Sven Krause

On the 12th March 2009 we invited Fergus Roche to join us on our company day and ran a workshop on storyboarding. Fergus heads up user experience at an agency called Enable Interactive in Bristol.

In December 2008 he presented storyboarding as part of the User Centered Design process at the UPA in Turin.

Storyboarding, with its roots in the animation and film industry, is an extremely engaging and powerful method to shape and visualise interactions. Examples of where it can be used range from the animation of a single homepage banner over user journeys to complex cross- channel experiences. The workshop was an excellent mixture of input from Fergus, hands-on experience and refinement of our skills in a number of iterations.

After the workshop Fergus continued to throw some shapes, this time on the dance floor in Shoreditch.

Apart from learning a lot everybody had a great time and agreed that storyboarding is a valuable part of the User Centered Design toolbox.

Storyboarding, spread out and attach to the windows Images can be creative

Andew Walker shows off his ‘handy work’

Read our interview with Fergus in our May newsletter.

Interview with Fergus Roche, Head of User Experience at Enable Interactive, facilitated by Sven Krause

Fergus, you currently work as Head of User Experience at Enable Interactive design agency. What career path resulted in you becoming a User Experience Consultant? What skills have you developed along the way that hold you in good stead today?
The user experience industry is pretty young, so you’ll find that people come to our industry from design, technical, client services – all sorts of routes. I worked as a business analyst, notably in the pre-IPO days of Lastminute.com. I received one of the best commercial digital educations money can’t buy. It was brilliant there – very open, lively, rapidly expanding – all the things you’d expect of a big start-up. Following that I continued as a business advisor, and then worked as a producer in digital agencies, then over time the percentage of user-centered or information architecture oriented work just increased from say five percent of my job to 100 percent of my job. The obvious key experiences I bring to the role from my business analyst days are requirement gathering, process mapping, and aligning things strategically – that side of things. I deal with a lot of that in the work that I do now, running workshops for clients and taking a user-centered approach early on in projects to minimise risks. I try to harness my previous experience, as is often the case, and now I head up user experience at an agency called Enable Interactive in Bristol.

Can you sum up the concept of user-centered design in a way in which a non-technical person would easily understand?
I’ll have a go! It’s about realigning the way in which you design from the viewpoint of the user – so outside-in. You then need to use this viewpoint throughout the design process. In some ways it could be viewed as being in opposition to the older engineering process, which is from the bottom up. Instead of starting with the technology side of things and fitting the user into the tool or application, we turn this around. A useful information architecture, or IA example would be the traditional librarian approach to data management of a fixed set of absolute taxonomies for cataloguing information – I guess a user-centered approach is at the opposite end of the spectrum.

Why do you think forward-thinking businesses should be interested and engaged in a user or customer centric approach to their websites and other digital channels?
If I were talking to a business that knew nothing about this approach and thought it sounded a bit wishy-washy or woolly, then the clearest example I could give would be to cite Apple, as a lot of people in our industry do. In 2008 the iPhone was the second or third biggest selling phone in the US behind Blackberries, and Apple had never made a phone before. The iPhone is simply a brilliant piece of user-centered design, and it’s made a paradigm shift in phone design that is being copied by most other manufacturers. But this approach, like in Apple’s case, has to come from the top down, from director level. They are the ones that need to drive a user-centered approach to ensure it is properly adopted across an organisation. It’s not something that your design or tech team can all of a sudden start implementing. It impacts sales, marketing, all across the board in fact. It must be understood and bought into at board level within a company.

Fergus, you recently presented at the UPA conference in Turin on the use of ’storyboarding’ in the User Centered Design process. Could you tell us about ’storyboarding’ in a user experience context, and why this technique is proving to be so popular with businesses and their end customers?
Storyboarding, and visualising things generally, allows you to show an audience of project stakeholders quickly what it is you propose to do. The reason to use storyboarding, doing it roughly and quickly and sticking it up on the wall, is that you can very quickly talk through how you expect something to be used. The idea is to create a shorthand way of visualising a project without the constraints of actually building the thing. It’s a very successful approach used across the film and animation industry that allows you to quickly sketch out a process, a product, or a website. With Foviance recently for example, we used storyboarding to quickly sketch out a user journey through a website. It’s a really easy way for members of a multi-discipline teams to look at storyboards from their individual perspectives and think “Okay, I can see how that bit works with that bit.” It gets people on the same page really quickly and helps them work effectively together. I think it’s applicable for service design, process mapping, product design, website creation, campaign work – all sorts of things.

It must be a challenge though, to take people who have learned meticulous processes and get them to change mindset and adopt these new methods?
People have always been afraid of drawing and being confident enough to show it to other people. In a commercial environment it can prove daunting, especially for people who quit drawing as children. But I’ve been doing this a while now, and I show doodles across the board, to colleagues or in multi-million pound pitches and at no time has anyone ever said “You can’t do that! That’s not professional!” Start small, show them almost in passing, see how they react, slowly start rolling it out maybe on internal projects, work quick and dirty and see how it goes. I’ve found that me and people who are using it are always surprised how useful and engaging the process is and how positive people’s reaction to it are. Everyone can draw a story and make it understood by another person; it’s about feeling free to do it and not being shy about it.

Effective customer experience services employ methodologies that strike a perfect balance between customer insights and measurable analytics. It is as important to understand and analyse data captured from digital channels, as it is to interact with and understand customers themselves.

To this end, dashboards are used by the majority of online businesses to provide clear presentations of business performance. A dashboard is a visual matrix that allows executives within an organisation to see at a glance how different areas of their business are performing in relation to targets. Modern dashboards use dials, arrows, ratings, charts, traffic lights and other visual indicators to offer snapshots of real-time performance or periodic summaries. In front of the right people, dashboards are extremely useful and immediate tools, presenting clear information regarding web analytics, e-commerce, website performance, customer satisfaction and more. But for others they can prove confusing and overwhelming.

A simple test of the effectiveness of a dashboard is to assess how many successful business decisions an organisation has made over a 12 month period based upon the business intelligence the dashboard delivers. If the answer is fewer than 12, then it’s likely that all that dashboard is providing is a feeling of fuzzy warm confidence, rather than living up to its full potential.

We’ve thought long and hard about why dashboards are so popular although only a few businesses rely on them to inform genuine business decisions.

Complexity and speed are obviously key factors. Some of the dashboards we’ve seen in the past have been impressive, consisting of as many as ten tabs offering up to 15 metrics per tab. However, despite measuring and displaying a wealth of metrics, it was often almost impossible to base any informed decisions on these. There was simply too much white noise, drawing the reader into complex displays of interacting metrics without providing them with any clear message or suggested actions as an output. One of the responses to this problem is to use synthetic scoring. These scores condense a range of metrics (for example traffic from natural search, paid search, email campaigns and external websites) into a single score which can then be monitored over time and against target, to provide a ‘health check’ of a whole section in one view, saving precious time.

Another factor is often the availability of development resources. Many of our clients know what they would like to change in their dashboards, but find that the cumbersome setup of their content management system (CMS), or the sheer lack of development resources, prevents them from implementing changes with a quick turnaround. While it is often difficult to have an impact on the resources available, this can be addressed by prioritising the findings and focusing on the ones with the highest impact or lowest effort ratio.

Finally, we’ve learned that it is essential to focus on actions rather than metrics. A dashboard is only as good as the business intelligence it provides. And the information is worthless if it isn’t translated into recommendations that can be executed easily. This ‘human factor’ in dashboarding is essential to bring the results to life and deliver value. So far we haven’t found a tool that can automate this human interpretation.

In the future we are likely to see more direct data feeds from dashboards into elements of business websites. If, for example, a specific pay-per-click (PPC) campaign overperformed and delivered a substantial contribution to the bottom line, why shouldn’t the budget for those keywords be topped up in real time? If a substantial number of people are accessing your product pages after 7pm, but your call centres close at 6pm, why not dynamically feed this information back to the business, possibly boosting sales by adjusting call centre operational hours? Some web analytics solutions already offer plug-ins for tools like Google Adwords or add-ons for multivariate testing. However, fully integrated customer experience dashboards are still rare.

These key challenges of current customer experience dashboards must be addressed if they are to live up to their full potential. Speed of discovery is essential, as is a clear focus on what is actually achievable. However it is the ability for dashboards to identify actions with a high and measurable business impact that will determine if they deliver.