UCD14 Talk - Tim Hurles and Paul Gibbins - Making it Happen: Helping Organisations Move to a User Centred Design Model of Delivering Products and Services
Tim Hurles and Paul Gibbins - Making it Happen: Helping Organisations Move to a User Centred Design Model of Delivering Products and Services
Government organisations are starting to move towards a user-centric approach to designing and creating services. We have been assisting some of them in this transition and will share our experiences so far.
Our recent work with Transport for London (TfL) and the Metropolitan Police Service amongst other has been focused on users’ needs and behaviours, and UCD methods have been brought to bear to identify and solve a range of problems.
Often this involves helping organisations change and evolve to allow UCD processes to function effectively within them. The talk will illustrate how we've used UCD both for end solutions and to help the organisations themselves adopt UCD.
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UCD14 Talk - Tim Hurles and Paul Gibbins - Making it Happen: Helping Organisations Move to a User Centred Design Model of Delivering Products and Services
1. Making it Happen
Helping organisations move to a user-centred design model
of delivering products and services
service design consultancy
6. All contents copyright 2014 we are experience
Gov Digital Service
Transport for London
Post Office (innovation labs)
Police Services
Private sector (banks, retail)
Public Policy Labs (US & UK)
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Shift from products to services
78%The amount of the UK’s GDP
derived from Services
The percentage of the
population employed
79% by Services
9. Image: GDS
Need for new ways
following failed (tech-led)
capital projects
11. All contents copyright 2014 we are experience
Transformation by Design
UCD is a means to effect cultural change /
business transformation.
It focuses on customers’ needs and
everything else has to shift to work
towards this.
Shift way of thinking in organisations
We’ve noticed in working with organisations who are committed to a UCD process have, as part of the process, had to change. UCD is a method for giving orgs a clear focus for change
It’s happening already
The customer is more powerful than ever
70% of business transformation programmes fail
The problem with transformation
It’s not an objective. It’s a by-product of a change in customer experience
Organisations ruled by the left-brained
Governed by numbers and not experiences
Solution-oriented, rather than unearthing problems
Fear of failure - Analysis paralysis - they need CONFIDENCE!
Business transformation, and the need to transform the business, is often a misinterpretation of the need for cultural change. Almost all business struggling with transformation programmes (and 70% of them fail) are in need of getting more closely in touch with their customers.
Engaging left-brainers
Vertical innovation
Design-thinking: framing the problem correctly and clearly
People start thinking like customers
Co-creation
Lean UX
Exercises in customer-centric thinking
Co-creation
Agility
Rapid micro-failure to arrive at a proposition and de-risk larger failure later
‘Not only have you changed the way we work with our customers…
...you've changed the way we work with ourselves.’ Chris Macleod
Breaking silos - The TfL example
Design tools (storyboards) to create vision and engage with stakeholders - gets things agreed and moving
Visibly engaging with customers
Guerrilla user testing, co-creation
Rapid iteration, demonstrated not just the acceptability of failure but the value of it
Breaking silos - The TfL example
Design tools (storyboards) to create vision and engage with stakeholders - gets things agreed and moving
Visibly engaging with customers
Guerrilla user testing, co-creation
Rapid iteration, demonstrated not just the acceptability of failure but the value of it
Breaking silos - The TfL example
Design tools (storyboards) to create vision and engage with stakeholders - gets things agreed and moving
Visibly engaging with customers
Guerrilla user testing, co-creation
Rapid iteration, demonstrated not just the acceptability of failure but the value of it
Removed fear of failure by focusing on both tactical short term and strategic long term
Short term was part of strategic road map
Removed fear of failure by focusing on both tactical short term and strategic long term
Short term was part of strategic road map