A User Experience Business of One – Thnxz to @uxbooth


The story behind what we today know as the Business Model Canvas is an interesting one. Originally created as a conceptual framework for Alexander Osterwalder’s PhD project, it later became the subject of an entire book calledBusiness Model Generation, co-authored with Yves Pigneur. Today, both the book and the canvas allow those of us without business training (including yours truly) to better understand sustainable business practices.

Vía uxbooth.com

My application of the Business Model Canvas is likely atypical, though. Instead of using the canvas to aid clients, I wondered: what if I looked at my role as a business itself? After all, I need resources to operate (a budget, my supervisors’ time, my colleagues’ expertise); I have customers (people to whom I provide value); I have costs (my time, materials, stress). Could understanding all these things help me design more efficiently?

Full article HERE 🙂 !

Introspection

To follow my logic, it’s useful to first understand how the business model canvas is laid out.

Personal Business Model Canvas Worksheet. Source: http://www.businessmodelyou.com

Divided into nine parts, it includes:

  • Key partners – Who supports you?
  • Key activities – What do you do to create value?
  • Key resources – What do you require?
  • Customers – For whom do you create value?
  • Value – What problems do you solve? What needs do you address?
  • Channels – How do you communicate your value?
  • Customer relationships – How you interact with customers?
  • Revenue – What do you get?
  • Costs – What do you give?Full article HERE 🙂 !

Using the original book’s sequel (Business Model You) as a guide, I thought critically about my role within my organization. Rather than rigorously weigh all nine considerations here, though – something for which the book is much better suited – let’s look at three in particular: customers, value provided, and key channels.

Customers: not just the end-user

While it’s relatively easy to assume that our customers are the same as the customers of the company for which we work, this isn’t strictly the case. As the book defines them, customers are anyone for whom we’re creating value, including:

  • Clients and stakeholders, who rely on us for our expertise;
  • End-users, who rely on us to represent their needs;
  • Software developers, who rely on us to clarify interactions and interfaces;
  • Other members of the design team, who rely on us for user research; and, finally,
  • Colleagues in quality assurance, who rely on us for specifications and clarifications.

Notice that end-users are only one item on the list. Notice, also, thatcolleagues are customers too. Couple this with the fact that we practice user-centered design and it becomes increasingly obvious why it’s part of our job to consider our team and their benefit.

User experience design isn’t limited to human-computer interaction; it includes human-human interaction as well. Before filling out the canvas, I instinctively knew this – that my responsibility did not end with “end users” – however, I didn’t know what I could do to serve them more effectively. That’s when I considered value propositions.

Full article HERE 🙂 !

About the Author

Evgenia (Jenny) Grinblo

Evgenia (Jenny) Grinblo is a user experience practitioner at London-based mobile agency, Future Workshops. A native Russian-Israeli, she approaches her practice with a sociological mind and a passion for facilitating team work. When away from her iMac, she is a foosball apprentice and an occasional speaker on empathy in design.

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BY STEFAN LINDEGAAR: Open innovation is like dating!


While he was the head of Connect+Develop at P&G, Chris Thoen, said that open innovation is very much like dating. You need to look good so that you can become the preferred partner of choice among your suitors.I like stories, analogies and metaphors on open innovation as they can help better communicate the benefits as well as the challenges of open innovation. Here you get some of my favorites. Let me know what you think and please add your own. It would be great to have a collection of this.

Playgrounds and sandboxes: I often liken open innovation – and even more relevant today the use of social media for innovation efforts – to a playground or…

The Most Important Thing To Know About Conflict


http://www.psychologytoday.com

Turning ideas about conflict, safety, and explosiveness upside down.
There is something my parents and teachers never told me about conflict.
To increase safety, move towards it.

I’m guessing that this idea, for many of you, is not only counter-intuitive but down right aversive. Certainly, for most of my adult life that had been the case. Just the thought of needing to “deal” with a live conflict would knot my stomach into a ropy mass. After all, stepping into a situation in which people were too angry or hurt to be “calm” (even when the people happened to be me) was volatile, dangerous, unstable.

Warning: Contents Under Pressure Tattoo on man's head

To help me feel safer, I found many effective ways to avoid conflict, or, if not avoidable, bring down the temperature of those involved through a number of effective “soothing” techniques.

However, the conflicts themselves did not actually get resolved. They just went under ground. And my subsequent interactions with the same people would continue to have that tinge of danger – the slight scent of gun powder in the air – ready to ignite with the right spark. Leer más “The Most Important Thing To Know About Conflict”

Essennovation, Part 2

Jonathan Reichental, Ph.D. – IT Innovations Director at PwC

There was broad agreement with my thesis. Across social media sites and at water coolers, people said that, with a few exceptions, IT innovation was essential. When describing the ideal new-era IT professional, I said that business skills were a bonus. Many corrected me and said business skills were essential. I agree. What was clear–and certainly my intent–was that my blog focused on a very thin slice of essennovation: the IT professional and the role of IT. However, it got me and a lot of other people thinking: what other areas of an organization require a posture of essennovation and even more importantly, what industries are required to essennovate?


Jonathan Reichental, Ph.D. – IT Innovations Director at PwC

In a recent blog I argued that in order to prosper as an IT professional in the new, sobering world of alternative sourcing, new skills may be necessary. These skills are being necessitated by the changing role of IT within organizations. While it is possible to outsource much of the commodity technology and related services required by organizations, there is an increasing need for creative, complex problem-solving technology skills. This layer of technology need requires high doses of innovation and the attendant right-brained skills to make it happen. Rather than discretionary innovation for both the IT professional and IT organization, I called this essential innovation and coined the term essennovation. While my intent was to bring clarity to a common theme currently being discussed within IT circles and in board rooms across the world, I was delighted by the high degree of new conversation the blog provoked. Leer más “Essennovation, Part 2”

How to talk to someone you can’t stand

Dealing with braggarts, boors and the rest.

Matthew’s boss was inept and utterly irritating. As a way of starting conversations, the guy would ask if something he had just requested was finished yet. Then he’d laugh. Making matters worse, Matthew, a program manager at a software company, had to walk past his boss many times in a typical day – a recipe for daily discomfort, if not outright conflict.


CHRISTOPHER STEINER AND OLIVIA FOX CABANE, FORBES.COM

Man and a woman argue in an office.A difficult colleague can make a work place unbearable. Photo: iStock

Dealing with braggarts, boors and the rest.

Matthew’s boss was inept and utterly irritating. As a way of starting conversations, the guy would ask if something he had just requested was finished yet. Then he’d laugh. Making matters worse, Matthew, a program manager at a software company, had to walk past his boss many times in a typical day – a recipe for daily discomfort, if not outright conflict. Leer más “How to talk to someone you can’t stand”

How to talk to someone you can’t stand


CHRISTOPHER STEINER AND OLIVIA FOX CABANE, FORBES.COM

Man and a woman argue in an office.A difficult colleague can make a work place unbearable. Photo: iStock

Dealing with braggarts, boors and the rest.

Matthew’s boss was inept and utterly irritating. As a way of starting conversations, the guy would ask if something he had just requested was finished yet. Then he’d laugh. Making matters worse, Matthew, a program manager at a software company, had to walk past his boss many times in a typical day – a recipe for daily discomfort, if not outright conflict.

Matthew was a client of Dr Srini Pillay, a Harvard professor of psychiatry and chief executive of the Neurobusinessgroup, a consultancy that uses insights from the field of neuroscience to improve communications within organisations. Pillay came up with two survival tactics to avoid confrontation and ease Matthew’s pain.

The first, a kind of pre-emptive strike, involved sprinkling timely, innocuous compliments. “Nice shoes, Bill,” Matthew would say. Or, “Thanks for the memo, Bill, it was really helpful.” When spreading sweetness and light grew tiresome, Matthew would look for a third person or subject about which the two could find easy agreement: sports, music, food, even politics.

“Matthew was able to stop his boss in his tracks and derail him long enough to avoid listening to him,” says Pillay. “Without those strategies, he would not have been able to last at the company.”

Face it: some people are simply insufferable. With any luck, they can be avoided, but not always. So what do you do when there’s just no escape?

“Behave as though you are handling a poisonous snake,” says Dr Richard Pomerance, a Boston psychotherapist who has counselled executives at Harvard, Cisco and American Express on handling thorny personalities. “Survival is the most important goal.” Leer más “How to talk to someone you can’t stand”

Even mice benefit from brain training! | Brain Health


mouse-maze

Working memory training has been shown to be effective in improving fluid intelligence in humans. Now, research out of Rutgers has shown a similar effect in mice. This finding in mice reinforces the idea that brain enhancement through neuroplasticity is generally possible among mammals, and it opens up exciting possibilities for future research.

Researchers trained mice on a task that exercised working memory and attention, and measured their ability to perform a range of mentally challenging tasks before and after training. The mice that received focused brain training improved on measures of generalized cognitive function compared to control mice with no training. The researchers, who recently published this work in the prestigious journal Current Biology, imply that you can think of these tests as IQ tests for mice. In other words, working memory training seems to have actually made these mice smarter!

For training, the mice needed to simultaneously remember two maze configurations, and be able to make their way through either one. The mice then completed several tests to measure the effect of the training on their intelligence and ability to learn. The training made the mice better at tests that didn’t involve mazes at all, like learning how to avoid an unpleasant stimulus.

So, as in brain training studies in humans, the mice didn’t just get better at what they were practicing – they also became generally more intelligent. This transfer of training is the gold standard in assessing the effectiveness of brain training. Transfer implies that underlying brain systems are fundamentally changed by the learning, and it’s not just that the subject learned how to take the test.

This kind of transfer has been shown many times in human studies — including transfer from speed of processing training to driving ability, auditory processing training to memory performance, and working memory training to fluid intelligence — but, this is the first such result demonstrated in a non-human animal. This is significant for a few reasons. First of all, it implies that improvement in general cognitive function with brain training is a fundamental capacity of the mammalian brain, not just a human trait. Also, this paradigm allows for research that is difficult to perform on humans. The environment of mice can be very carefully controlled, eliminating many of the confounding variables inherent in research on humans. Researchers can breed mice to have certain characteristics and even knock out certain genes and replace them with others. This opens up the possibility of testing the effects of brain training on conditions like Alzheimer’s Disease, for which there are mouse models. Many new avenues of research are opened by the demonstration of this effect in mice.

This result represents an important milestone in study of brain training! It reinforces what we already know — the brain is highly adaptable and can be improved with training, and it gives us new avenues to explore. We’re looking forward to seeing what this team comes up with next.

Joe Hardy, PhD

http://www.lumosity.com/blog/even-mice-benefit-from-brain-training/

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