I recently read an interesting fact about the way men’s loo has been designed in Schiphol airport, Amsterdam. The authorities etched image of a black housefly in to each urinal. The staff of Kieboom, the economist who directs Schipol’s building expansion, found out that these etchings of fly-in-the-urinals improved the aim and reduced ‘spillage’ by 80%.
In the modern wired world, we are now increasingly moving towards ‘self service’ in banks, in buying tickets, and to file tax returns. Even in such online machine based services, there is a need to be conscious about user interface. We see some online sites which have understood the normal human habits of observation, conscious and unconscious behaviours and are very intuitive for the user. The user is able to sail through the steps in a jiffy.
Very often the techies who design the systems get carried away by the functionalities and forget the user experience. At best (with or without the help of some creative types) they fill the interface pages with some wild graphics and gadgets which instead of guiding the users distracts them. They often consider the effort needed to understand the user a pain in the wrong place.
I think one of the key contributors of the wide following of Facebook in comparison with many other social networking sites is such an intuitive experience for the user. I am sure most of us will agree that the iPod and iPhone are outstanding examples how devices designed with user experience in mind often turn out to be winners.
But if we spend time and effort to really analyze the service being offered, the nature and expectation of the various users who visit the site or even the service counters we can identify very many ways to help the user and in turn get more out of the infrastructure we have created. This may even help us to reduce our service cost.
This becomes even more important if we are servicing mostly one time users or occasional users. In such cases we really have to spend time to anticipate the confusion that comes to the user’s mind. In such cases we should have a continuous process of taking feedback from a large cross section of users to refine our offering.
We need to remind ourselves that the primary purpose of the user interface is to make the user experience a pleasure and not to prove how bright the developers are.
Let us take a look at another important dimension to designing of user interfaces. Smart user interfaces can also act as a mechanism to influence client choice, especially the default options provided. This provides an opportunity as well as a moral responsibility to the designers of the interface. Some obvious example that comes to mind is the legal requirement that the acceptance button in the user agreement for by default should not be on “I Accept”.
We don’t need legal directions to act responsible. We have to take care that the default options we provide are not detrimental for the ‘absent minded’ user. In some of the developed societies legal boundaries have been defined to a good degree. With the rapid growth in online self service counters here in India we it is high time we give attention these 'human factors'.
Monday, September 28, 2009
Monday, September 21, 2009
Tightening the belt is not very comfortable...
The worldwide economic recession (or slowdown) primarily caused by failures in the financial markets during last year had its impact on Indian Economy too. To top it, we are experiencing drought in many parts of the country this year.
In view of the difficult times we are in, Government of India (GOI) has announced a variety of austerity measures. These include cost-cutting measures like abstinence from club class air travel, abstinence from five star jamborees and an unambiguous directive to reduce all wasteful expenditure. Following this example many ministers from central and state governments have also announced many more such measurers for cutting cost.
The spirit behind this symbolism is truly laudable. The people who spend public money should find ways to reduce fritter; at least during the time of downturn. Of course there is a value for symbolism in public life. But all the journals, newspapers and the blogosphere that I read do not appear to be excited about this symbolism. May be what I read does not represent the sentiments of the majority of the Indian Society; but reflects the pseudo sophistication of the educated urban middle class.
The sacrifices of those in power may evoke a sense of reverence which has its own advantage. It may touch a cord in the minds of the hero worshiping sentiments of a large cross section of Indian Society. The people who have learned to fathom this rustic mindset may see a benefit in this symbolism.
I am not complaining about this wooing without which it is difficult to come to political power; especially since the a significant prroporation of the middle class has anyway stayed away from their responsibility to vote.
But I can’t help raising a few questions on how this austerity measures work.
Are the benefits of this austerity quantified? If so how?
If there is truly a saving, what is done with this saving? Does it contribute to the increase in allocation to any development schemes? Or does it help to ameliorate the pain of some of those affected people? Or does it reduce the budget deficit?
Are these measures sustainable?
Who is accountable for results?
When a VVIPs takes alternate modes of transport like train and bus, does it really reduce cost or does the cost associated with additional security and disruption to common man’s daily life more than offset the same? Like late Sarojini Naidu noted ‘it costs a lot to keep this man in poverty’.
Will the implementing authority let the true spirit of cost reduction survive or let it suffocate in the technical gobbledygook? A classic example of this is the clarifications raised by the various departments including Rajya Sabha Secretariat and MOF on one of the austerity measures requiring the officers not to use the loyalty points for their private use. Print media has reported clarifications raised by many officers on the impracticability of crediting the loyalty points of the frequent flying officers to government account. If it was meant to be implemented, the guidelines could have simply asked the officers to use the available loyalty points to purchase the next ticket for his official trip. Such obvious answers don’t appear to be present in the extensive volleys of clarifications flying around. (Just Google for “Austerity, India” you will be entertained.)
We see such symbolism in corporate lives too. The corporate chieftains often come out with flavours of the season like TQM, ISO, Business Score Card, Six Sigma and so on and so forth. Although each of these can be a meaningful initiative, often these end up being fads which fail to rally the organisation.
The reasons are obvious. Firstly many of these cost cutting measures are irritants and there are strong incentives to revert at the very first opportunity. Secondly, it does not evoke conviction about its sustainability. Tightening belts can at best be a short term option whether it is to stave off hunger or to make the waistline smaller and it is often very uncomfortable.
In my opinion instead of such cost cuts (which will often creep back once it is not on the radar) genuine efforts of cost saving by better processes, sensible automation, avoidance of delays in project execution and strategic outsourcing could provide long lasting benefits.
It may even be worth to assign responsibly to a senior officer to actually work on projects that can save cost on a long term basis which get him honour and recognition instead of the plain vanilla cost cuts which often get flouted.
In view of the difficult times we are in, Government of India (GOI) has announced a variety of austerity measures. These include cost-cutting measures like abstinence from club class air travel, abstinence from five star jamborees and an unambiguous directive to reduce all wasteful expenditure. Following this example many ministers from central and state governments have also announced many more such measurers for cutting cost.
The spirit behind this symbolism is truly laudable. The people who spend public money should find ways to reduce fritter; at least during the time of downturn. Of course there is a value for symbolism in public life. But all the journals, newspapers and the blogosphere that I read do not appear to be excited about this symbolism. May be what I read does not represent the sentiments of the majority of the Indian Society; but reflects the pseudo sophistication of the educated urban middle class.
The sacrifices of those in power may evoke a sense of reverence which has its own advantage. It may touch a cord in the minds of the hero worshiping sentiments of a large cross section of Indian Society. The people who have learned to fathom this rustic mindset may see a benefit in this symbolism.
I am not complaining about this wooing without which it is difficult to come to political power; especially since the a significant prroporation of the middle class has anyway stayed away from their responsibility to vote.
But I can’t help raising a few questions on how this austerity measures work.
Are the benefits of this austerity quantified? If so how?
If there is truly a saving, what is done with this saving? Does it contribute to the increase in allocation to any development schemes? Or does it help to ameliorate the pain of some of those affected people? Or does it reduce the budget deficit?
Are these measures sustainable?
Who is accountable for results?
When a VVIPs takes alternate modes of transport like train and bus, does it really reduce cost or does the cost associated with additional security and disruption to common man’s daily life more than offset the same? Like late Sarojini Naidu noted ‘it costs a lot to keep this man in poverty’.
Will the implementing authority let the true spirit of cost reduction survive or let it suffocate in the technical gobbledygook? A classic example of this is the clarifications raised by the various departments including Rajya Sabha Secretariat and MOF on one of the austerity measures requiring the officers not to use the loyalty points for their private use. Print media has reported clarifications raised by many officers on the impracticability of crediting the loyalty points of the frequent flying officers to government account. If it was meant to be implemented, the guidelines could have simply asked the officers to use the available loyalty points to purchase the next ticket for his official trip. Such obvious answers don’t appear to be present in the extensive volleys of clarifications flying around. (Just Google for “Austerity, India” you will be entertained.)
We see such symbolism in corporate lives too. The corporate chieftains often come out with flavours of the season like TQM, ISO, Business Score Card, Six Sigma and so on and so forth. Although each of these can be a meaningful initiative, often these end up being fads which fail to rally the organisation.
The reasons are obvious. Firstly many of these cost cutting measures are irritants and there are strong incentives to revert at the very first opportunity. Secondly, it does not evoke conviction about its sustainability. Tightening belts can at best be a short term option whether it is to stave off hunger or to make the waistline smaller and it is often very uncomfortable.
In my opinion instead of such cost cuts (which will often creep back once it is not on the radar) genuine efforts of cost saving by better processes, sensible automation, avoidance of delays in project execution and strategic outsourcing could provide long lasting benefits.
It may even be worth to assign responsibly to a senior officer to actually work on projects that can save cost on a long term basis which get him honour and recognition instead of the plain vanilla cost cuts which often get flouted.
Sunday, September 13, 2009
To be or not To be – Part 3 – Lasting Relationships
I once watched a gory movie on TV. I don’t remember the title; but the storyline has stayed on in my mind. This is the story of two young ladies who have graduated from a uniquely grotesque training school that trained an elite force of mercenaries.
In this movie, the people who ran the school, first kidnapped, from around the world, about 100 beautiful and brilliant girls about 12 years old and brought them to an island. The kids were first let out into an open field and explained that they were no more normal children and were expected to behave as the master says. The kids were scared and shocked. Some of them tried to run out of the compound. As they reached the gate there was a volley of bullets that ripped the girls who thought they were getting away. The realization dawned onto those who survived that they were in a crazy place.
Over the days they are put through one of the most rigorous and cruel training program in which failure to qualify each level meant failure to survive. Of the hundred odd they started with, around 25 survived the various challenges and was now an elite force of trained commandos capable of using a variety of weapons and handling any situations. One day they were all called for the final evaluation. The rules of the final round were such that only one among them was expected to survive.
Although there were many good friendships and teams that had evolved among the students, the final exam broke all these relationships, except a pair who decided that they will stick together, no matter what happened. The trust that each of them had developed among them helped them to play as a team and survive till the end and this strength was one of the key factors that ensured their survival. I am sure you can imagine how difficult it would be to hold the faith. Although the trainers planned only for one final graduate, they realised the potential of this pair and let them graduate jointly.
This story reminded me of a few lessons. The corporate world is often like this training school. The fights may not be as physically gory, but emotionally they could be as demanding and as mean. In this musical chair of life, at every level a few chairs are removed and each of us is left to fight for survival. In this path, the strength of each of our relationship will be tested at some time or other.
How many of us have developed a few friendships along the way on which we can trust, whatever happens. If we have not, do it; it definitely would help you to survive daily travails around us.
On the other hand, we need to ask whether we make the environment in our organisations conducive to building collaborative teams, or do we encourage cutthroat competition that makes each person to look for only his own selfish interest.
I agree certain competitiveness is good and will act as a stimulant. But it should not drive each person to be extremely self-serving; but should help to build collaborative teams. If we are not alive to this and work on this specifically, we will have a group whose priority is self interest and not organisational interest.
Finding a balance of healthy competition that stimulates a passion for excellence at the same time encourages collaborative teams is the challenge for each leader today.
To build teams that scale, this balance is a key ingredient
In this movie, the people who ran the school, first kidnapped, from around the world, about 100 beautiful and brilliant girls about 12 years old and brought them to an island. The kids were first let out into an open field and explained that they were no more normal children and were expected to behave as the master says. The kids were scared and shocked. Some of them tried to run out of the compound. As they reached the gate there was a volley of bullets that ripped the girls who thought they were getting away. The realization dawned onto those who survived that they were in a crazy place.
Over the days they are put through one of the most rigorous and cruel training program in which failure to qualify each level meant failure to survive. Of the hundred odd they started with, around 25 survived the various challenges and was now an elite force of trained commandos capable of using a variety of weapons and handling any situations. One day they were all called for the final evaluation. The rules of the final round were such that only one among them was expected to survive.
Although there were many good friendships and teams that had evolved among the students, the final exam broke all these relationships, except a pair who decided that they will stick together, no matter what happened. The trust that each of them had developed among them helped them to play as a team and survive till the end and this strength was one of the key factors that ensured their survival. I am sure you can imagine how difficult it would be to hold the faith. Although the trainers planned only for one final graduate, they realised the potential of this pair and let them graduate jointly.
This story reminded me of a few lessons. The corporate world is often like this training school. The fights may not be as physically gory, but emotionally they could be as demanding and as mean. In this musical chair of life, at every level a few chairs are removed and each of us is left to fight for survival. In this path, the strength of each of our relationship will be tested at some time or other.
How many of us have developed a few friendships along the way on which we can trust, whatever happens. If we have not, do it; it definitely would help you to survive daily travails around us.
On the other hand, we need to ask whether we make the environment in our organisations conducive to building collaborative teams, or do we encourage cutthroat competition that makes each person to look for only his own selfish interest.
I agree certain competitiveness is good and will act as a stimulant. But it should not drive each person to be extremely self-serving; but should help to build collaborative teams. If we are not alive to this and work on this specifically, we will have a group whose priority is self interest and not organisational interest.
Finding a balance of healthy competition that stimulates a passion for excellence at the same time encourages collaborative teams is the challenge for each leader today.
To build teams that scale, this balance is a key ingredient
Sunday, September 6, 2009
Hitchhiker’s Guide to the Corporate Galaxy – Part 2 The Survival Kit
In the first part of this article we looked into the challenges we face in getting things done with co-operation from others; especially when we have limited control and influence on these people
Now let us take a look at some of the strategies, on how to face these challenges.
1. Share the credit
If you expect cooperation, be willing to share credit and recognition as well. Even if your collaborator wants to hog the credit for some part of your project, let him have it. In the end if you are the one who nursed the project day in and day out, due credit eventually will come to you.
May be sometimes you need to massage a bit of ego too. I read an observation made by one of the most successful business men in India about a certain species with whom this strategy works wonders; a species whose support is very critical for most projects.
2. Don’t go in for a kill
It is advisable to follow an outflanking strategy as much as possible instead of directly going in for a kill. Such aggressive acts could spawn a hate club waiting for your weak moment which in the real world may come faster than you may think.
Therefore as far as possible avoid hitting against the wall ahead; try to go around it or above it. This may also lead your opponent to underestimate you which may bring down his defences.
3. Show you strength
Be willing to flex your muscles (not literally) when needed. Do it subtly and discreetly. Very often you will get better cooperation if the opponent perceives that you are strong.
When you should take the sword out have a blood bath. (You can get a better exposition of this idea in Machiavelli’s “Prince” and a good practical implementation in Mario Puzo’s “Godfather”)
4. But don’t be a Don Quixote
Don’t go around showing off your strength and bragging about it. Don’t overuse it either and don’t get provoked by every obstacle. It is not worth wasting a lot of time fighting unnecessary battles.
5. Be Magnanimous in Victory
When you finally win, especially after a struggle, don’t rub it in. Be discreet, else you end up adding fuel to the fire in the heart of that guy who has already lost.
6. Be a guest
When you have to walk into somebody else turf, keep the intrusion as minimal and as non-threatening as possible. Make him feel that you are a guest rather than an usurper. (I agree there are times when you have to takeover, then make it an act of assertion and not of aggression)
7. It is better to be a mystery
Be a mystery. Mystery is often respected. There are times when you have to keep you opponents guessing on how many aces you have up your sleeve.
8. United we are strong
A network of friends can be your strength; especially if they share similar interests. If they are powerful all the better:-)
9. Collect Gold Stamps
Whenever you can, extend a helping hand; it will surely get you some gold stamps that may come in handy. In corporate galaxy it is a universal currency.
10. Learn to play chess
As in chess, there are rules that you have to follow and you need smart strategies to stalemate your opponent not a gun to shoot.
11. Keep your cool
If you lose your cool then you lose your ability to make a good judgement. If you do it often, it loses whatever effect it may have. Sometimes your opponents may consciously use this to unsettle you.
12. Political Power of Boss
Political power of (clout) your boss is a great help to move some butt. But don’t run up to you boss crying ‘Pappa” every time you face an obstruction. It will not buy you respect and he will see you as a ‘high maintenance asset (or liability)”
But once a while you should go to him and ask for help. And then thank him for the help! (If you are smart you will exercise this option in situation where he can make a significant difference).
13. Do some P R
You need to blow your trumpet once in a while. Only then people will notice that you are good. There are some people who ignore this. They expect to be recognised just because they are good. If you are not yet a celebrity you may not get noticed amidst all the ambient cacophony unless you work towards it.
14. Don’t open too many fronts at a time
Sometime those who want to derail your project may offer so many digressions into which you may get drawn in. Sometime your detractors may try to dilute your ideas along the way. You need to keep your ideas simple and focused. This will also help to avoid unnecessary turf issues.
When you are in a battle, don’t open too many fronts at a time. It will only waste a lot of energy.
15. Manage your collaborators
In large projects specially that impact a large cross section of the society, it is important to interact with a variety of people to get ideas, support and feedback. Very often they may not be people who are not directly associated with these projects.
Make sure that you acknowledge each contribution. There are times when you may not be able to use/ adopt some ideas. You still acknowledge them and explain why you are not using these ideas (Unless these are too frivolous). If you don’t do that many would stop giving you ideas. It may sound stupid; but very often human sensitivities work like this.
16. Have Fun
At the end of it, you should enjoy the challenge and the journey. Each setback should be seen as a new challenge and don’t start fretting about it.
Tailpiece: This is not a ready to use algorithm but a toolset for survival. . It is nothing new either; just age old wisdom, many of which are familiar to you already. It is up to you to decide which tool(s) to use under each circumstance. A good cricket bat will not make you Sachin Tandoolker.
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