April 2013

HCID 2013 | Has business accepted user-centred design?

John Waterworth Experience Strategy

Definition

Experience design is…

A design practice focused on human outcomes particularly the level of engagement and satisfaction that the user derives from a product or service, and the relevance of the experience to their needs and context.

It is:

§  Iterative - identifying and resolving design challenges through cycles of creativity and user research

§ Collaborative - involving specialists from various design and non-design disciplines, as well as project stakeholders and end users, in the design process

§ Measurable - identifying both physical and emotional outcomes for the experience, and measuring success against these targets

#1 : Success breeds success

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Drivers

#2 : Working back through the process

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Drivers

From User Experience Survey Report. Copyright @ 2013 Econsultancy

#3 : Fear of an uncertain future

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Drivers

#1 : You can’t ask people what they want

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Myths

“This is what Jobs means when he says Apple doesn’t do focus groups. In no way is he recommending that you stop listening to your customers. He’s advocating that you get closer than ever to your customers. So close, in fact, that you tell them what they need before they realize it themselves.”

Carmine Gallo, The Innovation Secrets of Steve Jobs

Get close to your customers

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Myths

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•  Nationwide struggling to position three new current accounts

•  Used existing Foolproof and Nationwide knowledge of customers to create exploratory designs

•  Refined through two cycles of testing with potential customers

•  Dramatic increase in applications

•  Particularly through a new ‘why Nationwide’ route

Nationwide Voyager current account Myths

#2 : There’s no room left for creativity

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Myths

Image by cowpie at flickr.com

Task teams with outcomes

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Myths

Outputs Outcomes Impact

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“The panel were impressed with the approach that Flow took, their extensive research of the problem and the innovative nature of the solution. They thought that the app would be highly appealing, easily accessible and be a wide-reaching solution. The use of NFC on ‘juice points’ to provide information was a particularly innovative, yet entirely feasible, element of the entry, and greatly impressed the judges.” Stuart Catchpole, Innovation Manager at Hethel Innovation and competition lead.

E-Mobility concept design Myths

#3 : Too slow, too expensive

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Myths

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•  Problems with booking process

•  Research in 5 EU countries to create design principles

•  Ideas for new multi-channel booking process

•  Iterative design through prototypes and trial sites

•  Rich insights gathered close to real-time

•  Learning across channels •  Faster to market and

reduced costs

Autoglass booking process Myths

Minimum Viable Research

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Myths

#4 : We can just look at the data

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Myths

Freezer pack of peas

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Myths

Image by notfrancois at flickr.com

#5 : Innovation is driven by technology and design

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Myths

Diagram Copyright © 2009 Roberto Verganti

Epiphany

Nintendo Wii

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Myths

Wii publicity image from Nintendo. Copyright @ 2009 Nintendo of America, Inc

#1 : Leaders are supposed to know the answer

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Challenges

Still image from The Ten Commandments. Copyright @ 1956 Paramount Pictures

#2 : Going deeper than the touch points

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Challenges

#3 : Throwing out the baby

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Challenges

From Zag: The #1 Strategy of High-Performance Brands. Copyright @ 2010 Marty Neumeier

#4 : Lots of data, but little insight

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Challenges

#5 : How to conduct safe-fail experiments

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Challenges

Photo by jervetson at flickr.com

Has business accepted user-centred design?

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Conclusion

Contact

Foolproof Harella House 90-98 Goswell Road London EC1V 7DF

www.foolproof.co.uk

Contact

Foolproof Harella House 90-98 Goswell Road London EC1V 7DF +44 (0)20 7539 3840

www.foolproof.co.uk

john.waterworth@foolproof.co.uk

John Waterworth Experience Strategy

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