As a Sr. Flash/Multimedia Developer,
based in Newtown, PA, you will be responsible for partnering
with our client’s internal teams to design, develop and deliver
innovative marketing initiatives. In this role, you will partner with
interactive designers and art directors and lead the development of innovative
Flash interfaces and applications. The Sr. Flash/Multimedia Developer must
possess the ability to take abstract concepts and minimal corporate
visualization and turn them into exciting, cutting-edge experiences that are
user-friendly, representative of the client's goals, and within brand
guidelines. You will be required to partner with information architects and
software developers on the execution and implementation of design concepts with
minimal oversight from art directors or creative directors.
General and Daily Responsibilities:
·Partner with designers and art
directors to concept innovative user experiences that are beyond what is
expected or normal
·Bring interfaces to life via Flash
and Actionscript
·Develop prototypes, visual
interfaces and Flash-based applications
·Maintain existing Flash applications
or Web properties
·Present work, provide design
rationale, and defend work in creative reviews or meetings
·Assist with the development of new
business presentations
·Collaborate with interactive
designers, art directors, copywriters, strategists, account managers and other
studio staff
·Establish and/or adhere to timelines
and schedules
·Establish and/or work within defined
scopes and hourly allotments
·Stays abreast on industry techniques
and new technologies
·Perform duties as assigned by art
directors and creative directors
Minimum Qualifications & Skills
Required:
·Expert-level knowledge of
Actionscript and Flash
·Advanced knowledge of HTML
Programming
·Advanced knowledge of XML
·Advanced knowledge of Photoshop and
Illustrator
·Working knowledge of CSS and
Javascript
·Understanding of video and
multimedia
·At least 2-3 years of agency (or
in-house agency) interactive experience
Experience Designers--
Adaptive Path has a set of events coming up of interest to this
community. On March 31st, the price for each of them goes up.
MX San Francisco - April 20-22, now $1,495 & $395 (pre-conference
workshop). After March 31st, $1,595 & $495. (You also get a free iPod
Shuffle when you register for MX by March 31st)
A remarkable mix of inspiration and information for creative leaders
in experience design. Keynotes by Chip Heath (author, _Made to Stick_)
and Chip Conley (CEO, Joie de Vivre Hospitality), and speakers from
IDEO, Wells Fargo, Virgin, Google, and more.
http://www.adaptivepath.com/events/2008/apr/
UX Intensive Minneapolis - June 16-19, now $1,595. After March 31st,
$1,795
This is our 4 day hands-on activity-based workshop on the essential of
user experience design - Design Strategy, Design Research, Information
Architecture, and Interaction Design. This class has been road-tested
for a year now, and it's remarkably useful.
http://www.adaptivepath.com/events/2008/jun/
UX Week 2008 - August 12-15, now $1,895. After March 31st, $2,095
This is the flagship event for user experience professionals. A mix of
main-stage presentations and 3-hour workshops strike a balance between
inspirational ideas and skills-building. Presenters and teachers
include Don Norman, Scott Griffith, CEO of Zipcar, alternate reality
game designer Jane McGonigal, information visualization wizards from
Stamen, storyteller extraordinaire Kevin Brooks, the designers behind
the LIVESTRONG community, Wiimote hacker Johnny Lee, and iRobot
interaction designer Aaron Powers.
http://www.uxweek.com/
For any of these events, use promotional code FOPM for 15% off!
--peter
The Content Wrangler is pleased to provide members of this Yahoo group with a $200 discount off the full price of registration at DocTrain West ,
May 6-9, 2008 in Vancouver, BC. The theme of the event is Web 2.0 and
Its Impact on Technical Communication. The conference offers over 40
sessions and two days of hands-on workshops (at no additional charge).
The discount is available via telephone only on tickets purchased
before April 15, 2008. To claim the discount, call +1 978-649-8555 and
ask for Eileen. Use discount code: The Content Wrangler.
To learn more about the event: http://www.doctrain.com/west
And, if you're interested in presenting at an upcoming DocTrain event,
consider answering our Call for Participation for DocTrain East ,
October 29-November 1, 2008 in Burlington, MA. Submit your speaking proposal no later than April 4, 2008.
Hi all, sorry for the plug (and for any duplicate postings). I just
want to get the word out that Rosenfeld Media has signed Kevin Brooks
and Whitney Quesenbery to write "Storytelling for User Experience
Design". I think it's a pretty important topic. We're all familiar
with the power of storytelling—most UX people already use stories to
help communicate research and data, explain design concepts, and
persuade colleagues, often without realizing it.
So perhaps the time has come for a practical book that teaches UX
practitioners to use storytelling in a more active, explicit way. I
hope that "Storytelling for User Experience Design" will place
storytelling alongside other more conventional research and design
methods. We invite you to engage with the book from its inception by
sharing your questions, comments and ideas with Kevin and Whitney and
others interested in the topic. Here are the relevant URLs:
Their "book-in-progress" site:
http://www.rosenfeldmedia.com/books/storytelling/
The site's RSS feed: http://feeds.rosenfeldmedia.com/storytellingbook
Whitney and Kevin bring wonderfully complementary perspectives to the
topic. As past UPA president, highly involved in the STC, a UXnet
co-founder, and one of the instigators of World Usability Day, Whitney
is well-respected in the UX world. Kevin is a professional
storyteller, regularly writing and performing at festivals; he's no UX
slouch either, with a PhD from the MIT Media Lab and a day job
researching new technologies for Motorola. I'm really looking forward
to working with them both, and hope that the UX community will support
them in assembling what promises to be an excellent contribution to
the field.
Many thanks!
--
Louis Rosenfeld :: http://louisrosenfeld.com
Rosenfeld Media :: http://rosenfeldmedia.com
This is a reminder that the NH UPA March meeting will be next Wednesday, March 26th. Please RSVP to info@... if you plan on attending. RSVP is required since security is tight at Liberty Mutual.
Please join us for the NH UPA March Meeting featuring Sarah Bloomer!
Topic: Expanding User-Centered Design in the 21st Century or Why Design Thinking is the Next Big Thing.
Speaker: Sarah Bloomer, Sarah Bloomer & Co
When:
Wednesday, March 26th
Refreshments & Networking: 6-7:00 PM – Food & beverages will be provided.
Meeting: 7:00 PM – 8ish
Where:
Liberty Mutual
150 Liberty Way
Dover, NH 03820
Parking Directions: Park in the front lot. License and plate number needs to be presented at security desk. RSVP required (see below).
Abstract:
What is design thinking? Why is it important? What does design thinking mean to the field of user centered design?
Take a closer look: it seems design thinking heavily leverages user-centered design...
Stanford University recently set up a new Institute of Design (the d.school), founded by, amongst others, David Kelley and Terry Winograd, big names in interaction design. Its website boldly states “we believe design thinking is a catalyst for innovation and bringing new things into the world”.
Business Week Online includes a section on Innovation, where design is a major theme. And in his book A Whole New Mind, Daniel Pink says that the new MBA is the MFA. He claims we are moving from the Information Age to the Conceptual Age. And people with design thinking will lead the way.
This talk is an overview of how design thinking is finding its place in companies worldwide, and how user-centered design is being applied across many fields, from organizational design to product design.
About Sarah Bloomer:
Sarah Bloomer has designed user interfaces for 20 years. In 1991 she co-founded the interaction design company The Hiser Group. With Hiser, she helped establish the field of user-centered design in Australia. Upon returning to the USA in 2002, Sarah was a senior interaction designer for The MathWorks before starting Sarah Bloomer & Co, a consulting practice focusing on collaborative design facilitation.
Sarah has delivered papers, tutorials and workshops at user interface design conferences in Australia and the USA. Her tutorial, Successful Strategies for Selling Usability into Organizations, became a CHI classic. Sarah also led the conceptualization and development of The Hiser Element™ toolkit, a user-centered design methodology created to help companies rapidly set up usability teams.
Sarah holds an MS from New York University in interactive software design, a BA from Smith College, and served as masters supervisor at The Royal Melbourne Institute of Technology.
RSVP:
You must RSVP to attend, as security is tight at Liberty Mutual. Please send RSVPs to info@....
NH UPA meetings are always open to anyone who is interested in attending. Membership to the UPA is NOT required.
My client is the leading local search, directory and media company that helps millions of users find businesses and services in their local area of interest.If you are a top-notch user experience visionary who is keen on building a world-class consumer experience with an enthusiastic and energetic team, then the Consumer Product team is looking for you.
Currently, they are seeking a Director of User Experience, a leader who is passionate about building products and services that are essential to millions of people in their day to day lives.You will direct the team that is responsible for all aspects of the consumer experience on my clients network – from community and personalization to search functionality and the presentation of relevant content. Innovation and improvement of new and existing product lines is the key focus of this group. The consumer product team in particular drives the consumer strategy and product business requirements. In this role, you will direct product strategy around user experience and design by leading cross-functional thinking, conducting competitive analysis, identifying key opportunities based on consumer needs and brand attributes, and championing creative development with passion and superior communication skills.
The position will have 2 direct reports.The DUX will be responsible for hiring, firing and performance reviews of 2 Interaction Designers and will report to the VP of Content who reports to the President of the company.This position is capped somewhere around 130,000 annually with full and excellent benefits and discretionary bonuses.The environment is open, young, casual and exciting and this role will be integral in redesigning their consumer facing site.Please have large scale consumer facing site experience to qualify for this position.
Below is a detailed job description from my client:
POSITION SUMMARY:
The Director, User Experience, will lead the team responsible for shaping the user experience. As the Director of User Experience, you will be responsible for creating and implementing our user experience strategy, including creative direction and user research initiatives. You and your team will be involved in the development of every front-facing product, and ultimately responsible for the performance of those products in terms of the overall user experience. You will work closely with the product, editorial, and technology teams to communicate requirements and ensure proper implementation of our products. Finally, as director, you will champion the principles of user centered design, accessibility, and usability.
Primary Duties:
1. Responsible for providing both strategic and tactical design leadership to the company
2. Communicate and collaborate on user experience strategies with the executive team
3. Lead and mentor team of designers
4. Develop, evaluate, iterate and implement high quality UI specifications for products, services, and marketing initiative
5. Oversee the implementation of products
6. Lead usability and user research initiatives
Education and Experience:
1. Proven success building and leading creative teams
2. Degree in Human Factors/HCI, Design, Computer Science or related field and experience
3. Six years' hands-on design experience on high volume consumer websites and applications, preferably working on media and entertainment sites with a broad audience.
4. Experience managing cross-functional creative teams and projects
5. Expert knowledge of front-end technologies and how to apply them to create useful and compelling products
6. Strong creative, conceptual, and strategic thinker who can balance technology and design
7. Product Management experience a must
Parties wishing to be considered will please email a current resume with work samples to the below address.For questions, please feel free to call.
Involution Master Academy, the first professional design school that focuses on providing practical, applied, real-world skills in micro-sized classes, is offering Lou Rosenfeld's Site Analytics for a Better User Experience course on Tuesday March 18, 2008 from 10 AM-6 PM. Only nine students will be admitted, meaning that every participant will have unique, one-to-one access to one of the most important thought leaders in user experience for an entire day.
In this day-long seminar, Lou Rosenfeld — co-author of Information Architecture for the World Wide Web and the forthcoming Search Analytics for your Site: Conversations with your customers — will combine lecture, group discussion, and hands-on exercises to cover the basics of site search analytics. And he’ll show you how spending even an hour a week analyzing your search queries can help tune and improve your site and expose new opportunities for improving your business strategy.
Key areas of focus include:
* Developing more appropriate content and plugging content gaps
* Enhancing metadata and navigation
* Designing better interface search entries and search results pages
* Improving your search engine’s configuration
* Beefing up your entire user experience methodology
Lou Rosenfeld is an information architecture consultant and founder of Rosenfeld Media, a publisher of short, practical user experience books. He has helped numerous Fortune 500s and other large, messy, political enterprises make their information easier to find. Lou is co-author of Information Architecture for the World Wide Web (O’Reilly & Associates; 3rd edition, 2006) regarded as the bible of information architecture, and has been a regular contributor to Web Review, Internet World, and CIO magazines. He is co-founder of the Information Architecture Institute and UXnet, the User Experience Network. Lou blogs at www.louisrosenfeld.com
As with all Involution Master Academy courses, this class is limited to nine students. This guarantees each student significant interaction with Lou and a unique opportunity to roll up your sleeves and put these ideas into practice with the recognized industry expert on this topic and your eight classmates. It also means that there are very few seats available, so sign up today!
***please forgive any cross posts.
If you are a new IA with some experience (say, 6 months or more) on
the job and someone who understands annotated wireframes (perhaps you
even have one or two) and their purpose, this is an excellent
opportunity for you. My client in Tribeca and is a very nice group
of smart professionals. There's a youthful vibe to the office but
everyone's a mature professional. The executives are the cream of
the crop with pedigrees from MIT, Princeton and Harvard and their
clients are in the pharma and finance space. The name of the game is
marketing consulting and you'll be creating annotated wireframes for
landing pages, brochureware, creating transactional site designs and
more. This is an opportunity to learn and grow! You'll be mentored
by the Manager of User Experience and work with top flight brands!
Below is a description of the position. The salary is capped in the
$85-90,000 range with bonuses, 401K and of course benefits.
Interested parties please email a resume with work samples to this
email address.
Here's what they're looking for:
Leading and growing interactive consulting agency is seeking an
Information Architect to join our User Experience team. The
successful candidate will work under the direction of the Manager of
Experience & Program Architecture to establish the Information
Architecture for online and offline program elements for our clients.
We are looking for an enthusiastic Information Architecture and
Usability professional who has the ability to work well in a team
environment, takes initiative, creates solid documentation that
drives implementation, can think both strategically and functionally,
and always has customer insights and goals in mind.
Essential Duties and Responsibilities:
• Champion the Information Architecture, Interaction Design,
Business Analysis and Usability functions throughout the project
lifecycle.
• Work in cross-functional teams to develop effective
Information Architecture, Interaction Design and Functional
Requirements for multi-channel relationship marketing programs.
Associated tactics include static and dynamic websites, e-mail
campaigns, and interactive banners.
• Support and participate in Usability testing activities.
Understand user testing options and how to use results to improve the
user experience.
• Create deliverables such as wireframes, flow diagrams, site
maps, use cases, functional requirements specs and high-level
architecture diagrams that serve as a guide for the content, creative
and technology teams to implement. Work with all departments to
ensure the quality and clarity of deliverables.
• Analyze content, user goals, business needs and other sources
of information to help define the User Experience.
• Understand website analytics as they relate to User
Experience.
• Provide exceptional client service and work to ensure that
all efforts effectively and directly address client needs.
• Grow and integrate individual expertise into Rosetta's
overall design process.
• Support new business activities when needed.
Supervisory Responsibilities:
• Lead project teams through the User Experience process and
educate them on the methods and deliverables of the Experience team.
• Guide cross-functional team members to implement the User
Experience as designed.
• Plan and lead project meetings when required.
Experience Requirements:
• From 0 to 3 years of increasing responsibility in a complex
information architecture design environment.
• Experience in healthcare or financial services a plus.
• Strong, demonstrated understanding of user interface design,
information design and architecture, and interactive design
methodologies and
• Web technologies.
• Strong portfolio of design and documentation that led to an
end-product that fulfilled the customers' and clients' goals.
• Thoroughly proficient in Visio. Knowledge of HTML authoring
and other supporting tools preferred.
• Excellent communication, organization and time-management
skills.
• High-energy individual with agency experience is desired.
Education/Training Requirements:
• Bachelor's degree in a related field is preferred, e.g. Human-
Computer Interaction, Information Architecture, Cognitive Psychology,
Communications, Marketing, Information Systems or related disciplines.
Thank you,
Laura
Laura Hunter
Vivid Resources
office-559-684-1070
cell-559-303-9018
fax-559-684-0820
laura.hunter@...
www.vividresources.com
Catalyze Community Webcast Series Featuring Laurie Gray from OneSpring
Tuesday, March 18 @ 11am Pacific/2pm Eastern
What are Rich Internet Applications or RIAs? Are they the panacea for
everything that ails us? Are they the perfect vehicle for sexy, splashy
sites? Do RIAs provide a better user experience?
Learn more
about RIAs from User Experience expert Laurie Gray from OneSpring .
Laurie will discuss some of the most common attitudes toward RIA's and
address the 5 biggest myths surrounding this exciting technology.
Can't Make It?
- If you are unable to attend, we will be recording the webcast and
will post it to the Catalyze Community site by March 20, 2008 - http://www.mycatalyze.org.
Recent additions to the program include: [+] Julie Peters, Brand Manager for Virgin USA [+] Nathan Shedroff, multimedia pioneer and chair of the MBA in Design Strategy and California College of the Arts [+] Richard Anderson, editor-in-chief of Interactions Magazine and consultant on user experience and strategy
In case you missed it... BRAND MANAGER FOR VIRGIN USA. Virgin is one of the world's leading brands. Julie is a Brand Manager for Virgin. And she will be sharing her insights at MX! Exciting!
----Giveaways----
When you sign up for MX, you're signing up for more than just the conference. All registrants become members of the MX Book Club, and will receive Chip & Dan Heath's _Made to Stick_, and Chip Conley's _PEAK: How Companies Get Their Mojo From Maslow_ before the conference.
If you register between today and March 31st, not only will you get a discounted rate, you'll also receive an iPod shuffle! To say thanks for signing up!
Also, We decided we’re enjoying giving stuff away, so one person who registers between between today (March 10) and 11:59pm on Friday, March 14 will be chosen at random to receive their choice of either one round-trip ticket wherever Virgin America flies (in honor of MX presenter Julie Peters, Brand Manager for Virgin USA), or a spa/ massage package at the conference hotel, the Mark Hopkins.
----The Details---- When: April 20 - MX Pre-conference with Adaptive Path's Kim Lenox April 21 & 22 - MX Conference Where: Intercontinental Mark Hopkins, San Francisco Price: $1495 until March 31 $1595 regular price Breakfast & lunch included
Last year’s MX sold out, so secure your space early!
-----Where to stay?-----
Rooms are available at the Intercontinental Mark Hopkins Hotel, atop Nob Hill, for $259 a night. Book your room by March 28th for the Adaptive Path rate.
We are looking for two highly motivated people to help build our interaction design group at the Oslo School of Design and Architecture. If you have plenty of design experience and are looking to how you can impart this to students and industry, then this could be an opportunity for you. At the same time you can come and live in Scandinavia for a few years and explore some of the research areas you always wanted to develop.
1. We are looking for a senior interaction designer to help coordinate our courses and to teach one or more of the following themes: interaction design, service design, design for rich media
2. We are looking for an experienced interaction designer to help teach interaction design skills to our students, who primarily have a bachelor in product design behind them.
Our focus is upon designing user experiences, and have developed a course strategy around this (available on request).
We have a strong and developing research group that gives input to our courses:
Company: ITG Location: Los Angeles and Boston Position: 1) Los Angeles Interaction Designer and 2) Boston Intern
--------------------------------------------------------------------------- Position: 1) Los Angeles Interaction Designer
We're looking for someone who • is a recent graduate/ Summer of 2007 or more recent • wants to make a difference and likes being challenged intellectually • is interested in learning about interaction design and the exciting world of global market trading
You are Empathetic – able to design to the needs of our customers: intense and focused traders and portfolio managers Analytical – capable of analyzing complex information and environments Creative – skillful at finding the right designs and interactions Collaborative – able to work with others from many different disciplines Inquisitive – can ask questions and get the answers to complex situations Agile – c an produce quick results in this ever- changing world Articulate – can use your interaction design tool set to communicate designs to business and technology groups Technophilic – can work with Adobe Photoshop, MS Windows Office Apps, ASP.Net, .Net WinForms Components, Swing, HTML, CSS, Javascript, Adobe Flex, MS Silverlight and understand Windows UI Standards
Our customer What's it like to be an ITG customer? Imagine a stock trader, a Bluetooth permanently attached to their head, attentively watching 8 monitors for pertinent information. From market news, TV Services, and ITG applications, the trader's screens flow with information. Our trader is in a room with 20 other traders, all of them barking orders. Every second counts. With 7 hours to make a difference, moving thousands of dollars per second, our trader can make an impact in their client's bottom line.
Why your work is important to ITG Time is money for traders and they count on our applications to help them make money using technology as their edge.
Send resume to: rick.allen@... and subject should include: Interaction designer
Position: 2) Boston Intern - Interaction Design Analyst Summer or Fall 2008
Project: Customer Experience Analysis • engage collaboratively with the product team • communicate best practice of user interface design • conduct task and design analysis • create documentation and presentations • present and deliver findings
We are looking for someone who • will graduate within the next year and is interested in continuing their work at ITG • can demonstrate analytical ability • is interested in the best practices and patterns of user interface design • has strong written and visual presentation skills • is interested in making a difference and being challenged intellectually
You'll learn • to communication findings and recommendations (a large part of design is about communicating ideas and findings) • ui design best practices (necessary for the basics of analysis and communication of the design reasoning) • heuristic analysis techniques (great tool for the star t of any redesign) • aspects of financial services • adobe Photoshop and InDesign • to work with product management and development management
You're important to ITG because you can • measure user experience of an existing product • provide on untainted outside perspective to the team • add design insights for future analysis and requirements to the team
Send resume to: rick.allen@... and subject should include: Interaction designer
Who is ITG? Investment Technology Group, Inc., is a specialized agency brokerage and technology firm with vast experience spanning the entire investment process. From pre-trade, to order management, trade execution and post-trade tools, we develop innovative technologies that help our clients navigate trading complexities, enhance performance, and solve critical business problems.
(apologies for cross-posting)
This spring I'll be teaching a new day-long workshop, "Site Search
Analytics for a Better Experience". I won't be focusing on tools and
transactions; rather, I'll demonstrate how this method can help
designers of all types diagnose and fix problems with their sites'
navigation, search, content, and interaction design. You can find the
full description here:
==> http://louisrosenfeld.com/ssa
Date/Locations
* March 18: Sunnyvale, CA (through Involution Studios' Master
Academy; limited class size)
* April 4: Boston, MA (catch Steve Krug's web usability workshop
the day before)
* May 15: Chicago, IL (Steve teaches his workshop the next day)
Learn more and register here:
==> http://louisrosenfeld.com/ssa
Thanks!
--
Louis Rosenfeld :: http://louisrosenfeld.com
Rosenfeld Media :: http://rosenfeldmedia.com
The Webinar below is available on-demand by registration.
They're talking about Experience-Based Differentiation (very strong messaging in general, but also specific to call center future and strategic leveraging of that channel)
One clip from the slides:
From: 1to1 Media [mailto:insight@...] Sent: Tuesday, January 08, 2008 7:22 AM To: Thornton, Paula Subject: Get Ready for Customer Care 2.0
Since the Internet has come to dominate the business landscape, marketers have embraced Enterprise 2.0, Business 2.0 and Web 3.0. Now get ready for Care 2.0. It's the intersection of branding, customer service and customer control. Far from being a siloed operation, the customer care area is quickly becoming a critical component of the marketer's toolkit. On Tuesday, January 22, join 1to1 Media and Nuance as they unveil four dynamics in connecting brands, service and the customer experience.
Expectations: How you interact with consumers is increasingly the point of differentiation - more than price and feature set.
Independence: Learn how to use outbound messaging to deliver proactive notifications and other ways to reach the independent customer.
Influence: The essential survival skill here is to provide the automated and human service that will give customers the fodder for positive influence.
Access: Get ready for mobile. It is the manifestation of always-on access for the independent customer.
We've updated our privacy policy. Read it here. This message was composed by Peppers & Rogers Group, recognized leaders in both customer privacy and customer relationship strategies. Your privacy is very important to us and we are committed to protecting your personal data. Visit our web site www.1to1media.com, which has been evaluated by the Privacy Council's Privacy Scan. If you no longer wish to receive communications, please opt out.
Our headquarters: 901 Main Ave, Suite 212 Norwalk, CT 06851
Date:
Tuesday January 22, 2008
Time:
1:00 p.m. EST
Speakers:
Lynda Kate Smith,
VP & General Manager, Care Business Unit, Nuance
John Gaffney,
Executive Editor Peppers & Rogers Group
I have to admit, the more I'm immersing myself in the convergence going on via the phenomenon that is the FASTforward conferences, the greater I find myself distanced from my own practicing colleagues. [many of you will leap to a specific technology connection here and will miss the whole point of this comment -- I'll admit if I hadn't been immersed it it (experienced it), I would have little context to do otherwise myself. just trust when I suggest that you should suspend that tendancy.]
There's a lot to be said...but I owe the many things still to be said to the FASTforwardblog.
Do check out some of the phenomenal artifacts of that event.
For all the key thoughts/elements/artifacts I collected (minute by minute), there are so many sessions/conversations I didn't participate in, that I know the field is still white with manna.
For as wonderful as the IA Summits have been in the past and many other conferences, the caliber of minds and depth of conversations has never been greater than at the FASTforward events. I met a very significant practitioner among us, and yet for all the networking we do, I'd never heard of him, Greg Merkle, VP and Creative Director, Dow Jones.
Let me just say, to give you a 'scoop' on a key finding that I've yet to get written -- watch the media companies. Watch read the keynotes and/or any other subsequent sessions given by individuals from Dow Jones and Reuters. They're redefining the future of business and of the economy at large.
By association, watch FAST (obviously Microsoft did, I had the privilege of talking personally with Jared -- he's a tremendous resource to drive forward whole new technologies and approaches -- you can get a taste of some of his 'words' directly from some tweets I did on Wednesday), their largest client segment is media. After this conference I now understand why and why it's relevant.
While Yahoo! might have been 'useful' for Microsoft, once the FAST seed is imbedded, it will dwarf the Enterprise Genesis project.
Forget the analogies to "Not Your Father's..." Microsoft...this will not be Bill's Microsoft. It will effectively be subsumed by the consumer Borg.
I'm not even sure that Apple is ready for the tsunami of that reality.
**Apologies to those that have received this announcement more than once**
Please join us for the NH UPA March Meeting...
Topic: Expanding User-Centered Design in the 21st Century or Why Design Thinking is the Next Big Thing.
Speaker: Sarah Bloomer, Sarah Bloomer & Co
When: Wednesday, March 26th Refreshments & Networking: 6-7:00 PM – Food & beverages will be provided. Meeting: 7:00 PM – 8ish
Where: Liberty Mutual 150 Liberty Way Dover, NH 03820
Parking Directions: Park in the front lot. License and plate number needs to be presented at security desk. RSVP required (see below).
Abstract: What is design thinking? Why is it important? What does design thinking mean to the field of user centered design?
Take a closer look: it seems design thinking heavily leverages user-centered design...
Stanford University recently set up a new Institute of Design (the d.school), founded by, amongst others, David Kelley and Terry Winograd, big names in interaction design. Its website boldly states “we believe design thinking is a catalyst for innovation and bringing new things into the world”.
Business Week Online includes a section on Innovation, where design is a major theme. And in his book A Whole New Mind, Daniel Pink says that the new MBA is the MFA. He claims we are moving from the Information Age to the Conceptual Age. And people with design thinking will lead the way.
This talk is an overview of how design thinking is finding its place in companies worldwide, and how user-centered design is being applied across many fields, from organizational design to product design.
About Sarah Bloomer: Sarah Bloomer has designed user interfaces for 20 years. In 1991 she co-founded the interaction design company The Hiser Group. With Hiser, she helped establish the field of user-centered design in Australia. Upon returning to the USA in 2002, Sarah was a senior interaction designer for The MathWorks before starting Sarah Bloomer & Co, a consulting practice focusing on collaborative design facilitation.
Sarah has delivered papers, tutorials and workshops at user interface design conferences in Australia and the USA. Her tutorial, Successful Strategies for Selling Usability into Organizations, became a CHI classic. Sarah also led the conceptualization and development of The Hiser Element™ toolkit, a user-centered design methodology created to help companies rapidly set up usability teams.
Sarah holds an MS from New York University in interactive software design, a BA from Smith College, and served as masters supervisor at The Royal Melbourne Institute of Technology.
RSVP: You must RSVP to attend, as security is tight at Liberty Mutual. Please send RSVPs to info@....
NH UPA meetings are always open to anyone who is interested in attending. Membership to the UPA is NOT required.
Our Philadelphia
area client is looking for Senior and Junior User Experience Specialists to
join their team. Usability is a critical component of the value this company
provides to its customers. For more information, contact:
The User Experience
Specialist is responsible for designing optimized user experience
strategies and solutions for websites and other digital products such as:
email, online advertising, etc. On various projects or during different project
phases, the User Experience Specialist will act as a
business analyst, researcher, usability test coordinator,
information architect and/or interaction designer.
Responsibilities:
Participate in client meetings
and review of business requirements and digital strategy documentation in
order to garner and document user needs and appropriate site functionality
Work with digital strategists
and Account Services to help in definition of target audiences
Review and analyze client and
competitor Web sites - and other digital products, such as e-mails, online
advertising, etc. - to report expert findings on user experience
effectiveness and provide recommendations
Create a "user experience
vision" for Web sites and other digital products based on business
requirements, user needs and site strategy
Create conception diagrams,
content outlines, interaction design flows, site maps, wireframes,
functional requirements and other functional design documents
Work with creative teams to
ensure user experience vision has been translated into site design and
content
Work with development teams to
ensure that site functions according to the specifications and follows the
user experience vision
Work with digital strategists,
account services and/or partners, organization of and/or participation in
usability testing sessions, online testing or other forms of user research
Document user research results
and/or strategic recommendations based on this research
Create user personas and
scenarios
Work with team members on
implementation of online media tactics
Work with other team members to
create online media plans and strategies
Work with team members to
optimize campaigns over all media
Qualifications:
Bachelor's degree and
significant professional experience in Web strategy and user-centered
design
Minimum of 3-5 years of
relevant experience, ideally as an information architect, interaction
designer, user experience architect and/or user interface designer (or
similar role)
Significant experience with
user-centered design processes and techniques; knowledge of user
experience and human computer interaction theories and methodologies
Experience with user experience
design of diverse Web application types, ideally including Web 2.0;
preference for experience with other digital product types, such as
e-mail, RSS feeds, etc.
Knowledge of and experience
with user research methodologies and techniques
Strong interest in and capacity
to do research and keep abreast of changing UX and IA trends
Familiarity with accessibility
and Section 508 standards
Thorough knowledge of current
Web and user interface standards
Strong working knowledge of design
software needed for information architecture and interaction design (e.g.,
Visio)
Preference for basic technical
understanding of Internet-related technologies
Ability to work on multiple
projects simultaneously and very detail-oriented
Ability to communicate
effectively with diverse internal and external constituents, many of which
have no knowledge of user experience or information architecture
Strong writing and presentation
skills and must be a self-starter, team player, and client-focused
Hey all--
[and apologies for cross-posting]
Tomorrow night Adaptive Path is hosting an after-work soiree at Hotel
Tomo in San Francisco. We're celebrating the completiion of our first
day of our UX Intensive, and would love the Bay Area UX Community to
join us!
When: 5:30-7:00pm, Tuesday, February 19th
Where: Hotel Tomo, under the geodesic domes, 1800 Sutter Street at
Buchanan
Whatfor: Eating, drinking, and schmoozing!
Please RSVP to Pam D. at pam@....
--peter
That said...having been onsite (but not involved in) a previous redesign round for Texas Instruments, kudos to the team for this go-round. It addresses a LOT of basic design flaws that was in the last redesign. And based on what I know about their business model (and their customers) is far more appropriate (even subtile, but critical changes in labels).
Located in the historic Schraft building in Charlestown MA, my client is seeking an Information Architect for a 14 week contract. They are seeking someone accustomed to presenting to a client and who is well-versed in creating wireframes, making usability recommendations and juggling multiple responsibilities.
On-site would be preferred but there is some flexibility. A minimum of 30 hours a week is needed. Additional information can be provided upon request. Interested parties will please contact Laura Hunter at laura.hunter@... with a current resume and work samples.
PM AcqBusiness of the US Army is looking for a Senior User Experience Specialist to join our team. We are implementing a Service Oriented Architecture (SOA) system for the Acquistion Community of the US Army. The team consists of US Army, Civilian, and Contractor personnel. We are based in Alexandria, VA outside of Washington, DC. Information at http://acqbusiness.army.mil
PM AcqBusiness is seeking a Senior User Experience Specialist to serve as the information and interaction design consultant on projects, performing the IA aspect of client work on project teams, and ensuring that the most effective, innovative solutions are used.
Essential Duties and Responsibilities:
Work with clients, design staff, and other project team members to architect information effectively for the FBS portal and our functionalities.
Scope, develop and understand technical considerations with the assistance of the project Technical Lead and, as required, with the client and/or third party partner(s).
Contribute to the development of enterprise standards, models, and guidelines including metadata architecture and methods for classification (e.g., taxonomies, ontologies, tagging, etc.). Consider ways to leverage current technologies ( e.g., web services, RSS, etc.) to integrate intranet content and gain efficiency.
Participate in user studies to understand user behaviors/preferences and build, from this understanding, informed user interface solutions.
Create and documents information design concepts and solutions by various means, including sketches, diagrams, maps, storyboards, and rapid prototypes.
Develop effective user-centered solutions for various types of advanced web-based transactions.
Work with developers and testers to ensure high usability of applications.
Work to integrate effective information and interaction design strategies and practices into our overall design process.
Maintain consistent focus on exceptional customer service, working to ensure that all information architecture practices effectively and directly address client needs.
Qualifications:
Minimum 3 years dedicated experience in information architecture and interaction design Portals and large-scale web implementations.
Knowledge of information architecture and interface design processes and methodology, and the issues particular to web-enabled applications.
Familiarity with technical issues around web development and ability to work constructively with engineering teams.
Flexible attitude and ability to handle change.
Ability to work independently, prioritize, and solve problems proactively.
Ability to research, understand and organize specialized content.
Experience conducting user research, including contextual inquiry and usability testing.
Superb writing and presentation skills.
An solid portfolio of detailed page schematics, functional specifications, interaction flows, site maps, and navigation systems.
BA/BS degree in Library Science, Psychology, Human Factors, Fine Arts or related field. Advanced degree preferred.
Proficiency in one or more of the following: Adobe InDesign, Adobe Illustrator, Microsoft Visio, HTML, Dreamweaver.
Generally relevant to all our discussions is a trend where Marketing is moving more toward our middle. A great newsletter/blog that focuses on this shift is Behavioral Insider. For example, from today's piece:
"Behavioral targeting has widely succeeded in changing the rhetoric and terminology of marketers. Rare indeed is the self-respecting behavioral advertiser who doesn't speak in terms of having a one-to-one dialogue with customers. Yet, as Ryan Okum, president of StreetWise Concepts and Culture, explains below, moving beyond the habits of the older impressions-based marketing paradigm requires more than talk. It demands the cultivation of a new skill set."
More specifically, Okum calls out:
"We're working with clients who are moving away from, or at least re-thinking, the ideas that behavioral targeting is strictly about serving advertising.
The goal is to build a two-way environment where consumers actually go to participate.
The difference between our behavioral approach and more conventional approaches is, there's a much more transparent execution in what we do. It's not, as behaviorally targeting impressions is, a 'two-way mirror' where the marketer just looks in and eavesdrops on where consumers go online. We use analytics tools, yes, but to focus in on not just where they go, but what they do."
----- Original Message ---- From: Paula Thornton <iknovate@...> To: experiencedesign@yahoogroups.com Sent: Wednesday, February 6, 2008 11:11:01 AM Subject: Re: [experiencedesign] what can we do? (was Per Brandon's Rant)
[Love this conversation]
Key comments...let's start a list of axioms: things by which, what we do, can be more successful.
Larry: ...assume that the client has not properly defined the problem and you will need to do it for every project.
[a corresponding bullet in a 2.0 presentation: "challenge all assumptions (at least once)"]
Adrian: ...organisations see looking at their users as a one-off task rather than a continual process
[Forrester covers one dimension of this with several presentations/ pieces on "continuous listening"...what they don't address is the organizational/ operational/ cultural changes Adrian also lamented. I continue to suggest this is simply a matter of responsibility -- there is NO ONE responsible for this perspective (and the random arguments around 'everyone' being responsible is meaningless, unless it permeates the culture at all levels and money is spent out of every budget on such activities. Where it is not that deeply ingrained throughout the entire culture (which would effectively require a lobotomy for most organizations) -- then there must be specific responsibility. There is no organizational model that inherently supports this at a strategic enough level to matter ("not our customer" is a red flag for a company desperately needing cultural intervention) .]
Brandon: ...when you have an existing product...
The bottom line for this cannot be overemphasized. ..EVERYTHING is EXISTING. There is a context by which anything and everything is done. That context is part of the heuristics for design.
While this statement can be found in various pieces quoting Roger Martin, I'm picking a quote from a piece that is not 'openly' available ("Design Thinking and How It Willl Change Management Education: An Interview and Discussion", David Dunne, Academy of Management Learning and Education).
"Martin argues that a designer's attitude toward constraints differs as compared with conventional management thinking. In conventional management thinking, constraints are seen as an undesirable barrier to the generation and implementation of ideas; for a designer, however, constraints are embraced as the impetus to creative solutions."
Context is one of the MOST relevant constraints we start with. That's the reason for all the research -- is to establish the various contexts and understand the behavioral attributes of ALL the variables (ok, that's not possible...but if you don't have a background in economic thinking -- which is a superior model to systems thinking -- you'll likely miss key variables).
Here's why what we do is so key and has so much broader, strategic implication (from the same piece noted above):
"...the world of business is no longer characterized by stable problems that lend themselves readily to analysis."
Actually this was true all along...we just didn't see the relevant levels of complexity and competition was not fierce enough that they came into play. Indeed, some forms of economics fail because they rely on a moment in time of stability -- a snapshot of all the variables being held constant for one moment in time. That's just unrealistic. Models have to embrace the variability.
It's like the old world of programmers complaining about what users did. That the reality: embrace it. We do the research to establish the reality -- and back to Adrian's observation, reality is ALWAYS changing, therefore we should have an eye to that change to be ready to respond.
All said, there's a degree to which we cover any of this -- a reasonable economic balance. This all has a cost. We have to find ways to approximate 'good enough' -- to get to the next experimental stage.
This whole way of thinking and operating is at odds with basic business models. Those models want to design out variability, lock down change, 'complete' a project and put it away. Instead, complexity requires finding an optimal 'middle' -- where we look to 'minimize' variability based on a series of parameters most meaningful to "A" business model (every business has different factors that require adjustments that are different from even their competitors in the same industry), where recognizing that total lock down of change is the same as entropy, which is effectively 'death' -- complete, is simply a phase that leads to another phase.
A respected busineses financial colleague gave me a perspective I didn't have before. For her it was as basic as whether or not you brushed your teeth this morning: what's your exit strategy? We tend to treat things as if they will last forever -- we only look to get them 'done' to serve the purpose for which they were originally intended. It is because of that perspective that we now see far more attention to things like 'sustainability' (that's an exit strategy).
We also forget to embrace variability. Did we design for exceptions (there will ALWAYS BE exceptions -- we cannot possibly design for every situation)?
Key comments...let's start a list of axioms: things by which, what we do, can be more successful.
Larry: ...assume that the client has not properly defined the problem and you will need to do it for every project.
[a corresponding bullet in a 2.0 presentation: "challenge all assumptions (at least once)"]
Adrian: ...organisations see looking at their users as a one-off task rather than a continual process
[Forrester covers one dimension of this with several presentations/pieces on "continuous listening"...what they don't address is the organizational/operational/cultural changes Adrian also lamented. I continue to suggest this is simply a matter of responsibility -- there is NO ONE responsible for this perspective (and the random arguments around 'everyone' being responsible is meaningless, unless it permeates the culture at all levels and money is spent out of every budget on such activities. Where it is not that deeply ingrained throughout the entire culture (which would effectively require a lobotomy for most organizations) -- then there must be specific responsibility. There is no organizational model that inherently supports this at a strategic enough level to matter ("not our customer" is a red flag for a company desperately needing cultural intervention).]
Brandon: ...when you have an existing product...
The bottom line for this cannot be overemphasized...EVERYTHING is EXISTING. There is a context by which anything and everything is done. That context is part of the heuristics for design.
While this statement can be found in various pieces quoting Roger Martin, I'm picking a quote from a piece that is not 'openly' available ("Design Thinking and How It Willl Change Management Education: An Interview and Discussion", David Dunne, Academy of Management Learning and Education).
"Martin argues that a designer's attitude toward constraints differs as compared with conventional management thinking. In conventional management thinking, constraints are seen as an undesirable barrier to the generation and implementation of ideas; for a designer, however, constraints are embraced as the impetus to creative solutions."
Context is one of the MOST relevant constraints we start with. That's the reason for all the research -- is to establish the various contexts and understand the behavioral attributes of ALL the variables (ok, that's not possible...but if you don't have a background in economic thinking -- which is a superior model to systems thinking -- you'll likely miss key variables).
Here's why what we do is so key and has so much broader, strategic implication (from the same piece noted above):
"...the world of business is no longer characterized by stable problems that lend themselves readily to analysis."
Actually this was true all along...we just didn't see the relevant levels of complexity and competition was not fierce enough that they came into play. Indeed, some forms of economics fail because they rely on a moment in time of stability -- a snapshot of all the variables being held constant for one moment in time. That's just unrealistic. Models have to embrace the variability.
It's like the old world of programmers complaining about what users did. That the reality: embrace it. We do the research to establish the reality -- and back to Adrian's observation, reality is ALWAYS changing, therefore we should have an eye to that change to be ready to respond.
All said, there's a degree to which we cover any of this -- a reasonable economic balance. This all has a cost. We have to find ways to approximate 'good enough' -- to get to the next experimental stage.
This whole way of thinking and operating is at odds with basic business models. Those models want to design out variability, lock down change, 'complete' a project and put it away. Instead, complexity requires finding an optimal 'middle' -- where we look to 'minimize' variability based on a series of parameters most meaningful to "A" business model (every business has different factors that require adjustments that are different from even their competitors in the same industry), where recognizing that total lock down of change is the same as entropy, which is effectively 'death' -- complete, is simply a phase that leads to another phase.
A respected busineses financial colleague gave me a perspective I didn't have before. For her it was as basic as whether or not you brushed your teeth this morning: what's your exit strategy? We tend to treat things as if they will last forever -- we only look to get them 'done' to serve the purpose for which they were originally intended. It is because of that perspective that we now see far more attention to things like 'sustainability' (that's an exit strategy).
We also forget to embrace variability. Did we design for exceptions (there will ALWAYS BE exceptions -- we cannot possibly design for every situation)?
On 6 Feb 2008, at 14:07, Larry Marine wrote:
[snip]
> This was not a one-time aberation. We have many, many cases were
> the initial user research with exisitng or new users (depending on
> the markeintg objectives) helped refocus the product direction and
> achieve resounding success.
[snip]
Me too.
I'm somewhat surprised how many organisations see looking at their
users as a one-off task rather than a continual process. There have
been several occasions when I've seen folk complain when sales
brought certain groups to them because "they were not our customers".
Sigh.
Adrian
What you describe seems very much like the typical Ready, Fire, Aim approach I see many companies fail with. I read your description of innovation as brainstorming on ideas, which is basically coming up with a solution first, then trying to find a problem to fit it into. I fix a lot of those kinds of solutions in my practice.
The process I use is Ready, Aim, Fire. I help my clients codify their business and marketing objectives in a product design perspective, then conduct user research within that perspective to identify real problems that their target users need to solve. For instance, if the client needs to source customers from their competitors, I go visit their competitors’ users. If the client needs to deepen their existing relationships, I visit their customers.
I use ethnographic and behavioral research and observation methods to look beyond the obvious. I'm looking for things that the users don’t’ talk about. These are the real opportunities. These are real problems that folks will pay real dollars to have solved.
I am NPD certified and have read many books and chapters on innovation and product development. They all seem to rely on coming up with a bevy of solutions, first, and then filtering them down to some reasonable alternatives. The data is pretty clear (Adams and Boike, 2005, for example) that coming up with the solution first is not very successful approach. I have been more successful by innovating on the problem definition, first. The solutions are pretty obvious once you truly know the problem.
Just stirring the pot…
Larry
----- Original Message ---- From: Bob Jacobson <bluefire@...> To: Experience Design <experiencedesign@yahoogroups.com> Sent: Tuesday, February 5, 2008 1:01:29 PM Subject: Re: [experiencedesign] what can we do? (was Per Brandon's Rant)
My early experiences in Denmark, where our project deliberately brings business innovators and designers together, so far don’t support the notion that reinventing the problem is sufficient for achieving the innovators’ goals. The innovators resist such reductive approaches and try to keep the challenge/problem/ invention in play, spinning it endlessly until strands of new possibilities reveal themselves as action plans. The designers’ instinctive reaction to the innovators’”wild” visioning is to rotate the problem in their heads, pare down, and redefine a goal toward which systematic, incremental improvements can lead. Of course, I’m generalizing: no two innovators or designers think or work exactly alike, although there’s remarkable consistency within the two categories. In each of the cases I’m studying, however,
so far adjustments and incremental improvements haven’t proven adequate to handling the scope of the innovations required to meet the businesses’ purposes. Hopefully, the innovators and designers will create common solution spaces in which broad possibilities can be critiqued and dealt with systematically, but the jury’s still out.
Bob Jacobson Currently in Tucson, AZ (Headed back to DK in March)
On 2/5/08 12:17 PM, "Paula Thornton" <iknovate@gmail. com> wrote:
Ah, but then Larry, you're now talking "Design Thinking". And yes, the innovation is in answering the right question...but we also have to honor the way most people 'view' innovation -- the 'accepted' definition.
Innovation is the result..."Design Thinking" is the means.
I get the impression that you read my post as somehow excluding visiting with current clients. I never intended to suggest such a thing. I merely was suggesting that before we go into an incremental "fix" project, we revisit the problem definiton, first. In every such project we have done, the initial problem statement was significantly flawed. As you pointed out, there are often managers who are afraid of anyone exposing this flaw since it typically can relate back to that manager.
Nonetheless, with EVERY project, we perform at least some amount of user research to clearly identify the users' perspective of the problem. From there we can start to identify the right solutions for the project, be it an incremental fix or a complete, green pasture redesign.
BTW, it is not uncommon for our user research to uncover another user or two that the client had not considered. For instance in one project a few years ago, the client (and all of the known competition) were designing and selling software for the IT departments of large corporations. Within 5 minutes of my first user research visit with an exisitng customer, I uncovered a user (almost everyone in a whole other department) that absolutely no one was addressing. This new user had more discretionary budget and needed the product more than anyone else. This was confirmed with all six of the other customers we observed that week.
These users were not techies and could not utilize the existing techie style interface, so we redesigned the product for these new users (maintaining the same footprint). And now the client pretty much owns the market. This was done with current customers in less than a week.
This was not a one-time aberation. We have many, many cases were the initial user research with exisitng or new users (depending on the markeintg objectives) helped refocus the product direction and achieve resounding success.
I guess my point is, no matter which users you research, you will see better results if you make sure you clearly understand the problem, first. Moreover, you can safely assume that the client has not properly defined the problem and you will need to do it for every project.
Larry
----- Original Message ---- From: Brandon Kirk <i_likesbikes@...> To: experiencedesign@yahoogroups.com Sent: Tuesday, February 5, 2008 8:02:00 PM Subject: Re: [experiencedesign] what can we do? (was Per Brandon's Rant)
If there were more of me [and there are out there, just not that happen to be in this group] I would give Paula's assessment a standing ovation.
I don't think good design requires a focus group or an existential discussion of what 'design' ought to be; these things certainly help when starting from scratch, but when you have an existing product, listening to people who use it is a good start. At the very least, provide a channel through which people can give feedback, incentivize it [or at least let people know they will be heard], and set your priorities of re-designing according to both the volume of comments on each particular issue, their logical merit [don't overemphasize peoples' mis-directed frustration, but don't ignore it], and according to your budget, from a 'greatest good for the least $' approach. I think the reason people in management positions don't allow this to happen is that their customers will prove that they were completely wrong about what they thought they wanted, and have taken positions in power struggles based on assumptions that they can't
afford to have disproven.
I've seen way too many R&D dollars wasted [and a bottom line ruined] because some head-in-the- clouds CEO thinks that bringing in creative 'consultants' telling them what they want to hear will be able to instill a sense of clarity and direction in a team of already-bickering designers and engineers. Now to some extent, you need someone from outside the fray to come in and point out the obvious, because people have invested their ego into certain illogical points of view and must stand by them [and the new perspective provides just the excuse they need to abandon it and still save face, if they have good arguments], but I also see truth in that great phrase coined by Despair, Inc. "Consulting - If you can't find a solution, there's money to be made in prolonging the problem." Or maybe I'm just bitter because they outsourced my job.
I'm going to challenge your statement a bit, if nothing else but to stir up some interesting conversation. True opportunities ARE in innovation, but can still be accomplished within the scope of fixing something. So far in every, and I mean every, 100% of the time, no exceptions, redesign project I've worked on, the product was solving the wring problems, albeit sometimes they were very clever or well designed solutions. Nonetheless, they were still solving the wrong problems, very well.
So the innovation that occurred was not so much identifying a more clever solution, but in more accurately defining the problem. In about half of the projects, we were asked to refine a client's existing solution to more closely align it with the redefined problem. These types of projects often required incremental "fixes" that had minimal impact on the tech footprint but had to have significant impact on the user-experience.
My point is that innovation isn't limited to just the design solutions. An innovative definition of the problem can be just as (or more) successful.
Larry
----- Original Message ---- From: Paula Thornton <iknovate@gmail. com> To: experiencedesign@ yahoogroups. com Sent: Tuesday, February 5, 2008 8:59:42 AM Subject: Re: [experiencedesign] Per Brandon's Rant
[...per Bob's Rant]
Ah, but Gmail is free. Try lodging a complaint to Yahoo! when you PAY for an account.
Everyone has countless stories.
That's why I will continue to insist -- true opportunities are not in innovation (unless you're starting from scratch)...it is in cold hard fixing the freakin' problems that are lying everywhere preventing people from doing business with companies.
Shut down marketing... stop sales pursuits. Rethink what you're doing and how you're spending the money (allocating resources).
Reign in the independent budgets with conflicting goals and priorities. It's not about cost cutting it's about better resource allocation.
Be accountable ACROSS the company.
Take responsibility. Say "no" to status quo.
When we just randomly allow companies to continue the madness, we're part of the problem.
If there were more of me [and there are out there, just not that happen to be in this group] I would give Paula's assessment a standing ovation.
I don't think good design requires a focus group or an existential discussion of what 'design' ought to be; these things certainly help when starting from scratch, but when you have an existing product, listening to people who use it is a good start. At the very least, provide a channel through which people can give feedback, incentivize it [or at least let people know they will be heard], and set your priorities of re-designing according to both the volume of comments on each particular issue, their logical merit [don't overemphasize peoples' mis-directed frustration, but don't ignore it], and according to your budget, from a 'greatest good for the least $' approach. I think the reason people in management positions don't allow this to happen is that their customers
will prove that they were completely wrong about what they thought they wanted, and have taken positions in power struggles based on assumptions that they can't afford to have disproven.
I've seen way too many R&D dollars wasted [and a bottom line ruined] because some head-in-the-clouds CEO thinks that bringing in creative 'consultants' telling them what they want to hear will be able to instill a sense of clarity and direction in a team of already-bickering designers and engineers. Now to some extent, you need someone from outside the fray to come in and point out the obvious, because people have invested their ego into certain illogical points of view and must stand by them [and the new perspective provides just the excuse they need to abandon it and still save face, if they have good arguments], but I also see truth in that great phrase coined by Despair, Inc. "Consulting - If you can't find a solution, there's money to be made in
prolonging the problem." Or maybe I'm just bitter because they outsourced my job.
Larry Marine <larrydmarine@...> wrote:
I'm going to challenge your statement a bit, if nothing else but to stir up some interesting conversation. True opportunities ARE in innovation, but can still be accomplished within the scope of fixing something. So far in every, and I mean every, 100% of the time, no exceptions, redesign project I've worked on, the
product was solving the wring problems, albeit sometimes they were very clever or well designed solutions. Nonetheless, they were still solving the wrong problems, very well.
So the innovation that occurred was not so much identifying a more clever solution, but in more accurately defining the problem. In about half of the projects, we were asked to refine a client's existing solution to more closely align it with the redefined problem. These types of projects often required incremental "fixes" that had minimal impact on the tech footprint but had to have significant impact on the user-experience.
My point is that innovation isn't limited to just the design solutions. An innovative definition of the problem can be just as (or more) successful.
Larry
----- Original Message ---- From: Paula Thornton <iknovate@gmail.com> To: experiencedesign@yahoogroups.com Sent: Tuesday, February 5, 2008 8:59:42 AM Subject: Re: [experiencedesign] Per Brandon's Rant
[...per Bob's Rant]
Ah, but Gmail is free. Try lodging a complaint to Yahoo! when you PAY for an account.
Everyone has countless stories.
That's why I will continue to insist -- true opportunities are not in innovation (unless you're starting from scratch)...it is in cold hard fixing the freakin' problems that are lying everywhere preventing people from doing business with companies.
Shut down marketing... stop sales pursuits. Rethink what you're doing and how you're spending the money
(allocating resources).
Reign in the independent budgets with conflicting goals and priorities. It's not about cost cutting it's about better resource allocation.
Be accountable ACROSS the company.
Take responsibility. Say "no" to status quo.
When we just randomly allow companies to continue the madness, we're part of the problem.
I'm hoping Bob was attempting to reinforce what I said, rather than take issue with it. If it's the latter, then he (and likely others) truly misunderstand 'design thinking' -- something most designers don't understand (or practice -- including IDEO), because it would start with challenging the problem statement (something I've seen IDEO fail at repeatedly).