Author: Perry Hewitt

  • Frictionless in Seattle: Embracing the panopticon of Amazon Go

    Frictionless in Seattle: Embracing the panopticon of Amazon Go

    On the final evening of its first week open to the public, the Amazon Go store still drew lines of eager customers. The lines were staffed by employees in orange parkas, who cheerfully engaged with shoppers and handed out high-quality, reusable bags. And the wait was short: no more than five minutes in the Seattle drizzle.

    As a frequent Amazon shopper, I experienced a kind of brand disconnect when physically confronted with Amazon mark on something the size of a convenience store. Living in New York City without a car, I use the Amazon apps on my phone far more frequently than I ever drove to the grocery or hardware store back in Massachusetts. While Amazon apps give me a wide selection from workout gear to floor lamps, the physical Amazon Go store was aimed at grab-and-go behaviors: quick snacks, prepared foods, and even a mini liquor store. It also took a moment to re-frame the experience in my head: In this physical Amazon store, the stock is limited, and can actually run out.

    The main event, then, is not the stock selection but the technology. Entry is easy: Anyone who has scanned a mobile boarding pass in an airport would find the turnstiles familiar. In the store itself, there is nothing to scan or interact with to check price or, of course, check out. This is a sharp contrast to the typical, painful automated checkout experience, where there is usually an exhausted staff member assisting the general public in completing each “self checkout” transaction. At Amazon Go the cameras above, and there look to be thousands, are doing the counting for you. And when you leave, you walk out — a behavior some find unsettling, but that I believe will be as easy to adopt as a one-click purchase on an app.

    And the technology is breathtaking: I purposefully picked up and replaced more than 10 other items, to see if one would be mistakenly added to my cart, but it was impossible to fool the system. I overheard some shoppers saying that the checkout had experienced issues earlier with the “cameras having trouble reading body type” and charging to the wrong person, but saw no evidence of this. Looking up was instructive: seeing those cameras was a reminder that some of us have walked willingly into the panopticon, trading privacy for seamless commerce. This feels also like a first step: the technology has removed the weight of the interaction and will soon deliver more intelligence about our products and their provenance.

    And what of the people? There were several staff at the front, assisting the very occasional shopper who still needed to download the Amazon Go app or had trouble scanning the barcode to get in. There were two people intermittently re-stocking or adjusting product, another back in an employees-only area, and a rather gruff man checking ID in the mini-liquor aisle. The employees were largely friendly, and checked in frequently with shoppers to see if assistance was needed. Oddly, when I asked one what he did he replied, rather ominously, that he could not disclose what his role was. Note to Amazon comms team: “customer support” is a broad and useful catch-all phrase.

    How will all this work out for Amazon? Ben Thompson makes a compelling case for Amazon’s thus far successful strategy of pursuing both a vertical and horizontal model. What it means for other kinds of transactions beyond in-store purchase is perhaps more exciting. If a technology can allow you to know the people in your physical space, be it a sporting event or a concert venue, and eliminate bottlenecks, the potential for improving audience experience is enormous.

    Originally published on Medium.

  • Your project failed. Now what?

    Your project failed. Now what?

    Failure in the workplace can take many shapes. The budget cycle ended, and your prized initiative was the only one on the chopping block. Or the client called and abruptly cancelled your agency’s long-term contract. Maybe the star employee you recruited into your company turned out to be less than stellar, and you participated in a string of HR discussions culminating in termination. In any of these cases and many more, you experienced a demoralizing, public failure.

    First of all, congratulations! If every single one of your projects succeeded, it would mean you were coasting. Failing once in a while is a good sign. While failure can certainly come from inattention or poor decision-making, it often is associated with experimentation and innovation. No one seeks out the sting of a failure and its repercussions, but smart professionals embrace failure as an opportunity to learn and improve.

    Read more about how to handle failure at work over at Quartz.

  • Digital goes horizontal: challenges in the cultural sector

    Digital goes horizontal: challenges in the cultural sector

    Loic Tallon, Chief Digital Officer at the Metropolitan Museum of Art, makes a compelling case that digital is a horizontal function — a collective responsibility that transcends the work of any single, dedicated department. While a digital department can serve a purpose — as umbrella or at times a bunker for those charged with stewarding net new digital projects or institution-wide initiatives — the responsibility for digital transformation is shared with leadership and the many strategic and operational departments. My work in educational and cultural institutions puts me in violent agreement with these observations; the more digital can be shrugged off or delegated to a single team, the less success the enterprise will have with genuine transformation.

    Loic refers to the Drucker quote, “Culture eats strategy for breakfast,” which I interpret as all the fancy PowerPoint decks in the world won’t save you if you’ve failed to bring the lifeblood of an institution — its people — along in a substantive and not superficial way. In my experience, the biggest misstep institutions make while embarking on digital transformation is excessive focus on technology. Choosing the right platform and application stack is important, but far more initiatives have failed from underinvestment in people. And that’s not recruiting in digital rockstars or social media gurus — instead, it’s equipping people in your own organization everywhere from procurement to fundraising. Digital transformation is not an obvious or overnight journey; it requires significant investment in education for people at every level. And creating a cultural expectation of constant learning is a practice that will serve not only the institution but all its staff well.

    Secondly, the role of leadership can’t be overstated. Explicit and implicit support for digital initiatives has to be signaled, and best way to do this is optimizing for a return on failure. Any organization claiming a 100% digital initiative success rate is either a operating from a playbook a decade behind or burying the bodies. Leadership that encourages smart experimentation and embraces “fail forward” thinking will show the organization both their determination and their support. The resulting attitudinal shift will end up being as or more important as the enterprise obsession with formulating the right org chart.

    Finally, I’d add a sixth question for all cultural organizations to ask as they consider how to move forward with digital: how will engagement with external constituents continuously inform strategy? We live in an era of declining trust in all institutions, including higher education and the cultural sector. What are the ways institutions will empower employees to engage externally substantively and broadly? What quantitative and qualitative mechanisms can be put in place to derive insights in to inform progress?

    The challenges for facilitating true digital advancement across an educational or cultural institution are enormous, and Loic’s thoughtful analysis identifies seminal issues to be tackled along the way. As these institutions fight for relevance in an attention economy against a backdrop of an increasingly distrustful environment, taking digital horizontal is a C-suite imperative.

    Image credit: The Metropolitan Museum of Art, New York; The Jefferson R. Burdick Collection, Gift of Jefferson R. Burdick

  • Do these five things to become a better mentee

    Do these five things to become a better mentee

    “Work with a mentor” is right up there with “maximize your 401K contributions” and “no more than one drink at the office holiday party” on the list of common advice given to young professionals at the beginning of their careers. Harder to find are answers to questions such as, What is the best way to build a mentor relationship? How can you make the most of your interactions? And how can you sustain a meaningful connection over time?

    But I’ve found that it’s the mentees who consider these questions who make the most of a mentoring relationship. Mentorship functions best as a project that two people work on together, rather than a lecture series for which only the mentor is responsible.

    Read more over at Quartz.

  • The hardest problem in digital transformation

    The hardest problem in digital transformation

    Digital transformation is challenging — and there are many “red herring” candidates for the toughest. Technology is tough — choosing the right approaches and platforms, and then implementing these intelligently. Talent is hard to come by — the necessary skills seems to be in short supply, and new talent brought in needs to complement and enhance existing institutional knowledge. But the real challenge is creating sustained cultural change: assembling and leading the right teams with the right mindset that work to build bridges within and beyond and organization, to implement successful transformative rather than incremental programs, and to disseminate learning and practice across the enterprise. In the end, it’s all about culture.

  • Friday 5 — 4.28.2017

    Friday 5 — 4.28.2017

    1. An IDEO team combined human design talent and machine learning to create Font Map, a tool for designers to compare and find similar fonts. This started with Google’s ~750 typefaces, but can scale to many more. Explore for yourself.
    2. More and more of my searches start and end in the Google ecosystem, including those short snippets results in Q&A format. There’s an argument to be made that these snippets are damaging small business websites — and might move upstream from there.
    3. The wireframe strikes me as a kind of dress rehearsal: vital foundational work being done with little fanfare. Look at this collection of wireframes from top UX designers to learn more about why they matter.
    4. I use my camera less for beautiful images than data capture. What hotel room am I in (anyone remember when keys had number tags)? What was that guy’s title? And, of course, where did I park my car? Google is trying to solve this last one.
    5. One last link: Paul Ford’s beautiful speech on 10 timeframes. Let’s always be mindful of the experiences we create for all the creators out there.

    Weekend fun: We’re finally getting our flying cars. And an edible water bottle, I guess.

    Consumed: This was a week of breakfasts. It’s hard to go wrong with the fancy menu at Beaubourg, but I have an enduring fondness for the good food, weak coffee, and brusque service at The Red Flame.

    Planned obsolescence: This is the final edition of this Friday 5 newsletter (or at least this incarnation of it!), as I take a deep dive into a couple of projects. Thanks for all your notes this week — may be back in the fall post summer research!

  • Friday 5 — 4.21.2017

    Friday 5 — 4.21.2017

    1. No one needs the embarrassment of a notification popping up at the wrong time — or on the wrong device. Wired explains how to find out where you’re signed into iMessage, set up two-factor, and turn off messaging where needed.
    2. Bloomberg’s new Lens app provides a handy overlay of contextual information about people and companies. You can try it as a Chrome extension or an iOS app.
    3. It’s been a tough couple of weeks for United with grievous bodily harm, non-apologies, and even a scorpion. Turns out their mobile app onboarding is no better — read this terrific step-by-step takedown to see corporate marketing running roughshod over user experience.
    4. Google Maps for iOS now has the Timeline feature, letting you re-trace your steps from past trips taken. You can turn off location storage if this creeps you out, but your gmail probably knows where you are, anyway.
    5. There’s a reason I believe in management by walking around: a face-to-face request is 34 times more likely to be successful than via email.

    Weekend fun: Meddlers everywhere, rejoice! Wingman is a new dating app that lets a trusted friend choose the right match for you.

    Consumed: Hard to beat the home-cooked Easter ham enjoyed with friends, but a worthy attempt with some great pecan duck at The Dutch.

    Planned obsolescence: Next week will be the final edition of this Friday 5 newsletter (or at least this incarnation of it!), as I take a deep dive into a couple of projects. Thanks for all your feedback, corrections, and comments.

  • Friday 5 — 4.14.2017

    Friday 5 — 4.14.2017

    1. Facebook’s AI assistant, M, is now rolling out in Messenger with features like sticker, polls, and payment. While some are underwhelmed, others see this start with a limited number of functions as a step to broader AI capabilities.
    2. Poor usability affects everyone, but it disadvantages older adults in particular. This excerpt from a new book offers guidelines and considerations when designing for this large and growing population.
    3. Benedict Evans offers some terrific insights into current state of and prospects for augmented reality. We’re close to the availability of less bulky, lower-cost AR options, with devices that have awareness of your surroundings and can insert objects and data. The level of adoption — will it be more like a smart watch or a smart phone? — remains to be seen.
    4. Was art class the bane of your existence? Then Google’s new AutoDraw web-based tool might be right for you. It allows you to draw freehand, but guesses where you might be headed and provides clickable cheats. Try it.
    5. Visual feedback, microcopy, and white space are all effective ways to provide cues to the users of your digital product. Seemingly minor details done right build confidence in users — and vastly improve overall impression of your product.

    Weekend fun: OK, so Burger King tried to get your Google Home to tell you about the Whopper, and naturally some Wikipedia editing shenanigans were involved. Life imitates art, or at least the xkcd featured here last week.

    Consumed: No apology for enjoying bangers and mash at the Coach and Horses in Harrogate.

     

  • Friday 5 — 4.7.2017

    Friday 5 — 4.7.2017

    1. YouTube TV has launched in select U.S. cities. Despite a relatively slim initial offering, the mobile-first sensibility and shared accounts seem designed to on-board millennials, and a way for the platform to build relationships with — and gather data on — its massive user base.
    2. In a world of specious and incomprehensible data visualization, this article pinpoints where and how these interactive experiences make sense. Savvy creators acknowledge the all-important factor of time cost, and prioritize audience value over interaction minutia.
    3. Amazon Cash now lets you shop the site without a bank card. This is a great illustration of another way digital capabilities can solve industry challenges, like providing services to the unbanked.
    4. There’s little more infuriating than a murky, multi-step email unsubscribe process. Avinash Kaushik offers two case studies in what not to do, and one example of surprise and delight.
    5. Do you understand the difference between vanity metrics and clarity metrics? Lloyd Tabb explains why it’s important to capture metrics that provide directional insight rather than empty validation. Tabb advises looking hard at your service’s failure rates including the poison rate, when customers have such a terrible first experience that they don’t return.

    Weekend fun: Not only did I fall for this delightful Petlexa prank, I probably would have bought it.

    Consumed: Highly recommend the Blue Points with caviar and vodka at Lure Fishbar.

     

  • Friday 5 — 3.24.2017

    Friday 5 — 3.24.2017

    1. YouTube has released an AI-powered emotion engine that helps video creators, aka influencers, understand which elements are most and least effective. YouFirst shows the video to a segment of the creator’s audience, uses facial recognition to identify the “power moments” that resonate, and can even tell you which groups of people enjoyed different parts of the content.
    2. Anyone remember when building a website meant hiring a webmaster and writing a million dollar check for servers? Now there’s Universe, a mobile-only tool that lets you set up a website in under a minute.
    3. Read this useful summary of how to get the most out of Google Maps. I’ve noticed that the “explore” button has been getting a lot better lately. Another new fun/creepy feature: share your location with others.
    4. In many enterprise organizations, there’s been a rapid proliferation of social media accounts. Prophet explains how to kill the social media accounts you no longer need.
    5. NiemanLab reports that people trust news based on who shared it, not who published it. This underscores the need for news organizations and brands to consider their audience as social ambassadors and invest in building strong communities.

    Weekend fun: How to use the phone privately in an open office setting and scare the life out of your co-workers. Also, a useful test for sniffing out voice-activated devices.

    Consumed: Upgraded from Palestra hot dogs to phenomenal fried chicken and biscuits at Bubby’s.

    Spring break: Skipping March 31 and back on track April 7. Until then, don’t talk to strangers.

    Every Friday, find five, highly subjective pointers to compelling technologies, emerging trends, and interesting ideas that affect how we live and work digitally. Sign up for a weekly email.