This document discusses how to successfully implement design work within organizations. It begins by describing how design work often gets repeatedly revised during implementation due to various stakeholders providing feedback. It then argues that defining the organization's personality, examining its structure, and establishing clear processes can help design work survive implementation. The document uses spectra to define an organization's views on design, innovation, and customers. It also discusses experimenting with different structural approaches. Finally, it emphasizes establishing a clear problem definition and focusing on designing testable solutions. The overall message is that understanding an organization's context is crucial to ensuring good design work is successfully implemented.
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
How 4 Top Startups are Reinventing Organizational Structure QuekelsBaro
This post will look at the organizational structure of four of the most successful startups out there and why they’ve opted to make the long-established hierarchical structure on its head.
Design Thinking & Re-imagining the role of HRVikram Bhonsle
Let`s take a look at the applications of the "Design Mindset" in tackling modern day people conundrums. How can HR use design thinking to redefine and reshape HR strategies and processes to cater to a demanding and advanced workforce. A look also at select organizations who have carried this successfully and the business benefits.
In case you require instructor notes, do send me an email to bhonslevb@gmail.com
We are proud to announce our twenty-third Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Why is this so hard? Understanding the challenges that inhibit design in your...Adam Connor
Design has been heralded as the savior of product and service offerings, and lately companies are scrambling to pick up designers everywhere they can find them. Innovation centers are springing up like mushrooms and it seems everybody is talking about the importance of knowing and understanding their audience. However, these new ways of working and thinking don’t seem to take hold, so people keep doing things the way they´ve always done them and users continue to suffer.
What causes these organizations with such good intentions and great talent to struggle?
An organization may be aware that it needs to change, but knowing what and how to change is hard. And for change to happen, organizations have to be ready for change. Using culture as a lens, we examine how people work together, how they believe things should work, and which values they share.
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
How 4 Top Startups are Reinventing Organizational Structure QuekelsBaro
This post will look at the organizational structure of four of the most successful startups out there and why they’ve opted to make the long-established hierarchical structure on its head.
Design Thinking & Re-imagining the role of HRVikram Bhonsle
Let`s take a look at the applications of the "Design Mindset" in tackling modern day people conundrums. How can HR use design thinking to redefine and reshape HR strategies and processes to cater to a demanding and advanced workforce. A look also at select organizations who have carried this successfully and the business benefits.
In case you require instructor notes, do send me an email to bhonslevb@gmail.com
We are proud to announce our twenty-third Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Why is this so hard? Understanding the challenges that inhibit design in your...Adam Connor
Design has been heralded as the savior of product and service offerings, and lately companies are scrambling to pick up designers everywhere they can find them. Innovation centers are springing up like mushrooms and it seems everybody is talking about the importance of knowing and understanding their audience. However, these new ways of working and thinking don’t seem to take hold, so people keep doing things the way they´ve always done them and users continue to suffer.
What causes these organizations with such good intentions and great talent to struggle?
An organization may be aware that it needs to change, but knowing what and how to change is hard. And for change to happen, organizations have to be ready for change. Using culture as a lens, we examine how people work together, how they believe things should work, and which values they share.
Designing a human centred mindset to lead at the edgeZaana Jaclyn
Workshop delivered by Huddle Academy for ALIA Online 2015, February 2, Sydney, Australia.
Workshop outline: Customer expectations are continually increasing, demanding more personalised and customised services and experiences. As a result, understanding your customers and designing services and experiences for them is critical in drawing them to engage with your organisation. Simultaneously it is essential to understand the people in your organisation and enable them to be adaptive to changing needs and to provide them with enjoyable and meaningful work experiences. This means being in service to your customers as well as the people who work in your organisation.
This one day workshop is for those who are seeking to be more effective leaders through developing a human centred mindset. It will focus on building your understanding of the value and principles of being human centred. These principles include putting people first through being empathic, curious, collaborative, and courageous. You will learn methods for how you can better understand your customers and your organisation for the benefit of designing and delivering amazing services and experiences. We will do this through a range of practical hands on activities where you will have the opportunity to experience a set of tools you can apply within your workplace.
2012 Innovation Workshop - Seeing What is Next in HealthcareLeAnna J. Carey
My Innovation Workshop 2012 in San Francisco
Does your leadership team have a commitment to and investment in innovation?
How is it expressed? Is there a vision or a roadmap?
Where are the greatest opportunities for growth or biggest pain points that innovation could address?
What kind or organizational infrastructure supports your innovation agenda?
Design Thinking & HR - Caterina Sanders (SocialHRCamp Vancouver 2016)SocialHRCamp
Design thinking is not a new concept in many areas of business, but in HR it is beginning to gain serious ground. In a recent Deloitte report, of the 7000 respondents, 79% felt that design thinking was an important or very important issue for them this year, with HR professionals believing that they are ready for the journey of moving from “process developer” to an “experience architect”. (Deloitte Human Capital Trends 2016). This hands-on session will introduce you to the main tenets of design thinking and allow you time to try a couple of exercises as applied to the context of social technologies and HR. Participants will walk away with some tangible insights that they should be able to apply to their workplaces immediately.
Human Capital Growth Webinar: Boost your hr practices with design thinkingHuman Capital Growth
This webinar will address the role of designing thinking and evidence-based talent management in developing tailored HR solutions to people problems.
http://www.humancapitalgrowth.com/boost-your-hr-practices-with-design-thinking.html
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Using Design Thinking for Growth is a transcription of a Business901 podcast.. It contained great thoughts on how Design Thinking may be to Business Growth the way Lean and Six Sigma has been to quality.
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
The concept of working with personas is getting more and more popular, a lot of companies have embraced the tool or method and use it in many different ways.
However I get a lot of reactions from people that struggle with developing and using personas. Here are a few tips to make them better.
From time to time I am organizing an open workshop, somewhere between Düsseldorf and Amsterdam:
Deutsch / German
www.creative-companion.com/Data-Storytelling-with-personas/persona-workshop-deutsch.html
Nederlands/Dutch
www.creative-companion.com/Data-Storytelling-with-personas/persona-workshop-nederlands.html
In this presentation we explore the link between business need and customer need and how to innovate (and remove business problems or discover business opportunities) through persona creation and Design Thinking
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
Design thinking is not “us versus them or us”, but on behalf of them. It’s close to user’s experience and mind. Let’s Design thinking, before development leads to a dead end.
The design thinking transformation in businessCathy Wang
Presented at Webvisions Barcelona 2015 By Cathy Wang & Nuno Andrew
The definition of design is shifting from being a noun to a verb. We see it moving away from arts and craft into a methodology of delivering value. Adapting to this shift, designers and changemakers are forming a new way of design thinking.
As designer, not only are we crafting products / services, but we are also learning to see a much bigger system with a deep connection to business factors. How can we influence businesses with design thinking in order to build a solid business platform that delivers meaningful products / services.
Systems thinking is an approach to problem solving. Businesses are an intricate ecosystem, from how the organisation is structured, to people, to commercial planning, to processes. As designers, we practice systems thinking everyday. How do we use this knowledge to craft a business? This, is business design.
In this session, we want to explore what business design means. How to use what we know, as designers, to build stronger businesses? As we continue to adapt design methodologies and systems thinking to a business context, what other manifestations that will evolve? How can design thinking be leveraged in even the most straight-laced silos of a business such as Human Resources and Finance? How do we give design thinking the space it needs in the face of traditional business practice? And most importantly, how do we use our existing design thinking knowledge, to design businesses?
Design Thinking: A Quick Course in Creative Problem SolvingSpring Studio
Mary Wharmby, a UX Design Director at our agency, taught at UC Berkeley’s one-day educational event RGB 2015. In this presentation, she walked students through the foundations of design thinking, from understanding your users to iterating solutions. The deck, complete with speaker notes, provides a quick snapshot of the most important principles behind using design to solve problems.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Designing a human centred mindset to lead at the edgeZaana Jaclyn
Workshop delivered by Huddle Academy for ALIA Online 2015, February 2, Sydney, Australia.
Workshop outline: Customer expectations are continually increasing, demanding more personalised and customised services and experiences. As a result, understanding your customers and designing services and experiences for them is critical in drawing them to engage with your organisation. Simultaneously it is essential to understand the people in your organisation and enable them to be adaptive to changing needs and to provide them with enjoyable and meaningful work experiences. This means being in service to your customers as well as the people who work in your organisation.
This one day workshop is for those who are seeking to be more effective leaders through developing a human centred mindset. It will focus on building your understanding of the value and principles of being human centred. These principles include putting people first through being empathic, curious, collaborative, and courageous. You will learn methods for how you can better understand your customers and your organisation for the benefit of designing and delivering amazing services and experiences. We will do this through a range of practical hands on activities where you will have the opportunity to experience a set of tools you can apply within your workplace.
2012 Innovation Workshop - Seeing What is Next in HealthcareLeAnna J. Carey
My Innovation Workshop 2012 in San Francisco
Does your leadership team have a commitment to and investment in innovation?
How is it expressed? Is there a vision or a roadmap?
Where are the greatest opportunities for growth or biggest pain points that innovation could address?
What kind or organizational infrastructure supports your innovation agenda?
Design Thinking & HR - Caterina Sanders (SocialHRCamp Vancouver 2016)SocialHRCamp
Design thinking is not a new concept in many areas of business, but in HR it is beginning to gain serious ground. In a recent Deloitte report, of the 7000 respondents, 79% felt that design thinking was an important or very important issue for them this year, with HR professionals believing that they are ready for the journey of moving from “process developer” to an “experience architect”. (Deloitte Human Capital Trends 2016). This hands-on session will introduce you to the main tenets of design thinking and allow you time to try a couple of exercises as applied to the context of social technologies and HR. Participants will walk away with some tangible insights that they should be able to apply to their workplaces immediately.
Human Capital Growth Webinar: Boost your hr practices with design thinkingHuman Capital Growth
This webinar will address the role of designing thinking and evidence-based talent management in developing tailored HR solutions to people problems.
http://www.humancapitalgrowth.com/boost-your-hr-practices-with-design-thinking.html
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Using Design Thinking for Growth is a transcription of a Business901 podcast.. It contained great thoughts on how Design Thinking may be to Business Growth the way Lean and Six Sigma has been to quality.
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
The concept of working with personas is getting more and more popular, a lot of companies have embraced the tool or method and use it in many different ways.
However I get a lot of reactions from people that struggle with developing and using personas. Here are a few tips to make them better.
From time to time I am organizing an open workshop, somewhere between Düsseldorf and Amsterdam:
Deutsch / German
www.creative-companion.com/Data-Storytelling-with-personas/persona-workshop-deutsch.html
Nederlands/Dutch
www.creative-companion.com/Data-Storytelling-with-personas/persona-workshop-nederlands.html
In this presentation we explore the link between business need and customer need and how to innovate (and remove business problems or discover business opportunities) through persona creation and Design Thinking
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
Design thinking is not “us versus them or us”, but on behalf of them. It’s close to user’s experience and mind. Let’s Design thinking, before development leads to a dead end.
The design thinking transformation in businessCathy Wang
Presented at Webvisions Barcelona 2015 By Cathy Wang & Nuno Andrew
The definition of design is shifting from being a noun to a verb. We see it moving away from arts and craft into a methodology of delivering value. Adapting to this shift, designers and changemakers are forming a new way of design thinking.
As designer, not only are we crafting products / services, but we are also learning to see a much bigger system with a deep connection to business factors. How can we influence businesses with design thinking in order to build a solid business platform that delivers meaningful products / services.
Systems thinking is an approach to problem solving. Businesses are an intricate ecosystem, from how the organisation is structured, to people, to commercial planning, to processes. As designers, we practice systems thinking everyday. How do we use this knowledge to craft a business? This, is business design.
In this session, we want to explore what business design means. How to use what we know, as designers, to build stronger businesses? As we continue to adapt design methodologies and systems thinking to a business context, what other manifestations that will evolve? How can design thinking be leveraged in even the most straight-laced silos of a business such as Human Resources and Finance? How do we give design thinking the space it needs in the face of traditional business practice? And most importantly, how do we use our existing design thinking knowledge, to design businesses?
Design Thinking: A Quick Course in Creative Problem SolvingSpring Studio
Mary Wharmby, a UX Design Director at our agency, taught at UC Berkeley’s one-day educational event RGB 2015. In this presentation, she walked students through the foundations of design thinking, from understanding your users to iterating solutions. The deck, complete with speaker notes, provides a quick snapshot of the most important principles behind using design to solve problems.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are a creative show agency specialised in costumized and innovative show acts and unique artists. We can offer our ready made shows which cater for all types of corporate events, luxury hotels, weddings, shopping malls, product launches, exhibitions, awarded nights or gala dinners.
The Country Club Hotel Golden Star has arranged for a musical night for all who love music and socializing. Enjoy your drinks while listening to music and meeting new people or having a blast with your usual gang. Don’t let seat limitations limit you, book your tickets beforehand.
Concept note for the Story of Light festival -- bringing together science, art, and culture to give the public a taste of the magic that is our universe!
Country Club Chanakyapuri is inviting all fashion fanatics and fitness freaks in Kolkata on the 4th of June, for an event celebrating fashion and fitness. Register soon to avoid disappointment. Hope to see you there!
This weekend, Country Club Kool Undri Pune presents a Ghazal Night for all the lovers of ghazals. If you are a music lover, do not hesitate to drop in for this evening full of musical amazement. Book your seats now!
Webinar with Eventbrite, Festival Awards, Virtual Festivals and Festivals.ie on Feb 26, 2014. Recording can be found here: http://www.youtube.com/watch?v=YdZUoz5ASJk
Remote conferencing and collaboration: Vscene - Jisc Digital Festival 2015Jisc
Remote conferencing and collaboration is a key asset to your business and is increasingly becoming embedded in teaching and learning. This session showed how simple it is to videoconference with Vscene and the cost savings and improved productivity it offers for IT staff and Vscene users.
Troubleshooting Yer Busted-Ass Design ProcessDan Willis
This talk presents five specific, actionable tactics to shore up design processes ravaged by the vagaries of your organization. You will gain the tools necessary for managing problematic stakeholders; analyzing your organization’s design tolerance; and defining problems in ways that design can successfully address.
Implementation and Reuse of Digitized Platforms Helps Companies Remain Compet...Dana Gardner
Transcript of a BriefingsDirect podcast in conjunction with The Open Group Conference in San Francisco on how enterprise architecture can lead to greater efficiency and agility.
Master Creative Problem Solving Within TeamsLars Bacher
Where does an organization find the necessary resources to become more creative and innovative? You will find the needed creative thinking resources and processes outlined here.
Through the new and systemized creative approaches of RobotLab‟s Innovation Simulation Challenges, employees will achieve a significant shift in mindset. This shift will enable them to create unique insights and visions for their organizations to deal with global challenges that do not appear to be solvable
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
Read a selection of your colleagues’ postings.Respond by Day.docxniraj57
Read
a selection of your colleagues’ postings.
Respond
by
Day 5
, to two or more of your colleagues in one or more of the following ways:
Select a question offered by your colleague that he/she did not use and suggest potential ways that your colleague or the organization might drive innovation and overcome the barriers and status quo.
Compare your colleague's findings to those of others and your own. If you see similarities, explain why the status quo might appear similar across different workplaces and industries. Do not limit your responses solely to budgetary or resourcing constraints.
Identify any challenges at a colleague's workplace that seem unique or that you have not encountered before. Offer your ideas about why you think those are important and which discovery skill from Dyer, et al., would best enable your colleague and/or the organization to drive innovation and overcome the barriers and status quo. Be sure to provide your rationale for your choice.
Offer your insights to your colleague about the value of this process and importance of using it to identify opportunities for innovation or opportunities to challenge the status quo.
POST1
Ten Questions that challenge the status quo at my current workplace:
1. What if we allowed customers 24/7 access to our model homes, would this increase our sales?
2. What if started a program that allowed customers to stay for one night in our model homes so that they could get a feel for the home (see if it’s a good match)?
3. What if home loans were easier to get and builders covered more costs for the customers?
4. What if my organization stopped focusing intensively on the sale and more on the actual customers’ needs as a homeowner?
5. What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?
6. What if we built more than the traditional clubhouse, pool house, and common areas in our communities? What if we offered something that isn’t common such as a community go-kart track or skating rink?
7. What if we decorated the exterior of our central office, including our showroom, in themes each week to excite and attract customer’s attention? Imagine the word-of-mouth advertising we would generate.
8. What if we built a home for the local homeless people to stay in and take up donations for them to get back on their feet?
9. What if we gave one house a year away to someone in need? This type of generosity may attract customers who can appreciate us giving back to the community.
10. What if washed people cars, cut their grass, take out their trash, etc. in exchange for a donation to a local charity?
The one question I chose is #5: “What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?”
This question is important because there is more strength in numbers meaning the mo ...
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
Agency of the future - beginning the transformation journey42medien
There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
What's the problem with current organisations and complex,dynamic markets? What happens if they stay with static structures when the world moves faster?
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
Organisational Development - Effective Strategies MP Sriram
Transcript of the talk given by M.P. Sriram , Partner ,Aventus Partners at the “National Seminar on
Innovation and Strategic Business Practices” conducted by SNGIST on 15.10.14
These kinds of talks are usually dominated by the people who do the hiring, but the real experts are actually the ones who have been hired. So we asked those people how to hire them.
The greatest solutions are worthless if you can’t effectively explain them to your stakeholders, clients and peers. When you speak in front of others, do your arguments tend to sound soft, does your content feel flabby or does your delivery seem frail? Do people think you lack conceptual vim and intellectual vigor?
The Future of UX: Designing Data ExperiencesEva Willis
A funny thing happens when you open up your design process to consider the increasing number of devices people use: the importance of each individual device diminishes. That’s a significant shift for the user experiences community to adjust to. The future of UX is the user who begins a task on one device, continues through many more interfaces across many platforms and many more devices and completes their task with little recognition of, or interest in the complexity involved. To stay relevant in the development of digital products, we need think at a higher level than screens or sites or devices. The future of UX is designing data experiences.
Designing Successful Experiences for Bald ApesEva Willis
As we squint into a bright future, let’s first glance back at the user experience industry’s well-meaning, but mostly murky past. UX’s foundation is a sordid mix of lies, shams and idiocy: We never designed experiences and things like mobile have always been adjectives, no matter how many times we sold them as nouns. Now we’re hyperventilating about designing responsively across channels.
That might seem overwhelming, but it’s really just a more complex version of what we've always done: Help a bunch of bald apes do things.
Those sweet days of delusion when we could act like our users’ experiences were contained within a single interface on a single device on a single platform are over. And don’t kid yourself, we’re not going to get away much longer with the comfortable (and just as delusional) concept of “cross-channel” design. There’s only one channel, the user’s, and everything we create is just content sliding into and out of their field of vision. So how the hell do we deal with all that?
Driven by a hunger for wealth and enabled by emergent technology, the Age of Exploration that started six centuries ago connected Europeans to the rest of the world's population on an unprecedented scale. It's a model that should sound familiar to us now in an age defined by the Internet and its potential for connecting anyone to everyone.
Our efforts to holistically model today's user experiences are similar to 15th century mapmakers' struggles to locate newly discovered lands within a global view. The simple process flows, Visio documents and conceptual diagrams of the 20th century aren't useful when experiences transcend individual interfaces and devices.
All You Really Need to Know About Users You Learned in High SchoolEva Willis
User research? A fad!
Personas? Like I don't know enough real people and have to make some up.
Usability? Hey, if that shopping cart was good enough for Amazon, I'm sure it'll work just fine for us.
Not everything requires user testing, okay? We learned plenty long before we read any of those fancy books or paid for conferences just to have late-night drunken conversations about taxonomies.In this presentation, we will revisit key lessons we learned back in the halcyon days of our early lives and trace the shocking relevance of what we already know to the 21st century's biggest user experience challenges.
User experience at the dawn of Gov 2.0. The U.S. government is embarking on what could potentially be a major change in how it does business and this presentation is intended to help Web professionals understand the Open Government movement.
The User Experience When Machines Talk to MachinesEva Willis
This presentation for the 2009 Web 3.0 Conference in New York City imagines a highly visual scenario where a user and his device experience content from a wide and mostly unintended set of sources.
Sometimes you have to be culturally inappropriate in order to be functionally appropriate. This presentation included animated video interviews with Jared Spool and Eric Reiss.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Dive into the innovative world of smart garages with our insightful presentation, "Exploring the Future of Smart Garages." This comprehensive guide covers the latest advancements in garage technology, including automated systems, smart security features, energy efficiency solutions, and seamless integration with smart home ecosystems. Learn how these technologies are transforming traditional garages into high-tech, efficient spaces that enhance convenience, safety, and sustainability.
Ideal for homeowners, tech enthusiasts, and industry professionals, this presentation provides valuable insights into the trends, benefits, and future developments in smart garage technology. Stay ahead of the curve with our expert analysis and practical tips on implementing smart garage solutions.
7 Alternatives to Bullet Points in PowerPointAlvis Oh
So you tried all the ways to beautify your bullet points on your pitch deck but it just got way uglier. These points are supposed to be memorable and leave a lasting impression on your audience. With these tips, you'll no longer have to spend so much time thinking how you should present your pointers.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
You could be a professional graphic designer and still make mistakes. There is always the possibility of human error. On the other hand if you’re not a designer, the chances of making some common graphic design mistakes are even higher. Because you don’t know what you don’t know. That’s where this blog comes in. To make your job easier and help you create better designs, we have put together a list of common graphic design mistakes that you need to avoid.
2. So somebody within your organization
wants something. For simplicity’s sake,
let’s call them “Stakeholder.”
3. Stakeholder tracks down the staff unicorn,
somebody who is an expert designer, a
killer IA, a veteran content strategist, all in
one. Stakeholder explains what they want,
Unicorn designs it, it’s awesome and
everybody Lives Happily Ever After. That’s
how it works in your organization, right?
4. I don’t know most of you, but I’ll tell you right now that that is NOT how
it works in your organization, at least not the Happily Ever After part. If
Stakeholder goes directly to Unicorn, the work is going to get
redesigned a half-dozen times before a single customer sees it.
Not that your organization calls those revisions “redesigns.” It starts
politely enough, with somebody saying “this is great, but did you
consider ...” Revise, revise, revise. Then it’s “oh, did you run it by ...”
Revise, revise, revise. Then “This doesn’t conform to policy 37B ...”
Revise, revise, revise. And finally, “Who authorized this? This has
some major issues ...” Revise, revise, revise.
The result? Genius design sliced and diced into mediocrity; one pissed
off Unicorn; and a stakeholder who is either frustrated or clueless about
the gap between what they needed to accomplish and what actually
launched.
5. Austin Govella, a Texas-based unicorn,
says “organizations design experiences,
not designers,” and like it or not, he’s deadright. We can rage against the machine all
we want, we can try to pound good design
into our organizations by sheer force of will,
we can sneak around in the shadows trying
to trick good design into existence, but all
those efforts are going to fail eventually.
So, do we roll over and try to develop a
taste for mediocrity? Hell, no.
6. There are steps we as user experience professionals can introduce to greatly
improve the chances that good design work will survive our organizations. I’m
going to talk about three steps and my argument is that all of them fall within the
purview of UX design ... so we’re not going to ask anybody’s permission before
we implement them.
We still need Stakeholder to do their best describing what they need. If they’re
good at their jobs, they will focus on the “what” of that and let us be the experts
of the “how” of it. And, of course, we should help them with that.
Before we move a single pixel, we take the time to define the personality of our
organization. Just like with humans, organizations develop their personalities
young and at some point it locks down: They become who they’re going to be for
the rest of their existence. Just like with humans, trying to change personalities
is pretty much a waste of time, the effort is better used to define what exists
instead of trying to improve it.
7. First, it’s going to be helpful to describe how your organization sees design. I’m not
talking about mission statements or any other kinds of happy talk artifacts. I’m
saying we need to locate the organization along a spectrum. At one end of the
spectrum, design is lipstick on a pig, a superficial change to appearance that
provides no meaningful value. At the other end of the spectrum is the kind of place
we’d all like to work where user-based design is one of the greatest tools available
to us to solve big, fat, hairy problems. In the middle are organizations that see
design as more meaningful than lipstick, but treat it like a surprising perk of some
other process. Or maybe the organization has made enough progress to provide
structural safeguards around design by empowering a design department. There’s
not real organizational understanding of design, but there is some investment in the
people who practice it.
As tempting as it might be to place your organization on this spectrum based on an
aspiration, the point is to honestly appraise how design is treated. This is a data
gathering exercise, not a motivational technique.
8. To get the next piece of data for defining your organization’s
personality, we need to identify how it views innovation and we’ll
again use a spectrum. At one end, innovation is primarily a tactic
to generate money. At the other end of the spectrum, innovation
is what happens when the organization is effectively solving big,
fat, hairy problems. It’s a side effect. Towards the middle of the
spectrum, innovation is more than just a money-maker, it has
become some sort of policy or has been built into KPIs. That’s a
little crazy, but at least it’s value is better appreciated. Some
organizations go even further in valuing innovation, but they can
only understand it structurally when they put it into a job title with
a specific job description.
Again, it’s not like the organizations at the far right of this
spectrum “win” or the ones at the far left “lose.” Personalities are
locked in early, so placement on these spectrums isn’t going to
change quickly and might only be adjusted slightly.
9. The third and final spectrum to look at for
defining an organization’s personality is
about customers. On one end of the
spectrum, customers are almost
exclusively seen as a source of income. At
the other end, they are valued as key
assets in the development of products and
services. In the middle, and this is where
most organizations land, customers are
“owned” by a specific group.
10. After placing an organization on each of these three spectrums, we can do some interesting analysis. If you are in this room
as a representative of an organization that sees design as an amazing problem-solving tool, harvests innovation as part of
that problem-solving, and takes full advantage of customers as co-designers for product development, the rest of us are
really, really jealous. In fact, my advice is to keep it to yourself for the rest of this talk. I can’t promise you’ll be safe in this
room.
The middle example here reflects an organization that doesn’t understand design and positions customers out of corporate
convenience, but they do bind innovation to problem-solving. This is like a bunch of mobile app startups that I’ve seen. They
get their investors lined up and hire for deep engineering talent and some time after their first release, they bring in their first
design staffer. By their third release, they’re pounding on their customer care folks who they expected to know everything
customers want.
The third example is where somebody has been successful arguing the case for design, but they are way out in front of the
rest of the organization. This kind of organization is probably going to have great planning and not-great implementation.
Hopefully, what you see here is that the simple combination of three spectrums can be a powerful way to define the
personality of an organization. The challenge for the first organization is to keep standards and momentum high. If you
worked for the middle organization, you might need to focus on small wins and solid, but tightly focused design solutions
rather than enterprise-level magnificence. UX professionals in the bottom organization might need to build expertise outside
of design to move things through the organization.
11. Now that we’ve done some analysis around
organizational personality, we can take a
look at structure.
12. Your organization’s structure probably feels
substantial, like it’s made of concrete and
steel. If true, building it around a
personality that is unlikely to change much
would really limit your options. I’m going to
argue that the foundational feel is a bit of
an illusion, that really structure is like the
walls of a beehive.
Bees can build their homes in any dark
enclosed, dry space. Worker bees use
honey stored in their stomachs to make
bees wax, which they shape into hexagonal
tubes.
In the same way, the structure of an
organization can be modified to fit its
environment; it can be easily built and
rebuilt over generations of workers; it is
sized to fit the existing population rather
than for some larger or smaller future. That
flexibility is helpful if I’m right about the
inflexibility of the organization’s personality.
13. So let’s imagine the organization as a
hairball. Does that seem fair? Let’s
consider some structural variations.
14. To avoid having new work swallowed up by
the hairball, some stand up skunkworks
operations completely outside of the
organization. Lockheed Martin set up one
to build aircraft more than 50 years ago.
More recently, Capital One set up its
Innovation Labs outside of the bank’s
massive global system.
Advantages: Less institutional baggage
and a fresh start, faster product
development.
Disadvantages: No way to improve the
hairball, little mobility for staff between the
hairball and the skunkworks, big buckets of
resentment
15. The tactic I’ve used the most over the
years is to launch pirate operations within
the existing hairball. You create a discrete
space where much of the institutional
etiquette is ignored.
Advantages: Speed for short-term
solutions, higher levels of job satisfaction,
less risk for individuals than for
Skunkworks.
Disadvantages: Eventually, every pirate
operation is shut down and eventually
forgotten.
16. Every organization renovates, but this isn’t
that. This is when an organization is under
major construction all the time. Structure is
constantly shifting.
Advantages: Low or no fear of change,
things that don’t work can be quickly
replaced.
Disadvantages: High staff frustration and
turnover, continuous crisis mode, lack of
organizational patience, not great for
people problems.
17. Some organizations build themselves
around getting other people to provide the
key work of the company. This isn’t just the
ones trolling around for offshore discounts
on wages. Some, for example, choose to
stock up on managers rather than doers.
Advantages: Frankly I can’t suggest any –
I’m the guy usually arguing against this.
Maybe speed to solution, since you hire
people who already know how to do the
thing you need done.
Disadvantages: You are basically paying
for other companies to increase their
expertise.
18. You may choose to experiment with one of
these structures, or some other solution,
but just be consciously examining your
organization’s structure, you’re going to
increase the alignment and relevance of
how you design.
19. Okay, so you’ve defined your
organization’s personality, you’ve studied
your existing structure and played around
with potential alternatives to it, you’re still
not ready to design yet. It’s time to look at
process.
20. Design is what it does and what it does is
solve problems. With your success on the
line, are you really going to trust anybody
else to define the problem you’re trying to
solve? People and organizations suck at
defining problems. They tend to intertwine
what needs to happen with how it will
happen; they pile on complexity and lack
the intestinal fortitude required for clarity.
Every problem is the same: You’ve got a
rock on this side of the river and you need
to get it on that side of the river. One way
or another, you’ve got to get your problem
definition to that level of specificity.
21. With a laser-sharp problem definition, now it’s time to figure out what
you’ll actually be able to test. Will your design make someone’s life
better? Maybe, but how would you prove it? Other unrealistic research
targets that we hear all the time: Find out if people will “like” our
solution, or use it, or be delighted by it. All moshy, subjective terms.
Testable questions include: Have we provided the right kind of
information for people to accomplish their goals with this design? Is
this how our most important users think about our product? Does this
work they way our most important users expect?
By talking about this stuff before you design, you will produce more
pragmatic solutions. Pragamatic solutions are easier to move through
organizations because they don't require as much salesmanship as
more subjective ones.
22. You can come up with plenty of effective
processes, but before you do, try
identifying the approaches that are doomed
in the places where you work.
23. Think back to those personality spectrums I
talked about earlier. If, for example, you
work at the organization that thinks design
is about making it look pretty, and thinks
customers are the responsibility of one
department, design research is going to fail
every time. This is a tough pill to swallow,
because we know that organization actually
needs to test designs even more than other
places. But this isn’t about justice or
wisdom, it’s about what will be effective in
that specific environment.
24. I started by talking about the myth of the
unicorn, that all you have to do is get the
right designer and they can magically solve
any problem for any organization. The
reality is that even the perfect solution can
get chewed up and destroyed by the
organization.
25. If you really want to take advantage of that
unicorn, take the steps I’ve suggested
before a single pixel has been designed.