Download PDF Subject To Change: Creating Great Products & Services for an Uncertain World: Adaptive Path on Design
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Subject To Change: Creating Great Products & Services for an Uncertain World: Adaptive Path on Design
Download PDF Subject To Change: Creating Great Products & Services for an Uncertain World: Adaptive Path on Design
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To achieve success in today's ever-changing and unpredictable markets, competitive businesses need to rethink and reframe their strategies across the board. Instead of approaching new product development from the inside out, companies have to begin by looking at the process from the outside in, beginning with the customer experience. It's a new way of thinking-and working-that can transform companies struggling to adapt to today's environment into innovative, agile, and commercially successful organizations.Companies must develop a new set of organizational competencies: qualitative customer research to better understand customer behaviors and motivations; an open design process to reframe possibilities and translate new ideas into great customer experiences; and agile technological implementation to quickly prototype ideas, getting them from the whiteboard out into the world where people can respond to them.In Subject to Change: Creating Great Products and Services for an Uncertain World, Adaptive Path, a leading experience strategy and design company, demonstrates how successful businesses can-and should-use customer experiences to inform and shape the product development process, from start to finish.
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Product details
Series: Adaptive Path
Hardcover: 202 pages
Publisher: O'Reilly Media; 1 edition (March 26, 2008)
Language: English
ISBN-10: 0596516835
ISBN-13: 978-0596516833
Product Dimensions:
5.5 x 0.8 x 8.5 inches
Shipping Weight: 8 ounces (View shipping rates and policies)
Average Customer Review:
3.3 out of 5 stars
21 customer reviews
Amazon Best Sellers Rank:
#401,390 in Books (See Top 100 in Books)
OK book on the subject.
I was disappointed when I got my pre-order of this book. At a scant 160 pages, I was skeptical that it could offer very much insight.On reading it, I was proven correct. Much of the book was nothing more than an extended advertisement for Adaptive Path. Case studies were too short to learn much from. The only case study really discussed in depth was of Target's new prescription bottles, which have been discussed more in depth and more usefully in too many other books.The book's eight chapters are full of short sections; many of them read as though they are blog entries. They're strung together with little regard for content or context. The seventh chapter, a flawed discussion of agile development, is completely worthless. The book could have been so much better if the authors had taken the time and effort to better consider their arguments and write a more cohesive work.If you can look past the book's many shortcomings, there are some interesting nuggets in there. Sadly, the useful bits comprise less than 10% of the book, but they're good enough to earn this book two stars.
This book makes a point, that no longer are we designing products, but we are designing experiences, with Apple as a case in point. If our experience is a cohesive one, and keeps us as a customer we will buy into the whole enchilada. All of the products in this system don't have to be the best in their class, but the experience of using this system must be best in its class to win.This ability to understand the "experience" is provided by knowing your customer or understanding the real end usage of the product. Working in Human Factors and having been exposed to Contextual Inquiry this was kind of a "Duh" moment. Yes, you must understand and emphasize with the users of the products, we have known that for years. The struggle has always been to get management on the same avenue. On top of that many companies are very siloed. Hardware and Software are different divisions and only talk when they have to. HOW to get them to chat would be more helpful here. This might be easier for a consultant (like Adaptive Path) brought in to help (acknowledging you need help is half of the solution) than an embedded member of an organization...isn't that ironic?Finally the design method of generating loads of ideas and then picking and choosing and prototyping to quickly eliminate ones that will or won't work, is a great idea if you have management support and a staff to do this. Many people are also working pretty lean. It is great to have ideas generated throughout the company, but I have find sometimes the ones that get picked have more to do with the status of the person that generated it than the quality of the idea. If a democratic method and one driven by skilled designers in the trade were to manage this, this would be ideal. Also sometimes pieces of many ideas may work and a skilled UI engineer/designer would understand how to put this together and user testing would help to understand how well this worked.The Agile method is a great one, if implemented by a closely working team and with the expectations of iterations built in. Geography does not matter so much as long as there is communication. Sometimes however this can get really muddy if groups get siloed and iterations are not encouraged. Sometimes managers attempt to expedite things by actively discouraging communication and iterations. This serves no one well.I enjoyed reading this book as these principles are sound. But, I don't think anything new is covered here.
I think I had the essence of this book by the time I got to page 30: Times have changed, and packing in a checklist of features is not enough to gain marketshare anymore.They talk a lot about having an "experience stragegy". I understand this to be building a product by aiming to meet the user's needs. Google Calendar is a good example. They stole a large portion of the online calendar market, even though users were already heavily invested into Yahoo and Hotmail's email/calendar. They did this by sitting down with people who used calendars a lot, and finding out what they wanted in a calendar (not exactly rocket science, I know).Kodak is another company that had a developed experience stragegy. When Kodak cameras first came out, they reduced the task of taking photos from one that required you to be a technician, to something anyone can do. They did this by selling the entire "experience" - you purchase Kodak film rolls (before this film was on expensive and fragile plates), put it into your Kodak camera, point & shoot, then send the film into Kodak for processing. Apple is another good example of a company that has an experience strategy.There are lots of other interesting examples and an anecdotes sprinkled throughout the book. There is even a whole chapter on Agile Development, both from software and hardware perspectives.In summary, the message of the book is that we need to design products and services that deliver a positive experience to the user (notice "user", they take issue with the word "consumer"). The book expounds on this with much detail and examples, but I believe this is the main message.Unfortunately I found this book extremely hard to get through, due to the "dry" writing style. It made me feel as if I were listening to a boring professor's lecture. There may be better books on this subject, something from Seth Godin for example.
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