“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.
“We celebrated HFE’s 70th Anniversary at Bell Labs, the home of the creative technologists who pioneered this inter-disciplinary field. We are also encouraging our community’s renewed efforts to shape innovations that enable the human possibilities of technology in today’s connected world.”
“This year’s agenda featured guest speakers from AT&T and Verizon, practitioners in diverse industries from NASA, IBM, Information Builders and Lab Z, experts from MIT and IIT, as well as Bell Labs and Nokia flagship and award winning innovations. This event is organized by Nokia’s Technology Leadership Council in partnership with Bell Labs.”
The above file delivers the event’s agenda and topic abstracts. First, there is a need for thanking everyone involved: speakers, participants, volunteers and sponsors, as well as Nokia’s IT and Real Estate staff. Our conference involved 20 fast paced sessions over two days. 300+ of us participated in this conference from multiple worldwide locations as well as online. Approximately 150 people registered with NokiaEDU, Nokia’s training platform.
I am happy to share that feedback received during and after the event was very positive and encouraging beyond expectations, some of it was incredibly passionate. If you are a peer at Nokia, note that you now have access to HFE17’s communications, conversations and files and the recordings.
Moreover, we are now working on jumpstarting a company-wide community of interest centered on Human Factors and are also gearing for HFE18, which will feature the John E. Karlin Recognition Award. John pioneered HFE at Bell Labs in 1947. He passed away four years ago and his contributions paved the way for user centered innovations.
Nokia’s legendary journey has already passed the 150 year mark and, interestingly enough, more than 95% of us did not carry a Nokia badge four years ago. There are more than 100,000 of us embarked in this endeavor and we all collectively represent 160 nationalities working in more than 100 countries.
Our customers are the world’s communications service providers, governments, enterprises and consumers. We deploy the industry’s most comprehensive set of products, services, as well as licensing opportunities with a patent portfolio featuring in excess of 30,000 inventions.
But, most importantly, our innovations and collective know-how make a decisive difference when we “shape technologies that truly transform the human experience” as technical prowess alone does not suffice. HFE17 was sponsored by Bell Labs and supported by our Technology Leadership Council, a grassroots organization formed by volunteers whose goal is to help foster a culture of innovation that honors Nokia’s renewed commitment to “enabling the human possibilities of technology.”
Humanizing technology is the core belief of those of us working in Human Factors Engineering, whether the job focuses on UX, User Experience, or CX, Customer Experience, dataviz and graphical interfaces or natural language interaction, services or operations, software or hardware, HCI, Human Computer Interaction, or HITL, Human in the Loop Computing, with AI, Artificial Intelligence.
HFE2017’s main objective was to get our community connected so that everyone’s good efforts become as meaningful and impactful as they can be.
I would also like to take this chance to highlight Betsy Cowell’s leadership. I had the pleasure to co-chair this event with her. Betsy’s discipline became instrumental given the scope of the effort and unexpected challenges.
Some of you might recall our first attempt to get HFE off the ground last year. Back then, we encountered technical and scheduling shortcomings when being asked to switch to a new webcasting system yet to be deployed. So, we ended up postponing.
Betsy managed to re-energize this undertaking with the turn of the year. She engaged a small army of volunteers who became key to HFE17’s success. Some just wouldn’t give up even when facing technical and organizational intricacies in the eleventh hour. TLC makes a difference by taking down silos and fostering a culture of collaboration across the company.
“Innovation is a risky business and the failure rate is high. Traditional approaches to consumer research may exacerbate the problem. There are many shortcomings with traditional research approaches, and one of the main ones is that data collection focuses on what people say they do, rather than on what is actually driving behavior.” – Behavioral Science – Do people do what they say will do? by Innovia.
Tim works for Innovia Technology and will be visiting Nokia’s Chicago Technology Center, Naperville Campus, on Monday, May 8. He is a physicist from University of Cambridge, UK, with a research background on ballistics who has spent the past 15 years addressing human factors led innovation.
Tim will share insights from recent projects as well as highlights of work done for Nokia back in 2003. About 15 years have gone by and he will conduct a retrospective to unveil who ended up implementing those concepts in today’s market.
Post May 8 Session Notes – Tim’s talk covered the need for gaining a deeper understanding of people as both individuals and collectives to best inform the design of new products, services and business models. Tim emphasized the value of a holistic approach to problem solving and a focus on behavioral drives. He stated that conventional research solely looking at attitudes and beliefs can miss critical insights.
Nokia’s community can access Tim’s presentation and recording on my work blog.
I am now taking the chance to share my thoughts on this topic and, whether we call it “stated vs. observed behavior” or “reported vs. actual paradoxes,” the point is that those of use working on Human Factors Engineering and/or leveraging Design Thinking cannot just rely on product or service requirements as described by customers and end users themselves.
Therefore, on location ethnographic research coupled with instrumentalizing objects, tools and environments to gather telemetry as they are being used over their useful lives are also of the essence, given user permission as this entails privacy concerns.
“According to Alan Mulally, former Ford Motor Company CEO, Henry Ford said that if, when he founded his company, he had asked potential customers what they wanted, they would have said faster horses.” – Quote Investigator.
Hawthorne Works was a Western Electric factory in the Chicago area, which is part of Bell Labs’ outstanding legacy.
I’m now inserting a side personal note: I now live Chicagoland and have worked with Bell Labs, now part of Nokia.
More than a century ago, going all the way back to the 1920s and 30s, Hawthorne Works undertook a study to assess what lighting levels correlated to higher productivity levels.
However, research findings revealed that (a) worker’s awareness of being observed in the context of (b) paying attention to their needs in the workplace elevated their motivation and productivity, which trumped other factors such as lighting levels whether they would be set low or high.
I would also like to share another interesting observation. This one involving Bell Lab’s own John Karlin:
“The Times, who refer to Karlin as widely considered the father of human-factors engineering in American industry, relates an amusing story of an earlier project–one that demonstrates his keen understanding of human behavior: an early experiment involved the telephone cord.”
“In the postwar years, the copper used inside the cords remained scarce. Telephone company executives wondered whether the standard cord, then about three feet long, might be shortened.”
“Mr. Karlin’s staff stole into colleagues’ offices every three days and covertly shortened their phone cords, an inch at time. No one noticed, they found, until the cords had lost an entire foot. From then on, phones came with shorter cords.”
Once again, I’d like to thank Tim for his talk and for the also interesting discussions that preceded and followed that session. We both agree on the positive impact of holistic and interdisciplinary practices, which lead to a disciplined and robust approach to defining value based outcomes.
This is about innovative solutions humanizing technology in everyone’s best interest. So, it definitely pays to leverage Behavioral Sciences and Behavioral Economics when addressing serial innovation programs.
“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 : )