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December 10, 2010

Being The Board

In the game of life, what role do you play? Are you the pawn, the thimble, or a domino falling to the whims of chance? Or do you consider yourself the dealer, controlling which cards are dealt?

Strangely, no one ever thinks about being the board.

According to The Art of Possibility by Rosamund and Benjamin Zander, when we look at ourselves as the framework upon which events play out, we gain a more conscious, constructive, and objective view. We let go of being the victim and stop playing God. We remove assumptions and look at things as they are instead of as we are.

Say you have a client who keeps shooting down your ideas with flimsy excuses. You feel like the deck is stacked against you and it’s not fair.  Now you are looking for someone to blame for not getting your ideas across and getting nowhere. But, if you can get over yourself and be the board, you might see what’s really keeping you from passing go and collecting $200 dollars.

You may realize that your client is ignorant because you didn’t share the rules of the game. You failed to fully enroll them in your logic, your research, and your understanding of their target market. Since you didn’t share the rules, you can’t be too mad when they don’t play the game correctly.

Now that you’ve come to a better conclusion of events, you can take responsibility for what needs to be done. You can share your logic with the client and get him on board, not only selling your ideas, but repairing the relationship.

Being the board and accepting responsibility is not about blame. It is about finding solutions that are constructive. It’s less shoulda, coulda, woulda, and more about moving forward. It’s saying this is this, so we’re going to do that, and I hope you’ll come along with me.

December 8, 2010

Augmented Reality Check: What really counts as added value?

In an effort to add value to their products and services, many companies have started to embrace augmented reality (AR). The technology is expected to generate $350 million dollars for businesses by 2014. However, not every application of the technology lives up to this promise. Here, we'll examine what it takes to actually add value to a product using AR, and what is just a gimmick.

Our first example is a cookie with an AR code baked in. The cookie is not a new product, but is a good example of what most companies are doing with the technology.

Demo of Augmented Reality Cookies from Tellart on Vimeo.

So what's the added value? It does very little to actually entice me, and feels like a waste of time. Though a creative use of 3D technology, it unfortunately still falls flat.

Our other example was developed by AKQA for the US Postal Service to help people see which box will fit their shipping needs.

This application is not flashy. However, it is a memorable and innovative use of AR technology. It provides users with an engaging experience that is practical and useful, generating repeat visits, and most importantly, repeat business.

In order for companies to succeed using AR, or any other technology to add value to their products, the use of the technology must be truly innovative. It must be practical to the product, and engaging to the consumer. If not, the company risks being eaten up by the competition.

December 8, 2010

16 Must Reads For Interactive Marketers

Over the past 7 years I've read hundreds of books related to my field. Below is a list of the books that I find myself recommending over and over again.

Must Reads For Interactive Marketers

Obviously this is list is biased and I'm sure there's some that I missed. What books would you add to the list?

Share your thoughts in the comments.

November 10, 2010

Negating The Value of Customer Feedback

The first clue that the company wasn't interested in my true opinion was when the "service consultant" asked me to give him an excellent rating, otherwise he'd get yelled at for doing a bad job. Now the reality of the situation was, this service consultant was far from excellent. But instead of looking for feedback as a means of improvement, they've decided to look for feedback as a means of validation.

There's an old saying: What gets measured, gets managed. And if your bonus is based on a metric, customer satisfaction ratings in this case, then the organization has created an incentive to improve the numbers, not necessarily the customer experience.

Even worse, this particular organization has created a punishment response that puts the pressure of a better customer satisfaction survey response on their front line staff. As a result the staff doesn't care about providing better service, but they do care about getting that oh-so-important excellent rating.

The root cause of this issue is simple. It's a badly designed reward system that incentivizes the wrong behavior. And this phenomenon of "making it look better on paper" appears at all levels of the work world. The CEO who improves short-term performance by juggling numbers on the balance sheet is no different than the service consultant begging for a better survey rating. Or event the marketing manager who calculates ROI numbers for their campaigns by tweaking a spreadsheet.

So how do you design better reward systems? I'm not sure. It's definitely something I'd love to learn more about. If anyone has any book recommendations, please leave them in the comments.

November 8, 2010

Progressive Disclosure: A Design Principle Turned Project Management Tool

The Principle of Progressive Disclosure states that by presenting small, manageable amounts of information at a time instead of large buckets of information all at once, a designer can dramatically reduce the amount of confusion and frustration involved in using an interface. This principle has other benefits as well. Applied to project management, progressive disclosure means it's easier to get more done when you focus on the immediate next step, instead of focusing on everything that needs to happen over the course of a project.

When people are presented with an abundance of options, it creates an overwhelming feeling of anxiety: what psychologist Barry Schwartz calls the paradox of choice. The interactive industry commonly applies this to website users (i.e. keep your design and calls to action simple), but the same thing happens to project managers.

When you're working on a project and you split your focus between what needs to happen now and everything that will need to happen ever, it's easy to be affected just like a confused, frustrated consumer. It's not that you shouldn't ever think about future deliverables, but they can often be a psychological distraction. A good project manager knows when to not bother thinking about them, lest they should become like the customer choosing between fifty products: paralyzed and all-together incapable of making a quick, accurate decision.

Managing a project starts with managing your own time. So, what can you do? One solution is to keep your task list limited. Put tomorrow's task list out of sight and don't add to today's list once you've created it. Focus on making progress, not on completing entire projects. This article from Behance and some words from a coworker recently drove these ideas home, and they've helped me be more productive.

What helps you be more productive? How do you handle your to-do list? We'd be interested in hearing your ideas, and, as always, feel free to drop a note in the comments or shoot us a tweet.