It’s been a blast. A year has passed already since I’ve started getting involved in an amazing people-centric transformation project. Now is a good time to look back and reflect on the progress that happened, what remains to be done, and what I’ve learnt along the way.
"Conversation is the purest interaction possible. It mimics the iterative process people use to think through and analyze decisions and learn new things. In a conversation, a person asks a simple high-level question, then iteratively drills down into specifics, with the option to take a tangent if needed. It’s also very close to how humans naturally analyze problems. "
Tout en s’appuyant sur les recettes qui font toujours le succès de la conduite du changement, le design thinking apporte un nouveau langage, revient sur certaines idées reçues et met l’accent sur de nouveaux concepts.
Ce billet est la première partie d'un article sur l'explication détaillée des différents éléments constitutifs de l'Expérience utilisateur. Expérience partout, Expérience nul part ?UX Design, User Experience, Experience Utilisateur, Consumer Experience… Après Coworking en 2014, Expérience s’annonce bel et bien comme le buzzword de l’année 2015. Ce qui n’est pas sans provoquer moult quiproquos et divergences d’opinions et d’interprétations.Qu’est-ce qu
Design management is a complex field; it doesn’t relate to a single design discipline and the exact responsibilities attached to a design manager will depend on the organization they work for, the size of that organization (and the tier in the hierarchy at which the manager operates), the industry they work in, the current market position and to a large extent the perceived importance of design to the business.That means that defining “design management” becomes a near impossible task
Creativity is the driving force behind new products, stand out ideas, improved efficiencies and problem solving. Creativity is the edge your organization needs to remain competitive and to grow. Creativity can only exist when people are trusted, free of judgment and encouraged to experiment.
To foster a creative environment you need to inject some freedom. People have to know they are free to break convention and take risks. They need to be given space to formulate different thinking. Most importantly, they need to be allowed to make mistakes and fail. When failure happens – and it will – give people the time they need to study the failure so they can make improvements for next time.
As conversational UIs continue to rise, messengers and bots are presenting with us a fundamentally new way to interact with computers.
Anne Landreat's insight:
"We’re innately tuned to converse with others. It’s how we share knowledge, how we organise ourselves, and how we share emotions. Language has been part of our makeup for hundreds of thousands of years. So of course we message all day long in bursts and binges, with family, friends, and colleagues. Messaging has become a layer through which daily lives are conducted."
Tough situations come for anyone and we all have different ways of dealing with them. For Akio Toyoda, the safest course seems to be to run at danger headlon...
Anne Landreat's insight:
Face and even run towards the danger as it moves on to you to avoid being caught half way where it will hurt you most: a lesson of leadership, agility and resilience learned by the body playing field hockey.
The VW disaster is a leadership failure of epic proportion. It's connected to a leadership style and culture that, until now, was the source of incredible pride and success. Until a few days ago, the rise of Volkswagen from a sleepy German carmaker to a global powerhouse with 600,000 employees, 12 different auto brands, and more than 100 factories and plants in 31 countries, was a company saga admired around the world. Yet, the same cultural genes that gave rise to all of VW's successes have, as the environment changed but the culture of the company didn't, suddenly turned into the seeds of its potential self-destruction. The firm was and is dominated by old white males obsessed with becoming the world's biggest carmaker. Its top-down and control-based leadership culture, once a source of success, now prevented leaders from reading and recognizing information that, in a culture of fear and control, no one ever wants to communicate upwards - thereby preventing the company from learning as a system.
Anne Landreat's insight:
My immediate question when I first heard about the VW disaster, was exactly that : what kind of culture breads that kind of "unbelievable stupidity and irresponsability" ?
This article is the first I read which questions that.
If “design-led” is the gospel in the Valley these days, it isn’t one that’s preached with much consensus. While many recognize it as a critical competitive advantage in this age of nearly instantaneous product parity, how design and designers should be integrated into a business remains a decidedly foggy issue. Design ends up looking a…
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