Archive for the ‘design strategy’ Category

The User is Drunk

This is the best approach to UX design that I’ve seen in all my years of doing this stuff. Hilarious, too! https://www.youtube.com/embed/r2CbbBLVaPk

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Wow – pretty violent reaction from this content strategist to the idea of responsive design. Some valuable nuggets of truth in there, though. Here’s a snippet:

Jumping on the responsive web design bandwagon before developing a formal, repeatable content strategy, and ensuring it is connected to your content delivery mechanisms means you have not thought through the process. Not doing so is irresponsible, unprofessional, and a big waste of money.

Read the full article by Scott Abel on eContent magazine .

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Moving into Social Media

Presentation to the board of the Delaware Valley Bicycle Club

Moving into Social Media

This is a presentation I am working on to present to the board of the Delaware Valley Bicycle Club (DVBC.org) to help them think about how they might begin using social media to promote their rides and events.


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Helpful insights on some common traps UX designers’ fall into, from Silicon Valley insider Marty Cagan. Thanks to @A_Silvers for posting on Twitter. A sampling:

… don’t try to show taxonomies, concept maps, site maps, task analysis grids, design process maps and even wireframes to execs.  These tools are all useful for designers, but not for execs.  Please trust me when I say they will only serve to freak out the execs.

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Enjoyed this short essay by Don Norman on why “A Product is More Than The Product.” Here’s a snippet:

In reality a product is all about the experience. It is about discovery, purchase, anticipation, opening the package, the very first usage. It is also about continued usage, learning, the need for assistance, updating, maintenance, supplies, and eventual renewal in the form of disposal or exchange. Most companies treat every stage as a different process, done by a different division of the company: R&D, manufacturing, packaging, sales, and then as a necessary afterthought, service. As a result there is seldom any coherence. Instead, there are contradictions. If you think of the product as a service, then the separate parts make no sense–the point of a product is to offer great experiences to its owner, which means that it offers a service. And that experience, that service, is the result of the coherence of the parts. The real value of a product consists of far more than the product’s components.

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Below are my notes from Samantha Starmer’s presentation at IA Summit 10 on “The Holistic Customer.”

NOTE: This YouTube video is from the MX 2010 conference, but it covers the same material Samantha presented at IA Summit.

Works for REI: started in 1938, member-owned

Started with story:  Speaking at a conference in Palm Springs – got to stay in a fancy resort hotel.  But had been flying all day and was tired; wanted an adult beverage.  Wine on hotel menu cost $80.  Decided to find a grocery store nearby. But had to get out of the 13 acre resort… with a crappy map. Had to tip someone to find the exit of the hotel. After getting her alcohol, she got lost in the dark at the hotel. She gave the hotel a FAIL for explorability.

Later learned that they have a no-sign policy. They even asked conference attendees to remove their conference badges (!). No signs on the doors; no label on the ice machine door or restaurant.

Why should you care about this story?

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RD: I’d like to ask for a favor: please sing happy birthday to my son Alex, who is 10 years old today. [And we did.]

Vanguard’s UX is quite mature and quite large, and the UX of the online channel is very important to us. Because of that, we spend a lot of time trying to improve it.  There are lots of projects in flight, each trying to make improvements to the experience.

Flight analogy: Let’s pretend one of our teams was asked to improve this aircraft to carry more cargo. And then another team decides that passenger capacity is really important.  And then another one decides speed is really critical – another redesign.

We have a problem very similar to this at Vanguard: each team has its own objective, so they lose sight of the big picture.

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