By Abraham Espinosa, Design Director at Method
You’re buying something online when the loading spinner suddenly appears. Anxiety sets in.
You may wait three or four seconds, then start to spiral: Why is it taking so long? Should I click somewhere to cancel? Will it charge me twice if I refresh? One second later, the spinner disappears, your payment is confirmed, and you breathe a sigh of relief.
But what if the spinner never stopped spinning? Where would you go for support?
If you’re dealing with a “white glove” service, you may quickly find a phone number with a human on the other side. But if the product is more self-serve,”like most digital services, you’ll likely need to navigate to a specific “help” website, where you’ll dig through FAQs or (mis)communicate with a third-party powered chatbot to investigate your issue. …
It was January 2020, and we were blissfully unaware. The New Yorkers were slurping noodles together near our studio in Chinatown, and the Londoners were going for pints at The Owl and Pussycat after workshops in our Shoreditch studio. We were on planes and trains to meet clients in San Diego, Portland, Bangalore, Zurich, and Paris.
As designers and strategists, we often advise our clients on the need for resilience, and we espouse the importance of embracing ambiguity and uncertainty. Our words were stress-tested this year, to say the least. But they didn’t come up empty. …
By Nicole Lenzen, Associate Director of Product Management at Method
In the midst of rapid technological, economic, and consumer change (nevermind a global pandemic), many companies are rethinking the way they do business. You may be considering a redesign of your customer experience, transitioning to paperless workflows, or adapting your business model due to market shifts. The roles of product managers are increasingly critical to driving the success of large-scale digital migrations, from defining a project vision to implementing its rollout.
Standing up a product management discipline at your company may seem daunting, but adopting a product management mindset is a solid place to start. By understanding some core principles of product management, you can begin to adapt the way your entire organization functions. This will undoubtedly result in a much more significant transformation than just getting a new digital product out the door. …
By Dr. Lusine Tarkhanyan, Associate Director of Design Technology at Method
From nursing homes to neurotechnology to private equity, companies in all sectors face a similar challenge: they know they need to evolve their offerings and operations to become more customer-centric, and they know they need data to get there. Yet the prospect of gathering, processing and interpreting that data into something actionable is often overwhelming.
If your business offers digital products or services, you are probably flooded with a considerable amount of structured and unstructured data of varying units, scales and time periods. It is likely your organization either collects more data than it can consume, or it struggles to interpret the data in a way that drives value across your business (through new products, features, or business opportunities). …
By Priyanka Gaitonde, Associate Director of Business Design at Method
“On a scale of zero to 10, how likely is it that you would recommend [X Company] to a friend or colleague?” This is a familiar question that you have probably answered or your company has asked. Customer responses define your company’s Net Promoter Score, which is widely regarded as the best way to gauge customer loyalty.
By Priyanka Gaitonde, Associate Director of Business Design at Method
In the last few years, many private equity firms have been expanding their portfolios with acquisitions in technology companies whose main output is innovation and intellectual property, in a race to spot the next Google or Apple. Vista and Thoma Bravo have invested $16 and $12.6 billion, respectively, in technology companies, and Advent and Bain Capital have been betting heavy on IP-driven companies with specialist technology funds, according to Bain. While these purchases intend to reward many PEs with superior returns, long-term investments in IP-driven companies (given their innovative nature and lack of benchmarks) make assessment of assets more intangible and future performance more uncertain. Fund managers are now faced with questions like, “How do I value the autonomous car service of the future?” …
By Stuart George, Executive Director of Design Technology at Method
When Andrew Mason, founder of Groupon, wanted to improve his email conversion metrics, he turned to data analysis. His team tested the impact of sending two emails per day instead of one, and found that, while more double-emailed customers tended to unsubscribe, the ones who stayed generated more revenue. Ignoring his intuition, he had his team switch to the two-a-day model.
by Reema Pinto from Method.
As a business leader, you may have been told that “digital migration” means new organizational structures, new enterprise software, new business models, and new partnerships. You may have discussed it with your peers in board meetings, and then revealed your grand plans to your team in highly anticipated town halls. But what many forget is that those rapt listeners are more than an audience — they are the people who will be driving those changes on a daily basis. And you need them to be fully on board.
Change at scale is complex and full of friction. There’s simply no way to get your people to just “go along for the ride.” So how do you make sure that you take the right people, and shape the right culture, to drive change from within? What does it take to put people at the heart of your digital migration? …
Though much has been written about the need to “digitally transform,” the process has often been viewed with apprehension. Deep pockets, large teams, and complex methodology are assumed to be a baseline requirement. For businesses struggling to make it through the pandemic, there is but one looming question: How do we survive today and plan for tomorrow, and is “digital” the silver bullet?
The scrappy but innovative responses that many businesses have exhibited during the pandemic prove that digital, or even “digital transformation” efforts do not follow some predetermined script. It’s often assumed to be like switching on the lights in a building, one logical floor at a time. But the reality is messy. You’re more likely to switch lights on from the second floor, then jump to the 43rd floor, back down to the basement, and then perhaps step out of the building and wonder if you were in the right building after all. …
by Hector Pottie, Creative Director at Method (a GlobalLogic company)
More and more people are moving to cities, overwhelming our transportation systems. Predictions estimate that by 2030 up to 90% of the UK population will live in cities and urban areas. I live in the center of London, and as with any great city, mobility is key to personal and economic well being. Yet over a third of all car journeys in London are under 1.5 miles, and well over half of those journeys are as a single occupant in the car. In Midtown Manhattan, the average speed of traffic is often 4 mph or less. …