strategy
Diverse Testing for the Best User Experiences
Long before I began consulting, I was developing new applications for a Marketing company. Nearly everything was built from the ground up then, and there was very little reuse. That changed over time as I developed reusable functions and eventually created a “standard system” that significantly reduced development time due to reuse. Throughout this multi-year period, I had an unplanned but valuable assistant – “Wendy”
My user interfaces were generally well received for their layout, workflow, help screens, etc. But a new hire on the Customer Service team consistently ran into problems. I was young, and one of my first interactions with her probably went something like this: “Why would you do it that way? That doesn’t even make sense? Have you ever worked with computers before?”
She began crying. I felt like a jerk as my frustration began to wane. Days later, I realized Wendy was a gift and not a problem. She had an incredible knack for finding obscure flaws and breaking things. I embraced it, bought her lunch, and asked her to help improve my software. She was excited to help, and eventually we laughed about our initial encounters.
Wendy and I had become allies in a quest to create custom software that provided a better, problem-free user experience. Nothing was taken for granted. Everything became more robust. Surprisingly, everyone appreciated these changes, not just Wendy. She helped me become a better programmer and analyst, and I gave her an experience that helped her become one of the first Quality Assurance Analysts in the company. It was a win-win.
There is often a considerable difference in the expectations and ways that Gen Z, Millennial, Gen X, and Baby Boomer users interface with applications. Creating a one-size-fits-all application is far more challenging today because of this simple fact. But it is essential to success.
People today tend to move on when their experiences fail to match their expectations. Investing in your system’s “Wendy-proofing” can become a competitive advantage. I have long believed that “People buy easy.”
If one person encounters a problem, others will likely follow unless you implement a remedy. It is more work, but the result can be increased satisfaction, usage, and loyalty. That seems like a good tradeoff to me.
What are your thoughts?
Innovations “Iron Triangle”
The concept of an Iron Triangle is that each side of the triangle represents an item constrained by the other two sides. In Project Management, this is often referred to as a triple constraint. This identifies the fundamental relationships (such as Time, Cost, and Scope in Project Management) without addressing related aspects such as Risk and Quality. It provides a simple understanding of both requirements and tradeoffs.
Yesterday I spoke with Dave Mosby, an impressive person with an equally impressive background. He related Innovation to Fire, noting that in order to create fire, you need fuel, oxygen, and heat. He added that they must be in the right combination to achieve the desired flame. What a brilliant analogy.
Dave stated that for Corporate Innovation to succeed, you need the proper balance of Innovation, Capital, and Entrepreneurship. I found this enlightening because his description substituted “entrepreneurship” for “culture” in my mental model. While the difference is subtle, I found it to be important.
As noted above, simplified frameworks do not provide a complete understanding. But they help understand and plan around the foundational items required for success. Mapping this to past experiences, I gained a better understanding of things that did not move forward as desired and what I could have done differently to be more effective.
One idea was to create a fault-tolerant database using Red Hat’s JBoss middleware. We had a Services partner willing to create a working prototype, tune it for performance, document the system requirements and configuration, and package it for easy deployment. They wanted $10K to cover their costs.
I didn’t have a budget at the time, so I created a purchase request supported by a logical justification. It modeled potential revenue increases for database subscriptions based on the need for a failover installation and growth from potential expanded use cases. This was a slam dunk!
In my mind, this was simple as it was “only $10K,” and I had funded many similar efforts when I had my own company. But that’s the rub. I viewed these efforts as investments in understanding, lessons learned, and growth. Not every investment had a direct payoff, but nearly each had an indirect payoff for my company. It was an entrepreneurial mindset that accepted risk as something required for rewards and success. I now see, many years later, how reframing my proposal as a way to foster innovation and entrepreneurship within the company could have been far more effective, since training is usually a budgeted item that is much easier to justify.
It is never too late to gain new insights and lessons learned. A slightly different perspective on an important topic provided the understanding that should help position projects for future success. This came from a discussion with an interesting person who has “been there, done that” many times.
Using Themes for Enhanced Problem Solving
Thematic Analysis is a powerful qualitative approach used by many consultants. It involves identifying patterns and themes to better understand how and why something happened, providing context for other quantitative analyses. It can also be used when developing strategies and tactics because of its “cause and effect” nature.
Typical analysis tends to be event-based. Something happened that was unexpected. Some type of triggering or compelling event is sought to either stop something from happening or to make something happen. With enough of the right data, you may be able to identify patterns that help predict what will happen next based on past events. This data-based understanding may be simplistic or incomplete, but often it is sufficient.
But people are creatures of habit. If you can identify and understand those habits and place them within the context of a specific environment that includes interactions with others, you may be able to identify patterns within the patterns. Those themes can be much better indicators of what may or may not happen than the data itself. They become better predictors of things to come and can help identify more effective strategies and tactics to achieve your goals.
This approach requires that a person view an event (desired or historical) from various perspectives to help understand:
- Things that are accidental but predictable because of human nature.
- Things that are predictable based on other events and interactions.
- Things that are the logical consequence of a series of events and outcomes.
Aside from the practical implications of this approach, I find it fascinating relative to AI and Predictive Analysis.
For example, you can proactively monitor data, activities, and patterns by understanding recurring themes and triggers. That provides actionable intelligence that can be automated and incorporated into a larger system. Machine Learning and Deep Learning can analyze tremendous volumes of data from various sources in real-time.
Combine that with Semantic Analysis (and products like AllegroGraph) to harness the power of language through taxonomies and ontologies. The monitoring system would better understand what is happening (not just be aware of it), possibly determine how and why it happened, and result in even more focused and accurate predictions. Finally, include spatial and temporal data such as IoT, metadata from photographs, etc., and you should be able to view something as though you were very high up – providing the ability to “see” what is on the path ahead. It is obviously not that simple, but it is exciting.
This approach provides a multi-dimensional view of events and their causality, giving you the means to identify and prevent complex problems before they negatively affect a business.
Keeping these thoughts in mind will help you see details others have missed. Better tools can make for better analysis, better strategies, and better outcomes. Who wouldn’t want that?
Presentation about Starting a Business and Entrepreneurship
It is interesting how often you see ads for franchise offerings that tout, “Become your own boss.” While that may not be all bad, it is just the tip of the iceberg. The presentation below is intended to provide insight to people considering starting their first company. This was from a one-hour presentation that glosses over many things, such as the need for registrations and insurance, but it could be helpful for a first-timer.
One of the first and most important lessons I learned when I started my consulting company long ago was that paying attention to cash flow was far more important than focusing on my balance sheet. Once you understand a problem, it becomes easy to change what you do to manage it. For example, using fixed pricing based on tasks where we received 50% up-front and the remaining 50% upon acceptance of the deliverable smoothed out cash flow, which was a big help.
So, take a look and post any questions that you may have. If one person has a question, many more will likely do as well! Cheers.
The Coming Changes to Manufacturing
Recently, I spoke with someone on a team analyzing ways to “mitigate the risk of exclusive manufacturing in China” without fully divesting their business interests in a growing and potentially lucrative market. This bifurcation exercise got me thinking about how many other companies are evaluating their supply chain relationships, inventory management, and the predictability of their cost of goods sold.
In the mid-1990s, I had done a lot of work with the MK manufacturing software that ran on the Ingres database. Some issues were performance-related and fixed by database tuning; some were fixed by using average costs instead of a full Bill of Materials (BOM) explosion with dozens of screws in a window; but some were more interesting and more business-focused.
After NAFTA became law, one manufacturer built a facility in Mexico and started manufacturing a few basic but important parts. When I arrived as a Consultant, the main problem they faced was a reject rate of roughly 20% and additional related QA costs. My suggestion was to treat this part (a single piece of steel, like the rotor from a disk brake system) as a component and build in the cost of both scrap and QA. They could then benchmark the costs against other suppliers in an apples-to-apples comparison to determine if they really saved money. That approach worked well for them.
While that approach helped manage costs, it did not address the timeliness of orders or lead time required – important aspects of Just-in-Time (JIT) manufacturing. Additionally, it should be possible to estimate shipping costs by considering changes in petroleum costs or anticipated changes in demand or capacity.
Systems out there claim to estimate the cost and availability of commodities based on various global factors and leading indicators. It is tricky, to say the least, and we can’t anticipate an event like a pandemic. But companies that manage their inventory and production risk best will likely be the ones that succeed in the long run. They will become the most reliable suppliers and have increased profits to invest in further growth and improvement.
The next 2-3 years will be very interesting due to technological advances (especially AI) and geopolitical changes. Those companies that embrace change and focus on real transformation will likely emerge as the new leaders in their segments by 2025.
Where Ideas, Experiences, and Lessons Learned Intersect 