
Tony Hsieh
CEO Zappos
http://bigthink.com/ideas/20671

42. Example:
Simul8 Group
UCLA Library

43. To get in touch with our users
we created a design/development
group with 5-7 students.
Structure mimics the nature of
a small startup company.

44. Meet 3-5 hours a week.
Design projects on whiteboard
Rest of time work independently
Give them space
Enjoy work

45. User research is then implicit

46. Their needs are naturally divulged
in course of group work.
Focus groups won’t get to this level.
There is no “user oracle”

47. Know the user
Work like the user
Define user context & problems
Prospective app ideas
Sketch wireframes
Define interactions
Did you solve a problem?
Yes No Take a walk, rethink
Wireframe and mockup design
Decide on technologies
Fast prototype
Test with some users

48. Simul8 Group Examples
Stash It! (mobile & web hybrid, save for later app)
Icon1 (digital camera, ocr, text extraction service)
Icon2 (Worldcat API + Icon social framework)

49. UX – Creating a Lens:
Perceptual experience changes over time
High value experiences are disruptive
Know & learn from users
Design from outside-in
Get the culture right, and everything follows

50. “Create the conditions
under which people can flourish”
Sir Ken Robinson
Bring on the Learning Revolution!
TED Conference, Feb 2010

51. Contact
Kevin Rundblad
UX & Social Technology Strategist
Co-Founder, Simul8 Group
Questions UCLA Library
http://about.me/rundblad
http://twitter.com/rundblad
kevinrundblad@gmail.com