For any experience to truly connect with people, it must engage both halves of their brain. Now, we understand that this mythical separation of domain between the right and left hemispheres of the brain is more rooted in pop culture than science, but it is still an apt framework for this discussion. While some like to say UX and UI are two sides of the same coin, I think it’s more apt to call them two halves of the same brain. The analytical versus the aesthetic. The data versus the qualia. The objective versus the subjective. You get the idea. But what does that mean for how we might understand the individual disciplines themselves?
Watching the world’s automakers respond (or not, as the case may be) to Tesla, has been interesting, to say the least. I find it fascinating to see an established market watch a competitor waltz in and secure a beachhead in a successful new category, with a near-zero response from the established powers for years.
I’m not sure who first promoted the idea that the greatest determiner of whether a corporation could successfully innovate is an ill-defined, immeasurable quality named “agility.” I am sure that the individual in question had a penchant for oversimplification. Just do a search for “agile business” books on Amazon, and the results are well over the 2,000 result threshold where Amazon stops counting. It’s not that a company shouldn’t have the qualities linked to the idea of agility. It’s just that agility is an emergent condition resulting from a number of more easily quantified and measurable behaviors.
In business, we should always celebrate our successes. We should all find happiness and take comfort in classic, somewhat irrefutable, business metrics, like returning a healthy net profit, growing sales and customer loyalty, to name a few. But there are anecdotal success measures most people repeat that, while they directionally point to good things, should also have you start asking whether they actually are signs of a problem. Let’s look at three of the most common.
Over the past 30+ years, Magnani has had the pleasure of working with clients across a variety of industries—from health care to hospitality, industrial equipment to medical devices, household cleaning products to sporting goods, dining cruises to the world’s most highly traded financial derivatives contracts, just to name a few. Each engagement has broadened our collective perspectives while confirming one underlying truth: Regardless of emerging trends, ongoing changes in technologies or the idiosyncrasies of individual markets, the fundamentals of human nature remain constant.
Today, more than ever, keeping people engaged, interested and motivated is very challenging for brands and organizations. In an Uber-fied world, expectations are high for seamless user experiences with intuitive navigation and telegraphic content that gets to the point quickly. Yet, many companies continue to overcommunicate, drowning people in text-heavy content and clumsy digital journeys that require 10 clicks and 10 screens that read like white papers, putting a spin on the adage, would you prefer a picture or a thousand words?
Autonomous Sensory Meridian Response (ASMR) refers to a tingling, or at least pleasant, sensation some people feel when they hear what can be best described as soft scraping, tapping or rustling sounds. Most commonly, those sounds are something like the gravelly sound of a whispering human voice, two sheets of paper slipping past each other, soft tapping on a something hollow, a plastic bag being crumpled or just about anything similar that is recorded through a microphone placed extremely close to the sound source. But ASMR can also be triggered by something tactile, like peeling the protective plastic off of a brand-new television screen, or visual by the movement of hands or lips.