Tag / startup
Design doesn’t scale as cleanly as engineering. It’s not enough that each element and page is consistent with each other — the much bigger challenge lies in keeping the sum of the parts intact, too. And accomplishing that with a lot of designers involved in the same project.
If you’re working in a growing startup or a large corporation, you probably know the issues that come with this: The big-picture falls from view easily as everyone is focusing on the details they are responsible for, and conceptions about the vision of the design might be interpreted differently, too. What we need is a set of best practices to remove this friction and make the process smoother. A strategy to scale design without hurting it.
The post UX At Scale 2017: Free Webinars To Get Scaling Design Right appeared first on Smashing Magazine.
Alexandre Malsch (Quiksilver, Roxy) : “Il y a énormément de choses à réinventer dans la publicité qui reste un message subi”
Alexandre Malsch, 32 ans a quitté en février Melty, le groupe qu’il avait co-fondé en 2005. Il devient Global Digital Brand Manager au sein du groupe Boardriders, en charge de la stratégie digitale globale des marques Quiksilver et Roxy. Il reste également au Board de Station F l’incubateur Parisien de Startups
Pour Viuz, il dévoile les fondations de sa stratégie digitale :
Viuz : Le surf c’est une passion ? Alexandre Malsch: Totalement et depuis une bonne dizaine d’années. J’étais déjà fan de Quiksilver quand j'avais 10 ans.
Viuz : Quels seront les piliers de votre stratégie Marketing digitale pour Quiksilver et Roxy ? Alexandre Malsch: Mon idée est très simple : travailler en mode startup, via des chantiers simples et mesurables tout en réagissant avec agilité et de manière empirique autour de trois grands axes :
Le premier est de créer sur le digital, comme pour des marques médias, de vrais contenus authentiques et de vrais univers autour de Quiksilver et Roxy correspondant..
If you like this article, you probably want to sign up to be notified when my new book on Visual Thinking is out (in less than a month, I promise!) Also, there is discussion and some clarification on the Medium version of the post.
When I first heard about Design Thinking, I thought it was a clever rebranding effort by IDEO to charge twice as much for user-centered design. What can I say, I’m an old fart of a designer, and when I read about design thinking, I didn’t really see the big whup. And I wasn’t alone.
But over time I’ve discovered that the oft-parodied approach to Design Thinking — a lot of post-its and a lot of prototyping — works better than nearly any other approach to product and service innovation.
Do designers truly think in a different way?
The key is the word “thinking.” I want to make an argument that Design Thinking is a kind of thinking based on three key cognition theories:
Distributed Cognition Expertise Thinking Iterative World Modeling Let me break ea..
In the near future, three of the most studied generations will converge on the workplace at the same time: Generation X, the age cohort born before the 1980s but after the Baby Boomers; Generation Y, or Millennials, typically thought of as those born between 1984 and 1996; and Generation Z, those born after 1997, who are next to enter the workforce.
In a survey of 18,000 professionals and students across these three generations from 19 countries, we found some important differences in their aspirations and values. We hope that results from this survey, conducted by the INSEAD Emerging Markets Institute, Universum, and the HEAD Foundation, will be useful to companies seeking to retain, develop, and attract employees from these talent pools. However, it’s important to note that our findings are a snapshot of where these employees are at this moment in time; employees’ needs and expectations often evolve over the course of their careers, and we hope future surveys will update these findi..
Class Write Up: Three Years of Learning Creative Founder is in many way the anti-foundations of interaction design.It has no interest in designing interfaces, or usability (except as a means to an end.) Yet it is the ultimate design class, using design methodologies to understand customers and buyers, and to speak value in their language, and to provide change in their lives.
Creative Founder was the first class I taught at CCA, when it was called Designer as Founder. I suggested teaching a startup class to the chair of the department because I believe designers should understand business. I suspected designers would resist taking a class that admitted it was teaching them business, but would flock to sexy start-up land. It’s been waitlisted every year, though no longer for the original reasons. It has developed the reputation of being ridiculously hard, and the class that gets you ready for thesis, and then for life.
Zhiyou and Jaime working the BMC. The first one was spring of 2014..
The business case for diversity is clear. Diversity can boost innovation and employee engagement, and companies with greater gender and racial diversity financially outperform their peers. Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels. And many diversity programs fail. Based on evidence that diversity initiatives are more effective if they start at the top, I interviewed 11 CEOs who have made a public commitment to diversity about how they are creating more diverse workforces.
About the InterviewsI wanted to select a diverse group of CEOs from a range of companies that varied by size and industry. I chose eleven CEOs: Art Peck (Gap Inc., retail), Shira Goodman (Staples, retail), Kevin Johnson (Starbucks, food services), Marc Benioff (Salesforce, software), Susan Wojcicki (YouTube, internet media), David Cohen (Techstars, startup ac..
I teach a number of classes at CCA, including Creative Founder, Story and Play. One year I tried on teaching Foundations. I love the Sophomores, and the class went great, but I found myself a bit bored teaching core concepts yet again. I passed on teaching the class the next year in favor of some other “weirder” ones (like Play!). I want to write up my choices as I designed this class so that other teachers can use this as a resource. And someday I may return to this interesting problem, “How do we make interaction and UX designers?”
Here is the syllabus. The best part of it is, IMO, the deliverable checklist.
This is the prettified version, made by Bibiana Bauer Goals and Process When I committed to teaching this class, I had a lot of decisions to make. My Foundation class would be 15 weeks long, once a week, for six hours. This may feel like a lot of time, but it’s not, really, to teach the foundations of interaction design. I believe it’s not enough to teach “pure” interactive des..
Every wonder if there was a better way to form and manage teams?
Before I disappeared for the summer, as I am wont to do, I gave a well received talk on teams at the Lean Startup Meetup. The video and slides are available. Enjoy!
Many companies begin an internet of things (IoT) journey with great expectations, only to end up with disappointing business results. Gartner recently estimated that through 2018 “80% of IoT implementations will squander transformational opportunities” and fail to monetize IoT data. And a new survey by Cisco found that one-third of all completed IoT projects were not considered a success. In my experience with dozens of organizations implementing IoT solutions, those that achieved their expected ROI changed their traditional business approaches in one or more of the following ways:
They Developed a Partner Ecosystem The essence of IoT is interconnectivity. Interconnectivity is about more than the connections between devices — it is about the connections between customers, partners, and suppliers.
Accordingly, IoT is driving a shift in business structures from a one-company-does-it-all model to a let’s-work-together approach. This means that companies must leave behind traditional mod..
The idea of boomerang employees — workers who voluntarily leave a job at an organization and then rejoin that same organization at a later date — is gaining more and more acceptance from hiring managers and in the labor force. If you’re one of these employees, how should you handle your comeback? What’s the best way to get back into the fold? Do you try to pick up where you left off? And what do you say to people about why you quit in the first place and why you’re back?
What the Experts Say
The increasing acceptance of boomerang employees is partly due to the “tight job market,” according to Michael Watkins, chair of Genesis Advisers, professor at IMD, and author of The First 90 Days. “It’s natural for companies to look for employees who have a track record,” he says. “Former employees are known quantities.” For both workers and employers, the boomerang represents “a positive development,” says Karen Dillon, coauthor of several best-selling titles, including How Will You Measure Your..