Posts by: marc

Nothing and nobody is indispensable

The cemeteries are full of people who thought they were indispensable.

If you didn’t turn up to work tomorrow, if you never came back, what would happen? I mean, what would really happen?

The world wouldn’t stop.

Can you hand on heart say it would be the end of your organisation? So you may be the ‘key man dependency’, but is that your ego making you think that? (OK, so I once worked with an organisation who had one of those. Their system was written in some obscure language that only one person knew its inner workings. He spent his weekends base jumping. Our job was to migrate the data to a new system to alleviate this risk).

When was the last time you took a holiday? Been too frightened to because you fear everything will fall to peices when you’ve gone? Get over it. Take a vacation, Nothing will change whilst you are away. You’ll get back and nothing will have changed.

What is indispensable?

OK. Now think bigger. History is full of organisations who thought their products and processes were indispensable. Of the FT30, (the oldest index of share prices started in 1935) only one company (Tate & Lyle)is still there after seventy five years.

What do you think would really happen if your organisation ditched all that process and product baggage it held onto so closely? What would really happen? Are your current ways of working really indispensable?  How about your business model?  Maybe time to do some scenario planning to ask precisely those questions?

<Personal Interlude>  Eight months ago I was a lazy tub of lard. I could barely swim the length of a pool, my bicycle had two flat tyres and I’d be breathless and beaten after running 50m to catch the train. I looked for a goal, something that was outside my comfort zone, my frame of reference. I entered the London triathlon, sprint distance. Completing a triathlon became an unobtainable dream (you have to understand that I went to Loughhborogh University, home to the Jocks, [and a rather good Human Sciences department and Ergonomics course, hence my attendance there], I felt totally alienated from all the sporty types, and triathlon represented the pinnacle of pointless exercise and sport). And slowly started training for it. Running, I hated. My first swimming lesson I discovered the need to breath. Cycling, I discovered the ride to work scheme and bought myself a decent bike. I put myself on a change programme. A programme of gradual change. Baby steps. And a few weeks ago it all came together at the London Triathlon; the swimming, the cycling and the running. A multi-disciplinary effort, a radical change to my being. And I completed it. In a not overly embarrassing time; in fact I can in the top half. but better still, I ended it charged up with how much faster I could have gone, now that I know what it is like. I paced myself too slowly. I’m buzzing on triathlon. </Personal Interlude>

Organisations I see are like the tub of lard I was. Full of inertia, and reasons why they can’t change, why they can’t be triathletes.

Yeah, wouldn’t it be great to be an Apple… But we just don’t have a Steve Jobs.  Reasons why you can’t rather than inspiration, spirit and belief in why you can.

There is nothing in your organisation that is indispensable. There is no reason why you “can’t” other than your own myopia and inertia and inability to dream the future and train and practice to make it happen. All you need to do is get over the inertia and make it happen.

Me-too brochureware banking

Take a look at this template.  Header and navigation at the top, large hero to the left, with three product panels beneath.   Log-in to account is on the right with information on security and help beneath.  If you want to be an information architect for a bank, it would appear this is all you need.  This is your cookie cutter to success.

Webpage tempalate

Don’t believe me?  Start with Lloyds TSB.

Lloyds TSB homepage with overlay

Yep, that seems to fit.  how about Halifax.  Almost the same grid being used there.

Halifax with template overlay

Can’t be coincidence can it?  Let’s look at HSBC… There’s the hero again. And the three content boxes. And internet banking on the right.

HSBC homepage with overlay

This is getting a bit repetitive.  What about Santander?

Santander homepage with overlay

There’s a pattern going on here. Looks like they are all at it! Does any other industry segment from such ‘me-too’ism? If it was the right model to be using it wouldn’t be so bad, but their consistency is around consistency of what they do. No-one is really thinking about the customer and what they want. Barclays gets close, but there’s little in the way of understanding customer needs and goals. Little to support customer journeys. It’s all about the Bank, with Products and Services. And Access your accounts on-line! (And ‘We’re so complicated we need help on our home page’). And if everyone else does it obviously we are doing The Right Thing. Does this matter? Isn’t there a better way to design a bank’s brochureware pages?  I’m looking for examples.  I fear I’ll be looking for a while.

Bank home pages all the same

Silver surfers

News this week was that Ivy Bean died aged 104.  A good innings, but there is more to the story than that, Ivy got on Facebook aged 102 and was a regular twitterer with more than 62,ooo followers.  One of my colleagues at work announced as he got off the phone with his mother that she had just upgraded the ram in her computer, herself.  My father has just got an iPhone and is hooked on apps.  Maybe they are late to the game, but the over 65s represent the fastest growth in take up of digital technologies.  Whilst mobile ownership for the 25-44 year olds remained static (saturated) between 2007-9, for the 65+ it grew by 17% (source: Ofcom Communication report 2009).  And internet adoption grew by 11%.  The 2007 Ofcom report found that the 65+ spend 42 hours a month online, four hours more than the most active users who are aged between 18 and 24,

It’s an old finding but the Henley Centre reported that the over 65s most felt part of a virtual community thanks to the internet; with the growth of Facebook that statistic is probably out of date, but still worth reflecting on.

I feel part of a community

The ‘silver surfers’ are not the techno-fearing, techno-illiterate luddites you may percieve them to be.  They are a segment of the market that cannot be ignored, and an opportunity that are craving to be served.  Do they figure in your plans? Do you have any personas for the over 65s? Have you tested your propositions with this demographic?  Is your design optimised for the 18-34 demographic who have less disposable income that the older demographic who have a greater propensity to spend?

I’m not sure where this quote is from so I can’t credit it, but it is worth reflecting on:  “The wealthiest generation in the history (and possibly the future) of the earth are in the process retiring. And they don’t intend to do it quietly”.

Thinking inspired by the Agile UX retreat

In the quest to get agile and UX to get along better, and following successful retreats in the US, last weekend Johanna Kollmann brought together a bunch of agile and UX folk for an Agile UX retreat in London sponsored by.  Giving up a weekend was hard, but was worth it, meeting a great bunch of people and sharing thoughts and experiences from the agile and UX camps.  So what did I learn.

Rethink what we do

Coming out of the retreat it is clear that the way we do UX today needs a fundamental rethink.  As UX professionals we have fought long and hard to gain credibility and traction in organisations for what we do, but we need to be ready to evolve and embrace the changing world around us.  A world where IT no longer needs to have detailed specifications signed off before development start.  We no longer have the need (or the luxury) to do the up-front research that we are used to doing.  We no longer need to sign-off detailed wireframes before handing them over the fence to the developers to implement.  Software today really is soft.  It is more about creativity than engineering (see below).  The serialisation of activities is inefficient and wasteful.  It is time to ask how do we focus upon doing what is needed and when, working in parallel and infecting the whole system with user-centric thinking rather than siloing it into the upfront design.  This after all is what systems ergonomics is about; a forerunner to UCD that we know today, thinking about the macro (a broad system view of design, examining organizational environments, culture, history, and work goals) as well as the micro (fitting the task to the human).

But I am digressing from what I wanted to blog about, the Agile UX retreat.  Some key takeaways for me included Anders Ramsey‘s analogies to the restaurant and the theatre.

Thinking analogies

Think of a restaurant.  We have the kitchen, the back room world that is focussed upon delivering consistency of servings.  Everything in the kitchen is utilitarian, serving the purpose to meet this goal.  At the front of the restaurant we have the dining room where the dishes (of consistent(ly good) quality) made in the kitchen are served.  The dining room is all about the ambiance.  Quality here is far more subjective, but a successful restauranteur will be as passionate about the dining room as she is about the food that is cooked in the kitchen.  This is the way that software is all too often built, with the kitchen and dining room being separate entities, however the way they are organised, paid for and owned, there’s little communication between the two.  To quote another Ramsey, Gordon, it is a Kitchen Nightmare.

Anders’ second analogy to consider was the Theatre.  An overly simplistic representation is that the director starts with a script.  From the script he iterates the production.  The producer’s role is to provide the director with what he needs to make the production successful.  Just be ready for the premiere which is on a fixed date.  In the lead up to the premiere the director assembles the cast, the crew and they rehearse.  They’ve got a strawman plan to work from – MacBeth, but how they implement it will evolve according to the stage, actors and artistic direction the director wants to take.  The producer does not care how or when they rehearse, she is only concerned with the success of the end goal.  As they rehearse they increase the fidelity of their performance until they premiere (go live).  but even then they are not done.  They are happy to accommodate changes to the performance, and if something different happens that clearly delights the audience they will happliy incorporate that into future performances (releases).  Sure, the audience is seeing a performance of Shakespere’s MacBeth, but it is a unique performance that has taken the initial plan and evolved as it has been created.

And so should we approach software development.  Not as an exercise in engineering, where our raw materials are fixed and highly stable, but as a creative artform, where our iterations are rehearsals for the premier and ongoing performances.

Thinking tensions

I’m sure there are more, but some examples of tensions that emerge when we try to work together:

AUX promotes rapid open communication and sharing but designers fear sharing.  (They worry early designs will be seized upon before they are ready)
AUX promotes visualisation and use of walls but corporate policies prevent this
AUX promptes doing just enough, just in time but a legacy of deliverable expectations gets in the way (research is rarely bought by the developers who will ultimately consume it).

Thinking people

At the end of the day, success comes down to people.  Agile zealots have done Agile no favours when they bang on about business value and see anything other than code as waste.  Good product design needs vision, it needs research to ensure you are building the right thing for the right people.  No one has the right to tell a UXer that testing ideas or building a prototype or undertaking research is waste if it is right for their context.  But it doesn’t need to take the time it does today.  The UX community needs to get out and spend time with the development community and understand how software is built today.  UXers need to start seeing developers as partners rather than consumers of what they do.  What if we aligned our teams around the products we build rather than the functional silos that the roles describe?  Bringing agile and UX together is more fundamental than arguing about the process (one iteration in front, washing machine cycles etc), it is about fundamentally changing the way we build software; see it as a team activity that works collaboratively rather than a factory production line with process gates and separation of responsibility.

More on the #auxretreat twitter feed

Vision, passion and personal investment

Something that is common with the start-ups I’ve been involved with, and stories of entrepreneurialism you can read is the passion of those involved.  They have a drive and desire to succeed, backed by enthusiasm and belief for the product they are building.   More often than not, they are personally invested in the project; maybe it is a problem that they feel needs addressing (Dyson), or an opportunity in an industry they are familiar with. It almost always it goes beyond just a job, it is a hunger to bring change and make a difference.  They have a vision, it what drives them, yet they are willing adapt the original vision and move with agility as circumstances dictate.

FlickR started its life as a tool in a role playing game.  The game was not successful and ultimately shelved (fail fast) with the photo sharing capability being developed; the team realised where the value was rather than sticking to a failed big up front plan.  If you go back in time to 1999 and look at how google described itself:

Google Inc. was founded in 1998 by Sergey Brin and Larry Page to make it easier to find high-quality information on the web.

Nothing there about browsers or phone operating systems or word processors or spreadsheets.  Twelve years to go from a search engine to the Google we know today.  Place that lens over most enterprises and how have they managed to adapt to the changing world?  I know of several enterprise projects that are three plus years in, (that’s a quarter of Google’s life) and have still yet to start delivering value.  You don’t get that with start-ups, or places where vision, passion and personal investment drive the product strategy (thinking Apple and Steve Jobs for example).

I’ll lay the fault at Enterprise Culture.  Silo thinking and career progression through the ranks.  So an individual is personally invested in delivering documentation that specifies the system.  When she delivers these she is done.  What happens next is someone else’s problem.  Reward is rarely for delivering the overall vision, why should it?  How often do all stakeholders involved in a project have a strong grasp of the what’s and why’s of what they are doing?  They are only rewarded on the how they deliver the fragment that they are responsible for.

When IT becomes a supplier rather than a partner, no-one has ultimate responsibility for delivering a coherent holistic vision, it becomes a contractual relationship rather than a passionate obsession.  Funding projects is all to often a charade and a nonsense.  The business submit their funding requests (a line item for a potential project) for the forthcoming financial year in the autumn / winter.  Budgets are finalised in the Spring with the new financial year and months have elapsed due to internal budgetting and accounting formalities rather than the ability to respond to the market.  Contrast that with the start up model with seed funding to get started and if the projects shows viability second round funding follows.  If the project is not viable it is suffocated before wasting cash.  (There are interesting perspectives on this leaner model at Beyond Budgetting).

I wonder if in these lean times we are going to start seeing lean thinking applied to enterprises and a start-up culture being nurtured.  There is certainly a growing interest in agile, beyond the practitioners and from C level executives.  But agility in software development is only the first step.  To be really successful it needs to spread through the whole organisation, not just paying lip-service to the word “agile”, but devolving responsibility to individuals and collaborative, cross-organisation teams who can share the vision, passion and are personally invested in getting the right quality products to market at speed.

Pimp your business card

Chances are the business card you hand out is that of your employer. It’s got your name, title, company logo and address on it, but does it really say who you are?  The stuff you blog about, your professional tweets, where are they?  Do you hand out another card with your personal details on it.  Whilst at Leancamp, Nicky Smyth handed me her (BBC) business card.  Alongside her BBC details, she’d used an ink-stamp to provide her personal URL and twitter account.  I’ve not got round to getting a stamp created, but when we were blogging round the world, in Lijang, China I had a stamp made up with Dongba script, pictographics from the Naxi people and the dancingmango URL surrounding them.  I’ve been using this to pimp the back of my ThoughtWorks business card.

ThoughtWorks business card with stamped URL

Tractors, nuclear powerplants and the bleeding edge

It is common for organisations to select a major technology leader (such as IBM or Oracle) and ride their product development cycle.  On client I worked for stated that they would:

“not follow a ‘best-of-breed’ approach, but rather select a major technology leader (IBM)… This means we explicitly seek and accept the “80% solution” rather than trying to optimise for each and every possible requirement. …Shortcomings will be made explicit in order that we can escalate with IBM, and influence their product strategy”.

Influence the IBM product strategy.  Good luck.  This one-size-fits all approach to technology maybe appealing on paper, and certainly has its benefits, you recruit a certain type of developer who has skills in that technology stack, if you are big enough your buying power may get a small voice in future releases that you will pay through the nose for.  But is it the best approach for the business?  A colleague, Stuart Hogg, takes three metaphors for enterprise IT.  The tractor, the nuclear power plant and the bleeding edge.

The tractor. This is the technology that keeps the lights on.  It is commodity software, it is the HR system, email, intranet etc.

Nuclear powerplant. This is the (generally bespoke) mission critical software that drives the business.

The Bleeding edge. This is the platform where you do cutting edge stuff, test and learn.  The ideas may one day be migrated to the nuclear powerplant.

All too many organisations get confused between these three models, loose sight of where they should be investing and plump for a one-size-fits-all technology to do all three.  Thus we see tractor technology trying to do the bleeding edge (Is it possible to innovate at speed with those Big Enterprise Solutions?)  By trying to combine utilitarian computing with strategic and speculative innovation, using the same skillsets, timeframes, processes and models, IT will never truly deliver the value for which it is capable.  Another ThoughtWorker, Ross Petit reiterates this point using a banking metaphor of utilitarian retail banking and speculative investment banking. He divides IT into “utility”, around 70 percent of IT investment (tractor and the nuclear powerplant); and “value add” the other (bleeding edge)30 percent.   Like other utilities such as electricity and water, ‘you don’t typically provide your own. You plug into a utility service that provides it for you’.  In IT that means SAAS and outsourcing and taking a strategic decision to differentiate between the different functions that IT performs.  He concludes:

Separating utility from value add will make IT a better performing part of the business. Because they’re comingled today, we project characteristics of “investment” into what are really utilities, and in the process we squandor capital. Conversely, and to ITs disadvantage, we project a great deal of “utility” into the things that are really investments, which impairs returns.

As a business function, IT has no definition on its own. It only has definition as part of a business, which means it needs to be run as a business. The risk tolerance, management, capabilities, retention risks, governance and business objectives of these two functions are vastly different. Indeed, the “business technologist” of value added IT needs a vastly different set of skills, capability, and aptitude than she or he generally has today. Clearly, they’re vastly different businesses, and should be directed accordingly.

Separating the utility from the value add allows us to reduce cost without jeopardizing accessibility to utility functions, and simultaneously build capability to maximize technology investments. Running them as entirely different business units, managed to a different set of hiring expectations, performance goals, incentive and reward systems, will equip each to better fulfill the objectives that maximize their business impact.

360 degree experience

Nike know a fair bit about branded experiences.  My new iPhone came with Nike + pre-installed.  Usually this would not be relavent to me, my default setting being couch-potato.  But for one reason or another I’m currently training, in less than a months time I’ll be punishing my body in water, bike and road, attempting to complete the London Triathlon.  So Nike+ got me curious.  To get it to work you need a sensor, so I took a trip down to the Nike Store in Covent Garden and bought myself a Nike+ sensor.  The sales assistant (after failing to cross sell me a pair of trainers for the sensor), showed me the bottom of my receipt.  “Look!” she said as she highlighted £250.  “You could win some cash by going to this website”, (circling the URL in the text).

Nike till receipt with URL

Sometime later and I entered the URL (rather long and cumbersome) and landed on a page asking me to enter the receipt number.  This presented me with a satisfaction survey on my store experience to complete.  The system was not intelligent enough to know what product I had bought, and there would be little for me to gain by being presented that information at this point.  At the end of the survey they invited me to enter my email address to enter a prize draw.  With this simple process they have linked an anonymous purchase of a known product with an email address.  An email address has value ; using a tools such as Flowtown from my social network activity they could start building a richer picture of me, including the extent to which I am connected and am an influencer.

Nike screen shot

The supermarkets have used till receipts for marketing (e.g. Tesco clubcard points) for a while.  But if you do not have an explicit point of sale loyalty scheme, this is an innovative way of connecting the offline purchase experience with an on-going on-line relationship.  Of course Nike go well beyond this.  From the iPhone app that was already installed, through to purchasing the Nike+ sensor, I now have a Nike account where I can track my running progress, uploading my training times after each run.  That really is a 360 degree experience.

How to monetise in the world of free

Paying for media content through a pay wall seems to be a daft idea. Why pay for stuff that is free elsewhere? That’s not to say people won’t pay for content, look at the success of iTunes and app stores. (Their success is due at least in part to the ease of making payments).

We see challenge. For consumers there’s just too much noise in the Digital Landscape. It’s random, raw, repetitive. And for content providers, in this Digital Land of the Free, where’s the revenue?  So here’s an idea. People won’t pay for most content (why should they? It’s free somewhere else isn’t it?) But they will pay for some content.

Our hypothesis is that there is a market for content that is original, timely, novel, exclusive, unique or has quality and authority… that is relevant to me, the individual. With that in mind, Duncan and I present a model underpinned by a media broker, where content is priced according to its relevance.

(Slides best viewed on full screen so you can actually read the commentary at the bottom of the page!)

View more presentations from marc mcneill.

How to promote yourself

A while ago Alec Brownstein was looking for a job in the advertising industry. He bought a bunch of adwords to appear next to the names of executives in companies he wanted to work for, and waited for them to google their names. Cool thinking that got him a job.

something similar happened with ThoughtWorks this week. On the ThoughtWorks facebook page a little ad appeared, “Dear ThoughtWorks, My name is Scott and I want to work with you”.

Dear ThoughtWorks, my name is scott and I want to work with you

Clicking on the link opened a microsite dedicated to why ThoughtWorks should employ Scott Robinson.  ThoughtWorkers soon picked up on this and twitter came alive with #dearscott and then this and this.  He’ll still go through the intense recruitment process, but another great example for using Social Media to promote yourself and get a job.

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