“Hyper-focused on both the evolving digital landscape and the ‘design doing’ of creating excellent products & experiences, Digital Product by Design acknowledges that the creation of digital products extends far beyond UX & Engineering”
“In all cases, next generation product development requires a multifaceted approach to consistently deliver Excellent Digital Products”
Digital Product be Design 2019 #DigiProd2019
I would first like to thank CMP and Marisa White, Principal Analyst, for the opportunity to participate in this year’s Digital Product by Design conference, which was held in Los Angeles just a couple of weeks ago.
My involvement started earlier in the year as an Advisory Board member for the Design & Innovation‘s think tank, which also covers Design Thinking, Experience Design and Service Design conference series. Additionally a lengthy personal interview was featured as a three-part blog in the months gearing up to the event:
- Part 1 – What is Human Centered Design
- Part 2 – Maturity to Digital & Design
- Part 3 – Human Centered Design as a Priority
I am also glad to share that my talk, “How To Apply Human Factors to Emerging Technologies” (below) was scheduled as the event’s first session. My presentation introduced a primer on QXbD, Quality Experiences by Design, which also positions the Studio’s model relevance in this line of work.
On subsequent days I joined the conference’s Design Leadership Panel (above photo) and hosted a roundtable discussion on “How to Scale Up and Down in Conjunction with Business Requirements“.
Digital Product by Design 2019 was attended by senior leaders across a wide variety of corporate functions and industries. That is a reflection of the fact that:
- digitalization’s pervasiveness is leaving no sector untouched because digital experiences have already become the new normal rather than an experimental fringe
- digital transformation initiatives remain at top the C-suite’s agenda, though challenges abound and success remains elusive for many… culture being the issue
- compelling service experiences involve a mix of low and high tech, and even our most common daily products can now be connected and highly interactive
- mobile connectivity, networks, cloud computing and software defined systems are coming together at ubiquitous speed and scale… 5G’s thrust enabling what’s next.
Digital Product by Design 2019 – Speaker line-up (sample)
Google’s Vivian Sarratt reminded us about the need for taking interdisciplinary collaboration and teamwork to new levels by aligning common goals, communicating and sharing what’s needed and co-designing to better innovate, which also has to do with relinquishing control in the outcome’s best interest. Vivian also covered Andy Grove’s OKR, Objectives and Key Results framework.
In the context of my roundtable addressing “How to Scale Up/Down in Conjunction with Business Requirements”, OKRs became instrumental for first defining the mission in terms of sought-after outcomes. Innovating also has to do with fluid game changing initiatives and acknowledging that a plan might not survive first contact was also relevant because ripple effects and moving targets are likely to arise… therefore: (a) foresight and early situational awareness, (b) agile fine-tuning and calibration, (c) the courage to say “no” to defuse mission creep or distractions, and (d) timely pivoting, all being key abilities to navigate unchartered territories.
Second: aligning stakeholders across functions under an interdisciplinary organizational culture rallying adequate resource levels. Diversity of optics and thought leadership should generate the sort of creative tensions leading to innovative problem solving. Each individual should be empowered to make a difference, though it does take an interdisciplinary team to deliver… while staying away from groupthink’s counter productive bias.
Third: equipping worthwhile creative efforts to succeed, which does entail managing elastic resource levels (scaling up/down) and “controlled failure techniques” allowing for rapid experimentation early in the project’s journey… as well as “starting lean” and “remaining nimble” through the endeavor’s multiple twists and turns. The roller-coaster nature of creative work is not everyone’s cup of tea: it takes core values, earning organizational and user trust, work ethics and mental toughness.
I would also like to take this chance to thank Y Media Labs‘ Ashish Toshniwal, Joe Johnston and Stephanie Wiseman, Discovery – Motortrend Studio‘s Argam Dehhartunian and American Specialty Health‘s Ali Hussain for the engaging discussions and insightful remarks.
“Focus on the humans (customers and employees) at the epicenter of transformational change” – Joe Johnston, Y Media Labs.
Discovery’s Motortrend Studio in Los Angeles.
Thanks again and looking forward to crossing paths in the near feature. Please feel free to reconnect on LinkedIn to stay in touch and continue any of our discussions… or get new interesting ones started : )
I am joining a discussion on Information Visualization and Interaction Design… and the integral role of Cognitive Art to deliver innovative HCI (Human-Computer-Interfaces.)
Heare are sample projects that I have been involved in. This set showcases: multi-modal user interfaces, metaphorical abstractions, and cognitive models, as well as ergonomic form factors that optimize for extreme ease of use.
d.SCI refers to a methodology that I am working on which purposely intersects design and science. In this particular discussion, human cognition and affect are the topics of interest.
“The world of IoT and connected devices is expanding rapidly. We all carry super computers in our pockets and interact with everything from home automation, cars, consumer electronics, and healthcare devices.”
“In this complex hardware + software environment the product development cycle can be tricky. For example, you can’t just follow agile software practices by the book when you’re building a connected pace maker. So how do we approach product development when the stakes are high and the moving parts are many? During this discussion we’ll be tackling topics such as:”
“How do you roadmap a product which includes both hardware and software components? How does agile development fit in? How does the regulatory landscape affect how we approach development and iteration? How do you build teams around these integrated products? And how do you keep them in sync and working together?”
I’d first like to thank the team at DevMynd for their kind invitation. I am looking forward to joining the panel discussion in Chicago this coming Thursday, February 22. In the meantime, I will welcome any comments and insights as I gear up for this discussion.
I’m working on outlining some of the myths, dilemmas and trade-offs that I have encounter as an Industrial Designer and in Product Management.
From a design perspective, there are two topics worth looking at: Design Thinking as a Human-Centered methodology and its outcomes in terms of: (a) utility, (b) usability, (c) consumability, (d) affectivity and (e) the composite and differential value of the resulting digital experiences that involve software and hardware.
This “new brave world” equips us with the freedom to explore new form factors, cognitive models and, most importantly, the development human x technology networks. Some of the specifics come down to design semantics re-defining HMS, Human-Machine-Systems, in the context of multi-modal user interfaces and innovative interactions where Machine Learning and new visualization paradigms happen to surface.
From a Product Management viewpoint, there is a need for also pondering about how to best leverage Design Thinking beyond Industrial Design and Software Development to tackle product and service strategy. Here my focus gravitates toward addressing: (a) success factors and (b) limiting factors under control, as well as (d) other determining factors beyond our area of influence that can impact the diffusion of innovations either positively or negatively. Moreover, I like to couple business model innovation with behavioral economics and information network effects.
This construct really boils down to capturing the essence behind (e) stakeholders’ acceptance criteria and (f) the users’ engagement, adoption and growth rates. This means defining capability and maturity levels and how to best factor for the fact that they adapt and evolve over time. Obviously, this leads to taking a close look at how to best intersect Lean and Agile practices, but not only, so that we can lead and navigate constantly changing environments in “digital time.”
Let’s get down to a more tactical level: end-to-end system design entails a mix of loosely and tightly coupled elements, and a platform approach to operate at speed, scale and wider scope that what black boxes can match. A reality check unveils a hybrid world where decisions on capacity and performance levels, as well as serviceability and dependency levels drive decisions toward optimizing for distributed systems and, therefore, the rising value of end-to-end solutions vs. point solutions only.
In that context, inter-disciplinary teams involving creative technologists and domain experts make our organizations effectively diverse, smarter and innovative. Otherwise, self-defeating arrogance, conflicting silos and technical myopia can make pre-production and production be costlier by promoting unnecessary friction and getting everyone to work harder and harder rather than smarter. Typically, that negates productivity, forces a number corrective actions, and significantly shifts and/or downsized sought after results.
The beauty of the Studio’s human-experience-centered practice is a healthy obsession for delivering “meaning.” The definition of “meaningful outcomes” (rather than churning outputs) makes these organizations behave based on value and impact. We strive to foster not just customer satisfaction and net promoter scores, but measurable customer delight and network effects (superior and service-level performance indicators) which, in turn, set and streamline technical requirements.
Long story short, the Studio’s mindset (critical thinking / wonder & discovery / problem solving) and workstyle (collaborative / experiential / iterative / adaptive) help explain why creative technologists are instrumental and serial innovation engines for the digital age.
Footnote: the term “team of creative technologists” was first coined by Nokia Bell Labs back in the 1940s to single out the differentiated value of inter-disciplinary undertakings. In the late forties, Bell Labs’ Claude Shannon pioneered Information Theory and John Karlin set up the first Human Factors Engineering in industry. That HFE team was formed by a psychologist, a statistician (the father of quality control visualization,) an engineer, and a physicist.