Have you ever considered yourself an intuitive designer? Or is the idea of intuition something that you consider as disconnected from the design profession? Something to be wary of? Or something to be used and celebrated in your design practice?


Have you ever considered what assumptions do people bring with them when they are attending your user research (I am talking about a concept or a prototype evaluation here, in particular)? And how do these assumptions impact the feedback you collect? There is fascinating research about the way we learn that gains popularity in neuro and cognitive science, and knowing that will, for sure, alter the way you prepare your evaluatory studies.

A person holding a black card and reading a question that’s printed on it.
Photo: Mike Polak


Whenever you run a study, are you trying to confirm or falsify your beliefs?

A group of people holding green cards with adjectives describing the differentiators for the solution they design.
Pic. Mike Polak


Innovation is something any organization that wants to thrive today needs to have figured out. Countless bags of cash are invested in it but you might think that the success rate is somewhat unsatisfactory. Is there a way to make it better? Is there a trick to make your entire org think in innovative ways? Let’s hypothesize something.


Defining a powerful experience strategy is one challenge. Being able to roll it out is another one. And to do it so that people want to follow and stay committed to it is the most crucial aspect of these two challenges. Only then your strategy becomes the basis for your organizational culture. And the only thing that matters is that you, as an organization, are aligned.


I am a great advocate of becoming an outlier. Why? Because in today’s competitive market playing it safe is the riskiest strategy of all. But in order to find your differentiators, you need to know which direction you want to go to. What makes you excited. What will propel you to be daring?


No one likes boring. We love extremes, instead. We are drawn to the different. The outstanding. The remarkable. But being different is scary. Is that a way to tame the fear of differentiating yourself?


Some companies have a vision which they don’t know how to translate into action. Some companies have a set of actions that don’t quite converge into an expected impact. Yes, you need to have a vision and do it too. How to take the first step from your vision to its implementation?

The Kellogg Logic model


Now you have your experience vision. It looks good. It’s aspirational. It’s inspirational. It can help you improve. It makes you stand out. But here’s the challenge: how to turn this vision into something actionable?

Vision as a storytelling mechanism


Numbers are objective, aren’t they? Or at least they give an impression of objectivity… It is easy to start believing that this objectivity is true. While, in fact, any strategic number is still a subjective representation of a given goal.

The nature of measurement

Aga Szóstek

“The Umami Strategy: Stand out by mixing business with experience design”, www.seed-cards.com www.catchingthenextwavepodcast.com

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