The document is a presentation about driving an experience-based culture. It discusses how to reinforce products and brands through an organizational strategy focused on the user experience. It emphasizes empathizing with users, enabling cross-functional teams, and being real. The speaker advocates creating collaborative workspaces, using scrum teams, and conducting frequent experiments to continually improve the user experience.
The document discusses personal branding and how to develop and promote your personal brand. It emphasizes that personal branding is about taking ownership of how you present yourself and market your skills and expertise to others. It then provides a four step process for personal branding, which includes discovering your strengths and goals, creating branding materials and online profiles, connecting with your target audience, and nurturing your brand over time through ongoing engagement and updating your profile.
The document discusses collaboration in groups and some of the potential benefits and downfalls. It notes that collaborating allows sharing of resources, ideas, and abilities to achieve more ambitious goals. However, it also notes challenges like potential "groupthink" where people minimize conflict to reach consensus without critical evaluation, and "risky shift" where people make more extreme decisions as a group than alone. It provides tips for effective collaboration like avoiding personal criticism and crediting contributions.
ThoughtCommons - Out Of Boardroom ThinkingThoughtCommons
This document discusses engaging customers in an online community to generate ideas. It recommends inviting customers to connect with each other and participate in discussions to uncover latent needs. By moderating the discussions and incentivizing participation, the collective intelligence of customers can emerge the most approved ideas and qualitative insights into unserved needs, while also enhancing the brand image.
A customer-obsessed design culture moves beyond functional solutions to build emotional connections. It seeks to understand diversity in how people use products globally by learning from human experiences. Insights that drive innovation can come from edge cases or understanding core shared motivations. Establishing principles, vision, behaviors and values can help create a culture where understanding customer needs is fundamental. Such a culture looks for ways people might interact with products and leverages insights to identify impactful experiences.
This document discusses different levels of prototypes for showing information structure and interactions, from low-fidelity wireframes and mockups to higher-fidelity interactive prototypes. It outlines common prototyping tools and techniques like wireframing, mockups, and specifying taps, swipes, and other interactions to demonstrate "how" a design will function. The document requests selecting one prototyping application to demo next week that allows demonstrating states, transitions, and animations through an interactive prototype.
The document discusses various techniques for navigation and search interfaces on websites and applications. It describes common navigation patterns like lists, tabs, and hamburger menus. It also covers different search techniques including autocomplete, dynamic search, scoped search, and saved/recent searches. The document suggests the user consider which navigation styles and search techniques would best fit their specific user needs and journeys.
The document discusses personal branding and how to develop and promote your personal brand. It emphasizes that personal branding is about taking ownership of how you present yourself and market your skills and expertise to others. It then provides a four step process for personal branding, which includes discovering your strengths and goals, creating branding materials and online profiles, connecting with your target audience, and nurturing your brand over time through ongoing engagement and updating your profile.
The document discusses collaboration in groups and some of the potential benefits and downfalls. It notes that collaborating allows sharing of resources, ideas, and abilities to achieve more ambitious goals. However, it also notes challenges like potential "groupthink" where people minimize conflict to reach consensus without critical evaluation, and "risky shift" where people make more extreme decisions as a group than alone. It provides tips for effective collaboration like avoiding personal criticism and crediting contributions.
ThoughtCommons - Out Of Boardroom ThinkingThoughtCommons
This document discusses engaging customers in an online community to generate ideas. It recommends inviting customers to connect with each other and participate in discussions to uncover latent needs. By moderating the discussions and incentivizing participation, the collective intelligence of customers can emerge the most approved ideas and qualitative insights into unserved needs, while also enhancing the brand image.
A customer-obsessed design culture moves beyond functional solutions to build emotional connections. It seeks to understand diversity in how people use products globally by learning from human experiences. Insights that drive innovation can come from edge cases or understanding core shared motivations. Establishing principles, vision, behaviors and values can help create a culture where understanding customer needs is fundamental. Such a culture looks for ways people might interact with products and leverages insights to identify impactful experiences.
This document discusses different levels of prototypes for showing information structure and interactions, from low-fidelity wireframes and mockups to higher-fidelity interactive prototypes. It outlines common prototyping tools and techniques like wireframing, mockups, and specifying taps, swipes, and other interactions to demonstrate "how" a design will function. The document requests selecting one prototyping application to demo next week that allows demonstrating states, transitions, and animations through an interactive prototype.
The document discusses various techniques for navigation and search interfaces on websites and applications. It describes common navigation patterns like lists, tabs, and hamburger menus. It also covers different search techniques including autocomplete, dynamic search, scoped search, and saved/recent searches. The document suggests the user consider which navigation styles and search techniques would best fit their specific user needs and journeys.
Este poema expresa el profundo amor y afecto que siente el autor hacia otra persona. Describe cómo se queda sin palabras al tener a esta persona frente a él debido a la intensidad de sus sentimientos. Afirma que esta persona ha llegado a su vida y es su razón de ser, aire para respirar y todo. El poema repite varias veces lo mucho que quiere y adora a esta persona.
The document provides guidance on creating a screencast prototype to tell the story of a user interacting with a design. It recommends introducing a user and their goals, showing how they achieve their goals through the design by personifying the user, and describing the design process and changes made based on feedback. The screencast should be succinct, keeping it under 5 minutes.
This document outlines the schedule and syllabus for a mobile user experience design course. It introduces the instructor, Michael Dain, and covers topics like icon design, scenarios, gestalt principles, navigation, styling, prototyping, testing, and presenting over 4 modules. Students will be graded on participation, prototypes, testing, iteration, and a final presentation. Supplies include a laptop, prototyping account, paper, and markers. The first topic is icon design to get users' attention in 5 minutes.
This document discusses using Backbone routing techniques and hash fragments to provide fixed URLs for images on a page. It proposes adding hash fragments like #pic to image URLs so they can be bookmarked and shared. It then outlines the key methods in Backbone's Router and History objects like route, navigate, and _bindRoutes that enable routing of pages in a single page application. The document concludes by inviting comments on analyzing the source code of Router and History.
The document provides information about Anand Medicaids Private Limited, an ISO 9001:2000 and ISO 13485:2003 certified company that manufactures a wide range of suction units. It describes the company's history and facilities, its focus on quality and customer service, and lists several suction unit models along with their specifications.
The document discusses various animation techniques for user interfaces including transitions, navigation flows, patterns, and usability feedback. It mentions principles of animation like squash and stretch, anticipation, and staging. It also lists animation technologies like DHTML, HTML5, and core animation. The document suggests activities for designers to think about what elements need animation, what transitions could be used, and how animation might improve the user experience.
Este poema expresa el profundo amor y afecto que siente el autor hacia otra persona. Describe cómo se queda sin palabras al tener a esta persona frente a él debido a la intensidad de sus sentimientos. Afirma que esta persona ha llegado a su vida y es su razón de ser, aire para respirar y todo. El poema repite varias veces la frase "Cuanto te quiero" y "Cuanto te adoro" para enfatizar el gran amor que siente.
The document discusses installing Watir, a Ruby library for automating web browsers. It provides instructions for installing Ruby, Watir-webdriver, and browser drivers on Windows and Mac OS platforms. The goal is to set up the necessary environment and components to allow Ruby code to control and test browsers through the Watir API. Setup involves installing Ruby, the Watir gem, and separate browser drivers for Internet Explorer and Chrome. Verification steps are included to check the installations were successful.
Delivering a Personal Branding Workshop for Sr HR Leaders and C Suite. One thing is for sure most people make cardinal mistake of copying each other rather than discovering their own true north.
Accelerating international growth with perfectly tuned communications| Ed Fie...Enterprise Ireland
The document discusses developing perfectly tuned communications to accelerate international growth. It outlines a 9-stage process to rethink an organization's branding and communications, including establishing brand foundations like personality, purpose and positioning. Key stages involve reworking identity and visual style, creating compelling copy and images, building a customer-centric website, and developing sales materials. The goal is to engage prospects and drive sales through clear, simple messaging aligned with audiences' needs.
This document provides an overview of a workshop on using UX design principles and methodologies in design management and innovation. It discusses exercises focused on improvisational skills, prototyping experiences, understanding personas and customer journeys, emotional branding, and strategic imagination. The key lessons are on collaboratively generating ideas, empathizing with users, aligning internal and external brand promises, and designing with passion and purpose to solve business problems.
What drives Dharam in his professional life is practically proving how 'Good Design thinking' translates into 'Good Business' to entrepreneurs, business owners, and startups. He has acquired his master's in Branding from the University of the Arts London, United Kingdom, and is also an alumnus of the prestigious London College of Communication.
This document introduces design thinking as an emerging 21st century skill. It defines design thinking as a human-centered, non-linear problem solving method that focuses on understanding human needs. The document contrasts general problem solving with human-centered design thinking. It explains that good companies extensively apply human-centered design thinking methodology, such as Apple. It also notes that design thinking follows an iterative process of prototyping and testing with users to develop innovative solutions that improve people's lives.
This document introduces design thinking as an emerging 21st century skill. It defines design thinking as a human-centered, non-linear problem solving method that focuses on understanding human needs. The document contrasts general problem solving with human-centered design thinking. It explains that good companies extensively apply human-centered design thinking methodology, such as Apple. It also notes that design thinking follows an iterative process of prototyping and testing with users to develop innovative solutions that improve people's lives.
This document provides an agenda and overview for a two-day experience design workshop. Day 1 focuses on research techniques like interviews and creating personas from research. Participants will learn about vision, brand promise, and the 5E experience model. Day 2 covers design techniques such as journey mapping and prototyping experiences. The intended outcomes are a powerful group learning experience that inspires and empowers participants creatively. Participants will use three experience design tools to develop their projects. The workshop aims to teach what experience design is and practice the tools, methods and mindsets for designing meaningful experiences.
Unleashing the innovative power within your organisationTrond Bugge
Slides from my webinar "Unleashing the innovative power within your organisation" where I shared 5 (personal) confessions, 5 C-words and a title for a coming book
This document summarizes a conversation between Valeria Maltoni and Mario Vellandi about behavioral analysis and its application in retail. Vellandi discusses how smaller consumer goods companies do limited behavioral research but focus on giving retailers product options. Observation of competing products and testing are also important. Online tools can help manage research but human analysis is still needed. Stores like Nordstrom, Anthropologie, and Best Buy are highlighted for their employee and customer experiences. Bookstores are discussed as new community spaces.
Este poema expresa el profundo amor y afecto que siente el autor hacia otra persona. Describe cómo se queda sin palabras al tener a esta persona frente a él debido a la intensidad de sus sentimientos. Afirma que esta persona ha llegado a su vida y es su razón de ser, aire para respirar y todo. El poema repite varias veces lo mucho que quiere y adora a esta persona.
The document provides guidance on creating a screencast prototype to tell the story of a user interacting with a design. It recommends introducing a user and their goals, showing how they achieve their goals through the design by personifying the user, and describing the design process and changes made based on feedback. The screencast should be succinct, keeping it under 5 minutes.
This document outlines the schedule and syllabus for a mobile user experience design course. It introduces the instructor, Michael Dain, and covers topics like icon design, scenarios, gestalt principles, navigation, styling, prototyping, testing, and presenting over 4 modules. Students will be graded on participation, prototypes, testing, iteration, and a final presentation. Supplies include a laptop, prototyping account, paper, and markers. The first topic is icon design to get users' attention in 5 minutes.
This document discusses using Backbone routing techniques and hash fragments to provide fixed URLs for images on a page. It proposes adding hash fragments like #pic to image URLs so they can be bookmarked and shared. It then outlines the key methods in Backbone's Router and History objects like route, navigate, and _bindRoutes that enable routing of pages in a single page application. The document concludes by inviting comments on analyzing the source code of Router and History.
The document provides information about Anand Medicaids Private Limited, an ISO 9001:2000 and ISO 13485:2003 certified company that manufactures a wide range of suction units. It describes the company's history and facilities, its focus on quality and customer service, and lists several suction unit models along with their specifications.
The document discusses various animation techniques for user interfaces including transitions, navigation flows, patterns, and usability feedback. It mentions principles of animation like squash and stretch, anticipation, and staging. It also lists animation technologies like DHTML, HTML5, and core animation. The document suggests activities for designers to think about what elements need animation, what transitions could be used, and how animation might improve the user experience.
Este poema expresa el profundo amor y afecto que siente el autor hacia otra persona. Describe cómo se queda sin palabras al tener a esta persona frente a él debido a la intensidad de sus sentimientos. Afirma que esta persona ha llegado a su vida y es su razón de ser, aire para respirar y todo. El poema repite varias veces la frase "Cuanto te quiero" y "Cuanto te adoro" para enfatizar el gran amor que siente.
The document discusses installing Watir, a Ruby library for automating web browsers. It provides instructions for installing Ruby, Watir-webdriver, and browser drivers on Windows and Mac OS platforms. The goal is to set up the necessary environment and components to allow Ruby code to control and test browsers through the Watir API. Setup involves installing Ruby, the Watir gem, and separate browser drivers for Internet Explorer and Chrome. Verification steps are included to check the installations were successful.
Delivering a Personal Branding Workshop for Sr HR Leaders and C Suite. One thing is for sure most people make cardinal mistake of copying each other rather than discovering their own true north.
Accelerating international growth with perfectly tuned communications| Ed Fie...Enterprise Ireland
The document discusses developing perfectly tuned communications to accelerate international growth. It outlines a 9-stage process to rethink an organization's branding and communications, including establishing brand foundations like personality, purpose and positioning. Key stages involve reworking identity and visual style, creating compelling copy and images, building a customer-centric website, and developing sales materials. The goal is to engage prospects and drive sales through clear, simple messaging aligned with audiences' needs.
This document provides an overview of a workshop on using UX design principles and methodologies in design management and innovation. It discusses exercises focused on improvisational skills, prototyping experiences, understanding personas and customer journeys, emotional branding, and strategic imagination. The key lessons are on collaboratively generating ideas, empathizing with users, aligning internal and external brand promises, and designing with passion and purpose to solve business problems.
What drives Dharam in his professional life is practically proving how 'Good Design thinking' translates into 'Good Business' to entrepreneurs, business owners, and startups. He has acquired his master's in Branding from the University of the Arts London, United Kingdom, and is also an alumnus of the prestigious London College of Communication.
This document introduces design thinking as an emerging 21st century skill. It defines design thinking as a human-centered, non-linear problem solving method that focuses on understanding human needs. The document contrasts general problem solving with human-centered design thinking. It explains that good companies extensively apply human-centered design thinking methodology, such as Apple. It also notes that design thinking follows an iterative process of prototyping and testing with users to develop innovative solutions that improve people's lives.
This document introduces design thinking as an emerging 21st century skill. It defines design thinking as a human-centered, non-linear problem solving method that focuses on understanding human needs. The document contrasts general problem solving with human-centered design thinking. It explains that good companies extensively apply human-centered design thinking methodology, such as Apple. It also notes that design thinking follows an iterative process of prototyping and testing with users to develop innovative solutions that improve people's lives.
This document provides an agenda and overview for a two-day experience design workshop. Day 1 focuses on research techniques like interviews and creating personas from research. Participants will learn about vision, brand promise, and the 5E experience model. Day 2 covers design techniques such as journey mapping and prototyping experiences. The intended outcomes are a powerful group learning experience that inspires and empowers participants creatively. Participants will use three experience design tools to develop their projects. The workshop aims to teach what experience design is and practice the tools, methods and mindsets for designing meaningful experiences.
Unleashing the innovative power within your organisationTrond Bugge
Slides from my webinar "Unleashing the innovative power within your organisation" where I shared 5 (personal) confessions, 5 C-words and a title for a coming book
This document summarizes a conversation between Valeria Maltoni and Mario Vellandi about behavioral analysis and its application in retail. Vellandi discusses how smaller consumer goods companies do limited behavioral research but focus on giving retailers product options. Observation of competing products and testing are also important. Online tools can help manage research but human analysis is still needed. Stores like Nordstrom, Anthropologie, and Best Buy are highlighted for their employee and customer experiences. Bookstores are discussed as new community spaces.
Guiding students through how to brand themselves in a world where they need to stand out from the noise and create the jobs that likely do not exist today.
11 rules of engagement for B2B Social Media Adoption (Supporting Notes)Si Cox
This document provides 11 rules for adopting social media engagement:
1. Focus on high-quality content that answers the question "What's in it for me?" for your audience.
2. Focus your efforts on a few core social media channels where your audience spends time, rather than trying to cover all platforms.
3. Be wary of new platforms distracting you from developing content, and recognize it takes time to build an audience on social media.
Thinking like Humans - Tools to improve how we solve problems for our usersLenae Storey
The document discusses the importance of using personas to think like humans when designing products and services. It argues that personas go beyond just being used by designers - they should be used throughout businesses. Personas are built from real user research through methods like field studies and interviews to understand users' goals, pains, behaviors and motivations. They help minimize risk by ensuring the problem is understood correctly. Personas also help establish empathy for users and create a shared understanding across organizations. The overall message is that personas are a tool to combat egocentric thinking and help product teams think more like the humans who will use their creations.
Accelerating international growth with perfectly tuned communicationsEnterprise Ireland
This document summarizes a presentation given at an Enterprise Ireland eBusiness Workshop in Kilkenny, Ireland in March 2019. The presentation focused on how companies can accelerate their international growth through perfectly tuned communications. It discussed developing communications that are clear, engaging, persuasive and comprehensive. The presentation outlined a 9-stage process for rethinking a company's brand identity, visual style, website and other marketing materials in a way that is perfectly aligned with their target prospects. The goal is to have communications that immediately make a positive first impression and fully engage prospects within the first minute of exposure.
I am a graphic and branding designer and often host workshops on how to build an effective brand strategy. Here are some slides I prepared for a workshop hosted with Copywriter and strategist Ihunna Eberendu of 2ndwindpro; I have taken out her slides so this deck focusses on visuals alone.
This document outlines the agenda for Day II of an Experience Design seminar at Hyper Island in 2016. The morning session will go deeper into experience design and include a UX case study of the Marine Museum. After lunch, participants will work on journey mapping and generating insights from their research. They will then present their findings. The agenda includes time for teamwork, research, mapping the user experience, and developing insights and presentations. The goal is to further skills in experience design tools like the 5E model, journey mapping, and developing actionable insights from user research.
The document discusses how to effectively engage advocates from different career fields in an advocacy marketing program. It focuses on seven key verticals: Information Technology, Programming/Development, Human Resources, Sales, Education, Project Management/Consulting, and Executives. For each vertical, it provides information on persona, positioning recommendations, potential challenges, and example challenges. The overall aim is to understand each audience in order to design appeals, challenges, and messaging that will resonate and generate high engagement.
The document discusses personas in product design. It begins by defining a persona as a representative profile of a customer base that focuses on how a particular profile uses an application in context. It notes personas are based on real user behaviors and goals but are not actual people. The document then discusses the history of personas stemming from Alan Cooper's work designing programs for specific people. It provides examples of Cooper's personas and how he used them. The document also discusses debates around personas and arguments for and against them. It concludes by providing tips on creating effective personas through user research and examples from companies like PayCycle, MindKey, WaMu, and Workday.
Start-Up School 101: Lessons For Big BrandsLeigh Himel
Big brands have a lot of things that they can learn from start-ups that have marketing budgets of zero and focus on engagement and community. These are some of the most important lessons.
Product Management Class for Digital StartupsMiet Claes
Practical tips and inspiration for how to manage your digital product, for the selected startups at Idealabs 2016.
Course Material:
Creating Personas + Template
http://miet.be/why-personas-haunt-your-company-and-how-to-ghost-bust-their-ass-free-template/
Feature Spec Template
https://docs.google.com/document/d/1nNDnzc4c3LWz5Dlh8jFCMApY6CQ_s8I23c3ej11E2mg/edit?usp=sharing
Big Bertha Template
https://docs.google.com/spreadsheets/d/1fwm4segHofoPzzG5BYzJOAb2gfpggCNx4rZWzwA7iO4/edit?usp=sharing
Bug Reporting Checklist
https://docs.google.com/document/d/1of8cpDEC4sZMr3FK3O-OaBemppqi55IGS2Qus3n-H9c/edit?usp=sharing
Similar to Driving an experience based culture (20)
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document repeatedly lists elements of style such as color, image, typography, iconography, and metaphor. It asks what style is and suggests choosing a font to represent a brand, pairing fonts, and implies that style helps build trust for doing business.
This document discusses gestalt principles of visual perception and design. It asks questions about how mobile design differs from desktop, how good web design can lead to poor mobile design, and what rules can help make a design's value clear. The document also addresses gestalt principles discovered in 1923 and questions how many elements are on a homepage, whether any can be removed, which elements are consistent across pages, and how users know what can be clicked.
The document discusses user experience design and outlines steps for designing scenarios and prototypes for mobile applications. It recommends defining scenarios that describe a user's goals, journey, and interactions with an app. Designers should visualize scenarios by roleplaying or using paper prototypes to map user flows and gather feedback. The scenarios can then be used to design app interfaces that effectively guide users through meaningful tasks.
The design part of interaction design Michael Dain
From a recent lecture, here are the basics of what design means to the User Experience. This is hardly exhaustive, but a good primer on some of the essential elements. Some buzzwords include: Skeumorphism, Flat, Gestalt, Typography – all the tools an interface designer needs to connect emotionally to an audience.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
WhatsApp offers simple, reliable, and private messaging and calling services for free worldwide. With end-to-end encryption, your personal messages and calls are secure, ensuring only you and the recipient can access them. Enjoy voice and video calls to stay connected with loved ones or colleagues. Express yourself using stickers, GIFs, or by sharing moments on Status. WhatsApp Business enables global customer outreach, facilitating sales growth and relationship building through showcasing products and services. Stay connected effortlessly with group chats for planning outings with friends or staying updated on family conversations.
Measures in SQL (SIGMOD 2024, Santiago, Chile)Julian Hyde
SQL has attained widespread adoption, but Business Intelligence tools still use their own higher level languages based upon a multidimensional paradigm. Composable calculations are what is missing from SQL, and we propose a new kind of column, called a measure, that attaches a calculation to a table. Like regular tables, tables with measures are composable and closed when used in queries.
SQL-with-measures has the power, conciseness and reusability of multidimensional languages but retains SQL semantics. Measure invocations can be expanded in place to simple, clear SQL.
To define the evaluation semantics for measures, we introduce context-sensitive expressions (a way to evaluate multidimensional expressions that is consistent with existing SQL semantics), a concept called evaluation context, and several operations for setting and modifying the evaluation context.
A talk at SIGMOD, June 9–15, 2024, Santiago, Chile
Authors: Julian Hyde (Google) and John Fremlin (Google)
https://doi.org/10.1145/3626246.3653374
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Web:- https://undressbaby.com/
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The goal is not to write perfect code showcasing validation, but rather, to provide a small, rough-and ready exercise to reinforce your muscle-memory.
Despite its grandiose-sounding title, this deck consists of just three slides showing the Scala 3 code to be rewritten whenever the details of the operators begin to fade away.
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Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
Découvrez les dernières innovations de Neo4j, et notamment les dernières intégrations cloud et les améliorations produits qui font de Neo4j un choix essentiel pour les développeurs qui créent des applications avec des données interconnectées et de l’IA générative.
Most important New features of Oracle 23c for DBAs and Developers. You can get more idea from my youtube channel video from https://youtu.be/XvL5WtaC20A
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Atelier - Innover avec l’IA Générative et les graphes de connaissances
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The Odoo Community serves as a cost-free edition within the Odoo suite of ERP systems. Tailored to accommodate the standard needs of business operations, it provides a robust platform suitable for organisations of different sizes and business sectors. Within the Odoo Community Edition, users can access a variety of essential features and services essential for managing day-to-day tasks efficiently.
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64. –Thought Works twist on the Agile Manifesto
“The satisfaction of end-user needs balanced
with the achievement of business goals is the
primary measure of success. ”
75. – Craig Larman
“If you want to really change
culture, you have to start with
changing structure, because
culture does not really change
otherwise.”
79. • “Edison, Bell, Muybridge with his time studies, Marconi.
They were not particularly well established
academically; they were not trained as engineers,
mathematicians, or scientists; they were very creative;
and they did intuitive, seat-of-the-pants, trial-and-
error experiments
-Alex Wilkinson New Yorker May 2014
80. –Patrick Lenconi
“Great teams do not hold back with
one other. They are unafraid to air
their dirty laundry. They admit their
mistakes, their weaknesses, and
their concerns without fear of
reprisal.”
100. 1. Distinguish you from
competitors.
2. Elicits an emotional response
that encourages long-term
memory.
3. Attracts those who get you and
deters those who don’t.
4. Impassions users who are
your most powerful marketing
channel. Aaron Walter - Designing for Emotion
108. “If I was running a company
with the distinction and history
of American Airlines, I would be
embarrassed--no ashamed--to
have a Web site with a
customer experience as
terrible as the one you have
now...
109. –Dustin Curtis - 2009
Your Web site is abusive to
your customers, it is limiting
your revenue possibilities,
and it is permanently
destroying the brand and
image of your company in
the mind of every visitor."
110.
111. –Mr X in reply - 2009
“The problem with the design
of AA.com, however, lies less
in our competency (or lack
thereof, as you pointed out in
your post) and more with the
culture and processes
employed here at American
Airlines ”
Its a real privilege to have attended and experienced the great ideas we have heard over the past two days, and I’m energized and excited to bring these back to my team and colleagues at Salesforce. I want to thank David for asking me to be here and hope to finish up the day with some stories.
How do you bring experience-based culture into your companies? But I had a talk with many of my colleagues and mentors and I realized that the trying is the best we can do. Focus on the customer, end user, or the other person is a habit, not something you can force.
I’m michael and have been enthralled with creating user experiences for 20 years for a variety of verticals and agencies.
Virtual touch points . So In all I think I try to build the perfect employee, what characteristics should they have.
My goal today is to help keep that inspiration alive
Day to day comes back, the inspiration doesn’t immediately become habits. Often it gets communicated at a staff meeting and then put away.
Because change is hard for people. Its what UX people try to instill, that people take time, and attention to ‘get it’
Computers are simple, people are complex, and most failure isn’t due to bad ideas or execution.
People have a narrow range of performance, I’m stressed out now, but I will try to refrain from complete meltdown. And keep you from boredom.
Over time, products and companies are constantly struggling to survive and succeed
And attention to customers goals plays a crucial role in success.
I think Dimitri Martin put it in a more understandable way. And oddly failure looks pretty similar, just flip it. The day to day effort, and the attempt to connect emotionally to our user goals is the thing I want to stress.
I think Dimitri Martin put it in a more understandable way. And oddly failure looks pretty similar, just flip it. The day to day effort, and the attempt to connect emotionally to our user goals is the thing I want to stress.
Often this is what we expect customers to do. It’s the same concept as RTFM. That put the burden on the customer rather than the designer. That was how the user and the company interacted, at a distance.
Often this is what we expect customers to do. It’s the same concept as RTFM. That put the burden on the customer rather than the designer. That was how the user and the company interacted, at a distance.
How do you engage these people, or even understand them
I’m here because we want to connect with people, we have good intentions we come back with lots of ideas, but when it comes down to it we get focused back on the product. It makes sense, its what we are here for, but it’s easy to not involve the customer.
I’m here because we want to connect with people, we have good intentions we come back with lots of ideas, but when it comes down to it we get focused back on the product. It makes sense, its what we are here for, but it’s easy to not involve the customer.
So let me try and help, let me show you some ways to fix these
First, lets start with hypnotism, all of you relax, you all need to put aside the fears and doubts, this stuff will work. So repeat the mantra. “I am not the user” “Our interface is our brand” “Design is for humans” “Small details make a big difference”
So you can get to be like this guy, fearless to challenge the status quo. Sorta.
So rather than quick wins, I think its more about good habits. Practice them, evangelize them, show they are effective and sooner or later you will help build an experience based culture.
So let me try and help, let me show you some ways to fix these.
While I have always been inspired by Apple, innovation it takes a long time, and many missteps and you have to support that culture, and have some luck to achieve the kind of success. It doesn’t happen because of one person.
Well perhaps it does, but while it was a good line at the time, but to get rid of the stylus you have to invent touch computing. That took a talented team.
Is this debatable? Perhaps, there is a race to the bottom, it could be cost, availability.
I don’t quite believe in failure, not less epic fails, the stories I think will illustrate how tools, processes and structures need to change to be more nimble, or should I say Agile?
Sometimes ill conceived ideas have a certain charm. My next design goal is to embrace naiveté.
I am not embarrassed to say I’ve been involved with some not-so successful projects. This one for Coke wanted to raise funds with the World wildlife foundation to build a polar bear refuge. The online project and the can were similar, they took something and confused it with another. In this case, diet coke, so trying to fix it later became even more confusing.
Nest is the more disturbing failure as a usability feature was its downfall. The ‘wave to dismiss’ feature which plagues smoke detectors going off because of burnt toast, could be perceived as a hazard in a real emergency. While this scenario never happened, this is where user friendliness can go awry.
The rules and the opportunities are changing all the time, first it was this.
I’m gonna talk through some ideas, keep your eye on the corners, there are huge challenges getting to the basics, but it can build into something
Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
Peter Coffee came to talk with our group. He said beware that we live in a fishbowl, we’d lost perspective on what was important. We spoke our own jargon to people that not only didn’t know what we were talking about they didn’t care. And it stung. You know everything about your product, your customer knows nothing. And probably doesn’t care.
There’s a customer out there, they may be clear in your mind, but as you begin to design, budget, plan and act, something happens, they get somewhat blurry
You want to please all of the people, so that one person, their needs and wants gets generalized, and features usually start to creep in that seem aligned to a generic ‘group’, the user basically becomes a pawn.
Which is why I hate these characters, they are indeed pawns. While they may stand in for some generic thoughts on user characteristics, they do little else.
But how do you understand them? How do you bring them into the process?
And then when words come in, do those words trump the person behind them? Are we then thinking of a grocery list of features, or what a real person can use to achieve their goals?
So what’s wrong with these documents? Whats wrong with this? What can we fix? Would you empathize with this guy? Would you put in extra effort to make his experience better?
So I remember creating some personas for work with Purina’s Beneful brand. I put them up on the wall and basically just stared at their pictures for months. And it worked, just having a realistic set of pictures, like pictures of your kids of the people you are working for helps quite a bit to get out of your mindset. Think of it like
So step one - no stock photos, no good lighting, no full facial styles. Secondly, if you have a natural shot, try to get them not looking straight at you. Your customers are not focused on you, they are focused on their goal. And try not to find perfection, find real emotion in a photo so you can connect with their fears, their needs.
While there’s more art direction needed for this approach, I was really inspired by these personas created by Mail Chimp.
Made to be hung on the wall (remember to hang them on your wall) they are a tribute to the users of the companies products.
When have you ever seen a company do this? Why don’t we? But I’m not crazy about the words.
Jason travis - another interesting technique, again purely visual is what people carry with them.
Doesn’t this say more about their likes, interests than a bunch of words on a page?
Do they start to seem real? Thats the first step. I had a student of mine just comment that he added personas to his project for the first time and they were the biggest hit. They helped everyone focus on something other than requirements.
As to research, here’s something for those brands that have Facebook or twitter pages. For some work with lazy boy, there’s a real quick way to do user research, who follows them on Facebook? What are the true diehard lovers of the brand and what do they like?
Method has each employee act one day a month as receptionist. It’s a worldview shift and allows them to interact with customers, visitors, and other employees they might not see otherwise.
Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
The cross-functional is on purpose. Teams of accountants, teams of designers, teams with a single purpose are not uncommon, but they are not cross-functional.
What are the functions? Well, the list can be vast, or it can be small, but we become specialized and that drives us apart. We need expertise, but we also need to understand and teach each other..
How do you get people to understand your POV? Write it down.So start with the easy part, write something down. Put it on a T-shirt. What is important to your team, your brand? That can lead to knowing what ideas are on-and off-brand. And while an industry term, off brand is a good way to remove unnecessary features and focus on what makes you unique
gov.uk digital service in 2012 inspired me quite a bit with being very unlike a big government agency, using more human centric, and human-forgiving wording and sounding more like a start up than a publicy funded trust. If people like or dislike your product, remember they may still believe in your goals.
And like before, put a face to it, put it on the wall. But remember, it’s not marketing, its internal facing.
There are some good manifesto’s out there to start with, The agile manifesto was one of the first and rallied most companies to notice the word, if not embrace the practice pioneered in Japan and formulated to allow for iteration in manufacturing.
Modify it to suit your team. Evangelism of why this is beneficial to end users is a differentiator of many consultancies, including Thought Works, quoted here. I think stating your goals up front for each project, each team is a valuable exercise.
At Bank of America our team spent 5 months in cubicles getting nowhere. We had daily meetings, two hour calls, but we didn’t really ‘collaborate’. So when a new challenge came in, we set up shop in a conference room.
We sort of became squatters, we set up camp. In 3 weeks we created an entirely new solution and platform. And it was oddly easy, because we only built what was needed because we talked about it. We called the user when we had a question. It helped that it was a nice room, actually a corner office. While we first got angry stares, we delivered results and were promoted to the primo projects for our initiative, and it’s our room.
And a big desk works too. Although wall space is important
Seeing what is happening it on the wall, what are you doing, what is progressing, what needs work. Rate it, but the team owns it, clean it up once a week, during standup, whatever it takes.
The first challenge about scrum is being your own project manager. How do you know what to do? What is going on. I can tell jokes about Jira, but what finally clicked with our team was the board. You need a board. A physical board.
Its just human to be able to look at the board, write tasks, move tasks around. See whats been accomplished. I know there’s some great tools out there but none of them were as much fun as the board. Or easy to understand, or easy to communicate, if you have teams across multiple areas, put a webcam on the board. Have people move things during stand ups for non-physical team members.
We did this at BofA merill. And it was hard, making people leave their comfort zone and collaborate. No more QA, no more PM, no management! In a sense no more UX, we all worked as one team, learning new skills, lending a hand. We were responsible, and therefore felt ownership.
Does this look familiar? Lots of specializations, that collaborate a bit on a thing. The product.
What I learned is you put all those people together on a team, permanently. They load and learn each others skills, fill in where needed and learn (as well are rewarded) for being highly functional.
We had these skills on our team, but a bit like kindergarten baseball teams, we got to pick the people on the team to fill in gaps in expertise.
esprit de corps
we learned and practiced the scrum techniques, and over time, we grew. After a few weeks, we started to gel.
Then we were switching gears, taking on new challenges, and we had a team, we had a method, and we were able to actually listen and respond to customer and business feedback. Because we also feared failure less.
The training and specializations were holding us back, as a team we can afford to rework, to learn, to simplify.
And we were able to learn. we took on the challenges, solved them, made mistakes, learned about each other. We got out of our fishbowls.
Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
And if that all wasn’t hard enough, the final tool in your arsenal is the simplest one, or should I say the hardest one. We all know how much fights for our attention, in order to connect with users, try to make it clear how they can achieve their goals with your product. Everyone on the team should be focused on simplification. However, you need both empathy and a high performing team, simplicity is the benchmark for when everything comes together and works in harmony.
Corporations don’t have to act like corporations. Or at least we can try to
Part of this came about from sharing work through creative commons, which made some of the great advances in software possible.
Tesla patents, no the Elon Musk tesla. But we share, and that sharing has made the experience richer since we can all work together.
While we share, we need differentiators. One of the biggest failures I see is speaking in a normal conversational tone.
A particular website tested these two messages, which do you think was clicked on more. Its the latter, in this study more than an 100% rise in click through rates.
The big stuff is great, but I think it’s the small things that get left behind, and are the breaking point of most experiences. How do they treat you when things don’t go well?
Since this interaction happens on an hourly basis, why do these have to be so mean? Are you treating every error like the person is stupid? How many of you get this from your intranet every day? Does just looking at this stress you out?
Get rid of red. And be realistic, what does the user really need to know, and remember their goal is not to get this message. And can you make the font a bit smaller and more alarmingly red?
Have some fun, here’s the 404 we built for purina. When someone gets lost why not make them feel like they’ve got a secret kick.
Alert text,
Jessica Hische’s contact form
This is a great inspiration, this could be the most hated interaction on the internet, trying not to sign up for email marketing. However, the way it’s written makes it on-brand, charming, and actually compelling.
We’re all too young to remember, but users are on a journey through your experience, remember to entertain them along the way.
Consolidate your brand story into a page. the trend of one page sites started 3-4 years ago and it is the rare enterprise that needs more than one page, one big page to tell their story.
Aaron Walter has done some great work in his own job at MailChimp, but also to get us to design to connect more emotionally with our words and images.
Admit you’re humans. These are experiments. You make mistakes and cannot anticipate all of the things that may go wrong. Twitter seemed to lead on this, to try and not put the error on the user, they invented the fail whale.
Admit you’re humans. These are experiments. You make mistakes and cannot anticipate all of the things that may go wrong. Twitter seemed to lead on this, to try and not put the error on the user, they invented the fail whale.
Although this can backfire. Some don’t care for the tone. Today, as a billion dollar business, I haven’t seen the whale for a while.
But when you’re starting out, you may need to keep the tone light.
But make it on-brand. Have leadership on how to communicate failure, or how to talk to your customers in a human way.
But this is what’s really exciting to me, designing with a phone in mind for all experiences. There are too many screens. Luke Wroboleski has so much leadership on this, look him up.
But things are changing. The story goes that several years ago designer Dustin Curtis was trying to book travel and was disgusted by the experience. So he rethought it and offered it out on his blog.
But it came with a diatribe that is American really eroding their brand by having such a poor customer experience?
But it came with a diatribe that is American really eroding their brand by having such a poor customer experience?
Looks familiar now, but it was quite radical for 5 years ago.
So a UX person from American tried to explain, through commenting on the post. He revealed, as we all know that it doesn’t fall to one person, its the team that makes the experience work or not.
Which somehow led to him being fired. While chilling at the time, this is the crux of the matter, we are what we put out there. We are all nice people, but our customers will never meet us, they only react to our work, and we need to make the work as
6 years later, the cultures and processes are changing, or under assault by new ways we interact.
And the App Store helped create a better feedback loop that encourages updates
And 5 years later, there is a glimmer. This is virginamerica.com, not too unfamiliar
Mobile first, simplification, even as I am documenting this, little text changes to make things clearer
And we can take a look at how things go one thing at a time, it uses the user’s language, it simplifies the many distractions to accomplishing the user’s and the business goal - engaging happy customers to their product.
Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
Lets go, number one, really is empathy for other people, your customers, but your community as well, others.
Thank you for listening and this opportunity to share, please contact or follow me and look forward to hearing and sharing your stories.