I’m proud to be joining the amazing story that is YML. There are numerous reasons why I'm excited about my new role in the Valley. Here's 3 of them.
I’m proud to be joining the amazing story that is YML. There are numerous reasons why I'm excited about my new role in the Valley. Here's 3 of them.
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.”
The war with patriarchy has lasted centuries,
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.
Our struggle so alike.
The world has failed us both.
Someone speaks over her,
She says “Sorry” before speaking her mind,
She’s paid less than she deserves,
The world has failed her.
Her heart beats fast as she walks alone at night,
She changes her path to avoid passing a group of men,
The world has failed her.
She’s told what to wear,
What to eat,
What to do,
How to be.
The world has failed her.
This is just the tip of the iceberg,
Of how the world has failed us.
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.
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?
Sadhvi Konchada is a UI/UX designer at Y Media Labs. She enjoys telling stories, most times with color, and sometimes with words.
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:
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.
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 -
Earlier this year someone asked me what my biggest lesson of 2017 was. My response surprised them:
“The Consumer Journey is not Consumer-Centric,” I said.
Around this time, I started to present the concept to VPs of Consumer Experience or VPs of Consumer Data. The response was always one of shock.
“Wait, how can that be true?” they wanted to know.
The answer is one born of collective inertia. Customer experience and customer journeys have been hot-button topics for years now, and most forward-thinking companies have embraced the need for this fundamental reorientation of the ways they go to market. What hasn’t changed, however, is our methodology and framework for measuring such change. We are still working with the old scorecard in a new game.
If you think about the average consumer journey framework at face value, it’s obvious it is not a consumer-centric one. When was the last time you said, “I’m aware of this brand!” or “I’m engaging with a brand!” as you surf their website. Now all of sudden you tell your friends you’re “Really loyal to this brand!”
It just doesn’t happen. People don’t talk this way. Therefore any framework based on these expectations for consumer behavior cannot be a people-centric.
Now, this isn’t to say you shouldn’t be working from a classic consumer journey. It is actually a useful business framework that defines the checkpoints it would like to send consumers along (again, not consumer-centric). This can be necessary for contextualizing business and marketing strategies in how well they are driving an outcome and if there are any major leaks in the desired path to conversion.
A consumer-centric framework comes in to contextualize questions like, “Does the consumer find value in my product?”
Most brands believe they are answering this question by using a consumer journey KPI like conversion or, in other words, revenue. This is logical. It makes sense if revenue goes up, there must be some value the consumer is finding in the product. But we have to go deeper to find human contextualization.
I like to reference Google’s Micro-Moments as a best in-class example of a consumer-centric framework. Ideally, you would make yours more specific to your brand, but no matter what, it’s a great place to start.
The basic premise comes from statements such as “I want to learn” or “I want to go.” This actually frames up a person’s state of mind. If you can categorize content in this format, you can now understand the reason a consumer has visited your experience.
If you can understand the reason someone has visited your experience, you can then personalize based their mindset. Voila! That is how you become a consumer-centric brand.
Here at YML, one of our healthcare client’s (a major operator of healthcare facilities) strategic research discovered that there are four major pillars where their brand helps improve the emotional work environment for registered nurses.
These consumer-centric pillars not only guided the roadmap for developing a consumer-centric product, but also led the way to a fuller methodology for measurement. To build it, we mapped each of the features to the consumer-centric pillar that it was designed for and assigned usage and conversion metrics. Now, we can monitor what pillar is having the largest impact on the product as well as business outcomes. Optimization strategies are also guided by consumer-centric activity as opposed to a business outcome.
Let’s break it down a bit more on what the most common business KPI, revenue, is really answering.
Revenue is the cash amount of goods or services sold. This means that a lot of variables like pricing discounts, supply chain, interest rates, or the economy in general all come into play to impact performance of the KPI. Sure, consumer interest may cause an uptick in revenue. Or it could be performance of the website or AdWords. No consumer would buy something that isn’t valuable to them or from a non-working website.
But no matter how much economic data we input, there are just too many other factors that impact revenue to accurately describe how a consumer feels about your product.
Another danger brands run into is the optimization of their entire digital product around a single consumer journey point like conversion (revenue). When brands do this they drastically reduce the scope of their reach with potential buyers.
When optimizing a digital product around the final funnel stage of revenue conversation, you’re really only optimizing for finding consumers who were already in the market to buy your product!
Marketing algorithms, for example, are predicting the users who are likely to perform these kinds of actions in the first place (i.e., make a purchase) and then showing them an ad. In the context of A/B testing, you are optimizing around making it easier for users who were already looking to buy something by reducing barriers in that conversion funnel.
The same holds true for optimizing around the other generalized consumer journey points. If you optimize towards awareness, you’re just optimizing to get more people to your website, or worse, optimizing around people seeing your banner ad. If you optimize towards research, you are actually optimizing to get someone to a specific page on your site or filling out a form, but you aren’t evaluating if the content was valuable to those users in the first place.
It’s for these two reasons -- consumer journey KPIs don’t accurately describe consumer desire and businesses optimize to their own desires instead of a customer -- that all brands must adopt a new consumer-centric KPI framework.
Now there are a too many methodologies to create custom consumer-centric frameworks to name here. We can define, however, just what such a framework is and how it should be used to describe how a consumer feels.
As stated earlier, a consumer-centric framework uses words that consumers actually use. For example, if you’re a shoe brand a consumer might say, “I need a black heel in my size to wear to a wedding this weekend.”
In this case, the retailer likely already has their inventory categorized by color and type of shoe. This allows users to find possible shoes that are “black heels” on a site or through search. But it doesn’t actually answer the question.
Doing a quick search on DSW, the query “Black Heel” resulted in 4,291 items. They have a “Need It Today” selection that will filter results based on local store inventory. They even have a whole filtering section by occasion. When I select those two filters, 11 options pop up.
What a wonderful way to optimize the experience around a consumer-centric question! That experience just built loyalty without the consumer having to say, “I’m loyal.” They delivered their experience in the way I was thinking about the product. #happycustomer
Of course you can’t account for all of the statements a consumer may ask as it relates to your brand when designing a product. This is exactly why you need a framework.
We've been lucky to have several new leadership positions join us this summer, and wanted to take the opportunity for our clients and partners to get to know them better. Up this week, Tuomas Haapala, our new Director of Strategic Partnerships.
TOO - OH - MAS. But sometimes I get Tom or Thomas and I just go with it.Previously I was at a Finnish design agency, Idean, where I was the Director of Strategy & Growth specializing in customer experience, user experience, user interface, and service design. We approach new business development strategically with a philosophy of finding the best partners whose values align with our own.
Here at YML, I'll be focused on developing new client opportunities while also growing a team.
My wife and I are from Finland, and we’ve been in the Bay Area for about two and a half years - living in the Marina in San Francisco.
I was actually a professional football (soccer) player in Europe for different clubs - including some time at Manchester City - the current Premier League champions. I was captain on many of those clubs, and it gave me a great passion for working with people and bringing a collaborative spirit to everything I do.
YML is really going places. I was really impressed and excited by our growth, and the caliber of work and caliber of clients we partner with. Here at YML we have a unique ability to marry design and technology in ways that make a lasting impact on people’s lives. This is one of the biggest challenges and opportunities that the tech industry can address for this next phase of human culture on the planet.
On top of that, this is a truly great group of people and I’m excited to come to work every day and interact with the best and brightest in the valley.
The job we're doing - the clients we have - is going to change the world. How people experience technology is so important, and it will affect everything from personal relationships, the economy, and our future as a society enabled by automation. Being at the forefront of innovation and design, and what this means to our clients, is something that is amazing. We get to create something new.
What’s really cool about YML is we’re plugged into the very core of our clients businesses, and we have a front row seat to how they are approaching these kinds of experience transformations.
I really love what Nike has done with their brand. It’s not necessarily about their products - but what they stand for, and what their values represent to customers. It’s all very holistic and doesn’t depend on any single channel. I think there’s a lot we can learn from them to create products and services that land this kind of emotional impact.
Any outdoor activity is great - but in reality these days it’s spending a lot of time with our seven-month old baby.
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.
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:
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.
Forget Pokemon Go. That’s kids’ stuff. Think instead about cardiology and the future of cities. Think about what it is to reinvent the shopping experience. Think about better bridges and more effective surgeries. Think about better surgeons. Think about more effective food distribution to nations in crisis, and more accurate strikes against terrorists. Think about less collateral damage and improved economic policies. Think about a trillion dollar industry. Think about fixing your engine in minutes after a roadside breakdown. This is the promised land of Augmented Reality (AR) app development.
At YML, we are at the forefront of AR app development. From innovative mobile augmented reality designs to transformative user experiences, we have the talent and tools needed for your next AR design project.
AR is a future within our grasp. Moreover, it’s a future tech investors have sunk billions into and is already transforming how we buy, design, perceive, and think. AR is not just a flag planted in the future of commerce, it is the future of how we’ll see.
With help from thought-leaders across the industry’s fields of marketing, tech, art, design, and medicine we ask you to consider these seven predictions for the top future uses of augmented reality solutions.
Ok, AR is coming, but what does it mean for me?
“The first thing to understand about AR is that it will change handheld computing,” says Charlie Fink, a writer at Forbes, “first by making things we are already doing much better and more social. The camera will become the primary mobile interface for many augmented reality app developers as they design their product. FB, Google Maps, and Snapchat will certainly take advantage of it for their AR designs, as will Apple itself (here’s another chance for them to revive Apple Maps).
In simplest terms, Apple’s iOS ARKit places a virtual world on top of the real one that is seen by your smartphone’s camera. For the best example of how this will alter your smartphone behavior, check out this Twitter user’s application in Maps. Watch the video and try not to think, “Wow, I will never get lost again.” But that’s just the beginning; that’s what we can do today.
Anyone who has ever assembled furniture, tried to figure out what is wrong with their car engine, or wondered more about a painting in front of them can easily understand the practical implications of having a virtual tutorial. Every sci-fi training scenario you’ve seen—from the X-Men’s DANGER ROOM at the mansion, to the woman in the red dress from the Matrix—is one step closer with iOS ARKit and AR app development. Whether we’re training doctors, mechanics, or CIA agents, immersing them in virtual surroundings has never been so easy, thorough, or practical with the implementation of mobile augmented reality.
Wonder what’s over the horizon? Your smartphone and iOS ARKit can literally show you.
Furthermore, iOS ARKit’s ease of use will encourage more augmented reality app development, compounding scalability. The integration of AR design into every app, on every phone, will “Make the magic happen,” says Glen Gilmore, named by Forbes as a top 20 digital media influencer. “AR will move from fun games we sometimes play to rich content and capabilities we always use.” The key here is “always,” as in part of our every day, as a part of any app. This is how AR will scale massively and irrevocably.
That sounds like a lot of tech and not a lot of fun, except….
Everyone loves games! It’s ingrained into our culture and brains from a young age. Gamification will be key to the adoption of augmented reality solutions: whether it’s sales or customer-service tasks introducing concepts like points, rewards, and scoreboards can make learning AR extremely fun and addictive.
Jobs — everything from waiters up-selling wine to retail employees restocking shelves — can be influenced by AR design. “Brands have already discovered the benefits of gamifying their mobile apps or products, increasing user engagement and brand loyalty. Now, businesses can use the same technique to help employees feel more invested in their work, more motivated to complete daily tasks, and happier in their jobs,” says Daniel Newman, Futurum’s founding partner. He adds:
“Create a mobile AR system with scoreboards or game-like elements that react to objects or actions in the employee’s real-world environment, and let top performers earn immediate rewards or accrue points that can be turned in for later rewards, such as gift cards or paid time off. Gamify sales and customer service training by using AR to place employees in realistic situations, and then reward correct answers and behaviors.”
How does this translate into dollars and cents for brands and businesses?
Of course, search marketing is just the first step in a redefinition of what e-commerce can be. Investors haven’t sunk $1.7 Billion into the VR and AR design and development market for no reason. The potential is enormous - a 2015 study by Walker Sands concluded that 35 percent of consumers said they would shop more online if they could interact with products virtually, and that was three years ago! As a recent Entrepreneur article explained, augmented reality solutions will make shopping more efficient, novel, and enjoyable in the following ways:
“Consumers are on the edge of widespread AR adoption,” says Brad Waid, international speaker named as the #14 top influencer in Augmented Reality. “The world where Minority Report meets Joe Consumer is just around the corner.”
There is no end to the options: see your pizza cooking in the oven; have the chef take you through the tasty meal they designed; test to see whether the Barbie dreamhouse will fit in your child’s room; try the turning radius of a new car for your driveway…these all add up to a better, more thorough shopping experience. By leveraging augmented reality solutions, the result is more satisfied customers, more delight in the experience, more goodwill towards brands. With augmented reality in e-commerce shopping online goes from passive to active. Discover the impact that augmented reality app development can have on your success by enlisting our agency’s help in the design, development, and deployment. YML can assist you in becoming a leader in your industry with our award-winning AR mobile designs.
AR will let us see, try on, experiment with, and visualize the items we are looking to buy in a way that will render our current use of the word “search” redundant. You will be able to see inside the mall or the aisle, know the ripeness of the fruit, assess the chaos of the checkout line, before you ever leave your home. Life, especially consumerist life, is about decisions and they just got easier and better informed thanks to augmented reality in e-commerce.
“Augmented reality will contextualize our reality,” says AR expert Cathy Hackl.“This is the key. It will change not only the way the consumer experiences a brand but also change their behavior. You’ll start to see a shift in the way people shop for clothes with AR mirrors and AR apps that facilitate shopping for them.”
Partnering with a top augmented reality developer is the best way to ensure you provide customers with the ultimate e-commerce experience, and leverage this technology to yield maximum engagement and profits.
Ultimately, it all comes down to the product, which gets better, too.
Product design is one area where AR’s involvement is a virtual no-brainer. It will be a revolution.
Augmented reality solutions will empower designers to ditch 3D models and actually sit inside the cars that they’re creating.The cost of testing and experimenting drops dramatically. Designers can try more things; cars get better and cheaper (less R&D equals a lower price sticker).
And this is just cars. Imagine what can be done for shipping, nuclear facilities, electrical plants, large-scale farms and factories, or machines that make other machines.
“When you look at, for instance, a 3D model inside a computer screen, you can’t truly understand its size in relation to the objects around it or the space that it’s supposed to be used in,” says Steven McMurray, senior product strategist at YML. “AR will have an immediate impact in solving this problem.”
AR will allow designers to stop imagining their product, and to see it and its applications, shortcomings, and potential--long before they begin to build it.
So, this is just about selling people better things? No, we’re talking about…
Economies, local or global, that depend on natural resources and manufacturing look to factories, mines, plants, and assembly lines as the vital arteries that carry their lifeblood. Augmented reality solutions will make these environments not only safer, but more productive and better equipped to deal with accidents.
Companies that are world leaders in professional-grade augmented reality app development, like DAQRI, have already produced a smart helmet that empowers workers and operators to become aware of unseen anomalies in their highly active, high-stress environments. Thanks to the helmet’s Intel processor, workers can collect environmental data to spot dangers well in advance of any potential breakdown, leak, or catastrophe.
Everywhere from the robotics assisted assembly lines in Detroit, to mega-factories in China, to potash mines in rural Canada, workers will be safer, more protected, and ultimately more productive thanks to the work of augmented reality developers.
That’s great for workers, but what about the rest of us?
Everyday, cities collect and maintain huge amounts of data from how many people cross a street in a given day to traffic patterns to its criminal records. Now think about how AR apps can make the best use out of all of this data. Municipalities spend huge amounts of money planning for eventualities from the next big snow storm or something more caustic, like a terrorist attack, riots, the outbreak of an illness, or even a nuclear meltdown. They do this by simulating hypothetical situations and training their first responders accordingly. This is, simply put, the whole ballgame. The people in charge respond to emergencies the way they’ve been trained to.
Augmented reality app development will change and enhance this process. Police, fire departments, and health practitioners — as well as those who direct them — could be made to “see” how such scenarios play out through mobile augmented reality solutions. Naturally, this will help them respond more efficiently.
But there are larger implications for cities that leverage AR app development. After all, no matter how dire, emergencies are rare. Architects and city planners will confront and utilize an entirely new world of transportation grids and cityscape models that utilize AR design to demonstrate to clients, city councils, and other officials.
Are there any benefits for the world at large?
“As a former Registered Nurse, I am bullish on Augmented Reality and its future uses,” says Tamara McCleary, CEO of a sought-after tech and health marketing agency. She points to the fact that 40 percent of nurses fail on the simple process of IV insertion on the first try. “Now we have at our fingertips AR devices on the market right now that externally visualize the vein of a patient and show the healthcare provider a clear 3D outline of the exact location of the patient’s veins and their precise anatomic structure. Your healthcare provider can see where the valves of the vein are located along the entire blood vessel, enabling a near perfect placement of the needle in just one perfect stick.”
We’re talking about IVs, the starting point of medical procedures. Imagine the possibilities with stents, brain surgery, ablations, and ligament repair once the potential of augmented reality solutions in healthcare are harnessed. “The incredible consumer relevance for anyone being able to harness the power of AR for surgery is limitless,” says McCleary.
An injured ligament is a perfect, layered example: AR is employed by the doctor to enhance the success of the surgery, and then by the patient during physical therapy. Mobile augmented reality could be used to creates guides for exercises, helping to hasten repair time, and prevent against re-injury—all the while gamifying the process.
It’s not just about the market either. She points to situations where a doctor is not available, where citizens or soldiers are forced to perform procedures. “Augmented reality actually shows you on a 3D image what to do, where to cut, how deep, what it should look like.” Moreover, for the 5 billion people worldwide who do not have access to safe and affordable surgery, “The lifesaving capacity and true hope that AR brings is mind-blowing to say the least.”
Augmented Reality is coming to every phone, app, and quite possibly, every surface in our lives. It will redirect us, guide us, and help us make better choices, not only in a consumer context, but in our quotidian lives.
New AR designs will change healthcare, production, design, marketing, advertising, and the entire shopping experience. It will change how we learn and how we communicate. It will change everything. AR will become inseparable from our apps and phone functions. As augmented reality app development continues on its path towards even greater innovation, this technology will evolve beyond mobile devices. Then, it’s true potential as a universal technology can be more fully realized by augmented reality developers, businesses, and individuals alike.
These changes are coming. It’s time to prepare. And then innovate the next change. Contact YML today about how we can help develop and launch your AR design.
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.
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.
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.
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.
This article was originally published at Forbes. Check it out here.
Sumit Mehra and Ashish Toshniwal enjoy a morning coffee at Café Un Deux Trois, just off Times Square in New York City. They are the co-founders of Y Media Labs, a 270-person company that specializes in creating consumer apps for clients like Home Depot, PayPal, Salesforce and Staples; 27 of their clients are Fortune 500 companies. Y Media Labs is headquartered outside San Francisco in Redwood City. This morning in New York City, the founders are preparing for various meetings with clients, investors and their local Y Media Labs team.
Sitting in one the bistro’s red booths with a street view, Mehra and Toshniwal, both in their mid-30’s and dressed in business casual wear, explain the evolution of Y Media Labs. Their story includes many serendipitous twists and turns, most notably, growing up two miles apart in Kolkata, India, but not meeting until students at Purdue University in 2001.
The two had been tinkering away with startup ideas since 2004, but 2009, at the height of the economic recession, became a pivotal year. Both had been approved for H1-B work visas after a long, arduous process, despite the fact that usual quotas had not been filled.
[Read more about obtaining work visas and their suggestions to foreign-born entrepreneurs who want to launch in the U.S. here.]
In 2009 they both quit their jobs, Mehra at Yahoo, Toshniwal at a startup sold to Google. And most significant to their future, Apple opened their app store to outside developers. “That became really interesting,” says Mehra, “that’s when we started.”
Toshniwal puts the 2009 mobile landscape in perspective: “iPhone was a new technology.” The two get extra animated as they joke about the typical Wall Street guy with his Blackberry, the dominant mobile device at the time, who thought iPhone apps were just for high school kids downloading games for 99 cents, not enabling billions of dollars of transactions.
One of Y Media Labs first corporate clients was Safeway, headquartered in a multiple-building complex in the Bay Area. Toshniwal gleefully remembers standing in front of the VP, using the term “In our company” in their pitch. “And the company was right inside that room!” exclaims Toshniwal, prompting hysterical laughter from both. “Fortunately, we got the business,” says Toshniwal. They began to get additional clients like Sesame Street, Foot Locker and Symantec.
“We engineered the SEO, really well,” explains Toshniwal. “Someone would type in ‘iPhone developer,’ our name sometimes would show up even before Apple,” he continues, “It was shocking!” They also got clients through word of mouth.
In 2010, they helped create the Montessorium app, teaching kids ABC’s and 123’s via touch on the iPhone and iPad. 48 hours after the app became available for download, which happen to be Apple’s 54th app, Toshniwal says they received an email. “Thank you, let me know how I can help. I love what you are doing. Best, Steve.”
After a moment of giddy silence, they clarify in unison, “Steve Jobs!” Mehta whips out his phone to find the old email from Apple’s co-founder. “It came at 3 am in the morning,” Mehra says with glee.
They recall talking each other down and chose to believe someone playing a joke on them. Until the founder of Montessorium, who had received considerable pushback from Montessori groups, as their method of teaching and learning isn’t about touching a screen, also received an email from Steve Jobs. “Keep doing what you are doing, you’ll prove the critics wrong,” Toshniwal and Mehra recall.
The only funding Y Media Labs received in the early days were loans from family and friends, helping to bootstrap the business. “I think we paid the loans in the first 12 months,” says Mehra. MDC Partners became investors in 2015, allowing Y Media Labs to scale, opening offices in Indianapolis, Atlanta and Bangalore, India in addition to the New York and Silicon Valley locations.
Being immigrant co-founders has been an asset to the business, both Mehra and Toshniwal believe. “Entrepreneurs need to be scrappy, frugal,” says Mehra, “that’s a really important skill set. To be able to do a great job when you have nothing. Right? How do you make everything out nothing?” asks Mehra rhetorically. “When you grow up in different parts of the world, the opportunities and challenges are very different,” he adds.
“In the Bay area,” says Toshniwal, “you order this frappuccino…” Toshniwal pauses, noting that many get really upset if the wrong type of creamer has been used. “Come on!” he exclaims, “Get perspective here. I mean, where we come from… “ Mehra quickly interjects, “There is only one option!” They laugh, riffing off each other, understanding both worlds and the absurdity.
The conversation takes a serious turn. “The advantage we have,” says Toshniwal, “is not having this sense of entitlement.” Mehra agrees with a quick affirmative. “And being grateful for what we have,” Toshniwal continues, “I think that’s a huge advantage.”
Both their fathers were local business owners in Kolkata; Mehra’s worked with cotton yarn; Toshniwal’s with lighting. “They didn’t have huge VC funds to build their businesses. They built their businesses organically every single year,” says Mehra, “I think there was a lot of learning just looking at them.”
Y Media Labs employees also benefit from Mehra and Toshniwal’s sense of gratitude. Mehra proudly shows a slick video of a lush Hawaii property set to a cool jazz soundtrack, which they rented for their employees, free of charge. Mehra guesses 85 to 90% of the company has vacationed there since January. “This comes back to being grateful,” says Toshniwal, calling 2016 a “phenomenal” year.
“U.S. society makes it so easy for anyone to start a business,” says Mehra, noting that the bureaucracy and corruption found in many other countries, often mars the intent of building a business. “That’s what I love about the U.S.,” adds Mehra, “if you are somebody with ambition, you can do wonders. In the process, create so many jobs, build things that take us as a society forward.”
At some point in our lives, each one of us has experienced a feeling of complete awe while watching a small child expertly swipe to unlock a smart device or open mobile apps to enter their own digital universe.
Over here in the YML labs, we have long been curious of the role that emerging technologies play in learning and development for young brains.
Our curiosity started a few years back when we teamed up with education startup Montessorium to develop a full app suite aimed at empowering kids to learn at their own pace. That project turned out to be especially rewarding because we provided kids a fun way to learn everything from the alphabet to international geography. We also got some digital recognition from Steve Jobs once the app launched.
Since then, our curiosity in learning and development in early education has only grown, especially as AI development continues to advance in great strides. We decided to further explore how we could bring the power of artificial intelligence tools to education.
Research shows that during the preschool years, expansive psychological growth takes place and the brain is particularly sensitive. We know that screen times can greatly affect the forming of neural pathways and the way brains develop.
But because technology changes in our society are nascent, the effects of those changes are still relatively unknown and often debated. Decades ago, researchers learned that young brains need tons of stimulation to develop normally.
As a result, parents were encouraged to expose their children to as many sensory stimulations as possible. Later, digital designs and technology became more integrated into our everyday lives. We started seeing studies suggest that children who had too much screen time were more likely to develop ADHD.
For instance, in one particular study, young mice were exposed to six hours of a light and sound show on a daily basis. Results showed that there were "dramatic changes everywhere in the brain,” Jan-Marino Ramirez, director of the Center for Integrative Brain Research at Seattle Children's Hospital, told NPR.
Results like this lead some researchers to believe that our brains being wired up all the time can’t be a good thing. We weren’t built for this kind of over-stimulation. On the other hand, some researchers believe that our brains have to evolve in the way it processes information because our world is increasingly becoming more fast-paced.
In the mice study mentioned, mice that were exposed to stimulation were able to stay calm in environments that typically stressed out those who didn’t experience as much excitement.
Leah Krubitzer, a neurobiologist at the University of California, Davis, thinks studies like this show that benefits of an overstimulated brain may outweigh its negatives. During last year’s Society for Neuroscience meeting in San Diego, Krubitzer explained that we already live in a world where overstimulation is the reality. This means our brains have, whether we like it or not, already changed. Using technology correctly, in a useful, healthy way, is just the kind of stimulation that will prepare children for an always on, fast-moving world.
Because what other option do we have? We can’t turn back the clock. We can’t teach our kids in the archaic ways our grandparents were taught. Those good ol’ days don’t exist anymore.
"Less than 300 years ago we had an industrial revolution and today we're using mobile phones and we interact on a regular basis with machines," Krubitzer said during the meeting. "So the brain must have changed."
The truth of the matter is, data on how screen time affects the brain isn’t large enough to draw sweeping conclusions. Just consider how last October, the American Academy of Pediatrics lifted its longstanding rule against any screen time for kids under two. This is a standard that had been put in place since 1999.
The current recommendation comes from the result of new research. It states that young children should get screen time to help them develop the abilities to transfer knowledge from screens to the real world.
Daniel Simmonds, a resident pediatrician at the University of Maryland in Baltimore who has a PhD in neuroscience, says the key is to stick to the middle ground somewhere between the past and the future. So let your little ones interact with technology, but don’t let AI replace social human interactions.
“So much of our brain is dedicated to sensing things and making movements around [those physical things],” said Simmonds, pointing out that the show “Sesame Street helps kids learn but it’s not going to help them learn if you just sit them in front of a TV without any human interactions.”
Further proving Simmonds’ point, a 2015 study found that when iPads were given to kindergarten students to share, those students outperformed students who had their own iPads.
The study’s researchers suspected that those results have to do with the fact that sharing an iPad boosted social interactions. This type of camaraderie is crucial for development in young children. Perhaps even more telling, students who weren’t provided iPads at all scored much lower on their end-of-year achievement test compared to students who had access to an iPad.
Armed with knowledge that back and forth interactions between children and a caregiver is critical to language and brain development, we built an educational app that uses machine learning and image recognition to help create engaging, interactive moments. In this particular project, when our custom built iOS app asks,"Can you show me the flag of Canada?" image recognition is then used to identify whether the child is holding up the correct index-sized flag or not. This recognition happens in real-time and is instantaneous.
Teaching children about the flags of the various countries in the world requires a bit of focus on machine learning. Achieving our goal of image classification and detection to work offline in real-time required several important decisions, like whether we wanted to go with an image classification or object detection approach. In the end, we decided object detection would allow our users the flexibility of showing multiple types of flags at once.
Other important decisions we had to make include selecting the right framework for mobile devices, the network for object detection, and feeding the right data into the network during training. All of these decisions are crucial to performance and accuracy of the end product.
Ultimately, we are excited about the beginning of our exploration and the possibilities ahead!
As humans, our history stretches back hundreds of millions of years and like all biological traits, our brains have changed just like the world around us. We can’t expect to get by on outdated ways of learning. However, the key here is to not use AI tools in a way that is meant to replace humans. The true power and purpose of technology is not to substitute for human interactions but to enhance that experience and bring to life what hasn't been imagined yet. Much like Simmonds said, the key is to take advantage of what AI development can offer, and that’s a lot when it comes to sharpening young minds through learning, interacting, and communicating.
“The integration of technology and physical learning is not new, and there’s a lot of potential for it,” said Simmonds.
Don’t be shy, say hi ✌️
Don’t be shy, say hi ✌️
Don’t be shy, say hi ✌️
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