I just came back from two days of Managing Experience Through Creative Leadership and one of my favourite things has happened: my brain is full.
I’m aspiring to summarize some of my thoughts here but I don’t know when that might happen. So, in the spirit of Getting Things Done, here’s an attempt to jot down some key take-aways from the sessions:
Experience Strategies — The Key to Long-term Design Value by Jesse James Garrett
The experience is the thing, not the product; Shift in product development approach – designing from the outside in and measuring results against experiential factors (“can’t live without”, “hate it with a passion” etc).
Keynote: Lou Carbone, CEO of Experience Engineering
Create value for customers, profits are the rewards. Step back and look at context; Companies have lost ability to be effective by focusing entirelly on being efficient. Measure success not by what people think of the brand/product, but how people feel about themselves (and therefore, how the company interventions supported that). Clue companies in by understanding how customers think – gather clues and create an image – the company as a taxi (user directs the destination, driver find out as he drives around), not as a bus (pre-determined stops, etc).
Managing Schizophrenic Projects by Adam Richardson, Frog Design
Being in two mindsets at the same time (short/long term) 1. Establish dimensions, the boundaries which constrain and enable the solution to be conceived in (principles) 2. Manage communications, expectations about the intentions of the projects – metrics that evaluate long-term are not the same that evaluate short-term. 3. Manage the design factory, until the solution is in customers hands the work is not done. 4. Deploy the scouts, put things out in the world to gather intelligence back (scout cost/time/risk choices made in context of type of initiative – short/long term).
Interview with Caterina Fake, Yahoo!
Moments of significant change, stop and consider, ‘who are we and what are we here for’ – establish a mission. Low-key release as a strategy (not affraid of feedback, encourage it – do it quickly). User feedback shouldn’t decide what to do, but should drive how and when to do what was decided upfront. Tasked with creating a culture of innovation and creativity: just enough control, just enough process so that things don’t go crazy.
Connecting Design to Real Business Value by Brandon Schauer, Adaptive Path
If you can’t measure it, you can’t manage it. 1. Model the business (understand where value comes from) 2. connect business value to user behavior (quantify the value and how to design for it) 3. prototype the strategy (communicate the value design can create); Focus on service line, where customers meet the offer (service design concept). Prototype what you don’t know.
Ok, ran out of time. More later, maybe.