Inclusion is undervalued and impacted by myths that make it appear harder, of lower value and less exciting than it really is. This presentation discusses how we need to rebrand inclusion and accessibility to affect pervasive and deep change.

1. Inclusion: Under-rated and unloved
Turning an ugly duckling into a swan.
Christine Hemphill
Open Inclusion
15 February 2018

2. 1. Open Inclusion
2. Accessibility, the ugly step-sister of inclusion
3. Myths that hold back inclusive thinking
4. Inclusion as a powerful advantage
• Customer value
• Talent attraction and management
• Innovation
5. So how to bridge this gap?
Contents

3. Designing a better world for all
Open Inclusion is an accessibility,
research and innovation consultancy.
We provide:
• User input and insights from disabled people,
d/Deaf and older consumers
• Authentic and heuristic testing
• Innovation and universal design thinking
• Inclusion solutions, tools and training
• Governance support and value analysis
About Open
open.inclusion
open.solutions
open.access
open.minds
open.ability
open.value

4. Open’s essence
We identify and remove hurdles between
customer and product or service providers
so that both can achieve to the
fullest of their ambitions.

5. Authentic
insight
Embedded
competence
Innovation
catalyst
Simply
better
Usability +
Measurable
value
Our approach: beyond loss avoidance, opportunity

6. • Digital accessibility is about making sure that technology can be used by
everyone, including disabled people.
• Inclusive design focusses on making the experience better for everyone, not just
accessible to those with disabilities (at the cost of others) or not equivalent in
security, stability, ease or experience.
What is digital accessibility or inclusion?

7. Technically accessible

8. Inclusive design

9. Accessibility – the ugly step-sister of inclusion
Technical If you know anything, you know the answer WCAG2.0AA.
Now what is the question again?
Loss avoidance Downside costs are reputation and legal action, yet the
upside benefits are not so clear or clearly understood.
Fear based Equality Act 2010 and for those with offshore interests
significant numbers of law suits, esp. in USA.
If government agency or selling to government there
are already strong requirements and EU Directive is
making that even stronger
Guilt / personal
connection
We should do this.
It’s the right thing for disabled people or a person I know.

10. We have a problem – with the message…

11. We have a problem – with the message…

12. We have a problem – with the message…

13. … and the messengers

14. In addition, pervasive myths persist in this space
1. It is a small market
2. The market is not my target market and / or the market isn’t very
valuable
3. It is really hard to reach this market. It’s difficult (&/or costly) to
become accessible

15. In addition, myths persist in this space
1. It is a small market
2. The market is not my target market and / or the market isn’t very
valuable
3. It is really hard to reach this market. It’s difficult (&/or costly) to
become accessible.

16. 24% of the UK adult
population are
classified as “disabled”
That is 1 in every 4 or
12.8m adults
The Family Resources Survey (FRS) defines someone with a disability as those who report physical or
mental health condition or illness that lasts or is expected to last 12 months or more,
and which limits their ability to carry out day-to-day activities
Myth 1. It’s a small market.

17. 34% of the UK adult
population have an
impairment
That is 1 in every 3
or 18.6m adults
Please note that this doesn’t align to the social model of disability
That notes that people have impairments and environments create the disability
Impairments are more prevalent than disability.

18. The disabled population (12.8m) is equivalent to the top 12
cities by population in the UK, from London to Cardiff

19. Impairment classed as a “disability” - population by category
Limits day-to-day activities for more than 12 months

20. You need to solve for whole people
Real people have impairments that come in multiples
0.6%
0.2%
Only 1/3 of
people with an
impairment
have a single
impairment
Over 40% of
people with an
impairment have 3
or more
7
6
3.9%
5
6.6%
4
11.2%
3
18.8%
2
22.9%
1
33.9%
% of people classed as disabled with multiple impairments
0.2% 33.9%
% Of Disable..
8
9
1.9%

21. In addition, myths persist in this space
1. It is a small market
2. The market is not my target market and / or the market isn’t very
valuable
3. It is really hard to reach this market. It’s difficult (&/or costly) to
become accessible.

22. Myth 2 – it’s not such a valuable segment
£265 billion
In 2016
The ”Purple Pound” is worth £265 billion
That is +15% of all UK discretionary income
This is based on all impairment categories
• Physical: mobility, dexterity
• Sensory: sight, hearing
• Cognitive: memory, learning & mental health

23. National averages can be useful
Volumes and value predictors
Population
BY CATEGORY
Impaired Disabled Impaired Disabled
Sight Impaired 280,916 203,653 £6,149,822,697 £3,965,202,162
Hearing Impaired 303,917 223,304 £6,842,989,594 £4,677,933,098
Mobility Problems 961,770 755,214 £21,205,112,769 £15,355,014,068
Dexterity Problems 524,095 416,015 £11,746,005,985 £8,631,486,758
Learning Difficulties 219,508 179,313 £5,022,339,333 £3,832,279,934
Memory Difficulties 319,101 250,770 £6,930,512,786 £5,072,583,627
Mental Health problems 477,424 363,986 £10,774,504,042 £7,324,844,804
Stamina/ Breathing problems 793,399 559,377 £18,730,566,746 £11,635,031,932
Social / Behavioural Problems 97,807 80,836 £2,348,142,432 £1,824,307,981
5,000,000
Population Value ofHH income

24. Sub-segment analysis is even more useful to align to
specific target markets or customer bases.
CLIENT
CLIENT
CLIENT
CLIENT

25. Some biases and other factors extend this myth re value
Age wealth bias: Disability is incurred increasingly with age.
In the UK Baby Boomers have the highest assets and disposable income.
Older people, especially younger old, are increasingly opting for digital channels.
Design for us all: Mobile technology means we all use inclusive technology when we
can’t see, hear, touch or otherwise use our devices due to situational impairments.
We are getting more used to having and adopting user-defined interaction options.
Employment is higher than you know: 1 in 5 employees have an impairment.
In most workplaces only 3-5% share that with employers. This is a huge part of the current labour
market (and talent pool).

26. In addition, myths persist in this space
1. It is a small market
2. The market is not my target market and / or the market isn’t very
valuable
3. It is really hard to reach this market. It’s difficult (&/or costly) to
become accessible.

27. Costs of inclusion rises the later it is started
Resolving them increases exponentially if found later
COSTTOMAKECHANGES
PROJECT ENDPROJECT START
2x
5x
10x
20x
50x
100x
Requirements Design Development Sprint test Product test Production

28. Relative service options vary costs greatly too
COSTTOMAKECHANGES
COSTS OF CALL CENTRE
SERVICE DELIVERY
COSTS OF DIGITAL
SERVICE DELIVERY
6c
$26
Obviously not to scale!
Values source: David Bermann
Canadian Tax Dept. 2014

29. Sometimes it just takes a
different mindset rather
than any cost at all

30. Given it is so big and valuable and not too hard or costly to
solve if incorporated early – why isn’t everyone onto this?
Three factors:
• Complexity
• Visibility
• Value perceptions
All limit more general awareness of this massive market segment.

31. • Customer value, experience and satisfaction
• Talent attraction and management
• Innovation catalyst
So accessibility has some “brand issues”
How do we make inclusion more appealing?

32. Customer value
71% of disabled
customers will click
away from a website
that doesn’t meet their
needs

33. Customer value
Over 90% of people
who are having
difficulties with a site
won’t complain to the
organisation
“ ! ”
Source Click Away Pound Survey 2016
http://www.clickawaypound.com/

34. “
John Allison,
Head of Channel 4 Creative
They didn’t just recognise my UHP
(unique hiring proposition) or even
accommodate it. They welcomed
it, encouraged it and demanded it.
Talent management

35. Workplace inclusion is far a greater issue and opportunity
than most employers realise
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Average disclose in
traditional workplace
Disclose in high risk
workplace
Average all
workplaces
(disability)
Average all
workplaces
(impairment)
8-16%
is the band that will likely
cover all organisations.
Actual % of people who
would be more
productive with
adaptations will depend
on staff demographics,
role requirements,
technology and general
workplace design.

36. Innovation catalyst
It’s amazing what you find
when you take a different perspective.
We have have designed and created
innovative products
• for PWD and
• with universal design differences
identified through research and
understanding of specific access needs
Some examples include:
• Sonification of graphs
• Haptics / “taptics”
• Siri / voice interfaces

37. New, new things
Created with inclusion in mind

38. Helping the ugly duckling mature into the
swan everyone want to engage with

39. Bruce Lawson
Accessibility Evangelist
Don’t let perfect be
the enemy of good.”
“

40. It’s not what you don’t know that gets you in trouble.
It’s what you know that just ain’t so.
Mark Twain
“
Learning or unlearning

41. • Provide engaging stories – individual connection, interesting
• Put stories into context – value connection to how many/ much
• Relevant leadership – make it pertinent to each person involved
• Examples – attainable / attractive / aspirational
• Clearer measures – easier to manage
• Simplicity – know what is needed next
Some thoughts I have to nudge people towards more
inclusive design, development and delivery

42. Build connection and empathy
The consumer panel at the heart of our business
• Behavioural research
• Attitudinal research
• Connection and awareness.
• Collaborative design
Real people, real stories, real experiences

43. Value in context
• Volume of people impacted
• Value of people impacted
• Depth of impact
• Cost of change
Align to individual organisations and their
current strategic priorities
Internal data
External data

44. Leadership
• Society
• Organisation
• Line manager
It needs to be visible, credible and relevant to
the person making the decisions

45. Examples
• Industry relevant
• Geography relevant
• Successful and desirable
Great where they share the
process not just the outcomes

46. A simpler process and path to action.
Models, tools, training to assist
Get insight
Prioritise
Measure
Improve

47. Simple and clear
• Role specific
• Technology / product /environment
specific and relevant
• What to do (process)
• How to measure success / failure
• Embed it into BAU processes,
training and tools
Make it child’s play to get it right.
Make it fun to make it great.

48. For more information, please contact:
christine@openinclusion.com
07478 335 028
@openforaccess
better experiences for all