by SIMON ROBERTS, Stripe Partners and RITA DENNY, Practica Group
What's our worth? What are the rhetorics of value?
This question is never far from the minds of individual practitioners and this diverse community. Value takes many forms and is denominated in many currencies. The worth of these currencies changes in time and space as business environments change, and in response to changes our own practices in and with organizations. So how do and should we talk about ourselves now into the future?
In putting together this Salon, Rita and I were conscious that we were taking on tensions that sit at the heart of the EPIC world. These are tensions and questions that have arisen at every EPIC over the last 10 years. And likely for the next ten years too.
Thirty diverse and brave folks attended the Salon at Fordham. They helped us think about accounting for our value. [With Chatham House rules in effect, people spoke freely!]
1. “Accounting” is retrospective justification!
Attendees contested our muse from the outset:...
by TIMOTHY DE WAAL MALEFYT, Fordham University and ROGERIO DE PAULA, IBM
The practice of ethnography can be described, among other ways, has having the emergent qualities of relationality, fluidity and creating a sense of place. These qualities also inform who we are at EPIC, our growing community and our location in NYC for 2014. Moreover, ethnographic practice necessitates these qualities to foster and develop ‘value and values,’ the theme of this year’s EPIC conference.
Relationally, ethnographers are ‘outside others’ who relate to and with other local subjects, learning from them and often informing third parties of acquired knowledge. This knowledge is constructed of pre-existing agendas, the ethnographer’s experience, and multiple other known and unknown agents. Our relationality to others brings enlightenment and adds value to the various projects we work on. Simmel noted one hundred years ago, that ‘value’ motivates and sustains exchanges between two or more distinct parties, of which all business professions...
by MARIA CURY, ReD Associates
Camila sat down on her faded pink sofa, unwrapped the bandage around her calf, and showed me a violet wound, some of the skin crusty and some of it wet. Her daughter Cecilia sat on the edge of a chair in the corner, filling gaps in the story – “remember we tried a gel that inflamed your skin,” “the pharmacy down the street never gives us enough gauze.”
At ReD Associates, we often work with big healthcare companies who seek more patient-centric approaches to product design, and our insights have implications on product, packaging, and patient-compliance. This project aimed to make wound care products relevant to more people by understanding how patients care for chronic wounds in emerging markets.
Camila, a sixty-four year-old Brazilian patient with a venous leg ulcer, was doing everything wrong. She risked infection by putting olive oil over her calf (“I know I’m not supposed to, but it’s the only thing that takes away my pain pain pain”); she used dry gauze with wisps that stuck...
by JOHN PAYNE, Moment
Like many design consultancies, Moment uses a variety of research methods to help us develop a contextual understanding of our clients’ customers. We do this to discover and adapt new business opportunities to prospects’ wants, needs and desires. The value to the business is that their products and services better fit their audience, increasing adoption and use. Tangible results from this work range from incremental product enhancements to disruptive innovations that provide significant competitive advantage.
Design ethnography is how we approach “fuzzy front end” projects—those that require us to define the problem before formulating a solution. Through ethnography, our field team achieves a robust understanding of the situation, but then faces the challenge of transferring the richness of these learnings into the narrow frame of new product development methodology. This make-or-break moment of transfer is when design ethnography truly delivers—or doesn’t.
Speaking for the design...
by JAN BLOM & XUEMING LANG, Google Mountain View
In May 2014, 180 Google employees participated in a UX sprint week in the Bay Area focused on innovating gamechanging advertising and commerce solutions. Those participating in the sprint were designers, researchers, product managers and engineers. By the end of the three day sprint, the participating challenge teams had generated more than 1000 sketches and mocks, distributed across 23 teams, with the ideas ranging from ubicomp scenarios to novel service concepts.
From a corporate ethnography point of view, the event was a success. A conscious decision was made to use research across various stages of the design process in order to ensure an empirically grounded direction for each group. The user researchers were split evenly across the groups, and plenty of interesting methods were used across the challenges to make sure that users’ perspective was properly taken into account.
Our team’s challenge focused on design for the shopping experience. Therefore,...
by DONNA K. FLYNN, PhD; Vice President, WorkSpace Futures, Steelcase
Being an anthropologist has been a core part of my personal identity since graduate school – not because of all the years of schooling or the grueling dissertation, but because a holistic, systemic, and people-centered perspective on the world became woven into the fabric of who I am. The power of ethnography is not in its methods, but in the way it shapes our perspective on the world. We frame complex problems in holistic ways, seek out connections between micro-behaviors and macro-dynamics, and are inspired by the rich color of people’s stories. An ethnographic perspective helps us find meaning in everything we look at. Applying that perspective in our work is about translating that meaning into action.
These skills are all fundamental to the choice-making enterprise of business strategy. Recently I have had the great fortune to facilitate and inspire strategy development alongside leaders of multi-million dollar businesses, and truly experiment with...
by STOKES JONES, PREE KOLARI, Motorola CXD
Of course, EPIC has always been a ‘community of praxis’ (as much as practice) helping attendees put what they learn into action. For us at Motorola Mobility, 2013 was no exception. The company had reduced its phone portfolio to a handful of products; and knew the only way to grow market share was expanding sales outside the US. But we had not done ‘front end’ research outside American shores since 2009. Likewise, most of our newly hired designers, product managers, and software engineers had never created phones for any geography but North America.
So how could we “sensitize” whole teams to the differing desires & needs of people in Brazil or India? And how could we flush out those devilish details which we didn’t yet know we did not know...the ones that make the difference between a product being “just right” vs. “totally wrong” in a new environment?
We decided lone report-writing researchers could not bring product teams in tune with our “next...