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 Experience Strategy
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