The light on the face - Alberto Barreiro

UX Innovation The Light on the Face
EXPERIENCE
The Light on the Face
Why do they call it love when they mean UX
Alberto Barreiro April 2013

Conceptual economy is a term describing the contribution of creativity, innovation, and design skills to economic competitiveness, especially in the
global context. Source: Wikipedia / Daniel Pink
THE CONTEXT
TECHNOLOGY > FEATURES > EXPERIENCIES > MEANINGS
MARKET MATURITY

1. THE SPACE OF DESIGN
THE PRODUCT
IS THE
EXPERIENCE

1. THE SPACE OF DESIGN
THE PRODUCT
IS THE EXPERIENCE:
DURATION
INTENSITY
BREADTH
INTERACTION
TRIGGERS
SIGNIFICANCE

2. THE EYE OF THE BEHOLDER
EXPERIENCES
ARE
OPEN AND
SUBJECTIVE
(in summary: HUMAN)

3. THE MEANING OF LOVE
EXPERIENCES
ARE
MEANINGFUL

3. THE MEANING OF LOVE
FOCUS ON PREFERABLE OUTCOMES (Rob Girling)
SELF RELIANCE LIFE LONG LEARNING TIMELESSNESS
HAPPINESS CITIZEN ENGAGEMENT LIBERTY
CROSS CULTURAL EMPATHY
PROMOTING MASTERY
SOCIAL INCLUSION DIGNITY
AUTONOMY UNIVERSAL ACCESS
HEALTH AND WELL BEING

4. MISSIONS AND VISIONS
Visions emerge from the
design process to support
a mission

MISSION BEFORE VISION
4. MISSIONS AND VISIONS

Design is about setting
the conditions for things
to happen: products,
business, innovations,
experiences
The Miller-Urey Experiment
5. INNOVATION JUST HAPPENS

DESIGN
STAGES
to re-act the experience,
not for users but for actors
5. INNOVATION JUST HAPPENS

“CREATIVITY
IS JUST
CONNECTING
THINGS”
Steve Jobs
6. THE CREATIVE ACT

DESIGN
REQUIRES
EXPOSURE
AND CONFLICT
7. AWAY FROM THE LAB

1. THE PRODUCT IS THE EXPERIENCE
2. EXPERIENCES ARE SUBJECTIVE AND OPEN
3. DESIGN FOR MEANING
4. MISSIONS BEFORE VISIONS
5. DESIGN STAGES
6. CREATIVITY IS JUST CONNECTING THINGS
7. DESIGN REQUIRES CONFLICT

Meaning
Art
Lov
Idea
Desig
Desir
Function
Scienc
Sex
0. THE REALM OF DESIGN

DESIGN
AS A
TROJAN
HORSE

CASE STUDY 1: WEBJAM DNA
Designing for Social Media: the designer as a gardener
“Let it be”
Lennon & Maccartney

Deﬁnitions, Narratives and Activations
LABS
IDeA
A
CTIVATE
FEASIBILITY
DESIRABILITY
VIABILITY
FACTORY
BUSINESS
ACT
MEASURE
CREATE
LISTEN
Webjam as a co-creation tool
Desing Thinking model applied to Social Media
design & development
Note: Webjam’s updated platform can now be
found on: www.hatchplatform.com

Co creation - co design - co development
FACTORY
LABS
IDeA
ACTIVATE
ENGAGED
COMMUNITY
BUSINESS
CONCEPT
PACKAGE
PROPOSAL
CONTRACT
DEFINED
SOLUTION
LAUNCH
DEFINE ACTIVATE
NARRATE
BUNCH OF
PEOPLE

CASE STUDY 2: ITV X
Designing for TV: the designer as a surfer
Order from Chaos

EXPERIENCE
It's more fun to be a pirate
than to join the navy
Steve Jobs

Experience

CASE STUDY 2: ITV X
The Product Development Process
Interaction patterns
Concept validation
Moodboards
Branding briefs
Creative proposals
Design direction
Product concepts
Commercial assets
Editorial assets
QA validation
Product validation
Brand validation
Visual assets
Product front end
Commercial planning
Editorial strategy
Design validation
Interaction specifications
Branding guidelines
Visual direction
Wireframes
Concept validation
User flows/storyboards
Product requirements
Technical requirements
Visual explorations
Editorial requirements
Branding requirements
QA scope
Visual Design
Front End Development
User testing
Ongoing QA
Release planning
Observations
Insights
Content and editorial strategy
Business objectives
Userprofiling
Technology framework
Concept Design Build Release
DELIVERABLES
TASKS & INPUTS
DIVERGENCE
CONVERGENCE

CASE STUDY 2: ITV X
So, do you ﬁnd a mission yet?
Our mission is to
BRING PEOPLE AND CONTENT TOGETHER
by extending
the ITV Experience
in the online media

GEMMA
How can we enhance and make the
most of TOWIE’s experience for
Gemma. everywhere, anytime?
THE ONLY WAY IS ESSEXCASE STUDY 2: THE X METHOD
MISSION
DURATION INTENSITY
engagement
TRIGGERS
calls to action
INTERACTION BREADTH
platforms
MEANING
CONTEXT
SENSITIVE
How does the context
of the experience
changes depending
on the user activities
during the day?
How can we optimise
user engagement
depending of the
context of the
experience?
i.e: light (twitter)
mild (FB)
strong (Website)
at home, at the
office?
How can we target
the calls to action
depending on the
user, content,
platform and device
context.
i.e. specific Twitter
“get the look” during
the show
How can the
audience interact with
the show depending
on the context they
are in?
- Mobile, tablet,
Social Media
platforms? Public vs
private interaction
What are the
platforms where the
experience is
happening and how
they affect/define the
context of the
experience?
How the context
affects the meaning
of the experience?
Private vs shared
experiences, mobile
and fragmented vs
focused viewing?
TIME
SENSITIVE
How can the product
deal with the duration
variables of the
show?
How the product
changes before/
during and after the
show.
How time sensitive
interfaces can
enhance the level of
engagement of the
user with the show?
What are the triggers
before, during and
after the show that
drives participation
and engagement?
What are the
differences between
the interactions
before, during and
after the show?
What platforms and
devices are more
relevant before,
show?
i.e Twitter during the
show, website after
How people relate to
the content before,
show?
Expectations,
Curiosity, Emotions
SOCIAL
How can we use
social strategies to
set people
expectations before
the show, to allow
user interaction and
to keep the
engagement after?
How the use of social
media can enhance
the intensity and
engagement of a
show?
What are the right
calls to action
depending on the
social media platform
and tools?
When and where can
we find social
interaction
opportunities:
commenting, likes,
sharing, tweeting
What are the most
relevant social media
platforms for a
particular show and
how does ?
Are our social
strategies enhancing
the value of the
content experience?
SEAMLESS
How can we tie show
linearity with the
digital products?
Is the story being
developed across
different context in a
way that builds up
user engagement?
Are the call to actions
distributed across
different context set
for complementarity?
Is the interaction
patterns developed in
a consistent way?
Is there a sense of
consistency and
complementarity
across the different
platforms and
devices?
Is the message clear
and consistent?
ITV-NESS
Does the product
reflect the pace of the
show?
Is the engagement
built around the
values of the show?
Is the tone of voice
and the nature of the
calls to action aligned
with the show brand?
Are we leveraging on
the interaction
opportunities defined
by the show?
Are we developing a
proper sense of the
show brand across
the different platforms
and devices?
Is on brand?
Does it make sense?
What are the values
behind the
experience: The
brand is the
experience.
• I am a junior recruitment consultant
I want to know what happened to Kirk
I like to watch TOWIE
I like to read about celebrity gossip
I really like doing my nails

CASE STUDY 2: THE X METHOD
Example
CONTEXT / INTENSITY
How can we optimise Gemma’s engagement
with The Only Way is Essex depending of the
context of the experience?
i.e: light (twitter following)
mild (FB friendship)
strong (Website commenting)
during the show at home, reading the news at the
oﬃce, checking for updates at the bus

Example
#In Context
In Context timing / Duration:
How does the content experience changes based on user activity and behaviors throughout the day?
Contextual Engagement:
How do we optimise the intensity of user engagement based on where they are, who they are with and how they're feeling?
Contextual Calls to Action:
How do we initiate calls to action tha are dependent of the user changing context?
i.e. mobile (on the go) notifications.
Contextual Interactions:
How many ways the audience can interact with the show depending on the context? i.e. at work (quizzes with colleagues). at home
(tablet second screen companion), in the screen with the family.
Is it a shared or private activity?
In Context Platforms:
Which platforms should the experience be on to fit the need of a changing context?
Does the experience need to be multiplatform? when and how?
Contextual Meaning:
How context affects the meaning of the experience? Is it private or shared?
Is it in one sitting or fragmented?

EXPERIENCES: contents -brands - needs - tasks - tools
MISSION
DURATION INTENSITY
engagement
TRIGGERS
calls to action
INTERACTION BREADTH
platforms
MEANING
PRINCIPLE
PRINCIPLE
PRINCIPLE
PRINCIPLE
PRODUCT
drivers:
business
design
services
technology
brand
marketing
PEOPLE
research
insights
observations
How can our [PRODUCTS]
help [NAME] to do [EXPER.] ?

DESIGN AS A TROJAN HORSE
Design: entrepreneurship, creativity, strategy and innovation?
What does the business “say” they need?
- Disruptive Innovation
- Differentiation
- New standards of quality
- Customer centric strategies and products
- Creativity
- Holistic approaches (Brand, Business, Products)
- Efficiency
- Knowledge
- Focus on value and meaning
?THE ROLE OF
DESIGN
What the Designer has to offer?
- Bottom-up innovation based on real user needs
- Unique and ‘authentic’ solutions
- Obsession for product quality
- User centric methodologies
- Familiarity with creative processes
- Cross-disciplinary mindset
- Expertise on Frameworks & Systems
- Experimental Insights
- Integrity
Design is becoming a key strategic driver for businesses.
We have to look beyond the technical realm of the discipline
(defined by the skill-set) in order to place Design in the
position in which it can develop and produce real value.

Design: entrepreneurship, creativity, strategy and innovation?
What does the business must offer?
- Access to core business variables
- Openness
- Allow strategic influence
- People centric values
- Flexibility
- Transversality and Cross-disciplinary
- Exposure
- Incentives and Recognition
?THE ROLE OF
DESIGN
What does the Designer needs?
- To gather deep knowledge of the business
- To be part of every conversation
- To produce and sell ideas
- To represent the user/customer/people
- Space to play
- To become a facilitator and a leader
- Constructive conflict
- To add value
The role of Design leadership has to be defined by a
combination of hard work (delivery) and strategic and
organisational ‘land grabbing’.
In most business this is presented in the shape of an conflict.
But this is a conversation that we cannot avoid.

The Cultural Cycle analogy Cultural Cycles:
"The Culture Cycle is the iterative recursive
process whereby people create cultures to which
they later adapt, and culture shape people so
that they act in ways that perpetuate the
cultures.
In other words, cultures and people make each
other up”
Hazel Rose Markus and Alana Conner.
SELVES
EVERYDAY
PRACTISES
& ARTIFACTS
INSTITUTIONS
FOUNDATIONAL
IDEAS

The Cultural Cycle analogy
Corporate Cycles:
There’s a simple analogy to make between the
Cultural Cycles and the Corporate ones and its
relation with its customers and society in
general.
The key value of the concept is to help us
understand the bi-directional interdependency
among the parts, instead of the top down
classical reductionistic approach.
Customers create organisations the same way
the companies create product for consumption.
From this point of view, the underlying “cultural”
framework (Values, Mission, Purpose) surfaces
as a critical aspect, as it deﬁnes the meaning of
this relationships.USER
CUSTOMER
PEOPLE/SOCIETY
PRODUCTS
& SERVICES
PROCESSES
& ORGANISATIONS
VALUES
MISSION
PURPOSE

USER
CUSTOMER
PEOPLE/SOCIETY
PRODUCTS
& SERVICES
PROCESSES
& ORGANISATIONS
VALUES
MISSION
PURPOSE
CORPORATE DRIVEN
Broken Cycles:
1- Business Driven
Seduction is not enough

USER
CUSTOMER
PEOPLE/SOCIETY
PRODUCTS
& SERVICES
PROCESSES
& ORGANISATIONS
VALUES
MISSION
PURPOSE
Broken Cycles:
2- Technology Driven
Usability is not enough
TECHNOLOGY DRIVEN

The Role of Design?
Brands, Organisations, Products
and People make each other up
USER
CUSTOMER
PEOPLE/SOCIETY
PRODUCTS
& SERVICES
PROCESSES
& ORGANISATIONS
VALUES
MISSION
PURPOSE

Thanks
Alberto Barreiro April 2013

The light on the face - Alberto Barreiro

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