1. April 2013
HCID 2013 | Has business accepted user-centred design?
John Waterworth Experience Strategy

2. Definition
Experience design is…
A design practice focused on human outcomes particularly the level of
engagement and satisfaction that the user derives from a product or
service, and the relevance of the experience to their needs and context.
It is:
§ Iterative - identifying and resolving design challenges through cycles
of creativity and user research
§ Collaborative - involving specialists from various design and non-design
disciplines, as well as project stakeholders and end users, in the design
process
§ Measurable - identifying both physical and emotional outcomes for the
experience, and measuring success against these targets

3. #1 : Success breeds success
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Drivers

4. #2 : Working back through the process
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Drivers
From User Experience Survey Report. Copyright @ 2013 Econsultancy

5. #3 : Fear of an uncertain future
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Drivers

6. #1 : You can’t ask people what they want
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Myths

7. “This is what Jobs means when he says Apple doesn’t
do focus groups. In no way is he recommending that you
stop listening to your customers. He’s advocating that
you get closer than ever to your customers. So close, in
fact, that you tell them what they need before they
realize it themselves.”
Carmine Gallo, The Innovation Secrets of Steve Jobs
Get close to your customers
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Myths

8. 8© 2013 Foolproof Limited
• Nationwide struggling to
position three new current
accounts
• Used existing Foolproof
and Nationwide knowledge
of customers to create
exploratory designs
• Refined through two
cycles of testing with
potential customers
• Dramatic increase in
applications
• Particularly through a new
‘why Nationwide’ route
Nationwide Voyager current account
Myths

9. #2 : There’s no room left for creativity
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Myths
Image by cowpie at flickr.com

10. Task teams with outcomes
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Myths
Outputs Outcomes Impact

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“The panel were impressed with
the approach that Flow took, their
extensive research of the problem
and the innovative nature of the
solution. They thought that the app
would be highly appealing, easily
accessible and be a wide-reaching
solution. The use of NFC on ‘juice
points’ to provide information was a
particularly innovative, yet entirely
feasible, element of the entry, and
greatly impressed the judges.”
Stuart Catchpole, Innovation
Manager at Hethel Innovation and
competition lead.
E-Mobility concept design
Myths

12. #3 : Too slow, too expensive
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Myths

13. 13© 2013 Foolproof Limited
• Problems with booking
process
• Research in 5 EU
countries to create design
principles
• Ideas for new multi-
channel booking process
• Iterative design through
prototypes and trial sites
• Rich insights gathered
close to real-time
• Learning across channels
• Faster to market and
reduced costs
Autoglass booking process
Myths

14. Minimum Viable Research
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Myths

15. #4 : We can just look at the data
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Myths

16. Freezer pack of peas
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Myths
Image by notfrancois at flickr.com

17. #5 : Innovation is driven by technology and design
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Myths
Diagram Copyright © 2009 Roberto Verganti
Epiphany

18. Nintendo Wii
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Myths
Wii publicity image from Nintendo. Copyright @ 2009 Nintendo of America, Inc

19. #1 : Leaders are supposed to know the answer
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Challenges
Still image from The Ten Commandments. Copyright @ 1956 Paramount Pictures

20. #2 : Going deeper than the touch points
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Challenges

21. #3 : Throwing out the baby
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Challenges
From Zag: The #1 Strategy of High-Performance Brands. Copyright @ 2010 Marty Neumeier

22. #4 : Lots of data, but little insight
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Challenges

23. #5 : How to conduct safe-fail experiments
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Challenges
Photo by jervetson at flickr.com

24. Has business accepted user-centred design?
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Conclusion

25. Contact
Foolproof
Harella House
90-98 Goswell Road
London
EC1V 7DF
www.foolproof.co.uk
Contact
Foolproof
Harella House
90-98 Goswell Road
London
EC1V 7DF
+44 (0)20 7539 3840
www.foolproof.co.uk
john.waterworth@foolproof.co.uk
John Waterworth Experience Strategy
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