The New Seriousness of Design by Lee Sankey - Barclays PLC
It’s a wonderful time for design. It is increasingly recognised as part of the literacy of business and is becoming part of the boardroom. However, what are the implications and consequences of this greater role? Design is changing. As it expands and collapses and old adages melt, is design, service design in particular, mindful of new responsibilities and ready to fulfil design’s promise? Or are we too in love with Post-it Notes and workshops?
If an user experience design is about an interface of the experience, service design is about the service and organization behind the experience which was a missing link for user experience designers like me to deliver appropriate, actionable, and tangible strategies to an organization.
When people in an organisation have different interpretations of what really matters to customers, the customer experience falls apart. The difficulty is to align business units and individuals to do the right things – and do them consistently.
Navigation, as crucial as it is to the user experience, is merely a means to an end — the end being to consume content. This is why users have very contrasting expectations about content and navigation.
If you were the CEO of a large company, who would you turn to for help to recapture your lost mojo? How would you create, test and build new products? Big companies have been steadily getting worse at innovation, whereas startups have begun to eat the world. Small companies can move fast, take risks and attract talent.
Mario K. Sakata's insight:
Moving fast, making some mistakes and learning from user is what its all about.
If you visit the GDS offices one of the first things you will notice is that every spare bit of wall space is covered in drawings, sticky notes, index cards and diagrams. Instead of keeping our ideas, plans and work-in-progress buried in digital tools, documents, Gantt charts and emails, the teams here manage their workflow through their walls. We love our walls and they talk to us.
And what better way to do this than bringing together the best of approaches and methodologies that have evolved in the fields of UX and CX (and perhaps others?) and plan a corporate strategy and the associated systems that are truly “customer-focused.” That to me could be the Holy Grail for 21st Century Business and the answer to the question of why customer experience and user experience matter.
In a world of Kickstarter, pop-up shops, and startups that live in beta, how might service designers develop our own live prototypes? By taking service design out of the studio and into street, we’re discovering tools that make us both more more agile and more rigorous. Today, we’ll share some of IDEO’s lessons – about experimentation, creative confidence, and launching to learn.
It was time to rethink what it meant to be a touchpoint. What defined a touchpoint in a way that gave us a deeper understanding of that “point of contact,” and was more actionable from a design perspective.
Every product or service comes in to this world with an abundance of actors, like the relations they have and the conditions they interact within. This ecosystem is a self-sufficient set of elements which are intricately interconnected. These elements can exist by themselves, and yet simultaneously be part of a larger ecosystem, like a tree in the forest. However, our ecosystems are populated with people, which can easily result in chaotic or poorly organized systems plagued by unnecessary bureaucracy.
Well, this article is about easing, so that’s obviously the answer, but to understand what’s really going on here, we need to look deeper into the fundamentals of animation. We’ll take this step by step — we’ll learn the underlying concepts, explore ease-in and ease-out, break down easing curves and finally see how it all applies to UI Design.
We had several goals when we set out to run this exercise with the executive team. The first was to introduce them to the concept of personas. We achieved this goal to the extent that the team now knows what this tool is and what components make it up. Given that these were ad-hoc personas, it is incumbent on us, the UX team, to continue to update the 6 personas we created as we learn more from actual user interactions. We must then update the executives with these new details.