Disrupt Arnd Brugman (Mobile) Innovator

Contextual People First Design

‘…more and more companies are discovering that not only is usability good for users, it’s also good business.’

Susan Weinschenk, Chief of Technical Staff Human Factors International Usability: A Business Case

UX Design? A person’s perceptions and responses that result from the use and/or anticipated use of a product, system or service.

Visio

n

ISO 9241-110:2010 (clause 2.15)

Mobile First

Digital First

People First

A brief overview of the past

Digital First Mobile First

People First

Crappy Usable

Awesome

Fixed Dynamic Agile

Technical

Desktop Mobile+

Journey

Experience

Flexibility

Drive

Scope

Gra

ce

fully D

eg

rad

ed

Prog

ressive

ly Enh

an

ce

d

Co

nte

xt Aw

are

Features Relations

Perspective

It’s not about (screen) size

User Centric, People First

UX Design involves a person’s behaviors, attitudes, and emotions about using a particular product, system or service.

http://en.wikipedia.org/wiki/User_experience

Devils Triangle

Cheaper Faster

Better

Why

How

Start with Why?

What

Simon Sinek

Contextual Intention

The role of IT

B T

The new role of IT

BT

The Nexus of Forces

Nexus

SMAC

SOCIAL, MOBILE, ANALYTICS, CLOUD

The New Enterprise IT Model

B - SMAC + ioT

Social

Mobile

Analytics

Cloud

Things

3rd platform

Applied is a verb Innovation

1.Exponen*algrowthoftechnology.Theconsequentdisrup*veinnova*onsputpressureonexis*ngcompanies.Owingtotheconstantlychanging(business)environment,companieshavetoconstantlychangeandadapt(Con*nuousDesign).2.Itisimpera*vethatacorporatecultureiscreatedinwhichinnova*onisembraced,insteadofconfrontedwithfeelingsofdistrustorresistance.Innova*onmustbecomethemajorprocesswithinacompany.3.Trustmadescalablebytechnology.Fromcentrallycontrolledorganiza*onswearemovingtowardsdecentralized,distributedplaJorms.Exis*ngcompaniesmustbeunbundled.Thephysicalworldwillbeorganizedandstructuralizedinsubstan*allydifferentwaysfromthosetowhichweareaccustomed,thankstothedeploymentofdigitaltechnology.Asadirectresult,ITandbusinesswillmergeseamlesslyintooneanother.Onepossibleconsequenceofthisisariseintechnologicalunemployment,asworkisincreasinglytakenoverbyrobotsandalgorithms.4.PlaJormeconomyplayerssuchasBitcoin,AirbnbandUbershowusaworldinwhichtransparencyisthenewnorm,andwhere,asaconsequence,everyonecanassessoneanother.Itisnolongeraboutownership/possession/controlofproducts,butabouthavingaccessto/controllingallkindsofservices.Thisrequiresandopensupallkindsofpossibili*esfornewworkingmethods.Reputa*onbecomesthenewcurrency.5.Informa*ontechnologydemocra*zes.Now,theconsumerpossessesthetoolstoop*mizehisexperience.Thecustomeristheradiantcentralpoint,thelinchpinaroundwhichtheneweconomicsystemsrevolve.Morethanever,thecustomerisking.6.Theanxiouscustomerobsessionfromthepasthasmadewayforawaveofnewopportuni*es.ThankstoSMACT,itisnowpossibletocreatesurprisingcustomerexperiencesatallconceivablemobile-contactmoments.AZertheini*altransforma*onofatomsintobits,theynowmaterializeonceagainintheactualityofourphysicalworld.Withafurtherthrustofbitsintoatoms,thecircleofservicetothecustomerwillbeclosedwithafocusonMobileMomentstoaccommodateeveryneedandwish.7.TheroleoftheCIOwillbetheoutcomeofadilemma*cdebatewhichMichaelRaynorandClaytonChristensen,authorofTheInnovator’sSolu*on,characterizeasfollows:

CONCLUSION AND CONSIDERATIONS