Why bother with User Testing? Part 2 : Answer 5 common objections

User Testing is essential, just like I explained it in my last blog post. But your client / boss refuses to pay for this option. No, sorry, this is not an option. At all. They will argue that there is no money , that there is no time left, that the product is super simple, they already know the users…

1. Why bother with user testing? We perform well!

Client: no need for this, our product is great, we’re not leaders for nothing.

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Designer: Oh really? If you never test it with users, how can you be sure that they don’t struggle regularly on your product?

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User Testing Part 1/2 : Why you should perform them – The risks you avoid

If the team working on a project is competent, why should it be bothered with user testing? Because user testing does not mean that anyone is not competent enough. User testing is about avoiding risks and improving a product.

Great teams sometimes deliver wrong products

Yes, why?  We perform WELL, we are talented designers, Product owners, Product designers, we know our business, we are good enough so that we don’t design unusable stuff… Therefore, our clients can rely on us for delivering simple, intuitive and cutting the edge experiences through great products…

However, there are terrible websites online. There are terrible products on the shelves, there are garments that just don’t fit what they are supposed to, there are tools supposed to simplify our lives, but they are just bringing more complexity to our lives.

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The fears about innovation and Users’ loyalty – how can a UXer help? Part 2/2

Innovation and changes are risky meanwhile necessary. UXers can support change and deal with risk management. Discover in 3 steps, how UX can help dealing with these fears… and help bringing innovation.

In my last blog post, we realized that companies are faced with an ambiguous situation, between innovation and users loyalty. Meanwhile users want  cutting the edge experiences and dislike learning news things.

1: Deal with these bad feelings concerning change in companies

I have bad news. If your company is struggling at innovating, maybe it is because it is excellent at killing good innovation ideas. Big companies are expected to innovate, but managing people in such companies just freak out at the simple idea of dealing with edgy ideas.

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The fears about innovation and Users’ loyalty – how can a UXer help? Part 1/2

Innovation – what a buzzword! The request for innovation is everywhere, in every request for proposal, even on the lips of some end users. As if companies that do not innovate go bankrupt. End users want exciting experience, and reject change at the same time. It is an ambiguous situation.

Let’s innovate while keeping users happy ! But how?

Innovation: Risky but necessary

Innovation is everywhere! Is every existing thing not good enough and has to be improved? As if we required on a daily basis cutting the edge and exciting experiences! May it be only for pouring coffee in our mugs, or for giving feedbacks to developers who implemented what we co-designed with a client, or for completing a survey, booking a room, making a conference call…

The users of a product know what’s wrong with a product, what is not working properly, what takes too much time. In other words, they know what could be improved. It might be risky  for a company to take the leap, because end users might dislike the change.

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When Innovation Exceeds the User Need – The iCloud Case Study

Yesterday I saw a video about a talk given by Johnny Chung Lee, a Human Computer Interaction researcher currently working at Google on the Project Tango platform, at Stanford HCI Seminar – «Interface Technologies That Have Not Yet Left the Lab». I was impressed about the amount of extraordinary ideas which still haven’t reached the market. For many of them the time hasn’t yet come. Though as Johnny Lee mentions, one of the reasons why they may fail is the lack of good Experience Design. Interfaces are there to capture the user need. Technologically driven people still tend to ignore the frustration felt by a user when he/she can’t achieve his/her goal. The over-excitement about new technology blinds them and puts the user into second place. That’s why one should always ask oneself – Why should a user use my product?

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A recommender system for Slack with Pandas & Flask

Recommender systems have been a pet peeve of me for a long time, and recently I thought why not use these things to make my life easier at liip. We have a great community within the company, where most of our communication takes place on Slack. To the people born before 1990: Slack is something like irc channels only that you use it for your company and try to replace Email communication with it. (It is a quite debated topic if it is a good idea to replace Email with Slack)

So at liip we have a slack channel for everything, for #machine-learning (for topics related to machine learning), for #zh-staff (where Zürich staff announcments are made), for #lambda (my team slack channel) and so on. Everybody can create a Slack channel, invite people, and discuss interactively there. What I always found a little bit hard was «How do I know which channels to join?», since we have over 700 of those nowadays.

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Wouldn’t it be cool if I had a tool that tells me, well if you like machine-learning why don’t you join our #bi (Business Intelligence) channel? Since Slack does not have this built in, I thought lets build it and show you guys how to integrate the Slack-API, Pandas (a multipurpose data scientist tool), Flask (a tiny python web server) and Heroku (a place to host your apps).

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Discussing ‘open design’ at iadlab15

Andy and I lately got invited to host a ‘lab session’ at the iadlab15 interaction design conference in Bern. We proposed to animate a discussion on a quite abstract topic: open design.

What the true meaning of our topic was, we didn’t know by the time we proposed it. Yet we had a strong feeling that the ‘open’ culture wasn’t as strong in the design scene as it is in the tech scene and wanted to discuss that assumption, openly.

We thus introduced the open design notion with a big question mark: opensource we know since ages, opendata is now proving its value to the world, what about open design?

It turned out the discussions went fantastically well and we got thanked many times for having brought the topic onto the table.

Even more astonishing to us, what we encountered is a generational gap: digital-native creatives showed interest and seem to integrate open practices whereas their elders tended to disregard – if not despise – them.

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The User Experience of APIs

After having read how some people can hold and transmit the terrible misconception that designing APIs has nothing to do with designing great experiences, I felt one could provide a few insights into the benefits of shaping an API around its consumers – the developers and the machines – as much as around the data.

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Halve-halve-halve : a group prioritization method

Priorities matter at every step of an agile design and development process, yet setting priorities is a daunting task and prioritization in group within a workshop even more.

Reaching general consensus on priorities is always hard

I remember many workshops I facilitated where the mood was open and friendly until I invited the participants to set priorities in the ‘big cloud’ of needs and wishes postit-ed on the wall. At this crucial moment, two distinct group behaviours would occur:

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Make robots more human – LISTEN14

Last week, four Liipers joined a crowd of customer experience practitioners for the LISTEN14 conference at the GDI near Zurich.

Special guest among the key note speakers was Larry Leifer, professor at Stanford University and author of best-selling books on Design Thinking.

In his keynote, Larry gave examples of how his students achieve innovative products in teams through Design Thinking.

Innovation starts with very early prototypes: “Don’t brainstorm, but protostorm”, says Larry. Another point that Larry makes is that successful teams ask more questions rather than stating facts. “Wow teams ask 40 questions per hour,” suggest studies done at Standford. In contrast to “thank you” teams which stay silent in the beginning, ask only 20 questions, and decide quickly on pre-existing facts.

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