USEEDS° :: Lean Experiment - Produktkonzepte mit mobile.deUSEEDS GmbH
Session zum Lean UX Experiment von mobile.de von Sebastian Hoos, UX Researcher bei USEEDS°, auf dem HFI Barcamp. Mehr über das Vorgehen im Lean UX Experiment hier in unserem Blog: http://uxtogo.useeds.de/2013/01/08/lean-experiment-vorbereitung/
70% of the workforce is disengaged--and environment may have something to do with it. When companies think holistically about the offices they are building and how people will use those spaces, they can help transform workplace culture, engage employees, and inspire innovation. Check out examples of engaging workspaces from Balfour Beatty Construction, one of the partners behind the book Change Your Space, Change Your Culture by Rex Miller, Mabel Casey, and Mark Konchar. http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118937813.html
USEEDS° :: So funktioniert Design Thinking.USEEDS GmbH
Impulsvortrag von Ron Hofer, CEO und Gründer von USEEDS°, im Hello bank! Co Creation Workshop von Cortal Consors (17-21 Juni 2013 in Berlin). Thema: So funktioniert Design Thinking.
http://hellobank.de
USEEDS° :: Lean Experiment - Produktkonzepte mit mobile.deUSEEDS GmbH
Session zum Lean UX Experiment von mobile.de von Sebastian Hoos, UX Researcher bei USEEDS°, auf dem HFI Barcamp. Mehr über das Vorgehen im Lean UX Experiment hier in unserem Blog: http://uxtogo.useeds.de/2013/01/08/lean-experiment-vorbereitung/
70% of the workforce is disengaged--and environment may have something to do with it. When companies think holistically about the offices they are building and how people will use those spaces, they can help transform workplace culture, engage employees, and inspire innovation. Check out examples of engaging workspaces from Balfour Beatty Construction, one of the partners behind the book Change Your Space, Change Your Culture by Rex Miller, Mabel Casey, and Mark Konchar. http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118937813.html
USEEDS° :: So funktioniert Design Thinking.USEEDS GmbH
Impulsvortrag von Ron Hofer, CEO und Gründer von USEEDS°, im Hello bank! Co Creation Workshop von Cortal Consors (17-21 Juni 2013 in Berlin). Thema: So funktioniert Design Thinking.
http://hellobank.de
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
Leading teams in changing times slideshareMark McCrindle
Leadership
For Gen Z, a shift in leadership has occurred where influencing Gen Z’s has changed from experts who were older and authoritarian to leaders who inspire and engage.
An effective leader is someone who can communicate rationally, connect relationally, manage practically and lead directionally and strategically. Effective leaders demonstrate not just IQ but EQ – they share knowledge and information yet understand emotion and connection.
A recent McCrindle Research study surveyed over 580 Australian on their desired leadership styles and the characteristic values they would like to see in their ideal leader.
Leadership: Most important factors in growth or decline
When asked to comment on the factor which has the largest impact on determining whether a business grows and flourishes or struggles and declines, the number 1 response of Australians, given by 38% of respondents, was that leadership and management determine these outcomes.
The tasks of direction setting, leading the team, and managing business movements that determine the success or failure of the business are primarily dependant on the leadership and management team, Australians noted. 34% of Australians stated that employees – particularly their attitudes and work ethics – have the largest impact on determining business growth or decline, followed by products and services (17%), suppliers and clients (7%), and systems and procedures (5%).
Leader authority versus team participation and ownership
Australians prefer greater levels of team participation and ownership over leadership authority. 57% of Australians surveyed indicated that they prefer a high level of team participation and ownership, compared with 45% who prefer a high level of leader authority.
The ideal Australian leadership is an environment in which team participation is encouraged and direction is given by strong leadership – only 3% of Australians indicated a preference for low levels of leadership involvement, and only 2% indicated a low level of team participation. In fact, when asked about flexible working options in the workplace, 96% of Australians deemed it necessary to gather and collaborate in order to achieve maximum output and develop cultural cohesion.
Ideal leadership values
When Australians were asked to rank the leadership values of their ideal leader, competence was ranked as the highest priority. Australians prefer a leader who is driven towards outcomes and objectives, with ambitious being the second-ranked ideal leadership value. Broad-mindedness was next on the list, with Australians desiring to be led by individuals who are open to new ideas, innovation, and change. Australians ranked caring as fourth, showing a desire for empathy in their working environment. Cooperation also made it into the Top 5 ideal leadership values, showing the Aussie desire for mutual teamwork.
Effective application of change management increases the success rate of organizational changes to as high as 96%. In today’s fast-paced world, every organization can benefit from a better way to manage change.
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
Leading teams in changing times slideshareMark McCrindle
Leadership
For Gen Z, a shift in leadership has occurred where influencing Gen Z’s has changed from experts who were older and authoritarian to leaders who inspire and engage.
An effective leader is someone who can communicate rationally, connect relationally, manage practically and lead directionally and strategically. Effective leaders demonstrate not just IQ but EQ – they share knowledge and information yet understand emotion and connection.
A recent McCrindle Research study surveyed over 580 Australian on their desired leadership styles and the characteristic values they would like to see in their ideal leader.
Leadership: Most important factors in growth or decline
When asked to comment on the factor which has the largest impact on determining whether a business grows and flourishes or struggles and declines, the number 1 response of Australians, given by 38% of respondents, was that leadership and management determine these outcomes.
The tasks of direction setting, leading the team, and managing business movements that determine the success or failure of the business are primarily dependant on the leadership and management team, Australians noted. 34% of Australians stated that employees – particularly their attitudes and work ethics – have the largest impact on determining business growth or decline, followed by products and services (17%), suppliers and clients (7%), and systems and procedures (5%).
Leader authority versus team participation and ownership
Australians prefer greater levels of team participation and ownership over leadership authority. 57% of Australians surveyed indicated that they prefer a high level of team participation and ownership, compared with 45% who prefer a high level of leader authority.
The ideal Australian leadership is an environment in which team participation is encouraged and direction is given by strong leadership – only 3% of Australians indicated a preference for low levels of leadership involvement, and only 2% indicated a low level of team participation. In fact, when asked about flexible working options in the workplace, 96% of Australians deemed it necessary to gather and collaborate in order to achieve maximum output and develop cultural cohesion.
Ideal leadership values
When Australians were asked to rank the leadership values of their ideal leader, competence was ranked as the highest priority. Australians prefer a leader who is driven towards outcomes and objectives, with ambitious being the second-ranked ideal leadership value. Broad-mindedness was next on the list, with Australians desiring to be led by individuals who are open to new ideas, innovation, and change. Australians ranked caring as fourth, showing a desire for empathy in their working environment. Cooperation also made it into the Top 5 ideal leadership values, showing the Aussie desire for mutual teamwork.
Effective application of change management increases the success rate of organizational changes to as high as 96%. In today’s fast-paced world, every organization can benefit from a better way to manage change.
USEEDS° ways of user engagement
User-centred thinking is the foundation of what we do. Within the last 6 years, we have involved an estimated 50.000 people in the development of products and services which make people happy and their lives easier.
These are the methods we use.
„Hello bank!“ – Integration von Nutzern in On- und Offline Co-Creation auf de...USEEDS GmbH
1 Event, 3 Live-Streams, 18 Produktideen, 1400 Fragen. Wie nutzt man Co-Creation mit tausenden von Kunden, um innerhalb von kurzer Zeit neue Bankprodukte und –Services zu entwickeln? USEEDS° führte im Juni 2013 eine Workshopserie für Hello bank! in Deutschland durch. Das Ziel war es, neue und innovative Ideen zusammen mit Experten und potentiellen Kunden zu entwickeln und so die Bank von morgen zu gestalten. In unserer Präsentation zeigen wir, wie wir in dieser Woche vorgegangen sind, welche Ideen entwickelt wurden und was mittlerweile daraus geworden ist.
http://2014.wud-berlin.de/events/hello-bank-integration-von-nutzern-in-on-und-offline-co-creation/
USEEDS° :: Case study „Hello bank!“ – Integrating users into on- and offline ...USEEDS GmbH
With our case study, we would like to show, how we maximized the input from online users into a locally run service co-creation workshop for "Hello bank!". We will show different channels for interaction with and for users and we will also discuss our learnings. Our goal is, that you walk out with some new ideas, how you could integrate your users into your innovation process.
Held at Service Experience Camp 2013 in Berlin
by Fabian Klenk and Manuela Risch, USEEDS°
Herausforderungen für UX-Teams in Responsive Design-Projekten am agilen KontextUSEEDS GmbH
Vortrag von Michael Fleck (USEEDS) und Stephan Köpp (mobile.de) bei der #gupa13
Die Integration von User Experience in agile Entwicklungsprozesse stellt sowohl das UX-Team als auch die IT vor Herausforderungen: Wie kann man in optimaler Weise zusammenarbeiten und die Nutzerbedürfnisse bestmöglich in den Prozess integrieren? Welche Anforderungen in der Kooperation kommen hinzu, wenn es sich um die Umsetzung mittels Responsive Design handelt?
Am Beispiel eines Projektes von mobile.de und USEEDS° wird sowohl aus Konzepter- als auch aus Entwicklersicht verdeutlicht, wie eine Zusammenarbeit der verschiedenen involvierten Disziplinen gelingen kann und auf was man dabei achten sollte.
USEEDS° :: Responsive Design im Projektalltag bei mobile.deUSEEDS GmbH
Vortrag bei der webinale 2013 von Michael Fleck (USEEDS°) und Stephan Köpp (mobile.international GmbH ). Thema: Responsive Design im Projektalltag bei mobile.de.
Fonts play a crucial role in both User Interface (UI) and User Experience (UX) design. They affect readability, accessibility, aesthetics, and overall user perception.
Storytelling For The Web: Integrate Storytelling in your Design ProcessChiara Aliotta
In this slides I explain how I have used storytelling techniques to elevate websites and brands and create memorable user experiences. You can discover practical tips as I showcase the elements of good storytelling and its applied to some examples of diverse brands/projects..
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.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
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.
9. Your grandma already knew...
„Was der Bauer nicht kennt, das
frisst er nicht.“
(Free translation: „What a farmer does not know he will not
eat“)
USEEDS° user centred thinking
12. Different types of people
Conflict vs. Change
Early Adopters Early Majority
Waits to hear some Needs solid anecdotal Late Majority
good anecdotes. evidence. Wants to see three
good case studies at
similar organisations.
Innovators
Willing to take risk on
a great idea.
Laggards
Want solid proof that
something works.
USEEDS° user centred thinking Quelle: Leitfaden für eine erfolgreiches Ideen Management
13. where have you experienced the change curve?
how did you get through it?
14. Thank you!
Katharina Weber USEEDS
katharina.weber@useeds.de
Twitter: @katha_ Blog
www.uxtogo.com
Martin Bender
martin.bender@useeds.de Twitter
Twitter: @designerforux @useeds
Maria Tarnogrocki Website
maria.tarnogrocki@useeds.de www.useeds.de