Via Wikipedia, a canonical bookmark for the business phrase “table stakes” that I’ve heard a few times recently.
In business, table stakes are the minimum entry requirement for a market or business arrangement. They can be price, cost model, technology, or other capability that represents a minimum requirement to have a credible competitive starting position in a market or other business arrangement.
For example, to be a wireless service provider, the table stakes are the basic features you need to have in order to be in that business to achieve foundation capability: network, handsets, a data service, a mail server, etc. Beyond that, real competitive advantage comes from additional nimbleness and cost or product differentiation.
A reference to poker and other gambling games where the “table stakes” represent a limit on the amount a player can win or lose in the play of a single hand.
Note: I’m learning lots of new business terminology, so if you have more insights or examples to illustrate this one — please leave a comment.
1. Recognize exclusion.
2. Broaden perspectives and build empathy.
3. Bring diversity into teams and processes.
4. Solve inclusively for one, extend to many.
Kat herself describes these principles of inclusive design superbly in this brief video, from an O’Reilly design conference in March 2017.
For day 10 of 15 of inclusive design, I’ll share a story about making an app accessible to visually impaired users — which then benefits all users.
About this Inclusive Design series —In 6 days I’ll give a talk on inclusive design at WordCamp Phoenix 2018. Leading up to the conference I’m publishing notes on voices, stories, products, and other resources: everything I’m learning about this emerging practice. This is day 9 of 15. Read more about the series.
We’re committed to inclusive design and accessible services — using new technology to make banking easier for you. — “Barclays Access” statement
Accessible banking used to mean statements in large print. Now it involves fingerprints, face recognition and hi-vis debit cards. #Accessibility isn't just about people with disabilities- it's about all of us. Check out our article with @guardian for more https://t.co/cLcA07OtGD
The full case study is in The Guardian — Barclays Bank learned that embracing inclusive design, starting with accessibility, creates a better solution for all their customers. It’s a commercial opportunity when meeting a real need — not an expensive compliance issue.
Today, I manage all my financial affairs by smartphone,” she says. “It has genuinely transformed my life, cutting out all those frustrating trips to the bank.” — June Maylin (a blind customer of the bank).
June’s story provides an insight into how the technologies designed to make banking easier for everyone can be particularly effective for people with disabilities, and are steadily giving people much more control over their money. Even small, relatively low-tech initiatives can make a big difference.
Small changes make a big impact, and inclusive design can have a major impact on revenue and business success by solving for one and extending to many.
For day 9 of inclusive design, we’ll review the principles discussed so far: 1/ Start with exclusion, 2/ Broaden your perspective to gain empathy, 3/ Bring diversity into teams and processes and 4/ Solve inclusively for one, extend to many.
About this Inclusive Design series —In 1 week I’ll give a talk on inclusive design at WordCamp Phoenix 2018. Leading up to the conference I’m publishing notes on voices, stories, products, and other resources: everything I’m learning about this emerging practice. This is day 8 of 15. Read more about the series.
This wonderful exposé in Kinfolk on fashion designers and artists Isabel & Reuben Toledo struck me in both its beauty, and a clear description for understanding a business or a craft. Do it yourself.
The only way to truly understand how every piece of [a] business can be assembled…is to do it all yourself. — Isabel Toledo
I’m reminded of the actor-director duality of tech and design leadership. To provide deep and meaningful guidance I need to be not only aligned with organization and customer needs — but also knowledgeable of the daily practice, the details of the work.
Interesting move from Starbucks in an era of more and more commerce being done eletronically and at a distance. The goal? To become an “experiential destination” and compete with Amazon by only being offered — via a human connection — in stores.
CEO Kevin Johnson says, “To survive, merchants need to create unique and immersive in-store experiences.” Though I tend to prefer local coffee merchants, I still end up at Starbucks for the consistency and convenience.
Does that include drive-through? What about mobile orders where you just swing in without speaking to anyone? In both cases you’d still experience the smells and sights, and possibly interact with a human. Which is a good thing — human connections build trust, trust builds brand loyalty.
Photo note: I’ve recently started asking for a “real” mug at my local store, to see how it feels.
Have you watched Abstract on Netflix yet? World-class designers share their life and work and philosophy, which I’ve found fascinating. A common thread in the episodes I’ve watched so far is that design doesn’t happen in a vacuum. In order to produce something useful and beautiful that people will love and buy, you have to engage with the world. It involves talking to people. Listening and verifying with your own eyes and ears.
Ralph Gilles — Head of Design at General Motors — says in Episode 5, “Go out and talk to people.” He gives the example of his Chrysler/Jeep design team engaging with millennials literally “in their living rooms.” Listening to their problems and trying to solve those problems, taking it all back to the car design lab. “How do you know what consumers want even before they know what they want?”
Tinker Hatfield — shoe Designer at Nike — says in Episode 2, “Get outside, engage with the world.” How a steady stream of fresh input leads to innovation and being outside, doing sports he loves, helps him staying connected to everything. Running a mile in their shoes, if you will. An example of the years of close back-and-forth work with Michael Jordan to perfect the Air Jordan basketball shoes.
I’m sensing a trend here: if I listen, I learn. When I approach my own software work, do I understand the needs of the person for whom I am designing and developing? If the answer is no, I need to step outside my office and talk to people using the software.
Another compelling series to hear from talented and innovative product designers is High Resolution, available on YouTube. In Episode 8, similar ideas emerge from Automattic’s own Head of Computational Design & Inclusion, John Maeda:
Don’t focus on kerfuffles within your org — keep your focus on the world. That’s where you are meant to be. No matter how great of the place you’re in.
… Creative people are diverse-oriented, and great remixers. — John Maeda
These thoughts remind me of the “jobs to be done” philosophy where success comes from understanding peoples’ circumstances. And not only accepting input when it fits a certain profile I already expect.
The key to successful innovation is identifying jobs that are poorly performed in customers’ lives and then designing products, experiences, and processes around those jobs. — via Harvard Business Review
Discovering what those jobs are requires engaging with your customers, in their lives, in their work. Now it’s time for me to get outta this chair.
With Jeff Immelt out and John Flannery in as General Electric CEO, The Economist describes the company as having gone through a lot of important changes without achieving greater results. Shuffling. Reorganizing. Yet in the same place as before.
This made me think. When I have the urge to shift things around: team, products, projects, office furniture, books on the bookshelf — I can ask myself, “Am I doing this just to stay busy? Look busy? Feel busy?”
Instead of movement for its own sake, I should find impact where I am today in my exact location. With this team, this project, this company — not something new. Work on meaningful results to help people by finishing what I’ve started.