‘…more and more companies are discovering
that not only is usability good for users,
it’s also good business.’
Susan Weinschenk, Chief of Technical Staff Human Factors International
Usability: A Business Case
A person’s perceptions and responses that result from the use
and/or anticipated use of a product, system or service.
ISO 9241-110:2010 (clause 2.15)
A brief overview of the past
It’s not about (screen) size
User Centric, People First
involves a person’s behaviors, attitudes, and emotions about using
a particular product, system or service.
1. Exponen*al growth of technology. The consequent
disrup*ve innova*ons put pressure on exis*ng companies.
Owing to the constantly changing (business)
environment, companies have to constantly change
and adapt (Con*nuous Design).
2. It is impera*ve that a corporate culture is created in
which innova*on is embraced, instead of confronted
with feelings of distrust or resistance. Innova*on
must become the major process within a company.
3. Trust made scalable by technology. From centrally
controlled organiza*ons we are moving towards decentralized,
distributed plaJorms. Exis*ng companies
must be unbundled. The physical world will be
organized and structuralized in substan*ally diﬀerent
ways from those to which we are accustomed,
thanks to the deployment of digital technology. As a
direct result, IT and business will merge seamlessly
into one another. One possible consequence of this is
a rise in technological unemployment, as work is increasingly
taken over by robots and algorithms.
4. PlaJorm economy players such as Bitcoin, Airbnb and
Uber show us a world in which transparency is the
new norm, and where, as a consequence, everyone
can assess one another. It is no longer about ownership/
possession/control of products, but about
having access to / controlling all kinds of services.
This requires and opens up all kinds of possibili*es
for new working methods. Reputa*on becomes the
5. Informa*on technology democra*zes. Now, the
consumer possesses the tools to op*mize his experience.
The customer is the radiant central point, the
linchpin around which the new economic systems revolve.
More than ever, the customer is king.
6. The anxious customer obsession from the past has
made way for a wave of new opportuni*es. Thanks
to SMACT, it is now possible to create surprising customer
experiences at all conceivable mobile-contact
moments. AZer the ini*al transforma*on of atoms
into bits, they now materialize once again in the actuality
of our physical world. With a further thrust
of bits into atoms, the circle of service to the customer
CONCLUSION AND CONSIDERATIONS