Through the cooperation of Adaptive Path, IT Conversations is pleased to bring you several keynote presentations from the Managing Experience Week 2007 conference held in San Francisco, CA, Feb 12-13, 2007. http://itc.conversationsnetwork.org/series/adaptivepathmx.html © 2007 Adaptive Path, LLC. http://blogs.law.harvard.edu/tech/rss en Wed, 11 Jun 2008 16:16:39 -0700 Wed, 11 Jun 2008 16:16:26 -0700 FeedForAll Mac v2.1 (2.1.0.1); http://www.FeedForAll.com/ Through the cooperation of Adaptive Path, IT Conversations is pleased to bring you several keynote presentations from the Managing Experience Week 2007 conference held in San Francisco, CA, Feb 12-13, 2007. Through the cooperation of Adaptive Path, IT Conversations is pleased to bring you several keynote presentations from the Managing Experience Week 2007 conference held in San Francisco, CA, Feb 12-13, 2007. mx,adaptivepath,adaptive,path,user,experience,ux,design Adaptive Path contact@adaptivepath.com Adaptive Path no http://mx.adaptivepath.com/images/mx2007-album-art.jpg http://itc.conversationsnetwork.org/series/adaptivepathmx.html Mx West 2007 144 144 Understanding the psychology behind how users relate to a product is the key to its lasting success. Users tend to anthropomorphize, or ascribe human personality traits to products they use. Products with long-term success have developers who recognize the identity and personality of the product they want to convey. They create integrity with the product and how their users will interact with it. http://itc.conversationsnetwork.org/shows/detail1748.html D1425D30-8BEF-4CDE-8C1A-89755F904112-18047-00010E1ED33D3427-FFA Tue, 05 Feb 2008 13:57:35 -0800 Understanding the psychology behind how users relate to a product is the key to its lasting success. Understanding the psychology behind how users relate to a product is the key to its lasting success. Users tend to anthropomorphize, or ascribe human personality traits to products they use. Products with long-term success have developers who recognize the identity and personality of the product they want to convey. They create integrity with the product and how their users will interact with it. Garrett explains that "experience strategy" is designing from the outside in. Whereas branding philosophy relies on imposing your message on the consumer, experience strategy is the opposite: it's about starting from the consumer's perspective and working backward from it. This approach is also counter-intuitive to the classic coder perspective, from which so many technology products get their start. Transformative products make us wonder how we ever lived without them. Garrett uses well-known product examples to demonstrate what sets them apart from the rest of their industries. It's not just the features or the price or the marketing, rather it is how users relate and interact with and feel about the product. Designing and developing using experience strategy gives your product the foundation to potentially be the next Kodak or TiVo, to make lasting changes in how consumers think about technology. 30:18 Jesse James Garrett no Lou Carbone, author and CEO of Experience Engineering, Inc. will change the way you think about customer experience forever. His message to business leaders and professionals is simple: Create customers that come back and customers that tell others, by connecting emotionally with them through the experiences you deliver. http://itc.conversationsnetwork.org/shows/detail1749.html D255A831-ACBA-4102-B624-D06A1FD1CFF9-18047-00010E0F2E2F0997-FFA Tue, 05 Feb 2008 13:57:58 -0800 Create customers that come back and customers that tell others, by connecting emotionally with them through the experiences you deliver. Lou Carbone, author and CEO of Experience Engineering, Inc. will change the way you think about customer experience forever. His message to business leaders and professionals is simple: Create customers that come back and customers that tell others, by connecting emotionally with them through the experiences you deliver. Carbone urges business to focus on managing experience "clues", conscious and unconscious, because experiences are what customers value most. He stresses that the world has moved from making and selling to sensing and responding—a dynamic change that requires new competencies. Through illustrations from Fortune 100 clients, Carbone shares how the systematic design and delivery of experience clues can have immense impact on customer value, loyalty, and the bottom line. 1:08:24 Lou Carbone no Today there is an increasing need for companies to deal with "schizophrenic" challenges in creating compelling and profitable user experiences: a long-term vision and roadmap must be developed in parallel with defining near term offerings and tactical development decisions. This leads to tensions and organizational obstacles that need to be managed effectively. http://itc.conversationsnetwork.org/shows/detail1750.html 29418544-CA59-4803-8A4B-324B30EF4DC9-18047-00010DF815B5CBCA-FFA Tue, 05 Feb 2008 13:55:14 -0800 Today there is an increasing need for companies to deal with "schizophrenic" challenges in creating compelling and profitable user experiences. Today there is an increasing need for companies to deal with "schizophrenic" challenges in creating compelling and profitable user experiences: a long-term vision and roadmap must be developed in parallel with defining near term offerings and tactical development decisions. This leads to tensions and organizational obstacles that need to be managed effectively. Using the example of the Alltel Celltop product — an innovative approach to improving phone navigation and data applications on a mobile handset — Adam Richardson of frog design looks at dealing with the complex challenges schizophrenic projects create. The Celltop was just launched, and went from conception to code to shipping application in 12 months, and illustrates ways in which companies can "manage schizophrenia." 40:48 Adam Richardson no Caterina Fake, co-founder of Flickr and current member of the Yahoo's Technology Development Group, explains the humble beginnings of one of the earliest and most successful Web 2.0 applications, Flickr. Flickr actually began as a feature in Ludicorp's Game Neverending, a massive multiplayer online roleplaying game that was focused on social interaction rather than the more typical battle-style MMORPG. Ludicorp (from the latin word for "play") was a small game development company in Vancouver started in 2002 by Fake and her partner Stewart Butterfield. Though the community that grew around the game was very dedicated, Ludicorp couldn't make it profitable. http://itc.conversationsnetwork.org/shows/detail1755.html DF3D9CE5-1487-4A1D-BCCA-14B57E70F351-18047-00010DE3416D711D-FFA Tue, 05 Feb 2008 13:53:32 -0800 Caterina Fake, co-founder of Flickr and current member of the Yahoo's Technology Development Group, explains the humble beginnings of one of the earliest and most successful Web 2.0 applications, Flickr. Caterina Fake, co-founder of Flickr and current member of the Yahoo's Technology Development Group, explains the humble beginnings of one of the earliest and most successful Web 2.0 applications, Flickr. Flickr actually began as a feature in Ludicorp's Game Neverending, a massive multiplayer online roleplaying game that was focused on social interaction rather than the more typical battle-style MMORPG. Ludicorp (from the latin word for "play") was a small game development company in Vancouver started in 2002 by Fake and her partner Stewart Butterfield. Though the community that grew around the game was very dedicated, Ludicorp couldn't make it profitable. Creation of a photosharing component was the last gasp in the game's development. Looking back, Fake now realizes that had she and her team done any research on photosharing at the time, they probably would never have moved in that direction, as back then photosharing was little more than a loss leader for photoprinting sites. But by 2003 both camera phones and blogging reached a tipping point that made the market ripe for a solid browser-based photosharing application. Since Flickr was acquired by Yahoo in 2005, Fake is now with the Technology Development Group at Yahoo, charged with creating a culture of innovation in new product design at Yahoo. In this fascinating interview Fake fields questions including how do you most effectively incorporate user input in the development process? How do you infuse a development behemoth like Yahoo with Flickr's small startup-style innovative mojo? 50:23 Caterina Fake no Irene Au discusses her previous experience at fast moving companies Netscape and Yahoo!, and how that experience will influence her latest challenge. As the new Director of User Experience at Google, she will be confronted with an organization that is clearly defined by its engineering culture. A shift in priority empahsized hiring for the UI role in 2006. But this does not automatically mean a shift away from Google’s strict engineering orthodoxy. Getting the strategic decision makers in a non-design drive culture to consider user experience and UI design as part of their process will not be an easy task. http://itc.conversationsnetwork.org/shows/detail1758.html 486D73B8-09FB-482D-9B06-4987198CD421-18047-00010DCF691E6381-FFA Tue, 05 Feb 2008 13:52:03 -0800 Irene Au discusses her previous experience at fast moving companies Netscape and Yahoo!, and how that experience will influence her latest challenge. rene Au discusses her previous experience at fast moving companies Netscape and Yahoo!, and how that experience will influence her latest challenge. As the new Director of User Experience at Google, she will be confronted with an organization that is clearly defined by its engineering culture. A shift in priority empahsized hiring for the UI role in 2006. But this does not automatically mean a shift away from Google’s strict engineering orthodoxy. Getting the strategic decision makers in a non-design drive culture to consider user experience and UI design as part of their process will not be an easy task. While there is no clear vision of how design will play a more strategic role, Ms. Au believes change can come through hiring strategies and cross functional education. She comments that many groups at Google currently believe they are user centered based on consistent use of usability studies. But they are not taking advantage of more advanced design techniques such as user pathology or ethnography techniques. She hopes to bring in more specialized skill sets - anthropologists and cognitive psychologists - in addition to traditional design and computer science specialists. This will allow her to take advantage of a wider range of experience to build cross functional teams tasked with developing innovative new interactivity and design ideas to set Google products apart from the competition. 46:01 Irene Au no Where is design thinking taking us? The role of design is evolving within organizations, from simply optimizing what exists to being a source of new growth. The change is thrusting designers into new roles and domains, including the design of services and the transformation of organizations. http://itc.conversationsnetwork.org/shows/detail1756.html B5465286-87B2-4D37-82AC-032B4D6C14AD-18047-00010DBC561E1D34-FFA Tue, 05 Feb 2008 13:50:35 -0800 The role of design is evolving within organizations, from simply optimizing what exists to being a source of new growth. Where is design thinking taking us? The role of design is evolving within organizations, from simply optimizing what exists to being a source of new growth. The change is thrusting designers into new roles and domains, including the design of services and the transformation of organizations. Tim Brown, CEO of Ideo, reviews these new contexts and how they require designers to apply traditional skills in new ways, or find completely new methods of problem-solving. He broadens our thinking beyond the familiar borders of design and the web, exploring how design can yield a new breed of innovation. 47:28 Tim Brown no Whirlpool Corporation is a global manufacturer and marketer of major home appliances. Sara Ulius-Sabel, Metrics Manager for the company, presents a glimpse into Whirlpool's product development process through the lens of designing "Useful, Usable, and Desirable" products. http://itc.conversationsnetwork.org/shows/detail1759.html 1C0A7F1B-F6D1-4A9E-A16E-303D435D83DE-18047-00010D769B6C057E-FFA Tue, 05 Feb 2008 13:45:35 -0800 Sara Ulius-Sabel, Metrics Manager for the company, presents a glimpse into Whirlpool's product development process through the lens of designing "Useful, Usable, and Desirable" products. Whirlpool Corporation is a global manufacturer and marketer of major home appliances. Sara Ulius-Sabel, Metrics Manager for the company, presents a glimpse into Whirlpool's product development process through the lens of designing "Useful, Usable, and Desirable" products. She presents examples of how Whirlpool creates their appliances, including a discussion of some of the orthodoxies, challenges, and shifting market and user trends that surround these dimensions. She describes design metrics as one of the tools that Whirlpool uses to bring objectivity to the trade-offs between Useful, Usable and Desirable, ultimately helping to drive both coherence and differentiation in a multi-brand portfolio. 47:33 Sara Ulius-Sabel no What does it take to create great design experiences? User-Centered Design is built on the principle that focusing on people will lead to better design. In attempting to understand consumers, companies tend to overlook the messy complexities of life, resulting in incomplete ideas about their customers' behavior. Empathy and insight are needed to fundamentally change generative research and design. http://itc.conversationsnetwork.org/shows/detail1757.html 306F17A8-A36C-4D6A-80D6-493A33DDBA59-18047-00010734F4783EF5-FFA Tue, 05 Feb 2008 11:59:57 -0800 User-Centered Design is built on the principle that focusing on people will lead to better design. What does it take to create great design experiences? User-Centered Design is built on the principle that focusing on people will lead to better design. In attempting to understand consumers, companies tend to overlook the messy complexities of life, resulting in incomplete ideas about their customers' behavior. Empathy and insight are needed to fundamentally change generative research and design. "Thou shalt understand people," the first UCD commandment, is key to achieving empathy. This requires a thorough study of individuals--complete with complexities and emotions. The recent rise of ethnography and company-employed anthropologists is a testament to the importance of adopting a holistic way of viewing people. The second commandment, "Thou shalt get that understanding into your design," addresses the difficulty of integrating contextual research into the design process. Insight that is traditionally buried in research reports can stay fresh through the creation of honest personas. Researchers and developers can work in tandem with designers to tear down walls, producing clear, straightforward deliverables. The way organizations see customers is improved with the adoption of a new way of thinking about people. Understanding the relationship between motivations and behaviors underscores the importance of emotional connections. By embracing complexity, insight is increased rather than reduced. When properly executed, this insight reinvigorates the design practice. 51:12 Todd Tilkens no