On Tortoises and Hares
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Talk I did together with Annie Stewart: If our destination is happy clients, happy architects and happy users, there are many roads we can take to get there. Regardless of the vision for your project, happiness is achieved equally by the destination and the journey. In this talk we’ll take a look down at our feet and discuss how stride, speed and pacing can have a major impact on both.
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On Tortoises and Hares
- 1. TORTOISES AND HARES How pacing can create happy users, clients and designers. Annie Stewart & Pieter Rahier | info@internetarchitects.be
- 2. ON TORTOISES AND HARES
- 3. WHY DO SO MANY OF OUR GREAT IDEAS FAIL? Problem…
- 4. We love ‘em! Users want better services, clients demand more, designers want to be challenged. BIG IDEAS
- 5. Changes to the user experience are dramatic and frustrate users. BIG BANGS
- 6. Clients shy away from risks and scale back. BIG CUTS
- 7. Concepts are executed and maintained poorly. BIG FAILS
- 8. WE’RE OVERESTIMATING THE HUMAN ABILITY TO DEAL WITH RAPID CHANGE Insight…
- 9. TOO SOON
- 10. TOO SOON (And the execution kinda sucked)
- 11. WE NEED TO FIND A WAY TO BETTER MANAGE THE CHANGE Insight…
- 12. THINK HORIZONTALLY See the connections between the success factors.
- 13. CONTROL Understand what we do and do not control.
- 14. 19 CONTROL What the business controls › Business Vision, Mission and Goals › Governance & Processes
- 15. 20 CONTROL What we control on the customer side › User Experience › (Digital) Products & Services
- 16. 21 CONTROL What we DON’T control › What the user wants
- 17. DEPENDENCE Understand that success in one area is dependent on success in another.
- 18. 24 DEPENDENCE Frustrated client and users
- 19. 25 DEPENDENCE Client can’t maintain the UX
- 20. 26 DEPENDENCE Think horizontally to achieve harmony
- 21. ACT VERTICALLY Decide what actions are needed to level up in every area.
- 22. PLAN YOUR EVOLUTION Know where you are and where you want to go
- 23. 29 PLAN YOUR EVOLUTION Assess where you’re starting › How clear is their vision and how well are their activities aligned to it?
- 24. 30 PLAN YOUR EVOLUTION Assess where you’re starting › How clear is their vision and how well are their activities aligned to it? › What kind of leadership is in place?
- 25. 31 PLAN YOUR EVOLUTION Assess where you’re starting › How clear is their vision and how well are their activities aligned to it? › What kind of leadership is in place? › How much do they know about their users and how are they using that information?
- 26. 32 PLAN YOUR EVOLUTION Assess where you’re starting › How clear is their vision and how well are their activities aligned to it? › What kind of leadership is in place? › How much do they know about their users and how are they using that information? › What’s the maturity of the organization’s customer service?
- 27. 33 PLAN YOUR EVOLUTION Assess where you’re starting › How clear is their vision and how well are their activities aligned to it? › What kind of leadership is in place? › How much do they know about their users and how are they using that information? › What’s the maturity of the organization’s customer service? › What’s the quality of products and services?
- 28. 34 PLAN YOUR EVOLUTION Know where you’re going › Success factors of the business and the user are aligned. › Customer service is at the core of all business practices and management decisions › Data collection is used to anticipate user needs. › The user experience becomes part of the customer’s regular activity and becomes unnoticeable. › Customers willingly participate in improving products and services.
- 29. 35 PLAN YOUR EVOLUTION A roadmap for each success factor
- 30. SMALL IMPROVEMENTS It’s easier to adapt to change when it’s gradual.
- 31. 38 SMALL IMPROVEMENTS There are many steps in between
- 32. 40 SMALL IMPROVEMENTS Work in iterations
- 33. 41 HOLISTIC CRITERIA FOR PROJECT SUCCESS User feedback influences both sides
- 34. PACE YOURSELF Smaller steps with faster results makes happy ponies.
Editor's Notes
- Fail = never launch, get bad feedback from users, changed so much that they’re nothing like the original intent, executed poorly, mangled by the client after launch. Text: Think about your biggest fail, not due to developpers or bad briefings or shitty project management, due to you. There’s a change it was something like this:
- New projects start with big ideas, big dreams, big promises. So why do so many fail? Or result in a frustrating outcome? Text: after the briefing you do a brainstorm and come up with this big idea, it’s great, and if it’s not gonna change the world or the business your client is in it’s definitely gonna make your client the market leader in whatever they do. At the best you present it to a few high profiles at your clients and they like it (because they don’t know shit about execution)
- Text: We start designing it and as we move further it becomes more and more complex, but the idea is soooooo great that we keep on going. Everything makes sense to you and your client will love it, until….
- You show it to your client (the ones who do know something about execution and finance) when you’ve worked the idea out and they feel scared because suddenly it’s so concrete, it means a lot of work an a looooot of budget (that they first said they had but apparently they don’t) They shy away and start cutting things they think are ‘unnecessary’ but of course your grand idea stands or falls with every single detail…
- But we tend to overwelm our clients with them
- By cutting on the concept and the budget not much is left of the initial idea you had, people ask you why you’ve made such a shitty website or did such a bad execution. The project fails (at least in your eyes) and the client is not satisfied because you didn’t deliver what you promised. (although they cut it basically)
- By cutting on the concept and the budget not much is left of the initial idea you had, people ask you why you’ve made such a shitty website or did such a bad execution. The project fails (at least in your eyes) and the client is not satisfied because you didn’t deliver what you promised. (although they cut it basically)
- Basically there’s one thing we forgot to take in to account. Most people can’t cope with rapid change (It’s not only a belgian thing, but it’s a world wide) especially if this change is proposed by someone else.
- Some ideas are great and will later proof that your vision was way ahead of its time
- You just need to give the public and the business time to catch up with your awesomeness, But of course, just waiting wouldn’t cut it.
- Instead of waiting for everyone to catch up with you you can help everyone and try to manage the change that you are trying to achieve.
- Probably no one will get the ian curtis reference…
- First we need to find the defining factors of why the change we want to achieve is not understood and see how they are interconnected.
- Basically there’s 3 groups of people involved in the change process. The Business, We ourselves and the customer.
- They control it, but at a minimum we should know and understand them, so that we’re working in line with our client. Helps to know how they work so that we’re not building something they can’t support.
- We don’t control what the user wants. We share the responsibility of research and audience analysis with our clients.
- Is this a dependent look?
- I have no clue if this is a dependent look
- Can’t achieve vision or governance without a good UX and product. A launch like this is likely based on poor execution, or the user’s comfort is ignored. The user will suffer most and the client will be frustrated. This one is easier to get into the example put this one first? It’s basically saying that our clients can’t do without us, I think this will go down well.
- Can’t achieve good UX without good vision and governance. A launch like this is likely based on what the designer thinks, not what the biz or user wants. The client won’t be able to maintain this (sad designer), or won’t like it (sad client). Graphic to show the horizontal dependence. Spoken example: launching a brand new service needs to serve the vision have competent governance and processes that support and maintain it it needs to respond to known user needs it in well with the rest of the organisation’s offering. Ex. A banking??? company launching a ‘recipe’ section on their site. They had loans for renovating your home and also specifically for your kitchen. -> Even if you have the best recipe section ever in terms of user experience and they offer the best recipes (let’s say that they all taste like they’re made by your grandma or one of those 3star cuisine chefs) How does
- UPDATE GRAPHIC
- Probably no one will get the ian curtis reference…
- Probably no one will get the ian curtis reference…
- Many ways to do an assessment that doesn’t involve the client describing their brand with the type of car or tree they would be. They control it, but at a minimum we should know and understand them, so that we’re working in line with our client.
- Helps to know how they work so that we’re not building something they can’t support. Adapt to THEM, not the other way around. Don’t be judgemental – lots of different company cultures work for different types of companies: Hierarchy values accuracy Competitive companies value market share and doing things first Some value inclusiveness Others (few) are mainly concerned with innovation and risk
- This is still tragically weak for most of the clients we work with. They have some but don’t use it They have none and don’t think they need it The first area where we can combine our knowledge with the client’s and help them find new insights. Even before production begins.
- Utilizing channels effectively Are they linking services to their products?
- PIETER: Think again about that big idea you had, if that would be the perfect desired end state, what would that mean for the other parts? In general it comes back to these five things. For this example customer driven innovation is our goal, this might not work for all of our clients, you have to assess yourself what the end goal is for them.
- Examples examples examples holistic intake How clear is their vision and how well are their activities aligned to it? What kind of leadership is in place? How much do they know about their users and how are they using that information? What’s the maturity of the organization’s customer service? What’s the quality of products and services?
- Shows you what to prioritise: If there is NO user knowledge, try to do that before anything else. With new clients, have to build trust before getting to Vision and Governance. But early work can focus on smaller quick wins with lots of training and education. It’s not a one-size-fits-all process. It’s up to you to decide how many steps lie between the beginning and the end. And how to fill in these squares. Size of client Budget Relationship with client (build trust to work on Vision and Governance)
- Faster iterations mean: Builds user knowledge faster Baby steps are easier to handle for all: client, user and the designer Demonstrate success faster, build trust Trains the team (client too) faster
- Which one is better? This one?