We were out of place no doubt. A Silicon Valley-based, technology-driven, design and innovation agency surrounded by some of the most elite marketers and advertisers in the industry, if not the world, in midtown New York City at The Times Center.

But then we started talking. The room quieted, and the audience was suddenly captivated.

Check out our presentation from CCO Stephen Clements and product strategist Shayna Stewart. Together they illuminated something that related to all parties in the room, whether representing an agency or brand — design is a tool for making businesses better. We're not creating art for art's sake. We're creating to make businesses better.

That idea is rooted in our DNA at YML, and it's how we make lasting impact.

And the impact was strong! We even got featured in Adweek.

Until next year.

Reach out to marketing@ymedialabs.com with any questions.

YML's 2019 Women's Day T-shirt designed by Sadhvi Konchada

YML's 2019 Women's Day T-shirt designed by Sadhvi Konchada


Last year at this time, YML created some fun Women’s Day T-shirts for the team.  Being really passionate about the topic, I decided to take the initiative to design this year's tees. Being born and raised in India and now working in such a multi-cultural workplace in the United States, diversity is a topic I hold close to my heart. I knew that was the theme I wanted to explore. As I was in the process of designing it, I shared a draft with our Chief Creative Officer, Stephen Clements, who posed a question which really made me think. He said, “Diversity is a topic so big, so vague, and so well explored by other people. Ideas begin with insights. Otherwise they aren’t really ideas. Insights challenge people. They surprise them. They make them think about an old problem in a new way. What’s your insight?” I paused. I thought. I dug deeper, until I found my insight that empowered me to write this poem —

“There are a world of problems that women have to deal with. Differences between them shouldn’t be one of it.”




Empower Her 

It’s 2019.
The war with patriarchy has lasted centuries,
Across continents.
And the world still fails us.

She and I might have our differences.
The color of my skin,
The language of her words,
The music that makes our bodies sway,
Our childhood memories so unlike.
And yet,
Our struggle so alike.
The world has failed us both.

Every time,
Someone speaks over her,
Every time,
She says “Sorry” before speaking her mind,
Every time,
She’s paid less than she deserves,
The world has failed her.
And me.

Every time,
Her heart beats fast as she walks alone at night,
Every time,
She changes her path to avoid passing a group of men,
The world has failed her.
And me.

Every time,
She’s told what to wear,
What to eat,
What to do,
How to be.
The world has failed her.
And me.

This is just the tip of the iceberg,
Of how the world has failed us.

Yes, you.
Reading this.
Every time,
You see our struggle and do nothing,
You have failed us both, too.

This is not your fight.
This is not my fight.
This is our fight.
To make the world better.

So listen,
I promise,
To stand with her.
To stand up for her.
To fight for her.
To empower her.
And can I ask,
If I’m in need,
You do the same for me?



Written by:

Sadhvi Konchada is a UI/UX designer at Y Media Labs. She enjoys telling stories, most times with color, and sometimes with words.

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by Shayna Stewart

In the digital industry we all aim towards the aspirational, yet colloquial goal of innovation. Yet more and more, true innovation is harder to come by. We believe this is due to the way roadmaps are prioritized. The frameworks that product leaders use for prioritization tend to overemphasize the manipulation of features that are already in place. The metrics, Level of Effort (LOE), Scale, and Customer Value, used in the framework do not favor injecting any new concepts.

It favors optimizing existing concepts.

Recently when working with a client to prioritize ideas within their roadmap, we created what is called the Innovation Index. In this case, our client and team brainstormed on all of the possible ideas for a second phase of a recent app that was built.

The problem we ran into ranking all of the ideas was a lack of data to support one feature over another as the first iteration of the app was yet to be launched. Therefore no data had been captured and we were too early in the process of vetting more ideas to gather consumer feedback. From our need to evaluate ideas objectively in lieu of usable data, the Innovation Index was born.

To create this index, we first did some research toward an objective definition of innovation. We landed on two important pillars:

From there, we took the list of ideas generated by our client and our team and researched if any of these ideas already existed. If the idea didn’t exist, we gave the idea a score of 5. If it did exist we ranked the idea with a score of 1-4, heuristically representing market saturation. Therefore, 5 was a completely distinct idea and 1 was an idea that has a high market saturation.

Secondly, we ranked the ideas on if the proposal was a more efficient way of solving the problem. If the idea was ranked as a 5 in the market saturation scale (meaning a completely distinct idea), it automatically got a score of 5 for being more efficient. Otherwise, we evaluated the ideas if they were more efficient approach to solving a problem that has already been solved by someone else.  

That’s it, the Innovation Index is made up of two scales: Market Saturation & Efficiency. These concepts mapped back to the pillars of innovation, which helped focus our next steps on differentiation as opposed to directly competing with existing products. In the end this exercise prioritized our product planning to helping an underserved audience of about 18.6M people.

After using the Innovation Index in a roadmap with no data, I started to think about how it would apply  to a roadmap with data already in place. I discovered that without including the Innovation Index, the metrics used to prioritize a roadmap (LOE, Scale, and Consumer Value) were actually working against innovative ideas. Here we dive into just how this plays out:


Level of Effort

LOE asks how easy is it to bring an idea to market. The reasons for an ‘easy’ LOE estimate is slightly different for each team, but both result in prioritization of ideas that already exist.

If the idea is deemed easy by the technology team, that means they either have already done this before or that there is significant documentation already published. It also is indicative that all data elements are readily accessible. Typically, data elements that are readily accessible are already in use -- i.e. the idea is an optimization of an existing feature.

If the easy LOE estimate comes from the design team, it means that a proposed feature will  likely have a small impact to the ecosystem. Designers spend less time when they do not have to think through the way that users move through the experience. When they do not have to think through the experience, that means they are manipulating or adding something to an existing page. This type of one-dimensional change is typically not symptomatic of building a new, innovative idea. Therefore an LOE of Easy and even Medium are deleterious to innovation.


Scale measures the potential number of users reached by the idea. If it’s high, then it gets prioritized over a niche solution. However, when you think about some of the most innovative brands today like Amazon, PayPal, Etsy, and Tesla, they all started by servicing niche markets. Often when innovative technologies and ideas are first created, the full breadth of implicated use cases are still unknown. In the case of PayPal, they worked from the insight that it was very challenging for auction houses (a small but extremely active part of Ebay’s user base) to collect mobile payments. PayPal was born from this insight. Ten years later, it’s rare that you find a retailer that does not support purchases through PayPal.

Augmented reality is another recent technology that hasn’t benefited from publicly scaled use cases yet, but we see companies like Google making significant investments. There’s value in testing early and learning fast, if you encounter an idea that may be  small scale but is potentially innovative. I would recommend prioritizing it and position it to leadership as a learning opportunity for the team.

Customer Value

This metric is our  most vague as it has the potential to be defined differently across multiple Indexes or use cases. We can’t completely rule out that this metric in some cases can be aligned to innovation, but in most cases I see that it is not.

Typically it is discovered through user validation or market research. CV often goes against innovation for two reasons:

The first - you may not be talking to the right group of people. In a recent study, we identified a target persona which clearly did not want certain innovative ideas because they weren’t geared towards that particular persona. This is also a factor when you have extremely small sample sizes. The users you are talking to just may not see the value of the idea. Second, I see studies that outwardly ask users what they want, what could be improved upon. This is important to do in order to find major usability issues, but it’s not the metric that will get you to focusing on innovation. It’s best to use a metric that prioritizes building a prototype of innovative idea that solves a problem that the users didn’t know they had. Then, subsequently present the prototype to potential users (pending you feel confident in your sample) to get feedback on usability. This methodology is better than asking users what they want as a means to prioritizing what you build.

Steve Jobs epitomized this very thought and opined - 

Over the years the conversation within the creative realm, especially around design, has blurred as the industry reaches to explain the differences between the capabilities, process, and expectations of design. Our work has transformed further with the growth of digital technology. Today, we can we do anything we dream up. Fantasy is now reality. With this in mind, companies are looking for inventive ways to differentiate themselves from equally digitally savvy competition.


The latest trend is an emphasis on Customer Experience -- which we define as the relationship between an organization and its customers throughout the relationship lifecycle, delivering on the individual’s expectations in each moment of the journey.

Moments can be classified as an interaction with a product, the look of the application, or even a conversation with a call center representative. Basically, any direct or indirect communication with an organization will define how the customer experience is delivered.

Now, how do you design for a better Customer Experience? The design industry has aesthetics, interactions, experiences, and services -- typically conflated to align with job postings, client request, and the like. However, as a product of craft, it is critical first to recognize their functional differences.

  • Interaction Design is the detailed design of how users interact with a single touchpoint comprised of features.
  • Experience Design is the combination of interactions across multiple touch-points within a user’s journey.
  • Visual Design is the balance between aesthetic elements, aimed towards improving/enhancing the brand, and guiding users through the experience.
  • Service Design is the strategic connection of experiences across user journeys to create seamless user transitions.

Each design practice has its own set of research activities and methods to achieve its stated goal. Each holds a valuable and necessary place in the design process to be successful. One practice cannot replace the other. However, when stacked together they become an unbreakable offering for the Customer Experience.

Still with me? Hopefully, we’ve clarified some of the structure for success.

Service Design is so much more than a buzzword though. Lately, it’s been defined as a method of design-thinking, an activity to sell-in a better Customer Experience, or a process to showcase the connection between an experience and backend technologies. Designers might say it’s the combination of these things plus so much more.

In our view, Service Design looks at the entire ecosystem of an organization, both front and backstage interaction points, across the lifecycle of the Customer Experience. Having a clear view of the entire operation that makes up the organization and everyone involved will allow a design team to ideate against opportunity spaces and create a one-of-a-kind service.

Service Design isn’t exclusively digital either. Most services will have an element of both physical or human interactions. Digital can be the connection between the customer and these experiences. Below are some reasons companies should leverage service design and the methods to support it:

  • Bridge the gap between the silos. Often, organizations aren't considering how an experience fits into the current-state journey and affects others who deliver on the service. Other times, it can showcase what’s currently being worked on, successes and failures, and even possible obstacles.
  • Design together by being together. When running workshops, bringing people together from across the organization allows them not only to learn from each other, but more importantly to meet for the first time, put a face to a voice, and form relationships IRL. Additionally, working together increases the speed of delivery since everyone is on the same wavelength (and timezone).
  • A helpful tool to popularize. Being able to view how future experiences work in harmony with both the current and future state of a service showcases the impact and projected results -- arming clients with the information to demonstrate the potential of the service.

Now that we have a shared understanding of what Service Design is and why to use it, let's talk about what it takes to execute.

McDonald’s Big Mac has its’ special sauce. Coca-Cola Classic has its’ secret recipe. Service Design has blueprints. To illustrate, designers use the method of service blueprinting to document the findings and propose suggestions as well as concepts to support the conclusions. Service blueprinting is just one method of many in a designer’s toolbox. However, when combined with the right design research activities, ongoing collaboration, and sound methodologies, I’d argue it’s the most useful artifact a design team can produce.

A service blueprint is the combination of experiences that explores the relationships between business goals, emotions, mindsets, pain points, touch points, and technology ultimately creating a holistic view of the current system and a shared vision of the future. This future vision aims to showcase every experience needed to deliver on the service that meets, and exceeds, the demands of the users.

Think of it as professional sports. Consider the relationship of fans watching a game and all that goes into making it happen. The players, coaches, field, uniforms, announcer, and Jumbotron are all considered the front stage. This is the first-hand experience of the fan.

The professional league, team’s owner and front-office, athletic trainers and team personnel, venue staff and vendors, camera guy for the kiss cam, etc. could be considered backstage in that they all are critical to the experience of that fan but might not be a primary interaction.

However, there’s a lot more that goes into making the event unique and might be considered more important to the fan’s experience or even than the game itself. Service Design requires investigation and consideration from the moment this person became a fan of the team. Explore the implications of the fan’s decision to purchase a ticket to this particular game and who’s else is attending. Suggest how the fan will get to and from the game and all the activities done before kickoff. Allow the fan to have quicker entry into the venue. Help the fan make the right choice on what to eat. This doesn’t stop at the end of the game either. By delivering a better customer experience the fan will have a reason to keep coming back and will tell all their friends about the experience.

This comprehensive view of the future is critical for organizations to align across leadership, business functions, and technology stakeholders setting a solid foundation to work towards collectively.

With all this said, service design and the method of blueprinting is not required for every client. If the client is expecting a defined solution from a blueprint, they may be sadly disappointed. What the client will get is a series of validated concepts that their organization can deliver against for the foreseeable future -- each with moments that deliver against all user demands and expectations. When the client starts to implement a blueprint, remind them of the importance of experience design and the research methods used. It’s not another round of research, going deep into that particular experience to understand specifics.

Clearly, defining the client request will direct you as to whether service design and blueprinting is the right practice to leverage. Service design is built around the value in research and the knowledge gained. Trust in the findings and insights is hard however. It can lead to some pretty tough conversations with organizations around misalignments, conflicts of interest, and weak links on a team. If not everyone is on board, it’s not going to be a fun time.

Everything in design has its place and purpose. You’re not going eat McDonald’s for an anniversary dinner nor will you mix Coca-Cola with a nice glass of bourbon.

One thing to remember:  A service blueprint is just a glimpse into the future and needs to be treated as a living document that can be revisioned, changed, and expanded on. Technology changes everyday in ways that can help to deliver more unexpected and delightful moments to users. The need to adapt accordingly must be baked into the service blueprint.

With the foundation set, it’s much easier to make decisions on how to approach new initiatives. If done correctly, the service blueprint will showcase gaps, both high and low, in the current service, and beyond the proposed solutions, to produce a long-term roadmap outlining the opportunity and timeframe needed for success.

Building a world class design team at YML

I have hired over 100 people in my career.

One of the best was a cartographer, fresh out of college — a cartographer is a map maker, if you don’t know. He was a Frenchman, lovely guy, and I remember his interview well. He said there are not a lot of opportunities in the map making world, but it was his passion. He was a talented designer, his maps were beautiful, and he knew how to code. A project he showed me was an interactive map of Afghanistan and Pakistan, showing drone strikes and the estimated number of casualties at each location. He had sourced the live data from public records, and turned it into a human story. It was very moving. I was blown away. Very humbly he asked, “What could a map maker do here, at a digital agency?” I had to think for a minute, but my answer was “We make maps of the internet.” Sure, it was glib, but it sparked his imagination and the conversation turned to mapping the abstract realm of the worldwide web. He became one of the best UX and systems thinkers I have ever met. He could visualize the tangled mess of connections, user journeys, data points, etc. and redesign them with a simple precision that made me want to cry.

Over the years I have hired many folks with different strokes: architects, fashion designers, industrial designers, even one guy—an embedded programmer—who made parking meters. And they all taught me a valuable lesson: amazing talent can come from anywhere, all they need is a compelling portfolio and a chance to tell their story.

Cool right? Here’s how.

The portfolio

At YML, before we consider interviewing anyone, we look at their portfolio—comparing it to all the other candidates’. A portfolio is your calling card—it should not just show what you have done, but what you can do, what you want to do. We have all seen plenty of portfolios and have a pretty quick read on good vs. bad ones. A good portfolio shows work that’s ambitious and inspiring, and very well executed. Thoughtful, beautiful designs, process breakthroughs, clever ideas, and slick interactions, all jump out of the screen. As do glaring errors, typos, thoughtless designs, awkward process decisions, unworkable interactions, etc.—these will all get a candidate blacklisted, struck off the list of potential hires. Great work is important, but an exceptional portfolio site should be a good user experience too. Consider the audience: busy executives. Trust me, we don’t read much, so don’t write much. Let the work do the talking, focus your words on big, significant ideas, compelling points, quotes and callouts. Curate only your best work, because one bad project gets an instant rejection. If in doubt, don’t show it, or better still, dig deeper and make it great.

Additionally, we prefer real portfolio sites. Dribbble is okay, Behance too, but if you’re shooting for a senior position, you will need a bit more vision, process and/or storytelling to support your work. At best, Dribbble can be very good place to show your interaction and visual design—but at its worst, it’s superficial eye candy. For more on this, read this fantastic article, The Dribbblisation Of Design.

The interview

Okay. So that’s how to get a foot in the door. What’s next? The interview, of course. Here’s a mental checklist we apply to interviewees, when we meet them:

1. Energy: Do you bring it? Do you take it?
For me, this is the number one criteria. I can feel it when I meet someone. Are they inspired? Do they inspire? Is this a job or a lifestyle? We work in small teams, oftentimes in small rooms, with big clients. People who bring energy, who inspire others to do great work, they are the magic ingredient for this model.

2. Empathy: Do you have feeling? Can you connect?
We create products and experiences for people from all walks of life. We must understand them first, so we can design something they want. Empathy, listening, and responding is key to the design process. And it’s important in how we work together as well—we, of course, don’t tolerate jerks—even if they are talented.

3. Culture fit: Do you fit in, but add something as well?
We have a fantastic, inspiring, collaborative, nurturing culture of talented grownups, and we want to preserve it and enhance it. However, we aren’t seeking uniformity. Diverse backgrounds, approaches and opinions are welcome, and help make our work and our culture better.

4. Presentation: How well do you communicate your work?
We look for excellent communicators—both verbal, written and visual—ultimately entrusting them to present our work to clients and internal stakeholders. For entry and mid level positions, just going through some portfolio projects will do just fine — but for senior hires, a presentation is required. A good presentation is a clear articulation of the problem, and the path from strategy to design.

5. Experience: Do you know how to get things done?
This is definitely not a question of length of experience, which is irrelevant. Instead, it’s an assessment of the kind and quality of experience—a candidate’s understanding of the tools and processes, pitfalls and opportunities, common in the job. Inexperienced people won’t hit the ground running, or worse, they can misdirect the process, waste time and resources and negatively affect the quality of our work.

6. Attitude: Are you all in? Do you want it?
Skills can be taught. Attitude can’t. In an industry that’s always changing, someone with a good attitude looks for challenges and is constantly thinking of ways to improve and progress. We want people with positive attitudes that are upbeat, eager, and solutions focused. We find they thrive on feedback, embrace change, and they own it with a smile.

7. Impact: Will you make a difference?
Last, but certainly not least, we want people that we know will have an immediate, positive, lasting impact—on the work, on our clients, on YML. We’re building a world class design team, looking for complementary skillsets, backgrounds and approaches. We don’t want to hire the same kind of designer over and over again. We look for folks who will make our team greater than the sum of its parts.

One more thing

We definitely do not look for an Ivy League education—or any education for that matter. We simply don’t care if you went to Harvard, or never went to school, never studied, come from an underprivileged background, were homeschooled, or are completely self taught. So long as you do great work, have the right attitude, and know how to get the job done, you’re in.

And that’s it. If this sounds like you, or someone you know, get in touch. Also, any interview goes two ways. If you have thoughts on what you look for in an interview, we’d love to hear them.

Good luck!

Can software be beautiful? Certainly a great looking and intuitive interface which enables people using the app to accomplish their tasks with little effort and minimal friction could be called beautiful. Software developers are privy to another kind of beauty: The inherent beauty in well-constructed software that makes it easy for a software team to effortlessly integrate disparate pieces into a compound whole. Well-constructed software can be appreciated much the same way that a beautiful painting, a sculpture, a building or a piece of music can be appreciated.

But beautiful software is not necessarily great software. Ideally, great software is great because it empowers people. It can give them what could be described as superhero-like capabilities. We definitely want people to feel like superheroes when using our software, but we want them to identify more with Superman or Wonder Woman than with The Greatest American Hero. In other words, they should be able to achieve great things, but, unlike The Greatest American Hero’s Ralph Hinkley, they should not be rendered powerless without a sufficiently detailed instruction manual.

For software to empower people in this way, it must be designed from the ground up to be anticipatory. Great software often feels omniscient. It makes the difficult look easy, even though, ironically, making the difficult look easy is really quite hard. As Steve Jobs is said to have put it, “Simple can be harder than complex. You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.”

As software developers, we must also strive to anticipate the events and conditions our software may be forced to deal with if we wish to create great software. The wireframes or mockups we receive from designers tend to focus on the so-called “happy path”. These are the things that the people using our software will hopefully be doing most of the time, and they include such things as writing great novels, sending money to friends, depositing checks, or collaborating and communicating with colleagues. These concepts are the things people would mention when describing our software to others.

Other events require error handling and recovery. These are the things which result from software being used in the real world. They are expected, but, hopefully, infrequent. Network requests may fail. The device may run out of memory or storage capacity. Great software accounts for these scenarios and provides a fluid though perhaps degraded experience in spite of their presence.

Finally, there are exceptional events. These are failures from which we cannot recover programmatically, and include hardware failures or assumptions about external dependencies which have held true in the past but which have since changed and upon which we can no longer rely.

Software is best constructed by taking the existence of these types of scenarios into account from the beginning instead of “bolting them on” later. To me, great software must be robust by design.

The benefits of robust-by-design software

Software that is built from the ground up anticipating the various ways things can go wrong is more likely to be of the necessary quality and to deliver a rock-solid user experience. Robust-by-design software will also be less likely to crash or behave in an unexpected manner in the course of operation.

In addition, the resulting software will provide a better user experience. Things will be more fluid, and errors, when they undoubtedly occur, will be handled smoothly. The app won’t unexpectedly jump between screens or overlay elements from the anticipated “good state” with elements from the “error state”. They won’t show blank screens or display a spinner ad infinitum. Furthermore, it will be easier to avoid these unwanted situations.

The app will also be more secure as it will not crash as often or continue to operate in an unexpected state. The software will also safely clean up after itself in these situations (i.e., close open files or overwrite memory to remove sensitive information) thereby also increasing security.

The app will also be easier to maintain as the code will be better constructed. It will be less likely that other developers will cause software to regress as these scenarios will be more explicit in the code. The app will also be easier to test as it will be structured as a collection of components, thereby helping with separation of concerns.

Creating robust-by-design software requires us to think about as many of the various scenarios that we can to make sure we cover all the things which can go wrong. This is a skill that software developers must hone. Modern software is quite complicated, and there are often many things that can go wrong at any time. But, like any skill, one can get better at anticipating these scenarios. The more we practice this approach, the more scenarios will be known to us and the better we will become at thinking about new ones.

Why being a 'defensive pessimist' matters

I often tell my colleagues that I spend more than 90 percent of my time working to make sure the software I create handles those scenarios which occur less than 10 percent of the time. A lot of that time is spent trying to find those scenarios which are not on the happy path. Thinking of those scenarios can be hard, making sure the software is able to handle those scenarios well is easier (though not easy). Making sure the software operates well in the presence of those scenarios is made easier when the need to do so is taken into account from the beginning.

Obviously there’s no expectation or requirement that we think of every possible thing that can go wrong, but the more such scenarios we think of the better. It makes it more likely that the scenarios we had failed to think of may be covered by the scenarios of which we did think. Furthermore, any new scenarios will be easier to incorporate later as we already have support for alternate paths and do not need to bolt those on well into the development cycle.

Another way to say this is that, as software developers, we should think about our software through the lens of “defensive pessimism”. Defensive pessimism is a cognitive strategy whose practitioners work through all the things which could go wrong and plan accordingly. According to a New York Magazine article on defensive pessimism, while it might seem better to expect things to go well and not worry about negative outcomes, it most certainly is not better. According to research conducted by Dr. Julie Norem, a psychology professor at Wellesley College and a leading researcher of the defensive pessimism concept, defensive pessimists actually benefit from all the worrying they do as they approach situations more fully prepared.

That’s exactly what we want to do when developing software. We could be optimists, and assume that everything will work out okay, but we will quickly find that that’s unrealistic in practice. We could be pessimists and assume everything will always go wrong, but then we’d never write any useful software.

Instead, we should strive to be defensive pessimists who create beautiful and useful software that is robust enough to remain beautiful and useful when the inevitable happens and things go wrong.

Software which anticipates our next action can feel magical. As software developers, we can create a more solid foundation for our software and make it more likely to achieve that vaunted status if we work on anticipating all of the various scenarios it may have to deal with and incorporate that support from the beginning.

As the saying goes, the devil is in the detail. In other words, the details are from where that beauty comes. Getting these details right will make it more likely that the software we create is in fact great software.

SEE ALSO: The power of permanence in a "Command Z" world>

When it comes to healthcare apps, a variety of products fall under the umbrella. Vida Health pairs patients with wellness coaches. PillPack allows users to manage their medications through one easy-to-use interface. Microsoft HealthVault makes it simple to organize your health records.

All these apps serve different purposes. What they have in common, though, is value. Healthcare experience apps are often successful because they simplify a crucial aspect of everyday life for customers. Your company can take advantage of this niche market by releasing your own healthcare AI product.

However, as you begin planning, you may wonder what it takes, and how long it takes,to develop this kind of app. It’s difficult to answer that question, in a general sense.

The length of time it takes to develop a healthcare AI project will depend on a variety of factors, including the types of hardware the program is being developed for, the impact of laws and restrictions, and the amount of data the app will process. That’s why it’s important to work with a development team that stresses an agile approach. You need to coordinate with professionals who can understand your needs in order to efficiently build a quality product, while also being ready to make necessary adjustments.

Here are a few of the factors involved in developing an app that provides a healthcare experience:

Factors to keep in mind when creating digital healthcare experiences

While we can’t give you a definitive timeline, we can lay out the many different factors that affect the process.

One major one –  the FDA, the federal agency that will require you to go through a  process to receive the proper approvals if your product is deemed as a “medical device.”

healthcare AI

You also need to keep technical elements in mind. What type of hardware is your product designed for? Smartphones and tablets? Smartwatches? Virtual reality headsets? The hardware you rely on, as well as the requirements of the software itself, will play a major role in determining how long it will take to develop your product.

Many healthcare apps also store large amounts of data in the form of patient records, prescriptions, and physician notes, to name a few. The more data your app must accommodate, the longer it will take to build.

Because of these factors, if you are serious about creating a healthcare app, consider hiring a professional healthcare app development agency early on.

Why Healthcare AI is so crucial today

Although you will have to devote some time and money to a healthcare app project, doing so is worthwhile in the long run. These products aren’t novelties. As technologies like artificial intelligence continue to improve, apps that leverage them offer substantial value to their users. It’s highly likely that many companies and organizations in the healthcare industry will soon release their own apps that offer an AI healthcare experience. To stay relevant, you should do the same.

Already, patients and physicians are turning to digital products to boost the quality of their healthcare experience for patients. Apple device users may soon be able to maintain all their health records through the native iOS Health app. Products like DoctorOnDemand and HealthTap allow patients to consult with physicians through their mobile devices. In some instances, doctors can even prescribe medications using these apps.

Again, emerging technologies will only serve to expand the capabilities of healthcare applications. For instance, augmented reality can help patients describe symptoms more accurately when conversing with doctors remotely. It helps train surgeons more efficiently, and it can even help people find nearby defibrillators.

The rise in popularity of wearables has also contributed to healthcare by helping to monitor vitals, store health information, and even alert both patient and physician if any irregularities are detected

As the market continues to grow,healthcare organizations t must take advantage of tech innovations to serve its customers effectively.

Command-Z may save you during your day job, but that lower back tat is forever. What the digital age can learn from an industry where there is no “undo.”

Making that final decision and moving on is something we all struggle with, including myself - and for good reason. Many times, when we make mistakes, we grapple with the reality of those mistakes, and we want to go back and correct them. Seems fair. But with the new wave of convenience via tech, we have become lazy. Relying on “undo” as a crutch to our erratic and myopic actions. We no longer make true commitments, or really take the time to think before we act. Everything has become impulsive, in 140 characters or less. And for many, this behavior can get us into a varying scale of trouble. If being careless and impulsive as some of us are with social media somehow leaked into other areas of our life, it could have very lasting effects. For me, that dose of reality comes in the form of tattoos. And take it from me, impulse tattoos may be a great conversation starter, but there ain’t no command-z here:

digital experience - tattoo example

Yep, thats me. #Trampstamp #forever.

This is as much a thought piece as it is a personal introduction. Many know me as a designer, many know me as a tattooer, and my parents, of course, still don’t have a clue what I do. One thing most people know, is that I’m detail-oriented. I always pay attention to, and sometimes overly stress the small things. This is ultimately how I’ve been able to navigate and connect, making bridges between my seemingly opposite interests.

During the week, I work in a fancy office, in a big fancy building, in glamorous Midtown Manhattan. I was lucky enough to be sent here a few years back by the Silicon Valley tech company I work for in California. And to many here in New York, I’m that guy - a designer in the tech industry, or colloquially, just a “techy.” But there’s a less connected version of myself that only some know, and fall victim to outside of my daily grind.

digital experience - tattoo studio

My Brooklyn studio @saltandnail_tattoo photo cred @awoophoto

When the work week comes to an end, I’m in a Brooklyn basement using a piece of technology that has gone virtually unchanged since its invention in the late 1800s - my beloved tattoo machines. The ultimate permanent marker. And with what started off as a less-than-steady income job as a tattooer has quickly become one of the most valuable aspects of my growing career as a designer. While tattooing, you are forced to make clear decisions, and commit to them with confidence. Maybe obvious for some, but apply that simple concept to your day job, and you’ll have yourself a damn good day. It not only boosts your self confidence and attracts the attention of a room, but also manifests a critical way of thought, making each move and decision intentional.

digital experience - tatto artist

Process before the act. Photo by Ashley Woo @awoophoto

Unfortunately, I tend to notice more critical thought when taking on new tattoo clients than I do from most of the professionals flooding my inbox on the daily. And in our current social media frenzied society filled with trigger happy startups, I’ve further witnessed the sheer contrast between my two worlds in some interesting ways.

Most noticeably, how some choose to think deeply about each decision they make, carefully considering how it might impact their life, and how others will do or say pretty much anything without a second thought, knowing things can be edited later. This shot-in-the-dark agile mentality has become the norm for most new businesses in tech in the formulation of a digital experience strategy. Consider Facebook’s original mission statement, which underlined a “move fast and break things” kind of culture. And with many success stories, it has become a very intriguing and potentially game changing strategy for many. But this is Facebook we’re talking about. Imagine applying this type of thinking to more consequential aspects of your life. Or even more, to the wellbeing of a nation's people. Is a “bull in the china shop” approach always the right answer? Are we losing touch with thoughtful design and relying too much on the ability to undo/redo when things ultimately come crashing down?

This lack of commitment and permanence in our actions need to be made evident. With more than four hours a day spent on our devices on average, it’s clear that smartphones are the planet’s newest widespread addictions.

But I don’t believe the problem is that we engage too much with technology. I think the problem is that we are starting to use it carelessly. If great responsibility comes with great power, then our world of convenience should come with a heightened sense of intentionality and thoughtfulness.

digital experience - tattoo artist in action

One thing that tattoos always remind me of with each process - whether receiving or giving them - is that each of us has to live with every decision we make, everyday. Whether doing body mods or posting that tweet. Yet we seem to have flipped the process. We’ve begun to act first, then scramble with a combination of select-delete and command-z to change direction when we do finally pause and think. Well, call me old-school, but I like the process that most use when getting tattooed - and that is to think before you act. Then act 100 percent.

I’ll end my rant here, and invite you to join this one little exercise - a challenge you could say. If you work as a designer, writer, photographer, or simply have to deal with outgoing emails constantly, I challenge you to spend just half a day, and consciously limit the act of “command-Z” (or select/delete). Make mindful decisions, as if they were permanent. Move every pixel with purpose. Type every sentence like it's handwritten in ink. Take every picture with the selectiveness and concentration that doing so with expensive film could only encourage. We need to remember that in life - real life - there is no “undo.” So be intentional, weather designing a digital experience, answering an email, or finally getting that skull and dagger tattoo across your chest. Hold yourself accountable, and take responsibility for what you do and how you do it. Make each decision with a sense of permanence. Without the cushion of command-Z.

*Postscript: I am in no way advocating against iteration, proofreading, or editing - that’s one of the marvelous and critical abilities we have with new tech. And to be honest, I lost track of how many times I used command-Z while writing this. It’s simply an insight and exercise in conscious thought and meaningful action. Now go do some cool shit, and tell me how full-of-it I am down there in the comments \m/

Boosting brand awareness requires marketing to potential customers wherever you can find them. Until recently, however, it was difficult to reach customers in the one place they spend most of their time: their homes.

That’s no longer the case. Innovations ranging from virtual reality to artificial intelligence have made it easier than ever to provide engaging omnichannel customer experiences, no matter where users are.

The following examples demonstrate how companies have already used technology to design a user experience that was once unattainable

Brands Are Using Virtual Reality to Design In-Home User Experiences

It’s worth noting that, to some degree, reaching customers in the home hasn’t been impossible in past decades. Just consider TV commercials, magazine ads, radio spots – all mediums that are able to provide a “digital” experience and remind consumers about your brand while they’re in the home.

However, the optimal customer experience management strategy put the emphasis on the mobile world and new digital technologies because they offer far greater possibilities for brand interaction than traditional advertisements can.

customer experience management - in home

That’s why businesses like Volvo are leveraging technology to design a user experience that changes what in-home marketing is capable of achieving. The automotive company released an app for Google Cardboard that allows users to take a virtual reality “test drive” of a new car. This product showcases the new vehicle while also offering customers an exciting, branded mobile app user experience.

Volvo isn’t the only organization taking advantage of VR tech. Fashion brand Rebecca Minkoff developed VR headsets so customers can “attend” a fashion show, taking in an almost 360-degree view. This innovative approach to digital experience design highlights new seasonal clothing lines in order to boost brand engagement by letting users feel like they’re active participants in the fashion industry, turning them into possible brand loyalists.

Brands Are Leveraging Artificial Intelligence in Mobile Apps to Improve the User Experience

Artificial intelligence isn’t science-fiction anymore. AI is now a powerful tool that can enhance the mobile app user experience by bringing the in-store shopping experience directly to a customer’s home.

For example, consider Sephora’s strategy. Via Kik, Sephora launched an AI-based chat feature that asks customers specifics about themselves, such as their tastes, preferences, and goals. After gathering the relevant information, the AI bot offers the same type of beauty advice a person might get from a cosmetics specialist at one of Sephora’s stores. Of course, the AI recommends products customers can purchase directly from Sephora’s mobile store.

The feature drives mobile sales, not to mention also allows the makeup behemoth to gather data about customer tastes and cultivates a sense of brand loyalty. Additionally, users tend to enjoy a digital experience design that feel personal.

Knowing this, fashion brands like Diane von Furstenberg are also using AI to track online customer behavior patterns and curate product suggestions tailored to the specific tastes of each individual customer. It’s not unlike having your own personal stylist in the comfort of your home.

The Omnichannel Customer Experience is the Future

Test-driving a vehicle, attending a runway show, getting beauty advice, browsing a curated product selection are all experiences that used to require leaving the house. However, as these examples demonstrate, it’s now possible to offer customers the ultimate mobile experience with truly dynamic digital designs, regardless of where they are in the world.

When developing and marketing a digital product, knowing how your customers interact with your brand is essential. That’s why approximately 63 percent of marketers rely on customer journey maps.

A customer journey map essentially lays out how an individual initiates, cultivates, and maintains a relationship with a brand. It covers the milestones along a person’s journey with a brand, from first interaction, to engagement, to complete loyalty.

A customer experience management strategy is so important today because the customer has more power than ever. Thanks to online reviews and social media, “word-of-mouth” advertising – the ones from the people who already use your products and services –  are the ones that will matter the most. Current consumers are also  the ones most likely to introduce it to others. You need to understand why they engaged with your brand in the first place, and what you can do to ensure other potential customers have the same experience.

What Goes Into an Intelligent Customer Experience?

To develop a digital customer journey map, you need to include certain crucial elements. They include the following:

  • Personas: Identifying the types of people who become customers of your brand allows you to more easily map out their journey. By assessing customer behavior, you can determine what types of people engage with your brand most often, as well as why they do.
  • Touchpoints: Touchpoints are the various significant interactions customers have with your brand; these should include substantial details. A touchpoint isn’t simply “customer learns product exists,” it’s “customer learns product exists after seeing ad on Facebook,” for example.
  • Actions: You want customers to take certain key actions during their journey with your brand, whether that be downloading an app, buying a product, or sharing your information on social media. Creating a clear list of actions you want users to take keeps goals clear and concise .
  • Barriers: There’s no guarantee that all customers who interact with your brand will remain engaged with it, or become loyal followers of your brand. List potential barriers that may prevent a person from becoming a loyal customer. That way, you can strategize the best ways to overcome these barriers.

customer journey map

To better understand what a final customer experience strategy should include, review this example from Forrester, which include essential elements like

You should also consider how others formulate their intelligent customer experience. The following case studies demonstrate how major brands have already used this method to better serve their customers.


Working with YML, Staples developed an intelligent mobile experience for customers.

Understanding the persona of a Staples customer was key. People who shop with this brand seek efficient, practical solutions. They need useful products to accomplish their daily tasks. This understanding drove the customer experience strategy.

The result? Using lean UX, Staples and YML released a a friction-free mobile shopping product that combines intuitive UX and UI so customers can make purchases quickly and easily.


It can be difficult to develop a digital customer journey map when your business serves various customer personas. Although L’Oreal’s SalonCentric brand only serves licensed cosmetologists, that category covers a wide range of potential customers.

Knowing this, Y Media Labs focused on defining customer personas early in the product development phase. This made it easier to create an app that consistently generates business for the company.

The Bottom Line of Customer Experience Management

The more you understand what’s important to your customers, the more equipped you are to serve them. That’s what makes customer journey mapping important. You need to know who you’re working for when you create a product and let that direct your customer experience strategy.

Whether it’s an app, website, or virtual reality experience, the product is much more likely to be successful if you kept the customer in mind throughout the development process.


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