“Argyle Executive Forum is bringing together senior digital & IT executives from a variety of industry verticals for our biannual CIO Chicago Forum. Throughout a full day of content and networking, we will focus on the most pressing issues facing IT executives with regards to leading the business through digital transformation, with an agenda geared specifically towards Chief Information officers, Chief Data Officers, Chief Digital Officers, as well as Data/ Analytics/MIS VPs, Directors, and Architects in a leading role.
It is worth noticing that this event featured partners who we work with such as HP Enterprise, Thought Leader Sponsor, and IBM, Breakout Session Sponsor.
That talks to the criticality of collaborative undertakings as Digital Transformation becomes a pressing objective across industries, academia, public service and government sectors.
What follows is my notes and personal insights. While all the sessions and discussions were quite relevant, I would like to highlight the opening keynote, which set the tone and narrative of the event.
James P. MacLennan, SVP & CIO at IDEX, discussed “The Five Components of a Great Digital Strategy,” which addressed the fact that “Design Thinking”, “Human Factors” and a collaborative culture involving interdisciplinary workstyles and “Great Teams” have become of the essence.
Moreover, he stated that “a Digital Business” will only succeed when it understands hot to connect with people.” The “human element” and, therefore, “people centered” strategies turn out to be critical success factors.
I would like to add that this entails engineering a continuum of (a) stakeholders, who are all human personas by definition, and to do so across (b) UX (user experience) and CX (customer experience) domains.
This job takes (c) a holistic understanding of customer facing (front end) and resource facing (back end) elements forming a coherent end-to-end system. Otherwise, operational fragmentation will take a toll and will deny the intended DX benefits.
James’ presentation displayed the convoluted UI (user interface) shown in this picture to illustrate the paradox of well intended yet counterproductive implementations that negate transformation initiatives.
Here is another valuable insight coming out of Argyle’s Executive Forum: information technologies (IT) and tech and processes for operations cannot longer be worlds apart, which demands superb cross-functional teamwork.
Cognitive overload, deficient information architecture, and poor usability translates into: human error, risk aversion, costly budget overruns, missing or deviating from goals, so on and so forth.
Any and all of these issues combined can be silently impacting quality or, simply, just lowering the bar for a business to get through noisy and cluttered operational environments. That is hardly the stuff that operational excellence calls for.
Obviously, in the context of CX, customer satisfaction becomes harder and harder to attain and, more specifically, to get that effectively done in a consistent fashion.
Predictability and consistency are key objectives for any Quality Management program. If that scenario alone wasn’t troublesome enough, Customer Delight (rather than just satisfying agreed upon requirements) is Design Thinking’s ultimate performance indicator, which commands a premium clearly beyond reach under those circumstances.
Quality management wise, “satisfaction” is the fulfilment of expected specifications while “delight” is about great pleasure, or great satisfaction if you will. “Satisfaction” can be rationalized and is the acceptance ticket to be in business. “Delight” accounts for human affects (emotions) and is a powerful source of differentiation. Those who think that’s just about splitting hairs should take a pause and think twice because DX is set to enable game changing experiences on all counts and fronts.
Thoughtout the forum and session after session, Jim’s “Design for Humans” principle gained more and more critical mass as presenters and panelists discussed the reasons why we should be mindful of the user journey and how to best improve all touch points along the way.
In one of the panel discussions this became even more evident when the question on aligning people, processes and technologies pointed to difficult prioritization exercises. Note that there was immediate consensus on the need for putting people first and humanizing technology and processes by applying Design Thinking, a human centered methodology that is corner stone to the job of creative technologists.
That means projects that are driven by clear missions and specific experiential outcomes and lifecycles (Goal Directed Design) rather than just an I/O approach. It also means rapid experience prototyping and A/B multivariate testing to explore possibilities since Design Thinking is a serial innovation engine.
Chicago’s NPR station aired a rerun of “The Power of Design” this past weekend. The discussion was centered on “How Can We Design For A Better Experience.”
By the way, TED’s acronym actually stands for the convergence of Technology, Entertainment and… Design.
Interview with Tony Fadell, one of the main designers of the iPod (Apple) and founder of Nest (Google).
“Design begins by also noticing all those little problems that many ignore (…) we we though our lives accepting these design flaws that actually don’t improve our lives.”
“Steve Jobs challenged us to see our products through the eyes of the customer, the new customer, the one that has fears and possible frustrations, and hopes and exhilaration that the new technology can work straight away for them. He called it “staying beginners” and wanted to make sure that we focused on those tiny little details to make things work faster and seamless for the new customers.”
“There is this positive emotional momentum that builds on itself at each step of the process (…) when you hit a brick wall you loose all the momentum (…) and though away an entire great experience.”
“There are to halves to design, just as there are two halves to your brain, the emotional part and the rational part. If you want people to truly adopt your product it has to have an emotional component, something that grabs you (…) that unlocks your curiosity, it also needs to rationally work (…) because people see value beyond the sexiness.”
Interview with Joe Gebbia, Airbnb cofounder.
“Any time that you see duct tape in the world, that’s a design opportunity (…) it’s an indicator that something is broken, that something did not perform the way it was design to and that there is an opportunity to improve it.”
“Design is the key to (Airbnb) success (…) and as a competitive advantage, design is thing that can separate you (…) the next thing that can differentiate you. All things being equal, two comparable products side by side with the same technical features and components… you will be crazy to choose the one that is harder to use.”
“Airbnb’s design decisions not only made the service easy to use but it helped millions of complete estrangers trust each other (…) and open their homes (…) design is more than the look and feel of something, it is the whole experience.”
“Service Design is big. Being holistic, it includes the researching, envisioning and orchestrating of service experiences that happen over time and across multiple touch points with many stakeholders involved, both frontstage and backstage.”
“At Service Design Week, we seek to strip away any fluff, examining service design methods and processes at their core, and unpack the practical tools and skill-sets, hard and soft, needed for this way of working. Service Design Week will gather service design leaders from various functions and disciplines across all flavors of Service Design. With content for all levels of Service Design maturity, we look forward to drawing both fledging and experienced service designers.”
I am looking forward to joining Service Design Week and I would like to thank Michel DeJager and the team at the International Quality & Productivity Center for their kind invitation. My talk will discuss C3LM, Customer Co-Creation Lifecycle Methodology, in the context of Blended Service Design, which I will take care of defining and demystifying in my talk.
I am proud to share that C3LM is the recipient of a Nokia Innovation Award. My work seeks to interweave a set of known and brand new interdisciplinary practices to best address end-to-end solutions for complex and dynamic environments, also known as soft systems given their organic and morphing nature. And, most importantly, achieving that by optimizing for the delivery of quality experiences while humanizing low and high tech in the process.
Widespread digitalization in our everyday activities is not just far reaching, but is also leading to a renaissance in Human Factors disciplines. The delivery of “effective quality services” with “highly efficient end-to-end solutions” is the reason for being and rationale behind creating C3LM. This new brave world entails Blended Services that intersect Data Science, Automation and Programmability, all orchestrated with Human Centered Design in mind.
My talk will also cover how we can best experience Artificial Intelligence and how to make it transparent to Blended Services. That will be a sneak preview in advance to another talk that I’m giving early next year. In case you have already heard what Elon Musk has to say about AI, let me share that Human Factors Engineering has been revisited and redefined to come to the rescue. More on that when we get to meet at Service Design Week : )
Here is the event’s registration page. See you in Boston : )
Pictures courtesy of Service Design Week.
“The 21st century human factors organization touches so much more than the usability or ergonomics of a product, playing an integral role as the human-centered umbrella connecting the many facets of product and experience design. How is the human factors function creating a fertile environment for the human experience leveraging design thinking and other methodologies?”
Speaking session on April 25. Focus on Human Factors Engineering: Advancing the Human Factors Manifesto through Design Thinking, Agile and Lean. Design Thinking 2017.
In what way do you believe Design Thinking has made the biggest impact in your human factors work at Nokia?
Your question makes me think of a recent conversation with my daughter who is in junior high. She walked me through a school project asking her to pin point and discuss outstanding differences between her day-to-day life and her grandparent’s experiences when they were her same age.
She talked to my parents and diligently outlined a long list of things that we happen to take for granted today: some fairly simple, some quite sophisticated and far reaching… all innovations on their own right at a given point of time. So, I couldn’t help sharing with her samples of work pioneered by Nokia back in 1947 when Bell Labs set up the first Human Factors Engineering department in the American industry.
I must confess that I also conveyed to her the kind of pride that comes from embracing Human Factors as a discipline and belonging to an organization that has made a difference for the past 70 years. I let her know that we measure HFE’s project results based on outcomes that have a positive impact in either our lifestyles and work practices and that I account for both goals set by design and also unexpected effects that surface over time.
We are talking about user friendly systems optimized for ease of use, effortless operability and, first and foremost, for any of us to better interact with each other in context whether we happen to be present in physical, virtual or hybrid environments. We all leverage devices, tools and process at our disposal… which we sometimes modify and adapt or just create new ones. Note that all of this also means fostering our diversity, cultural values and collective well-being.
Nokia’s vision zeroes in on the human possibilities of a broadly connected world, jointly with a path forward that is sustainable and continuously optimized. This entails a firm belief on the value of humanizing a new wave of emerging technologies and the notion of transparent infrastructure that become pervasive and ubiquitous everywhere: 5G, cloud systems and the Internet of Things being some examples.
Human Factors’ multi-disciplinary approach is driven by putting people first and understanding and shaping technology as the means to an end (instead of just expecting users to conform to capricious implementations that show disregard for elegant sophistication and ease of consumability and overall use. Therefore, Design Thinking’s dynamic research approach equips our team with what I call “rigorous plasticity” – this being my flavor of a methodology driving (a) a user centered mindset and (b) a workstyle densely packed with the type of serial ingenuity that makes HFE a source of innovation and differentiation.
Design Thinking is clearly applicable in solving complex problems and catalyzing creative thinking. How do you feel Design Thinking has transformed the overarching human factors engineering organization?
At Nokia’s Lean Ops Program we apply Design Thinking to projects characterized by large scale end-to-end systems integration. We work with leading edge technologies to address network operations in the telecommunications sector, which happen to be among the most complex, distributed and multi-layered systems across industries.
We are conscious of the fact that the source problem statement and point of view that we start a project with might not necessarily be the ones that best solve and deliver breakthrough innovations at the back end.
In essence, multidisciplinary “co-creation” and “early induced pivoting” in the research and ideation processes make Design Thinking’s iterative and adaptive flow a solution driven engine. My experience is that it also creates what’s known as a backlog of “real options” in innovation management, while augmenting development capacity and overall solution quality.
How have you gone about blending design thinking, agile transformation and lean start-up methodologies in your human factors organization? There are certain similarities to each mindset, but how do you resolve discrepancies?
This can be best addressed by means of an example: our team doesn’t focus on Lean Startup’s Minimum Viable Products (MVP) as such since we place the emphasis on the greater value that comes from addressing the whole, this being a conventional Lean principle. Our language embraces the early generation of Minimum Viable Solutions (MVS) instead and in sync with Design Thinking’s holistic approach to an optimum user experience through the solution’s shelf life.
This mindset shift is not just about semantics. Note that it accounts for the sheer size, scale and scope of the end -to-end systems we work with in the Lean Ops program. Moreover, it factors solution lifecycle’s requirements because consumability is expected to evolve over time.
Let’s keep in mind that the high-tech sector is characterized by a rapid succession of technologies and alternative approaches often abound. Add to that the fact that the telecommunications industry is capital intensive and competitiveness relies on sizeable investments in long term projects… and in fast changing markets. Therefore, Design Thinking is of assistance with work on future proofing solutions as we work with end goals in mind, including repurposing and recycling at the solution’s end of viable life.
What value do you believe IQPC’s Design Thinking 2017 will deliver to experienced practitioners like yourself?
I’d like to first thank IQPC for engaging me as a member of the event’s Advisory Board early on, and for the invitation to discuss some of the work that we do at Nokia Applications & Analytics Group in the area of Human Factors at our Cloud Innovation Center.
Design Thinking 2017 has been structured to enable formal and ad-hoc opportunities for any of us to exchange insights, practices and experiences in an open, approachable and engaging forum. This reflects the pluri-disciplinary and diverse nature of the work that we all do, which sets Design Thinking practitioners apart from conventional silos and rigid frameworks.
Design Thinking is a soft methodology that explicitly calls for consistently going beyond our comfort zone so that ingenuity’s X-Factor comes to the surface and makes a difference project after project. With that in mind, the event’s agenda and speaker roster transpires the courage that it takes to approach each single project as a new endeavor worth diving into, and to do so in the midst of ambiguity, uncertainty and changing conditions while counting on Design Thinking as a serial innovation practice.
First published by the International Productivity and Quality Center, IPQC.
Mr. Karlin, associated from 1945 until his retirement in 1977 with Bell Labs, headquartered in Murray Hill, N.J., was widely considered the father of human-factors engineering in American industry. The legacy of that research now extends far beyond the telephone: the keypad design Mr. Karlin shepherded into being has become the international standard on objects as diverse as ATMs, gas pumps, door locks, vending machines and medical equipment […] In 1947 he persuaded Bell Labs to create a unit, originally called the User Preference department and later Human Factors Engineering, to study these larger questions.”
John E. Karlin, Who Led the Way to All-Digit Dialing, New York Times.
As shared in my previous post, we were gearing up for Nokia’s event on Human Factors Engineering and kept busy with the final touches. The event management team at the Technology Leadership Council (TLC) had first planned to host this company conference on November 29. More recently, we moved it to December 6 to better manage some of the logistics.
However, since we will commemorate HFE’s 70th anniversary at Bell Labs this coming year, we have decided to shift gears: we are now working on a celebratory event expanding upon the current agenda. The date for the new conference has not yet been set. But, “third time’s the charm” and the event’s visibility, new scope and impact in 2017 are set to outdo our initial objectives. So, stay tuned : )
In the meantime, our team would like to thank everyone involved in planning and supporting activities up to this point. Given this new undertaking, we would also like to welcome those of you coming on board.
Last but not least, we are very grateful to our guest speakers and hope to be able to re-engage them for the bigger event.
You can click on the left picture to go back to my earlier post to see Nokia’s videos for some of the products and projects listed on the event’s current agenda. The following four ones feature our four guest speakers in some other videos, which happen to be available online.
David Shrier, MIT
Tom McTavish, IIT
Rodo Kotorov, Information Builders
Gordon Vos, NASA
Happy Thanksgiving : )
“Bell Labs created the very first industrial Human Factors Research department at an American company, back in 1947. The department was quite small, containing just one specialist: John Karlin. Human Factors Research is sometimes known as ergonomics, but the way a human interacts with a machine or a system goes beyond simply physical space.”
“Industrially, the practice of Human Factors Research combines psychology with engineering in order to refine a system and make it more usable, friendlier, more efficient.”
“Karlin headed the HFR department from 1951 to 1977. Charles Rubinstein, who appears in this film, took over the department in ‘77. Human Factors Research at Bell Labs went well beyond that minuscule core staff of the 1940s: by the 1970s, the department had a staff of over 200, and by the time this film was made, staffers numbered more than 400.” – Designing for People, AT&T Archives.
Nokia’s community fosters Bell Lab’s heritage by embracing Human Factors Engineering as an innovation engine. We are gearing up for this year’s company event on HFE, which will be held on December 6. This event is sponsored by the Nokia’s Technology Leadership Council and here is the agenda:
We would like to thank all of the speakers most sincerely for their contribution to this conference. This is a private event for Nokia’s worldwide workforce. The live webcast and the recodings will be made available on NokiaEDU, our professional development organization.
“At Nokia, we’ve always been excited by where technology will lead us. Our business has evolved to adapt to a changing world for 150 years, but what we stand for remains true. Our vision is to expand the human possibilities of the connected world. We continue to reimagine how technology blends into our lives, working for us, discreetly yet magically in the background. Today, we’re shaping a new revolution in how people, businesses, and services connect with each other, creating new opportunities for our customers, partners, and communities.”
“We’re weaving together the networks, data, and device technologies to create the universal fabric of our connected lives – where new applications flow without constraint, where services and industry automate and run seamlessly, where communities and businesses can rely on privacy, security, and near instant response times, connecting through the Cloud. Our distinctive Nokia approach to designing technology for people guides us as we prepare the way for the Internet of Things, and ready our networks for 5G. We create intuitive, dependable technology, to help people thrive.”
Introducing Lean Ops – Integration & Decision Support System
“Over the past year, #maketechhuman has featured debates about the exciting promises and ominous perils of humanity’s tech-driven future.”
“Leading thinkers, from technologists and academics to entrepreneurs and philanthropists, have shared their thoughts on how we can ensure that technology and society positively reinforce each other.”
“Now #maketechhuman is publishing an e-book to push forward the dialogue that’s unfolded in its articles, podcasts, videos, and events. Whether you’re new to the conversation or have been following along all along, you’ll find that debates around the future technology and humanity often center around five hotly contested fronts:”
- “Artificial intelligence—the most all-encompassing of all technologies;”
- “Privacy—how we’ll redefine it and protect it in the all-digital age;”
- “Security—how we’ll deal with an array of emerging digital threats;”
- “Equality—how technology can create and distribute this crucial element of human lives;”
- “Connection—the main reason any of this matters. We’re going to need each other, no matter what the future holds.”
“The #maketechhuman e-book breaks down these topics and explores the burning questions that technology presents in each case. Will artificially intelligent machines take our jobs? Is the Internet bringing us closer together as humans or further apart? Is safety from cybersurveillance worth the privacy tradeoffs? But the e-book doesn’t just ask questions, it also features solutions put forth from experts from IMF Managing Director Christine Lagarde to Internet pioneer Vincent Cerf.”
“As we produce equipment that enhances digitalization, we believe it’s our responsibility to ensure our communications technologies are used to respect, and not infringe, human rights and privacy. We strive to apply appropriate safeguards to protect people’s personal data against unauthorized use or disclosure.” – Addressing human rights and right to privacy..
“We enhance the power of connectivity by creating product offerings that help overcome missing broadband connectivity, improve the resilience of communities to extreme weather changes and increase public safety. Our product offerings also support the battle against climate change.” – Improving people’s lives with technology.