Issue 32: You will not be replaced by AI, you will be replaced by a person with AI in his hands
Issue 32: You will not be replaced by AI, you will be replaced by a person with AI in his hands
Overview of the most important about ChatGPT; Interactive Periodic Table; Identity on motion blur and so much more!
Hello, dear readers! 👋
In this issue, among other things:
Overview of the most important about ChatGPT
Identity on motion blur
Interactive Periodic Table
Display for the visually impaired
The trend for the "productization" of design services
Hussle Project Launch Guide
10 years in design and 12 lessons from design professional
Sell your files, plugins and widgets in Figma Community
Tips on how to do with a minimum of colors in the visualization
Quotes from "Continuous Discovery: Discover Products that Create Customer Value and Business Value" book Teresa Torres
Enjoy reading!
📚 Book quotes
Today you will find a couple of quotes from the book by Teresa Torres "Continuous Discovery: Discover Products that Create Customer Value and Business Value" Read them and decide whether it worth it or not
Jeff Bezos, founder and CEO of Amazon, made this exact argument in his 2015 letter to shareholders,33 where he introduced the idea of Level 1 and Level 2 decisions. He describes a Level 1 decision as one that is hard to reverse, whereas a Level 2 decision is one that is easy to reverse. Bezos argues that we should be slow and cautious when making Level 1 decisions, but that we should move fast and not wait for perfect data when making Level 2 decisions.
Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.
In this book, I’ll refer to the work that you do to decide what to build as discovery and the work that you do to build and ship a product as delivery.1 This distinction matters. As you’ll see, many companies put a heavy emphasis on delivery—they focus on whether you shipped what you said you would on time and on budget—while under-investing in discovery, forgetting to assess if you built the right stuff. This book aims to correct for that imbalance.
Designating one person as the “voice of the customer” gives that person too much power in a team decision-making model. The goal is for all team members to be the voice of the customer.
Study after study found that the individuals generating ideas alone outperformed the brainstorming groups. Individuals generated more ideas, more diverse ideas, and more original ideas.
Product teams make decisions every day. Our goal with continuous discovery is to infuse those daily decisions with as much customer input as possible.
Opportunity solution trees are a simple way of visually representing the paths you might take to reach a desired outcome.
You want to summarize what you are learning in a way that is easy to understand, that highlights your key decision points and the options that you considered, and creates space for them to give constructive feedback. A well-constructed opportunity solution tree does exactly this.
Research shows that while we are better at generating ideas individually, we are better at evaluating ideas as a group.
The hard reality is that product strategy doesn’t happen in the solution space.
We create customer value by addressing unmet needs, resolving pain points, and satisfying desires.
🗞 News and articles
Design services as a product
I've noticed a relatively new trend in the design services market — the "productization" of these services, the transition to a subscription model.
In recent months, I have come across a whole galaxy of services that offer design by subscription. The client pays a fixed amount per month and receives as many services as he needs (within a limited framework, of course).
This allows design teams to move away from the payment scheme for hours. This makes life easier for customers in two ways. On the one hand, it eliminates the need for constant negotiations on prices and deadlines. On the other hand, it eliminates the possibility of receiving an invoice with an unexpected amount from the studio at the end of the month.
Here are examples of services with this or similar positioning:
10 ways to use fewer colors in your data visualizations
The Datawrapper blog provides clear and sensible tips on how to do with a minimum of colors in the visualization and thereby make it clearer.
10 ways to use fewer colors in your data visualizations - Datawrapper Blog
10 years in design and 12 lessons I learned from them
British designer Tommy Toner summarizes in one article the key things that he has understood over the years of his career as a designer. And the career, I must say, is very good. He has created websites and applications for well-known companies like eBay, Formula 1 or Nike.
That's what Tommy learned, among other things:
Why is it a marathon and not a sprint
Why can't you design blindly without understanding the problem
That knowing the tools doesn't do much if you're not cool in principles and techniques
Why brand and UX are two sides of the same coin
Why are your pet projects important
How not to betray your values
Why agencies will never replace internal design teams (and vice versa)
A decade in design and 12 lessons it’s taught me
⚡️ Briefly
From February 2023, it will be possible to sell your files, plugins and widgets in Figma Community. You can prepare for it now already, the link describes the requirements, conditions and a list of countries where this functionality is launching
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