the melee and confusion over 'responsive'

So… the hot thing in the web the last few months is a book called ‘responsive web design’. It’s a good book, very tactical, applicable in may instances. So why do I bring this up? Because like many things, it is getting distorted, misinterpreted and in some ways both under and over acknowledged.

The over arching goal of all IA, IxDA’s, UXA’s etc is to match the experience we help to create with the context of use and to some extent the expectations of the user. Back before there was something called interaction design, I used to hire industrial designers. Not because I was doing industrial design, but because they, more than any other school of design understood context. And in the 15 years that I’ve been working in this space, it’s been an constant effort to be more contextually aware.

Responsive design is not a thing. It’s not really even a set of tools or methods. It’s simply a book title. It is a book about trying to embrace context across the many devices that now have access to the web.

At the executive level there is always a danger of over simplification. New executives often use catch phrases as levers to promise progress… SEO, agile, and user centric are recent examples of this. I doubt many at the VP level of fortune 500 companies have taken time (or should) to read the book. So logically, the have an abridged definition. That definition is often optimistic as user experience folks struggle to achieve in alignment with product or engineering regarding their user experience aspirations.

So when you’re talking upwards in your company about ‘responsive’, what do you think they hear? More often than not, the key words heard will be ‘more efficient’, they’ll also hear ‘one-size-fits-all”, they hear ‘cheaper’. The responsive book is not targeting and should not be targeting any of those. All of that work is about making the experience better. Our customers rarely need mobile tools while setting at their desk. And they likely don’t need every feature on their handset.

Here are four simple constructs for developing web experiences for a range of devices and context.

~ Design to scale for multiple screen sizes. (yep, pretty obvious)

~ Consider the interaction differences between key/mouse, and touch devices.

~ Prioritize based upon the context of use.

~ Include or exclude functionality thoughtfully across devices anticipating the context of use.

There is not a lot of magic or need for ‘special sauce’ in the mobile space these days. A good, well educated user experience architect (UXA) will have deep understanding for context of use and will take care to thoughtfully investigate, empathize and consider these uses in the design. This is what good interaction design is.

The predictable state of retail.

Standing in line last night at a big box store (that sells office supplies), a curious sequence of events had me thinking how desperate all of this seems. I was there to buy a simple cardboard box. In the transaction, I was asked if I had or wanted a warranty card. I was then asked if I wanted to get a deal (2 for $10) on printer paper. As my transaction came to a close, I was handed three pieces of paper. My receipt was expected, and a coupon for my next visit was also somewhat expected, but the coupon for a local shoe store was not. How does all of this relate to my visit for a cardboard box?

The trend towards infinite expansion of offerings, and 'anything for a buck' promotions reminds me a couple of other industries... notably the airlines and long distance calling. You've probably noticed that long distance calling is now free, and airlines have resorted to silly things like charging extra for snacks and your luggage.

There is always someone who will work for less. That's not a disruptive business model. That's competition. Retailers need to focus on what they do well. They deliver immediacy, they deliver a human touch point, they allow you to try on that blouse, and they offer an opportunity for customer service. These are core attributes that brick and mortar stores offer over and above most any dot com. Focus on what you do best, and scale to meet demand.

Why you should not have a mobile UX team.

A radical thought? Maybe, but it’s worth considering. Silo’d teams may make sense for technology solutions, but not for user or customer centric work. Should you have a dedicated mobile engineering group? Maybe, but this thought is primarily focused on UX.

In this era, successful products rarely come from pure engineering efforts. That is the ‘technology first’ approach of a bygone era. That doesn’t mean that have a first rate engineering team isn’t important. It is as important as it ever has been. What it means is that the real tactical advantage in competitive markets is a focus on customer needs. It always has to come first…

but back to the first point…

What we thought about mobile just 12-18 months ago is now old school. Yes, some people still make lists on their desktop and send it to the phone, but that is now latent behavior. If you want to capture the early adopters (who by the way will be your loudest advocates when you’re successful) you have to think differently. Mobile needs to be an integrated strategy, not separate and definitely not an after thought.

But here is the real trick to mobile. Very little of it is specialized. If your mobile strategy and design crew don’t really really understand the context of use… then they probably should not be designing in the user experience realm anyway. Context… which is key to understanding mobile, is a core insight for ANY designer working in this space.

So arm your user experience team with tools, thoughts and the freedom to think beyond the desktop and in the mobile space. It’s what they want to be doing anyway.

Customer Service

from the description on Crunchbase regarding Tony Hsieh of Zappos:

"He eventually joined Zappos full time in 2000. Under his leadership, Zappos has grown gross merchandise sales from $1.6M in 2000 to $840M in 2007 by focusing relentlessly on customer service."

very telling.

Should we treat our bosses like we treat our kids?

There comes a time in every person's life when we need to realize that parenting is about doing what's best for the kid over the long haul. Yes we want them to 'be' happy, but making them happy day in day out is not. Teaching them to love themselves is the key... than and only then can they find happiness. Parenting is often about doing the hard thing... or more... about making your child do the hard thing.

In 'free agent nation' Daniel Pink pontificates about the average tenure of the corporate employee being very shot in comparison to our parent's era. Does this mean we answer up to extend or amplify our career? After all... we may not really be invested for the long haul. We may see ourselves with a five year stint... the company will go on... and I've got to gain as much ground as I can in those five (I'm exaggerating because my boss is likely to read this) years.

I think I am old school. I thin operating from the perspective that 'I can always get another job' is appropriate. It puts you in a position to answer hard questions, serve the bad tasting medicine and in short, do the right thing.

How relevant is the big stage?

Unless you are very early in your career, or intend to live your live in the cocoon of large corporations, the prudent strategy is to adopt a different criterion. For the majority of customers and users, large corporations are losing relevancy. The corporate culture is one of 'play to not lose' and risk mitigation, rather than innovation. You must have this sort of experience on your resume, but it can be a negative factor in building a significant body of work, particularly as a designer. The first rule to know is that you should look for a great boss... rather than a great job title or description. The second is to determine whether the role provides one of the following: the ability to do great work... and the room to do work that matters. If you can get both, you are doing really well... for most of you, just getting in a position for one of those will be difficult. Have high standards for these criteria and don't let go of them. The opportunities are out there.

You’ve been tagged

So you're driving south on the Edens parkway and it occurs to you that there might be an event in downtown Chicago. You know, the kind of event that has a definite start, a hard stop, and fills parking lots. You wonder… “how is the traffic and do I need an alternate route?” You grab your iPhone and pull up Google maps and turn on the ‘show traffic’ function. You’ve just become a sensor. You are reading your own data and so are all the other iPhone Google maps users.

In a recent New York Times article entitled, “The Data-driven Life”, Gary Wolf chronicles examples of individuals using a closed loop feedback system (often their phone) and some basic hypothosis and A/B test strategies to uncover cause and effect in their daily lives. From the benefit of herbal remedies to the impact of sleep habits to asking, “why do I run faster on the weekend?” What this fine article does not do is address the aggregate data gathering that is ongoing using those same tools. It is a data gathering process that you only sort of opt into. The upside is that it could present a fantastic data set for uncovering social behavior that helps us better understand ourselves. The only real question is who owns the data, and who benefits from its analysis.

So next time you head out the door and pop you cell phone in your pocket… think about what you will be doing for the next few hours. And, imagine that little tag that surrounds the ankle of the pigeon pestering you for food scraps in the park. You have one too.

Beyond the research…

You’ll find my take on research pretty simple. We, as designers, don’t do or have enough of it. All you need to do is look at the percentage of products that fail miserably in the marketplace. Successful products (those that are profitable for over three years) are less that 10% of those introduced. In any sport that is miserable.

We should stop doing (that type of) research when conditions are stable (not changing) and we find no new information.

So, what else is there?

The answer is always the same - know more about your customers. Spend five years working the store floor. Spend months in observation labs watching usability studies. Immerse yourself in a tradeshow for three consecutive days. Build data driven personas. All of these add to your base of information. Reading, of all things, a book on running I came across an interesting approach.

In Southern Africa, live a small tribe of bushman called the Kalahari. They have an interesting approach. It goes something like this (my online reference points inline).

“Even after you learn to read the dirt (site metrics and analytics), you ain’t learned nothing. The next level is tracking without tracks, a higher level of reasoning known in the lit as ‘speculative hunting.’ The only way to pull it off… …was to project yourself out of the present and into the future, transporting yourself into the mind of the animal you’re tracking.”

This is at the core of what persona building is really all about. It’s similar to method acting. If you can lose a little of yourself in the process of putting yourself in the heads of customers… you will gain some insight. This is far different that introspection or “designing for oneself.” But again, all of this must be data driven.

“Visualization… empathy… abstract thinking and forward projection… When you track, you’re creating casual connections in your mind, because you didn’t actually see what the animal did… …with speculative hunting, early human hunters had gone beyond connecting the dots, they were connecting the dots that existed only in their minds”

You will find, when reading from the library of design, and in particular interaction design, references to “genius design”. This term, coined by Dan Saffer, is not really about a designer who is a genius. What I think Dan means is that the designer has become so intimate with the nature of the customer/user, that they can get inside that role and design for them fluently. It’s an interesting place to be. I have only known a couple of designers who could really pull this off in my career. It takes extreme dedication and a skill set that I almost think you have to be born with. It’s a state we should all aspire to, and a competence we should never assume we have.

NOTE: In no way am I trying to imply that we are hunting those we design for. We are only interested in anticipating their shopping and lifestyle needs so that we can serve them better.

Reference: Born to Run, Christopher McDougall

Women in hats

There are few better opportunities to contemplate the convergence of form, function and fit that a winter day in Chicago’s fashion center. While the utility of the hat may seem obvious, the complicated thought process in choice can be easily under estimated.

Obscuring or enhancing one’s hair is always a consideration. Some, will fight the need for a hat… others embrace it. For men it may be an over worked form of camouflage. For the record I really can’t stand those flat brimmed fabric hats that aging rock&rollers seam to favor these days and hey guys… ball caps are for the weekend. Top hats are fun, stocking caps, representing the essence of minimalist utility can project youth, danger and sport.

Texture, shape and color seem to vary tin order to fit the ensemble… and rarely does it seem that function is driving those attributes for women. Sometimes I think the nuisance of the hat is a portion of its allure.

The point being, if you happen to be struggling in your quest to fully explore the ‘why’ of a product, consider the hat. Consider the whys of the hat. Consider the whimsy and the purpose.

One piece at a time…

When I was a youngster, the first introduction to music I can remember was being in my Dad’s shop with the radio on. I recall a lot of Johnny Cash. One song I remember in particular was about a guy that worked in the Cadillac factory and decided he was going to get his car by taking a part home every week in his lunchbox. Over the years he built his car… and it was made of Cadillac parts, but it was certainly not the car of his dreams.

Similarly, you can build a product by starting with a feature list, but the results will show. Having a strategy that includes a core purpose and measurable objectives will keep your product focused and translate into useful attributes. Basing that strategy on user insight and market vision will significantly add to the cohesiveness of the product and its probability of success. There are few shortcuts in strategy that pay off.

Is your career holding back your work?

Not a lot of subtlety there. Most of us work for money. Many, many folks get into business, whether corporate contributors or entrepreneurs… for the money. Some work with the intent of getting rich. What I often find in the design filed is a more altruistic… more pure mission. “To make a contribution”, “to make things better”, “to do great design” are things I hear a lot. My personal favorite is part design and part business… “to create value in the marketplace”.

often stressed that the mission of a business cannot be about profit. He posited that profit must be a given for the business to survive, and that the purpose, the mission, of the business should be great… it should be a higher calling. To me this is a bit like saying profit to a business, is like breathing to a human. As an analogy I think it works pretty well.

For the individual it is a little different, but not much. You can’t blame a person for having goals and being career minded. We all want to advance. Career advancement brings more power and that brings the potential to do even greater things. It also brings money and security, things we all want to provide for ourselves and for our families. But should you carrier be the thing that infuences you daily decisions the most? Probably not. By doing great work, on should assume that as a result, your career will advance. If you don’t believe this to be true, then you should probably find a new place to work. If you put your career ahead of doing great work… say making great products, then your employer should probably find different help. I know it might seem as though I have over simplified. But it does seem very simple to me.

Innovation… what it is not

In most cases innovative thought and break through ideas first come from the folks that are intimate with customers and their needs. Thorough understanding of the situation and the technology are next. Immersive expertise is paramount. Smart people with insight are very very helpful. But smart people from outside the domain… rarely drop in and provide brilliance. Innovation is rarely instant… it comes from hard work.

Thoughtful and purposeful

Design should be purposeful. What I mean by that is it that needs to be thought about from the audience perspective and in light of the projects goals. Cool is not necessarily better. What works for project 17, probably won’t work for project 27, even though the two may me similar in scope.

Take a look at this blog (the one you are reading) for instance. I have received council and critique that this blog is kind of plain and clearly not designed. It is in fact very precisely designed. It is plain for a reason. I have no aspiration of conversion. I have no goal of expanding my reach. If you read this blog regularly you likely seek substance over style. You likely appreciate the utility – the efficiency of delivery. If you’re mostly attracted to shiny objects then you likely won’t be back here anytime soon. I’m pretty ok with that. There are plenty of places that provide visual sizzle and this is not one of them.

Think about lifestyles and demographics. Would not everyone want to look cool, wear black and live in Manhattan? Of course we all know the answer. High design and cutting edge design is really fun and I for one love it. But it does not serve anyone to apply it when the audience will be unreceptive.

All three dimensions of design; form, function and fit, must be considered. That one seems lacking from your perspective, does not mean it wasn’t considered.

Search engine optimization…

I have this theory that as soon as the search engines (yes, mostly google) have indexed the web enough, they will no longer need the convenience of portals. They will then reduce the transparency how crawlers work and make it much more difficult to optimize a site for them. It only makes sense… the search engine becomes you own personal and customizable portal… but I digress.

Every day I get little reminders of the importance of search engine optimization (SEO). Bu today I got a startling example of what happens when you do absolutely nothing about it. I was searching for a small cabinetmaker in Maryland. It’s a very small shop – and that is partially why I was looking for them. They were actually listed third in the results. Not bad, until you looked at number two. In the number two spot was a listing that took me to a discussion forum. Within that forum, a very nice person had compiled a list of 20 or so cabinetmakers with a similar specialty. Suddenly, I have a full list of this guy’s competition. Surely this is not good for him in any way right?

So, some 10 years since my small design firm in Kansas (maybe our location caused us to try harder) began working to help clients optimize their sites so that they could be better found on the web… there are still people with web sites that have no clue. So much opportunity lost.

What is “smart”?

The word is everywhere. In interviews, in meetings, and in process I hear the reference. What does it mean when someone says “she is really smart”?

Smart can be a lot of things. Smart can mean that a person knows a lot. Lot’s of knowledge frankly, is not always helpful. Applying the appropriate part of that knowledge to the problem at hand is quite useful. This part of smart is also a split category. Some smart people have read a lot. Some have done a lot. Knowledge without application is less than optimal. Experience without a core understanding of theory or reasoning can be problematic as well.

Smart can also mean that the person learns or figures stuff out… is a problem solver. That is also very useful in many, many situations. The third type of smart is really more an issue of judgment. These people are often notable because they seem to know what to do in certain situations. They may utilize “smarts” from either of the first two categories… or not.

Of note… is something that is perceived as smart, but may not be. A quick confident answer is often seen as smart. Be very careful with this one… it is primarily behavioral, and as such a learned skill. This one can get you into big trouble.

Better…

If your motives are pure and simple, visa a vi, do my job better, make better products, make customers happy… then why is there so much conflict in the workplace. Why are there so many roadblocks to getting my job done and doing it better?

The origin of the term ‘bureaucracy’ was to identify systems and technologies placed into large organizations to increase efficiency. By the way, it was the Romans that figured out well-managed groups really need to be capped at about 100-125 individuals.

One of the basic premise’ behind working efficient and effectively is to break small problems or projects into smaller ones. Evolving this to ongoing work streams, we assign specialists. Specialist often feel that to operate at their best, they must have a singular focus and look at their part of the problem with a microscope or telescope. The problem with each of these visual tools is that they decrease depth perception and are limited by perspective.

Each of us within the organization need to get out of the weeds, away from out tactical poise and look at the big picture. If the trains run on time, but they don’t take folks to their intended destination, we have failed collectively. Increased efficiency always impacts effectiveness, and vice versa.

So get out of your chair… stand on your desks and have a look over those cubical walls. Get out of your office and wander to a different floor. Talk to people who do jobs other than what you do. Gain some perspective. There is a bigger picture.

Where are you going?

The great thing about having a path... is than when you wander, you have a place to come back to.

Resistance is not futile… it is optimal.

Ever ridden down a steep hill at such a fast rate that you could not pedal? Your feet just can’t keep up. It’s an uncomfortable feeling… almost out of control. Riding the flats or uphill… with some resistance gives us the choice to go faster or to slow down.

An experienced salesperson lives for an objection. It is only at that point that they get to do their job. If you ever want to frustrate a salesperson, just smile and nod as they run out of things to say.

When I was a young designer I used to bristle at constraints. Constraints were definitely the things that held me back from doing great design. What I later discovered was that those very constraints that I loved to complain about, were the foundation of my work. They were the problems I solved, the edge that gave me grip, the launching point of discovery. I began to seek those challenges that afforded both opportunity and accomplishment. Learning to embrace constraints was possibly the single greatest lesson I ever learned in design. 

a city of design

I could not be more excited about my relocation. The city that became home to the bauhaus... a city that so embraces industrial design and architecture. Just walking around the city... whether it be the burbs, the midtown areas or downtown... you know that people thought about this stuff... and made it work. 

So much design... so much design education. It already feels like home. 

product perfect... perfect products

As a teenager working in the sign shop down the street, I was surrounded by bikes and bikers. Not the pedaling sort, but the motored kind. Outsiders might recon that this meant some ruff influence with unruliness not fully endorsed by the parents. But the influences that stuck were from the music and art. Rock and roll is obvious… but the other was pin striping. In their spare time these guys were decorating bike fenders, gas tanks and were often paid for striping trucker’s rigs.

When body ink began gaining traction a dozen or so years ago, it was not a huge surprise to see many of those visual elements from striping find their way to shoulders, arms, lower backs and other more discrete locations. The immergence of graffiti as a legitimate art form was a bit of a surprise but its influence on body art was not.

So none of this is really news, and you might be asking what is the point?

More and more these forms and imagery have been showing up in mainstream items, from t-shirts, dress shirts, jeans and even household fabrics. It is a far less committed way of wearing body art. What is striking about the third or fourth iteration of these visual elements is the embrace of what a product manager might deem a defect. None of these canvas, the human body, a brick wall, or a truck body panel constitute anything close to a perfect canvas. The uncontrollable elements of shape, dimension, texture and material effect, in a substantial way, the outcome of the final product. These ‘defects’ or artifacts have come to be embraced. The imperfections are a huge part of what makes this cool to those willing to fork over a few bucks… and display it. It’s worth noting even when generating technology products, that the consumer has influence here… and that perfection is not always perfect. Those imperfections may in fact become desired attributes.