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	<title>Windahl</title>
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	<link>http://windahl.com</link>
	<description>User experience, digital strategy and a bit about me.</description>
	<lastBuildDate>Mon, 13 May 2013 14:27:53 +0000</lastBuildDate>
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		<title>Is Digital Engagement living up to it&#8217;s hype?</title>
		<link>http://windahl.com/2013/05/is-digital-engagement-living-up-to-its-hype/</link>
		<comments>http://windahl.com/2013/05/is-digital-engagement-living-up-to-its-hype/#comments</comments>
		<pubDate>Mon, 13 May 2013 14:18:04 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Disruption]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Requirements Gathering]]></category>
		<category><![CDATA[Social Media]]></category>
		<category><![CDATA[User Experience]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1959</guid>
		<description><![CDATA[Digital engagement is a huge trend right now and for companies that get it right there are massive rewards &#38; gains to be made. A lot of companies have successfully implemented new systems and tools to create a more engaged and productive workforce as well as driving innovation.  The case studies are impressive and centred around positive outcomes that make it sound easy to achieve, and they are&#8230;sort of. A far greater amount of companies have tried to put in a tool and failed to get the results. Measuring success first A figure I read put the failure rate at 80% for solutions that didn&#8217;t deliver the promised results. A bit of red flag when most companies in that survey did not even have a clear understanding of what their measurement criteria should have been. They were reading what others had a achieved and thinking a straight implementation would yield the same. The result was disillusionment and a waste of budget as well as resources. Users abandonment of the new system and going back to the old ways of working with little or no progress created a reluctance to try again.  Reasons for the failure were multiple and interdependent; problems poorly understood (not investigated), too quick to roll out a solution, not enough insight, lack of preparation, lack of research, not understanding the roles and issues of the people who will be using the tools and no clear KPIs. The criteria must be set out at the very beginning before a proposed solution is even introduced. Engagement rules The clue is in the name. Engagement. These have to be engaging. What is engaging is some what subjective. You cannot lift and shift what worked in one organization into another. Because the problem may be similar wrong assumptions about company culture and readiness may render it useless. How you engage and motivate staff is more important than the tools. But there are ideas and learnings that can be explored. If you don&#8217;t know what is causing the problem you cannot create a solution The first step is to understand the underlying problems within the organization. Sometimes an outside perspective is good. Employees may be more &#8216;open to tell the truth&#8217; about what is wrong if they know what they say cannot be held against them. The structure of the company and the way people work and interact as well as culture, attitudes and mindsets all need to be considered first and foremost. Company culture matters Every organisation has it&#8217;s own culture and issues to resolve.  Only once the problem is understood can you start to envision the solution. The solution needs to have a set of criteria in place that it will deliver on. Having a kick off workshop with the stakeholders to drive out and prioritize the criteria will get everyone working together and understanding the trade offs.  A mix of insight and  analytics for setting the creative against a number of themes such as: adoption, time management, response speed,...]]></description>
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		<title>Next Generation Customer Care Portal</title>
		<link>http://windahl.com/2012/07/next-generation-customer-care-portal/</link>
		<comments>http://windahl.com/2012/07/next-generation-customer-care-portal/#comments</comments>
		<pubDate>Mon, 16 Jul 2012 23:11:33 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Work examples]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1866</guid>
		<description><![CDATA[While onsite at JD Williams in Manchester I ran a series of workshops with stakeholders and end users to understand their requirements and the technical constraints of the existing system to create a plan for them to implement a new system for call centre staff. Their call centre staff were used to &#8220;green screeens&#8221; and a had a very linear path through the ordering system that they were very comfortable with and could operate easily when placing orders for their clients. The demographics of the consumers tended to be older and not as computer literate. One of the things I found out when doing the research is that returning customers had an almost personal bond with some of the staff and would ask for the same rep and enjoy a personal chat. This also meant that while the system supported quick ordering it did not allow for some of the conversational aspects. An example being a customer asking about their balance. This would result in the agent having to leave the ordering process and open a different application. The new portal had to deliver a seamless experience and still have clear paths. New functionality proposed from the UX: Live team chat Alerts for management Integrated team room and tasks list Providing a brand experience Ability to toggle between account information, ordering history and ordering forms Messages and prompts integration &#8211; related products, recommendations to create a better customer experience.   &#160; To further complicate matters the roll out to change all the backend systems would not be in place for two years. This meant that an interim design or designs would be needed so it appears as part of a natural evolution. As the old system had no branding I also had to create a brand presence that would be quite minimal as they have a lot of sub brands that I wanted to use at each shop level to give the staff more of an experience which would help them convey they brand personality in conversation. The conceptual model was a market place and having their team room. The second phase would be to integrate social media features and allow them to talk to managers and each other without have to terminate the call, call the manager and then call the customer back. Queries could be dealt with quickly. One of the critical success factors of the project was to reduce their training from 13 weeks down to two weeks training. Key items of the project: White boarding and sketching out the scenarios with stakeholders Creating a design in Fireworks and graphical files Light wireframes in Axure &#8211; the IA did not need to be fully complete as the portal build was happening in parallel and I was working directly with the development teams Usability assessment and end user research Testing with end-users and getting feedback Stakeholder and requirements management A presentation each week was created in a discussion with the wider technical team about the progression of the UX  changes....]]></description>
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		<title>A Functional Requirements Road Map for Design</title>
		<link>http://windahl.com/2012/07/a-functional-requirements-road-map-for-design/</link>
		<comments>http://windahl.com/2012/07/a-functional-requirements-road-map-for-design/#comments</comments>
		<pubDate>Mon, 16 Jul 2012 21:25:07 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Work examples]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1857</guid>
		<description><![CDATA[Project to capture the requirements at a project definition stage for one of the largest financial companies in the world.   I ran and put together a team of 6 information architects  over a 6 month period to build highly transactional and functional prototypes in Axure.  These were rapid modelling for articulating business process re-engineering to put the complete application online. These prototypes are not to show the end solution but to capture the requirements visually to reduce documentation. The Axure annotation structure was modified by myself to increase the amount of detail necessary to work with the other teams and provide GAP analysis information to the stakeholders. The prototypes do not show design or a polished UX with final interactions. This was because the speed of which were working and the purpose was to be able to integrate these quickly with live data and test the processes. The entire process involved complex discussions with over 60 stake holders and is a ground breaking application to revolutionise Mortgage applications, selling and conveyancing. These wireframes and documents cannot be posted here until early 2014 due to the sensitive nature of the project. &#160; &#160;]]></description>
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		<item>
		<title>You are what you Tweet.</title>
		<link>http://windahl.com/2012/05/infographics/</link>
		<comments>http://windahl.com/2012/05/infographics/#comments</comments>
		<pubDate>Fri, 25 May 2012 17:00:18 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[About me]]></category>
		<category><![CDATA[User Experience]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1841</guid>
		<description><![CDATA[Everything you do on the web is recorded and leaving tiny digital footprints. We all know that tweeting while drunk is never a good idea and neither is being loose about your privacy settings. But if you have ever wanted to know what all your tweets would look like as an infographic then here is the answer according to Twitter and Visual.ly If I were an infographic what would I look like?]]></description>
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		<title>Hove &amp; Brighton Artist Open Houses</title>
		<link>http://windahl.com/2012/05/hove-brighton-arts-open-houses/</link>
		<comments>http://windahl.com/2012/05/hove-brighton-arts-open-houses/#comments</comments>
		<pubDate>Fri, 25 May 2012 15:46:18 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Art]]></category>
		<category><![CDATA[Design]]></category>
		<category><![CDATA[Lifestyle]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1832</guid>
		<description><![CDATA[&#160; This is the last weekend (this year) for this year for the Artist Open Houses in Hove and Brighton. I resisted the urge to buy anything this except for some very nice freshly backed cupcakes! Always a treat to visit the homes of artists and enjoy the side competition of who has the best cupcakes.  Generally this an affordable and fun way to buy art. The  At the Claremont there were examples by artist Alison Swan.  The plate with a star fish was my favourite as well as her ceramic shoes. Alberto Martinez is one of my favourite artists and has been regularly showing at the Collectors Selection for the last 4 years. His Cuban style of surrealist paintings keeps getting more accomplished and expensive. I was there on the second day of the Open House and missed out on getting the &#8220;Peeping Frogs&#8221; painting. All 3 paintings sold out within hours. Such is the demand for this artist. Next year I must get there sooner! &#160; &#160; &#160; &#160; &#160; &#160; &#160;]]></description>
		<wfw:commentRss>http://windahl.com/2012/05/hove-brighton-arts-open-houses/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Celebrating British Design</title>
		<link>http://windahl.com/2012/05/celebrating-british-design/</link>
		<comments>http://windahl.com/2012/05/celebrating-british-design/#comments</comments>
		<pubDate>Fri, 25 May 2012 08:48:11 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Abode]]></category>
		<category><![CDATA[Design]]></category>
		<category><![CDATA[Lifestyle]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1793</guid>
		<description><![CDATA[&#160; I recently visited the the Victoria and Albert Museum which celebrates British design and creativity from 1948 to the present day with a series of major exhibitions and displays. British design has made wonderful contributions to the world from the practical and austere to the quirky and flamboyant. No matter what there is always something distinctly British. My favourite recent examples are the Dyson air multiplier (a future iconic design?) and the vacuums. There is something nice about being owning a well designed item that is both practical and aesthetically pleasing to look at. It is also some times about buying items built to last. Occasionally these more iconic designs become the collectibles and antiques of the future. The sex pistol designs for the album God Save the Queen capture the spirit of the age that captures attention beyond the punk movement and the music. The concord was a fantastic design with the sleek streamlined exterior. Tom Dixon is a British design and manufacturing company of lighting and furniture that came up with the Jack light. A fun design that adds a warm glow to modern interiors.  It was awarded Millenium Mark status in 1997 by the British government and is now part of permanent exhibitions in the V&#38;A and San Francisco Museum of Modern Art, USA. &#160; I think you would be hard pressed not to find a great example of British Design in any home. The impact of British Design is global in ever aspect  fashion. One of my favourites is how the  Bowler hat has been transformed into a lighting fixture. I would have these in my home if I had the space and decor to fit. My style is relaxed glamour mixed in with bohemian and eclectic items. I look to people like Abigail Ahern and Nicholas Haslam for inspiration.  I love how they both mix the old and the new. My love of design extends from my small collection of Paragon/Star China/Shelly tea trios to an Anglepoise Lamp.  I am glad to see the route master bus back and the end of those dreadful &#8220;bendy buses&#8221; that clogged up the roads. Of course you cannot talk about British design without referencing the symbolism in the Union Jack, the impact of &#8220;Royal events&#8221; and the Olympics coming to Britain again. In 1948 London hosted the first Olympic Games after the Second World War. The ‘Austerity Games’ (as they became known) took place at a time of economic crisis in a city devastated by bombing, but they provided a platform for reconciliation and reconstruction. In 2012 Britain welcomes the Olympics once more, and while the spirit remains, the context in which they are taking place has entirely changed. his summer the high street has responded with Union Jack fashions. My favourite is the dress by Traffic People in chiffon silk. I almost wish they had not been so enthusiastic. In home interiors a few companies started using the print for furniture and wallpaper. It was quite fun and desirable. But like Daniel Westbrooke, and her all...]]></description>
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		<item>
		<title>UXLX: The Experience of UX Lisbon</title>
		<link>http://windahl.com/2012/05/uxlx-the-experience-of-ux-lisbon/</link>
		<comments>http://windahl.com/2012/05/uxlx-the-experience-of-ux-lisbon/#comments</comments>
		<pubDate>Mon, 21 May 2012 22:37:36 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[User Experience]]></category>
		<category><![CDATA[Conferences]]></category>
		<category><![CDATA[Lisbon]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Talks]]></category>
		<category><![CDATA[Thought leadership]]></category>
		<category><![CDATA[UXLX]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1736</guid>
		<description><![CDATA[&#160; UX Lisbon is a UX Conference that has excelled to become one of the best digital conferences. A huge congratulation goes out to Bruno who takes UX so seriously he plans everything in great detail to ensure his attendees leave as friends and have a fabulous time.  He and his team put together a fantastic conference of great food, wine tasting, dinners, great venue, great speakers and even a closing sunset cruise. Lisbon is a wonderful city so getting out of  cold, wet, London did make the extra cost of flights, food and hotel nights more bearable. While a lot of attendees get sent by their company getting budget &#38; permission in companies where UX is not widely understood can be itself a challenge. I went on my own steam because as a UX practitioner I cannot afford not to stay current. Our practice depends on it. This conference provides a unique opportunity to collaborate on an international level with three days of workshops and talks. However, it is the subjects and the shared common understanding of what UX  at an international level that makes this a truly great conference. The majority of UX conferences seem to be either at an academic level or at the practical level of the &#8220;junior tool kit&#8221; of code and how to do wire frames. At the tool kit level there is always the bickering of which tool is the best or whether prototypes should be Axure or HTML which gets in the way of what UX is about. Refreshing to be able to leave that down to personal taste and talk about the principles of UX at a thought leadership level. The attendees as well as the speakers are from all around the world giving the conference a true international representation. I enjoyed seeing speakers represented globally rather than all the same names. The level of the attendees and representation of the UX community ranged from students to some of the biggest names in the industry. This makes it a fertile ground for getting to know what is happening in the wider industry. Some of the workshops and talks can be a bit basic and more of a subject matter introduction. My only suggestion would be to have more sessions aimed at the senior level to collaborate and cross-pollinate ideas as well as techniques. The more you talk to people and swap stories the more you get out of it. Fortunately this can easily be done over a glass of sangria! The conference in Lisbon focuses on the creative and strategic aspects of UX. The tools are an open mind with a pen &#38; paper. Bill Buxton asked some one, in the audience, who confessed to using a stylus, &#8220;what is wrong with your finger?&#8221;. Bill Buxton Clearly a stylus in the mind of Bill  is unnecessary. He may have a point as we move into gestural input devices and others that borrow ergonomics from musical instruments. He presented a pre-palm pilot...]]></description>
		<wfw:commentRss>http://windahl.com/2012/05/uxlx-the-experience-of-ux-lisbon/feed/</wfw:commentRss>
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		<title>How idiots track success</title>
		<link>http://windahl.com/2012/05/how-idiots-track-success/</link>
		<comments>http://windahl.com/2012/05/how-idiots-track-success/#comments</comments>
		<pubDate>Sun, 20 May 2012 21:28:12 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Disruption]]></category>
		<category><![CDATA[User Experience]]></category>
		<category><![CDATA[UXLX]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1777</guid>
		<description><![CDATA[HITS &#8211; How idiots track success Gerry won hands down for the most entertaining talk. His definition of hits had everyone laughing. GUI is dead and the future is NUI (natural user interfaces). The majority of his talk was focusing on tasks rather than content and the need for simplicity. Yahoo 2004. 255 links on the home page. The Long Neck Versus the Long Tail  by Gerry McGovern Web task management is about managing your website around top tasks. Success is measured on the ability of customers to quickly and easily complete these top tasks. What is different about web task management? Traditional website management focuses on managing the technology and/or the content. Such website management approaches are generally project-based. Under traditional web management models, for example, launching a search engine for the website is a project. Once that search engine is launched, nobody is made responsible for it and there are no quality measures for success. The search engine is simply left there. These management approaches fail because they manage and measure the wrong things. If you manage purely from a technology point of view, then the technology itself becomes the focus. Organizations often buy overly-complicated content management software because of the belief that if you buy the “right” software, you solve the problem. Only passing attention is given to what customers actually want to do on the website. The tool itself becomes the focus. If you manage from a technology [content] perspective, then the metrics are nearly always volume-based. Many senior managers are still quoting the utterly useless measure, HITS. (HITS stands for “How Idiots Track Success.”) Suppose someone has to visit 20 pages on a website to complete a task, when with better management, they would only have to visit five? Thus, the more page impressions, the more frustrated customers become. If a website has lots of repeat visitors, does that mean they couldn’t complete their tasks on their first visit? If a website has increasing search behavior, is that because the navigation is so confusing that people are forced to search? What is success on the Web? Your customers being able to do the things they need to do quickly and simply. It is time to break away from the old measures of quantity, and focus on quality. Task management focuses on the quality of the customer’s experience. &#160; For more on Gerry McGovern: http://www.gerrymcgovern.com/nt/2007/nt-2007-05-21-task.htm]]></description>
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		<title>Developing a Multi Channel Experience</title>
		<link>http://windahl.com/2012/03/interactive-booking-widget/</link>
		<comments>http://windahl.com/2012/03/interactive-booking-widget/#comments</comments>
		<pubDate>Thu, 08 Mar 2012 23:24:13 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Work examples]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1636</guid>
		<description><![CDATA[Concept and strategy for Greyhound to offer customisable widgets for conference &#38; event organisers to include on their site to show estimated travel costs and targeted offers. Below are rough scamps/sketches to demonstrate the concept. &#160; &#160; &#160; &#160;]]></description>
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		<title>Developing Applications for Utility Engineers</title>
		<link>http://windahl.com/2012/03/anglian-water/</link>
		<comments>http://windahl.com/2012/03/anglian-water/#comments</comments>
		<pubDate>Wed, 07 Mar 2012 21:59:14 +0000</pubDate>
		<dc:creator>Windahl</dc:creator>
				<category><![CDATA[Work examples]]></category>

		<guid isPermaLink="false">http://windahl.com/?p=1551</guid>
		<description><![CDATA[Wireframes and mock-ups in Axure for water engineers to have real time support applications. Currently engineers may arrive on a site and discover they need additional information, materials, resource as well as access to admin tools. This means they need to leave the site and return to the base location. The design of the new system is to use data feeds and workflow to allow people to make Job timer, emails, manuals, help files, HR &#8211; holiday booking, sickness certification, reporting an injury History of the site &#8211; part information, who previously worked on Geo location information &#8211; sites, engineers nearby Workflow &#8211; creating, modifying and opening  jobs, uploading images, ordering parts, Text chat &#38; support &#8211; Social Enterprise tool &#160;]]></description>
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