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Discovery is the most important business capability in the emerging Age of Insight - it's the missing ingredient that makes Big Data a source of value for businesses and people. The Language of Discovery is an essential tool for providing discovery capability, whether at the scale of designing a single discovery application, determining the value proposition of a new product or service, or managing a strategic portfolio of technology and business initiatives. This presentation outlines the Age of Insight, and suggests deep structural and historic precedents visible in the Age of Reason, especially in the central parallels between Natural Philosophy and the emerging discipline of Data Science. We then review the language of discovery, and consider widely visible examples of products and services that demonstrate the language. We review our own usage of the framework as an analytical and generative toolkit for providing discovery capability, and share best practices for employing this perspective across a variety of levels of need.
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#languageofdiscovery#ageofinsight
Discovery & The Age of Insight
Joe LamantiaProduct Strategy and Design: [email protected]@oracle.comhttp://slideshare.net/mojoe
Oracle.com/goto/EndecaDiscoveryPatterns
Endeca Discovery Pattern Library
designed many discovery solutions
“In the next ten years, digital data alone is expected to grow 44 times. By 2020, there will be 4 billion people online creating 50 trillion gigabytes of data.”HP Intelligent Research
Volume: yotta, yotta, yottaVaried data ‘materials’
social, cultural, personal, environmental, economic, scientific
Full spectrum of granularityReal-time & historical perspectivesCommoditized infrastructure
storage, processing, distribution, publishing
Data ecosystem(s)
“‘Big Data’ always make[s] me think of some weird Star Trek: TNG fan fiction pron.”
Dan Saffer
value!data
value!dataPHASE1 PHASE 3PHASE 2
?
“The ability to take data - to be able to understand it, to process it, to extract value from it, to visualize it, to communicate it's going to be a hugely important skill in the next decades, not only at the professional level but even at the educational level for
elementary school kids, for high school kids, for college kids. Because now we really do have essentially free and ubiquitous data. So the complimentary scarce factor is the ability to understand that data and extract value from it.”
Hal Varian
http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
“the ...scarce factor is the ability to understand that data...”
http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
insight!discoverydata +
discovery is...?
not just search
more than visualization
discovery is making senseof the world
search
visualization
analysis
prediction
Source: The Sensemaking Process & Leverage Points For Analyst Technology
Sensemaking
DiscoveryAct or experience of seeing, finding, learning, or solving something.Something seen, found, learned, or solved.
Sense making activity whose purpose is achieving insight.
InsightGrasping or understanding meaning, significance, and/or a solution.
A valuable change in perspective or understanding that enables or guides further action.
Welcome toThe Age of Insight
Everything is discoverable
http://citydashboard.org/london/
urban status
W Antwerp WT?
influence
data journalism
cultural analytics
‘Cliodynamics’ is a transdisciplinary area of research integrating historical macrosociology, economic history/cliometrics, mathematical modeling of long-term social processes, and the construction and analysis of historical databases.
scientific disciplines
who gets your vote
your secret identity
we know you’re a dog
Everyone discovers
ready data
interaction tools
management tools
engagement models
consumer devices
“The datasexual looks a lot like you and me, but what’s different is their preoccupation with personal data.
They are relentlessly digital, they obsessively record everything about their personal lives, and they think that data is sexy. In fact, the bigger the data, the sexier it becomes.
Their lives - from a data perspective, at least - are perfectly groomed.” data as lifestyle
social exchange
Horizon of Discoverability
present
soon
future
past
discovery capability is expected in all sense making contexts
As I was waiting for a table at a local restaurant the other day, I flipped through a couple of the free classified papers.
I was shocked to realize how dependent I’ve grown on three simple features that just aren’t available in the analog world: search, sort and filter.
http://uxdesign.smashingmagazine.com/2012/04/10/ui-patterns-for-mobile-apps-search-sort-filter/
Discovery is Everyware
multi-channel experiences
networked devices & places ubicomp environments
information shadows
product, service, personal avatars
mixed realities
Discovery is the most important organizational capability in the Age of Insight
age of reason
“Its purpose was to reform society using reason, challenge ideas grounded in tradition and faith, and advance knowledge through the scientific method.
It promoted scientific thought, skepticism and intellectual interchange...”
http://en.wikipedia.org/wiki/Age_of_reason
“Its purpose was to reform society using reason, challenge ideas grounded in tradition and faith, and advance knowledge through the scientific method.
It promoted scientific thought, skepticism and intellectual interchange...”
Zeitgeist
Empiricism in the philosophy of science emphasizes evidence, especially as discovered in experiments.
It is a fundamental part of the scientific method that all hypotheses and theories must be tested against observations of the natural world rather than resting solely on a priori reasoning, intuition, or revelation.http://en.wikipedia.org/wiki/Empiricism
Methods
Instruments
Jacopo ZabarellaGiacomo (or Jacopo) Zabarella (5 September 1533 – 15 October 1589) was an Italian Aristotelian philosopher and logician.
In 1577 he was promoted to the first extraordinary chair of natural philosophy
http://en.wikipedia.org/wiki/Jacopo_Zabarella
http://en.wikipedia.org/wiki/Natural_philosopher
Roles
http://gallica.bnf.fr/ark:/12148/bpt6k57198h.image.langES
CommunitiesCommunities
Data Science
http://upload.wikimedia.org/wikipedia/commons/4/44/DataScienceDisciplines.png
http://nirvacana.com/thoughts/wp-content/uploads/2013/07/RoadToDataScientist1.png
Its purpose is to reform using reason, challenge ideas grounded in tradition and intuition, and advance insight through data science.
Its purpose is to reform using reason, challenge ideas grounded in tradition and intuition, and advance insight through data science.
EmpiricalAugmentedAcceleratedCooperative
“leveraging of existing concepts and approaches from multiple disciplines to derive new concepts and approaches, which in turn enable new ways to achieve and utilize understanding. ...an integration-driven emergence of new disciplines, not just ad hoc collaborations.”
“leveraging of existing concepts and approaches from multiple disciplines to derive new concepts and approaches, which in turn enable new ways to achieve and utilize understanding. ...an integration-driven emergence of new disciplines, not just ad hoc collaborations.”
http://blogs.wsj.com/cio/2013/06/21/data-science-and-the-changing-nature-of-research-and-innovation/
“Quite possibly, data science can be a catalyst for the reorganization of the research and innovation enterprise,”
Empirical
AugmentedAugmented
AcceleratedAccelerated
Cooperative
How to enable discovery?
mediated sense making
information retrieval
precursorsBates - tactics & categoriesO’Day & Jeffries - categoriesCool & BelkinEllis - behaviors & modesMarchionini - IR frameworkSpencer - ModesLamantia - Modes & patterns
Patterns of form are inadequate.
Need & context vary wildly
Task patterns = vague...
insight!activitydata +
Activity Centered Design
The same thing we do every night...
Research
ResearchDevelop &Produce
MarketSell &
Deliver
Operations & Planning
Digital Asset Mgmt
Financial Analysis
Enterprise Search & Knowledge Mgmt
SpendAnalysis
Market Intelligence
Product Information Mgmt
Inventory & DeliverySales &
Customer Analysis
Field Service Analysis
WarrantyAnalysis
MaintenanceRepair & Overhaul
Call Centers & Knowledge Mgmt
Customer Risk Analysis
Part, Commodity & Supplier Analysis
Manufacturing & Quality Inventory &
Demand Visibility
Human Capital Management
Program & Portfolio Mgmt
Data Quality & Governance
Pricing Analysis
Claims Analysis
Service Support &
Maintain
Measure Plan & Operate
solution contexts
scenario analysis
“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering
“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”
“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager
“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement
User Scenarios
The Language of Discovery:
A concrete descriptive language for human discovery activity in diverse contexts.
A simple and consistent vocabulary that is independent of domain, role, information type, etc.
The Language of Discovery:
A concrete descriptive language for human discovery activity in diverse contexts.
A simple and consistent vocabulary that is independent of domain, role, information type, etc.
activity grammar
Leverages what is common in human discovery.
Allows for what varies in contexts of discovery.
Enables understanding of discovery needs and context
Generative tool for discovery capability and experiences
visual grammars
DISCOVERY S
Literary Modes
“a broad, but identifiable literary method, mood, or manner, that is not tied exclusively to a particular
form or genre.”
http://en.wikipedia.org/wiki/Mode_(literature)
ArgumentationThe purpose of argumentation (also called persuasive writing) is to prove the validity of an idea, or point of view, by presenting sound reasoning, discussion, and argument that thoroughly convince the reader.
Rhetorical Modes
http://en.wikipedia.org/wiki/Rhetorical_modes
ExpositionThe purpose of exposition (or expository writing) is to explain and analyze information by presenting an idea, relevant evidence, and appropriate discussion.
Discovery Modes
“a broad, but identifiable discovery activity that is not tied exclusively to a particular context or
domain.”
Identifying Modes
“I need visibility into the parts my colleagues are using globally in order to find the best part possible for my assembly.” - Engineering
“I need to identify customers/marketers/dealers failing & at risk of de-branding based on performance problems.” - Account Rep
“I need to identify problem/success areas and where to intervene and reward.” - SVP Sales
“I need to identify the best customer/consumer/region targets for our brand/products.”- Brand Manager
Identifying Modes
“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering
“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”
“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager
“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement
Comprehending‘To generate insight by understanding the nature or meaning of something’
e.g. “I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan” – Director, Brand Image
Locating
‘To find a specific (possibly known) item’
e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”
– Engineer
domain independentscale independentstructurally consistentsemantically distinctorthogonalconceptually connectedsequencablecombinable
Modes seem to be internalized & common.
they work like music notes
MODE
Exploring‘To proactively investigate or examine something for the purpose of serendipitous knowledge discovery’
e.g. “I need to identify the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices” – Procurement
Monitoring‘To maintain awareness of the status of something for purposes of management or control’
e.g. “I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems”
– Sales Manager
Locating‘To find a specific (possibly known) item’
e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”
– Engineer
Evaluate‘To use judgement to determine the significance or value of something with respect to a specific benchmark’
e.g. “I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price”
– Procurement
Verify‘To confirm or substantiate that something meets some specific criterion’
e.g. “How can I determine if I am looking at the latest information for a part or supplier?” – Supply Chain Specialist
Compare‘To examine two or more items to identify similarities and differences’
e.g. “I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality” – Engineer
best route is?
LocateVerifyMonitorCompareComprehendExploreAnalyzeEvaluateSynthesize
9 modes
LocateTo find a specific (possibly known) thinge.g. I need to find a new part with particular technical attributes and then source it from the most qualified supplier - Engineering
Verify‘To confirm or substantiate that an item or set of items meets some specific criterion’e.g. How can I determine if I am looking at the latest information for a part or supplier? - Supply Chain Specialist
Monitor‘To maintain awareness of the status of an item or data set for purposes of management or control’e.g. I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems - Sales Manager
CompareTo examine two or more things to identify similarities & differencese.g. I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality - Engineering
ComprehendTo generate insight by understanding the nature or meaning of somethinge.g. I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan – Director, Brand Image
ExploreTo proactively investigate or examine something for the purpose of knowledge discoverye.g. I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices - Procurement
AnalyzeTo critically examine the detail of something to identify patterns & relationshipse.g. I need to know the cost drivers for a part such as materials that impact cost. Is the relationship a correlation or step function for a part cost driver? - Engineering
EvaluateTo use judgement to determine the significance or value of something with respect to a specific benchmark or modele.g. I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price - Procurement
SynthesizeTo generate or communicate insight by integrating diverse inputs to create a novel artifact or composite viewe.g. I need to prepare a weekly report for my boss (sales mgr) of how things are going - Account Rep
grammatical structure & behavior
Modes are the verbs of discovery scenarios.
Explore
something
to effect
result or goal.
verb
object
predicate
Discovery Goal
You can explore: peopleplaceseventsobjectsdatatopicsprocesses...??
you said they work like music?
Mode
Monitor
Explore
...currently popular colors over useful intervals
...currently popular colors, or colors popular in the past
Verify
That a color is popular now or in the past
When I use the tool, I can...
Monitor
Explore
...articles to see what is new and available.
...available articles and topics to identify those of interest to me.
Locate
... and read articles of interest, supporting information, and related materials.
As a reader, I can...
Monitor
Explore
...the tweets of people I follow, my followers, community interactions.
...trends and active topics, and suggestions for people to follow.
..tweets, people, hashtags / topics
My twitter home page allows me to...
Locate
Synthesize
...new tweets via composition, retweet, or favorite tweets.
The profile snapshot lets me...
...the author of a tweet to decide if I am interested in them
...the profile and homepage of the author of a tweet
Locate
Evaluate
Comprehend
Explore
Evaluate
A twitter profile page lets me...
...the authors profile to learn more about them
...their activity, followers, tweets, relevance to me
...the author’s interests, point of view,
you said they work like music?
scenario analysis: multiple / sequential modes
Chains
Comparative Search1. Replace a problematic part
(from sourcing, cost or technical perspective)
2. ...with an equivalent or better part
3. ...without compromising quality and cost.
Analyze
Compare
Evaluate
Comparative Search1. Analyze
2. and understand gaps between current cost of commodity
3. versus best in class manufacturing costs.
Analyze
Compare
Evaluate
enterprisescenario chains
Comparative Search
Identify parts used for same function as candidates for commonization and complexity reduction - Core Engineer
Replace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part without compromising quality and cost. - Engineering
Compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality. - Engineering
Compare a lead's performance claims with relevant benchmarks to assess the lead's claims - Portfolio Manager
See the difference between what we are spending and what we should be spending to maximize savings (between actual PO and should costs). - Procurement
Analyze & understand gaps between current costs of commodity versus best in class manufacturing costs - Cost Estimators
Analyze Compare Evaluate
Exploratory Search
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
Explore Analyze Evaluate
Strategic Oversight
Monitor how well we are tracking to revenue and margin targets by division - SVP Sales
Monitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/Inspector
Monitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - Core Engineer
Monitor how well we are tracking to revenue and margin targets by division - District Manager
Monitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand Manager
Financial Analyst: Monitor & assess commodity status against strategy/plan/target
Monitor Analyze Evaluate
Strategic Insight
Track module cost versus functionality over time to determine trends. - Engineering
Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part. - Engineering
Understand a lead's underlying positions so that I can assess the quality of the investment opportunity - Portfolio Manager
Understand a portfolio's exposures to assess portfolio-level investment mix - Portfolio Manager
I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices. - Procurement
Analyze Comprehend Evaluate
Comparative Synthesis
Analyze and understand consumer-customer-market trends to inform brand strategy & communications plan - Director, Brand Image
Find out how many parts I have in my module set of parts and find ways to reduce cost across them - Engineering
Formulate scope & strategy for sourcing and gap closure - Core Buyer
Analyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brand strategy and communications plan - Brand Image Analyst
Analyze Compare Synthesize
Explore Analyze Evaluate
Analyze Comprehend Evaluate
Monitor Analyze Evaluate
Analyze Compare SynthesizeComparativeSynthesis
StrategicOversight
Exploratory Search
StrategicInsight
Comparative Search
Analyze Compare Evaluate
Enterprise Scenario Chains
consumer scenariochains
http://www.flickr.com/photos/t_zero/7350565830/in/photostream/
consumer scenariochains
277 ‘micro-scenarios’ - brief narratives that illustrate the end user’s goal and the primary task/ action they take to achieve it.
• Find best offers before the others do so I can have a high margin.
• Get help and guidance on how to sell my car safely so that I can achieve a good price.
• Understand what is selling by area/region so I can source the correct stock.
• See year-on-year ad spend trends for TV and online to supply to the Head of Global Media.
Qualified Search
A variant of the stereotypical findability task in which immediate verification is required:
“Find trucks that I am eligible to drive” (29 instances)
Locate Verify
A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf
Insight-driven Search
An exploratory search for insight to resolve an explicit information need:
“Assess the proper market value for my car” (45 instances)
Explore Analyze Comprehend
A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf
Opportunity-driven Search
A semi-directed exploration aiming at serendipitous discovery:
“Find useful stuff on my subject topic”(31 instances)
Explore Locate Evaluate
A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf
Explore Analyze
Evaluate
Insight-drivenSearch
Opportunity-driven Search
Comprehend
Explore Locate
Qualified Search
Locate Verify
Consumer Scenario Chains
Mode
recognizable mode chains
Analyze
Evaluate
Comparative Search
1. Analyze the popularity and importance of colors over time to see patterns
2. Compare colors in terms of importance and popularity at various cycles, trends, and moments.
3. Evaluate colors vs. their current and historic importance and popularity.
Color Forecast users can...
...of colors I may use for my purposes
Compare
Analyze
Comprehend
Evaluate
Strategic Insight
1. Analyze events and topics using the data and tools provided
2. Understand the events and topics using the Guardian’s perspective and my own.
3. Evaluate all perspectives, as well as the actions and decisions based on them.
Data blog readers can...
into events & actions of government & society
Analyze
Comparative synthesis
1. Analysis of the causes, participants and events of the UK riots
2. Comparison of suggested causes, insights and explanations into the events.
3. Synthesis of these insights into a coordinated perspective on the riots
Data blog readers can...
of all insights into the causes of the UK riots
Compare
Synthesize
Evaluate
Exploratory search
1. Explore the author’s profile, activity and community interactions.
2. Analyze the author’s followers, activity, tweets, community interaction, who they follow.
3. Evaluate the author to decide their relevance and value.
Twitter users can...
... for valuable people streams to follow
Explore
Analyze
mode networks
Analyze
AnalyzeMonitor
Explore
Compare
Comprehend Synthesize
Evaluate
Verify
Mode Networks
AnalyzeExplore Comprehend
Evaluate
Verify
Locate
Mode Networks
Exploratory Search
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
Explore Analyze Evaluate
Initial SummaryOperative
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
Explore Analyze Evaluate
Initial SummaryOperative
Analyze
AnalyzeMonitor
Explore
Compare
Comprehend Synthesize
Evaluate
Verify
Initial SummaryOperative
Source: The Sensemaking Process & Leverage Points For Analyst Technology
Sensemaking
Initial SummaryOperative
Using the languageUsing the language
To inform the core principles for the user experience of the product
To coordinate the design of product features and functions across channels and form-factors
To evaluate the quality and success of product designs, in terms of usability, engagement, value, etc.
To establish a roadmap for the product's evolution and determine development efforts
To shape strategy for a portfolio of products by understanding the value proposition of current and potential new products
Product Strategy,Definition & Design
Value Proposition
Fully specified, known
Predictable, repeatable, linear,
known
Uncertain, ambiguous, subjective
Unpredictable, iterative, adaptive, looped, opportunity driven
Fully specified, known
Uncertain, unknown changeable, multi-faceted
Ill DefinedWell DefinedWicked
Are we hitting our revenue
targets?
Which is the best product
for my category?
What are our best market
opportunities?
GOAL
PATH
INFO
Ill-Defined & Wicked Problems: A range of examples
What are the main causes of returns & dis-satisfaction?
What & where are the best market opportunities ?
How can we quickly detect
cases of fraud?
What are the major risk/causal
factors for X disease?How can we
improve the fuel efficiency, safety
etc. of our vehicle fleet?
How can we optimize our
market campaigns,
portfolio, etc.?
How can we identify potential
terror cells?
Well defined & stable problem statement
Definite stopping point/solution
Solution can be evaluated as right or wrong
Belongs to a class of similar problems which are all solved in a similar way
Comes with a limited set of alternative solutions
Don’t understand problem until you’ve developed a solution; solutions reveal new facets of or redefine the problem
No stopping rule; “satisficing”, stopping when solution is judged as “good enough”
Solutions are not right or wrong ; solutions assessed in social context
Essentially unique or novel, no standardized solution path or well defined “best practice”
No given alternative solutions; no predefined boundaries on solution
Tame Wicked
Discovery Spectrum: Simple Answers to Complex Insights
Awareness
Facts &Answers
Insight*
Meaning & Context
Knowing that Knowing how & why
LocatingVerifying
Monitoring
ExploringAnalyzing
Synthesizing
Simple Complex
These regions are below
target..
This is the best product for my
category
These are the best market
opportunities…..
* Insight: • Grasping or understanding meaning, significance, and/or a solution• A valuable change in perspective or understanding that enables or guides
further action
To guide the deployment of the product as part of a solution for customers
Identifying needs via scenarios and other solution specification tools
Crafting functional requirements and interaction designs for deployed applications
To describe and publish patterns and best practices in implementation of the product - workspace, application, application suite
solution design for product customers
To guide the deployment of the product as part of a solution for customers
Identifying needs via scenarios and other solution specification tools
Crafting functional requirements and interaction designs for deployed applications
To describe and publish patterns and best practices in implementation of the product - workspace, application, application suite
Mode-based design
discovery application template
Supply Chain ManagementAnalytics and Forecasting
Enables understanding of discovery needs and context
Define & Review the Goals, Problems, & User Context
Goals & Scenarios
§Plan§Optimize§Launch§Build
User Types
§Knowledgeable§Enthusiast§Uncertain Explorer§Manager
Business Goals
§Engagement§Conversion§Cross-Sell§Adoption§Acquisition
Discovery Assets
§Product info§Rich Media§Textual Info§Social Media§Metrics
What decision-discovery
support and information
assets will help them achieve their
goals?
What are business-user critical goals & scenarios? What do they need to
know to succeed?
What are the business
strategies, objectives, &
priorities?
Modes & Chains
§Locate§Explore§Strategic Insight§Qualified Search
How do people need to interact with information assets & each
other to achieve their goals?
Who are the critical users and
how do their discovery needs
& behaviors vary?
Supply Chain Process
Source ManufacturePlan Distribute Replenish
Planning Team Planner / Analyst Planning Manager
Planners: Needs & Goals
Planner / Analyst
• Create and update accurate forecasts on a weekly basis at a very detailed level, such as the number of packs of each product SKU needed for a single store. Forecasts evolve through several iterations before reaching their final state, allowing and requiring Planners to incorporate data on sales, inventory, customer activity, etc. as it accumulates in real time.
• Improve the accuracy of forecasts and forecasting methods by understanding the nature, degree, and source of forecasting errors in reference to a large number of defined metrics and performance measures.
• Analyze and understand changes in the factors affecting forecast accuracy, and enhance forecasting methods to reflect these changes.
Planning Manager
• Monitor and review the accuracy of Planners’ forecasts to assess individual and team performance
• Determine the specific metrics and performance measurements that Planning teams use for reference, based on the long-term goals of the organization.
• Evaluate and improve the effectiveness of forecasting practices and tools used by planning teams
Managers: Needs & Goals
• Achieve 100% forecast accuracy
• Maintain forecast accuracy over time, and in all situations.
Planning Team
recognizable mode chains
Synthesize
Analyze
To create new forecasts, Planners:
Analyze their previous forecasts and newly identified causal factors
Compare them to accuracy baselines and the expected impact of correlating factors such as seasonal events or weather
Create new forecasts that reflect insights from analytical activities
Planners: Mode Chains
Comparative Synthesis
Compare
Demand Forecast
activitydata +
To improve forecasting accuracy, Planners:
Analyze cumulative and historical accuracy and error rates to
Understand the factors affecting forecasts
Evaluate the relevance and usefulness of newly identified causal factors by retrospectively including them in previous forecasts
Planners: Mode Chains
Analyze
Comprehend
Evaluate
Strategic Insight
Causal Factoractivitydata +
Analyze
Managers assessing Planner performance:
Monitor the accuracy of forecasts made by individual analysts and the team
Analyze forecasts for patterns and trends in variance and accuracy
Evaluate the effectiveness of analysts, and forecasting methods.
Planning Managers: Mode Chains
Evaluate
Strategic Oversight
Monitor
Forecasting Method
activitydata +
Location Forecast
Causal Factor
Forecasting Methodology
Item Forecast
Discovery scope
???
Generative tool for discovery capability and experiences
how much?
when & where?
what behavior?
Information in workspaces:
3 screen types composed of defined components (portlets) offering discovery ‘functions’
• faceted navigation• data visualization• application navigation• tabular data• search• context management• metrics• alerts• filtering
Application Structure
Dashboard Screen
Planners Monitor the accuracy of their own forecasts compared with established baselines and targets.
Planning Managers Monitor the accuracy of all the forecasts made by the Planning team.
Dashboard Screen
Planner / Analyst Planning Manager
Monitor Analyze Evaluate
Strategic Oversight
One pane enables monitoring of each major area of supply chain activity, such as Inventory or Capacity.
Provides summary status of processes via KPIs and measurements.
Dashboard ScreenA chart presents historical values of these measures for Analysis.
Alerts allow Planners to monitor, analyze, and evaluate changes to supply chain flow.
Initiate the Strategic Insight chain: follow linked data points in charts, metrics and alerts ‘deeper’ into the information space.
Dashboard Screen
Focused on one sub-function of the supply chain: forecasts and activity for ‘restocking’ of products in retail settings through stages of the supply chain.
Search, Breadcrumb, and Faceted Navigation components allow the user to understand & manage the data that is presented in the workspace tables, charts, while analyzing the information.
Summarize and communicate workspace context to users to provide orientation and comprehension.
Analysis Screen
‘Metric summary’, which follows on from the performance indicators identified on the Dashboard,
Visibility into the smaller scale measures that determine the status of the supply chain; specifically, the accuracy of forecasts (compare & evaluate).
Analysis Screen
Below the summary, a group of components presents a visualization and data grid of a single metric grouped by one or more variables (e.g. quantity by product type) to enable analysis.
These ‘metric breakouts’ help Planners and Managers comprehend the factors contributing to the status of each metric. This combination facilitates a wider range of analysis methods than either presentation method supports alone.
Analysis Screen
Supporting tables provide lists of the individual transactions for detailed analysis and evaluation.
Analysis Screen
Analysis Screen
Analyze Comprehend EvaluateStrategicInsight
Analyze Compare SynthesizeComparativeSynthesis
Planner / Analyst Planning Manager
Planning teams use the Trends screen to explore and understand the state of the supply chain, and the accuracy of their forecasts over time.
For this purpose, the Trends screen is primarily designed to support the Exploratory Search (Explore-Analyze-Evaluate) and Comparative Synthesis (Analyze-Compare-Synthesize) chains, in which Planners and Managers seek to identify new patterns in time and supply chain activity and suggest potential causal factors.
The value of the Trends screen is best understood in the context of sequences of mode chains, such as Strategic Oversight in companion with Comparative Synthesis or Exploration Driven Search in companion to Strategic Insight.
Trends Screen
Analyze Compare SynthesizeComparativeSynthesis
Explore Analyze EvaluateExploration-drivenSearch
Planner / Analyst Planning Manager
Sequences
Planners will follow the Strategic Oversight chain for visibility into the status of their published final forecasts vs. actual activity in the supply chain;
When errors or variances beyond an acceptable threshold emerge in one or more forecasts, they will switch to the Strategic Insight chain in order to understand the new situation.
They will move on to the Comparative Synthesis chain to revise their forecasts to reflect their newly generated insights and improved understanding.
They will then switch back to Strategic Oversight to maintain ongoing awareness of the accuracy and effectiveness of their revised forecasts over time.
StrategicInsight
Comparative Synthesis
StrategicOversight
StrategicOversight
Planners: Mode SequencesPlanner / Analyst
StrategicInsight Comparative SynthesisStrategic
OversightStrategicOversight
Mode Sequences
Business Process Optimization
“Process optimization is the discipline of adjusting a process so as to optimize some specified set of parameters without violating some constraint. The most common goals are minimizing cost, maximizing throughput, and/or efficiency. This is one of the major quantitative tools in industrial decision making.http://en.wikipedia.org/wiki/Process_optimization
A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers.
Planning Managers seeking to improve the forecasting practices and methods of their teams will employ a sequences of mode chains that begins with Exploratory driven Search, to identify exemplars of particularly strong or weak forecasts and forecasting practices.
They will move to Strategic Insight to understand how and why these practices exhibit strength or weakness.
Comparative Synthesis will help Managers formulate new or improved measurements and forecasting practices.
They will rely on Strategic Oversight to gauge the effectiveness of new or enhanced practices once in effect.
StrategicInsight
ComparativeSynthesis
ExploratorySearch
StrategicOversight
Managers: Mode SequencesPlanning Manager
StrategicInsight
Comparison-driven Synthesis
Exploration-driven Search
StrategicOversight
Mode Sequences
Business Process Re-Engineering / Design
“Business process re-engineering is the analysis and design of workflows and processes within an organization.”
http://en.wikipedia.org/wiki/Business_process_reengineering
language for business-level dialog around sense
making
Enterprise Information Usage
Enterprise Information Usage
Enterprise Information Engagement ScenarioManage My Benefits
Simone -- a marketing director working for a discount travel seller -- had her first child earlier in the year, and wants to modify her benefits elections.
Specifically she wants to begin depositing money in the dependent care spending account offered by her employer's benefit plan.
Simone does not know how the dependent care accounts 'work' (depositing funds, claiming funds, directing reimbursements, filing taxes, etc.) under her benefits plan.
Simone needs to find information answering these questions.
Simone also needs to locate and use the tools for setting up and managing a dependent care spending account.
Mode GroupSpecific Modes of Engagement
Enterprise Information Engagement Landscape
Information SourceSpecific examples
System / physical sources
Tools / systems people useUsage profile
Interaction typeSpecific relationships
Data structureSources
Form of data
Summary of users’ activities“Kind of insight”
Enterprise Information Engagement ScenarioManage My Benefits
Simone -- a marketing director working for a discount travel seller -- had her first child earlier in the year, and wants to modify her benefits elections.
Specifically she wants to begin depositing money in the dependent care spending account offered by her employer's benefit plan.
Simone does not know how the dependent care accounts 'work' (depositing funds, claiming funds, directing reimbursements, filing taxes, etc.) under her benefits plan.
Simone needs to find information answering these questions.
Simone also needs to locate and use the tools for setting up and managing a dependent care spending account.
LookupLocateVerify
Monitor
Seeking definitive answers“Knowing that __”
Structured dataInternal sources
Data point / factoid
ProceduralBusiness <-> Staff
Self-service toolsUniversal usage
Transactional systemsHR, payroll, IT, procurement, expenses, travel, corporate
directories, etc.
Records, standard policies and procedures
Self-Service ScenarioJoin A Project TeamAvery -- a medical billing supervisor for a regional hospital group -- is newly attached to a long-running project to improve customer satisfaction around billing processes within the hospital group.
He needs to get 'up to speed' on what has happened with the project to date, understand who is part of the project and their roles, and begin participating directly in the project's ongoing activities.
Avery needs to find and secure access to active project-related areas and artifacts in the hospital network's collaboration tools, identify the other embers of the project team and understand their roles on the project as well as within the hospital network's organizational landscape, and locate numerous collections of project-specific information residing in a number of specialized applications used by the various groups that facilitate the billing process.
Self-Service ScenarioJoin A Project TeamAvery -- a medical billing supervisor for a regional hospital group -- is newly attached to a long-running project to improve customer satisfaction around billing processes within the hospital group.
He needs to get 'up to speed' on what has happened with the project to date, understand who is part of the project and their roles, and begin participating directly in the project's ongoing activities.
Avery needs to find and secure access to active project-related areas and artifacts in the hospital network's collaboration tools, identify the other embers of the project team and understand their roles on the project as well as within the hospital network's organizational landscape, and locate numerous collections of project-specific information residing in a number of specialized applications used by the various groups that facilitate the billing process.
LearnExplore
CompareComprehend
Collaboration toolsSimilar usage
GroupwareWikis, group / team / project sites &
workspaces, employee forums, Enterprise 2.0, email
Document repositories, file shares, ECM, sharepoint
Qualitative infoInternal sources
Assets / containers
CommunicativeBusiness <-> Staff
Staff <-> StaffUnit <-> Unit
Learning from diverse assets“Knowing about __”
Self-Service ScenarioTake Over Customer AccountsStuti -- a customer accounts manager working for a training and development firm -- needs to 'take over' the client accounts handled by a co-worker going on leave.
Stuti receives a cursory briefing before her co-worker goes on leave, but has to begin working directly with clients before she has the opportunity to study them in depth.
Stuti has to learn the status and history of all the accounts she is taking over, understand and communicate the firm's plans for the various products and services clients purchase from the firm, and identify and pursue the firm's sales and relationship goals for these clients based on the importance of each client to the firm.
Stuti has comprehensive access to the all the applications, collaboration tools, and information repositories used by customer accounts managers to service clients, and work with other teams inside the firm.
However, she has little guidance on which specific resources, documents, artifacts, and collections of data can most effectively tell her the current state of her new accounts, and which tools and pieces of information usefully communicate the history of the firm's relationships with these clients.
Self-Service ScenarioTake Over Customer AccountsStuti -- a customer accounts manager working for a training and development firm -- needs to 'take over' the client accounts handled by a co-worker going on leave.
Stuti receives a cursory briefing before her co-worker goes on leave, but has to begin working directly with clients before she has the opportunity to study them in depth.
Stuti has to learn the status and history of all the accounts she is taking over, understand and communicate the firm's plans for the various products and services clients purchase from the firm, and identify and pursue the firm's sales and relationship goals for these clients based on the importance of each client to the firm.
Stuti has comprehensive access to the all the applications, collaboration tools, and information repositories used by customer accounts managers to service clients, and work with other teams inside the firm.
However, she has little guidance on which specific resources, documents, artifacts, and collections of data can most effectively tell her the current state of her new accounts, and which tools and pieces of information usefully communicate the history of the firm's relationships with these clients.
InvestigateAnalyzeEvaluate
Synthesize
Investigating data for insight“Knowing why __”
AnalyticalUnit <-> Unit
Business <-> Market
Poly-structured dataInternal & external sources
Data sets & graphs
Operational systemsR&D, product development, ERP,
financials and EPM, sales & marketing, CRM
operational data, 3rd party data & public data
Discovery tools Idiosyncratic usage
Zone 1 Zone 2 Zone 3
LookupLocateVerify
Monitor
LearnExplore
CompareComprehend
InvestigateAnalyzeEvaluate
Synthesize
Simple??’s
Complex??’s
Self-service Enterprise Information Engagement Landscape
Transactional systemsHR, payroll, IT, procurement, expenses, travel, corporate
directories, etc.
Records, standard policies and procedures
GroupwareWikis, group / team / project sites &
workspaces, employee forums, Enterprise 2.0, email
Document repositories, file shares, ECM, sharepoint
Operational systemsR&D, product development, ERP,
financials and EPM, sales & marketing, CRM
operational data, 3rd party data & public data
Self-service toolsUniversal usage
Collaboration toolsSimilar usage
Discovery tools Idiosyncratic usage
AnalyticalUnit <-> Unit
Business <-> Market
ProceduralBusiness <-> Staff
CommunicativeBusiness <-> Staff
Staff <-> StaffUnit <-> Unit
Structured dataInternal sources
Data point / factoid
Qualitative infoInternal sources
Assets / containers
Poly-structured dataInternal & external sources
Data sets & graphs
Seeking definitive answers“Knowing that __”
Learning from diverse assets“Knowing about __”
Investigating data for insight“Knowing why __”
Twitter.comTwitter.com
Monitor Synthesize
Locate
Explore
Monitor
• New tweets by people the user follows• Interactions with other twitter users• Activity related to the user’s profile• People, topics, or items recommended
• New tweets by people the user follows• Interactions with other twitter users• Activity related to the user’s profile• People, topics, or items recommended
Monitor Analyze Evaluate
Strategic Oversight
Analyze
AnalyzeMonitor
Explore
Compare
Comprehend Synthesize
Evaluate
Verify
Mode Networks
Explore Analyze
Evaluate
Insight-drivenSearch
Opportunity-driven Search
Comprehend
Explore Locate
Qualified Search
Locate Verify
Consumer Scenario Chains
AnalyzeExplore Comprehend
Evaluate
Verify
Locate
Mode Networks
Header
Stream
CoreSecondary
Monitoringconsoles
Monitoringconsoles
Search results
Home
Me
#Discover@Connect
Favorites Lists
Following Followers
Mentions
Activity Who to follow
Find friends
Browse categories
TweetShared asset
Exploration & extensionworkspaces
Best Practices
• Using the modes as a generative design tool requires mapping of information assets.
• Not a one-to-one correspondence between a composite of modes such as a chain, and an interaction component of any size or scope.
• Modes are useful as alignment tool for product’s concept model and users’ mental models.
• Well designed interaction components combine modes together into compact functions that accomplish more than one ‘micro-task’ at the same time – e.g. Show conversation link locates and presents info for exploration / comprehension/ analysis.
• Every individual system will have its own idiosyncratic network of modes and chains that arises from the particular user journeys it needs to support. Designers must understand and reference this local map to create effective systems, and specifically to define the right UX architecture.
• Local mode networks should be analyzed along three axes: for recurring modes and mode chains, for intersecting or overlapping modes and mode chains, and for sequences of modes and chains.
• Constructive units need ‘linkages’ – not sure what / how to represent linkage using current language. Continuity is one thing linkages address and enable. Need an understanding / definition of continuity.
• Scope of information needed for an activity and the interaction component that enables it can be addressed via density of info, or scope of interaction component.
•
learn hearts & mindsrely on known modes & sequencesparsimonious compositionhunt cross-channel flowsoptimize for core scenariosevery interaction enhances insight
References & ResourcesLanguage of Discovery
Publications Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of EuroHCIR 2011, London, UK. http://ceur-ws.org/Vol-763/paper4.pdf
Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of HCIR 2011, California, USA. https://docs.google.com/a/kent.edu/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQ
Russell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012, Nijmegen, NL.
Designing the Search Experience: http://www.amazon.com/Designing-Search-Experience-Information-Architecture/dp/0123969816
References & ResourcesThe sensemaking process and leverage points for analyst technology as identified through cognitive task analysis, Pirolli, P., & Card, S. (2005)https://analysis.mitre.org/proceedings/Final_Papers_Files/206_Camera_Ready_Paper.pdf
Exploratory search: from finding to understanding, Gary Marchionini, Communications of the ACM, Volume 49 Issue 4, April 2006http://www.ischool.utexas.edu/~i385t-sw/readings/Marchionini-2006-Exploratory_Search.pdf
Lamantia, Joe. “Goal Based Information Retrieval Experiences” JoeLamantia.com, (June 20, 2006).http://www.joelamantia.com/informationarchitecture/goalbasedinformationretrievalexperiences
Lamantia, Joe. “10 Information Retrieval Patterns” JoeLamantia.com, (June 29, 2006).http://www.joelamantia.com/information-architecture/10-information-retrieval-patterns
Lamantia, Joe. “Discovering User Goals / IR Goal Definitions” JoeLamantia.com, (June 24, 2006).http://www.joelamantia.com/information-architecture/discovering-user-goals-ir-goal-definitions
Spencer, D. 2006. “Four Modes of Seeking Information and How to Design for Them”. Boxes & Arrows: http://www.boxesandarrows.com/view/four_modes_of_seeking_information_and_how_to_design_for_them
Bates, Marcia J. 1979. "Information Search Tactics." Journal of the American Society for Information Science 30: 205-214
Bates, Marcia J. 1989. "The Design of Browsing and Berrypicking Techniques for the Online Search Interface." Online Review 13: 407-424.
Broder, A. 2002. A taxonomy of web search, ACM SIGIR Forum, v.36 n.2, Fall 2002
References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Glaser, B. & Strauss, A. 1967. The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine de Gruyter.
Jarvelin, K. and Ingwersen, P. 2004. “Information seeking research needs extension towards tasks and technology”, Information Research, Vol. 10, No. 1. (October 2004)
Kuhlthau, C. C. 1991. Inside the information search process: Information seeking from the user's perspective. Journal of the American Society for Information Science, 42, 361-371.
Marchionini, G. 2006. Exploratory search: from finding to understanding. Commun. ACM 49(4): 41-46
Norman, Donald A. 2006. Logic versus usage: the case for activity centered design. Interactions 13, 6
O'Day, V. and Jeffries, R. 1993. Orienteering in an information landscape: how information seekers get from here to there. INTERCHI 1993: 438-445
Rose, D. and Levinson, D. 2004. Understanding user goals in web search, Proceedings of the 13th international conference on World Wide Web, New York, NY, USA
Salton, G. 1989. Automatic Text Processing: The Transformation, Analysis, and Retrieval of Information by Computer. Addison-Wesley, Reading, MA.
Sutcliffe, A.G. and Ennis, M. 1998. Towards a cognitive theory of information retrieval. Interacting with Computers, 10:321–351.
References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Ellis, D. 1989. A Behavioural Approach to Information Retrieval System Design. Journal of Documentation, 45(3), pp. 171-212.
Ellis, D., Cox, D. & Hall, K. 1993. A Comparison of the Information-seeking Patterns of Researchers in the Physical and Social Sciences. Journal of Documentation 49(4), pp. 356-369.
Ellis, D. & Haugan, M. 1997. Modelling the Information-seeking Patterns of Engineers and Research Scientists in an Industrial Environment. Journal of Documentation 53(4), pp. 384-403.
Makri, S., Blandford, A. & Cox, A.L. 2008. Investigating the Information-Seeking Behaviour of Academic Lawyers: From Ellis’s Model to Design. Information Processing and Management 44(2), pp. 613-634.
Meho, L. & Tibbo, H. 2003. Modeling the Information-seeking Behavior of Social Scientists: Ellis’s Study Revisited. Journal of the American Society for Information Science and Technology 54(6), pp. 570-587.
Joe LamantiaProduct Strategy and Design: [email protected]@oracle.comhttp://slideshare.net/mojoe