For Spanish bank BBVA, IDEO examined the interaction experience of ATM’s, which has lagged dramatically behind the actual technology powering these machines. From simple yet impactful tweaks like 90-degree booth rotation for better privacy to cutting-edge customization software, the prototype — which took two years of development — offers a seamless, highly visual bridge between physical and virtual.
Great example of the design innovation process informed by ethnography.
From Engineering Orientation to Design Orientation Obi-Wan and Boeing
In his BlogWell Seattle case study presentation, “Obi-Wan and Boeing,” Communications Director, Todd Blecher, spoke about the evolution of Boeing’s online communication approach [the reasoning behind the new Boeing.com].
Todd explained that by focusing on storytelling, sharing, and video, they have been able to change the tone of their online content from technical and boring to personal and interesting.
Good Design
Good design results from a sensitive attention to — and expression of — subtleties.
Design Management
One can not begin to understand the role of Design Management — or its purpose — until one begins to understand the difference between the mundane and an experience.
If you are trying to achieve the mundane (starting at broken and going all the way up to undesirable and even forgettable), you do not need design, nor do you need Design Management.
The moment you decide that you want to go beyond the mundane, you must see beyond the singular act (of the transaction) and take note of the big, holistic picture that revolves around the experience of the act and all touchpoints concerned.
Each and every single facet of an experience needs to be contemplated — designed — for optimal performance. This is where design (at its best) comes in, and this is where enlightened management — hence Design Management — is critical.
Forget Design Management unless you strive for excellence. If you strive for excellence, be prepared to go far beyond the mundane — from the boardroom to the showroom.
Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question “Why?” His examples include Apple, Martin Luther King, and the Wright brothers — and as a counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.
People don’t buy what you do — they buy why you do it.
An interview with David Kester, Chief Executive, Design Council. To foster a culture of innovation, managers must look outward to identify consumers’ problems and spark ideas for solving those problems. They must also ease employees’ fear of change.
Properly identifying the correct problem to solve is one of the most important (yet often overlooked) challenges of the design process.
Design with Intent: 101 Patterns for Influencing Behaviour Through Design
All design influences our behaviour, but as designers we don’t always consciously consider the power this gives us to help people, (and, sometimes, to manipulate them). There’s a huge opportunity for design for behaviour change to address social and environmental issues where people’s behaviour is important, but as yet little in the way of a guide for designers and other stakeholders, bringing together knowledge and examples from different disciplines, and drawing parallels which can allow concepts to be usefully transposed. The Design with Intent toolkit (the cards and wiki) aims to make a start, however small, on this task.
I use the term Design with Intent to mean design that’s intended to influence or result in certain user behaviour — it’s an attempt to describe lots of types of systems (products, services, interfaces, environments) that have been strategically designed with the intent to influence how people use them. This reflective approach can be valuable for designers: being aware that we’re designing not just products, not just experiences, but actually designing behaviour at one level or another. Whether we mean to do it or not, it’s going to happen, so we might as well get good at it — and understand when it’s being done to us.
Design must be accessible. Design must enable a user to connect with the user’s intention (whether it be to use a product, consume information or experience an environment) in the most efficient manner possible, barring unnecessary barriers to entry that may limit the accessibility of the designed product/service/experience.
Design must provide utility. Design must [at minimum] enhance [and ideally] maximize the user’s overall value gained by way of interacting with a designed product/service/experience.
Design must provide expedience. Design must go beyond accessibility and utility by expediting the user’s path from initial engagement to satisfaction.
On Design Management
Without a solid design management team in place charting a coherent designstrategy, all the design thinking in the world can’t save you.
And Lord help you if all you have is design styling.
PUMA and Yves Béhar developed over 21 months a more sustainable packaging and distribution system in keeping with PUMA’s ongoing commitment to sustainability.
