Beneath the surface of things

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Whatever you think of the Microsoft Surface device, it’s been fascinating to watch the first steps of development of apps for the new style of interface.

It’s a radically different world now from when we started out web development in the last decade, but it will be just as hard to develop the new ways of thinking about how we interact with machines in this new setting.

When the web was in its infancy, we saw lots of ideas being transplanted from the world of print publishing, and later from the world of advertising. That resulted in some pretty horrible sites being built for many years.

Remember all those years of non-scrolling pages, or the multitudes of ‘single idea’ sites where the navigation was in the style of a cockroach, or a pizza, or a brain, or whatever? That was people taking what they knew about another subject and misappropriating it for a new and much more interactive medium.

But the fundamental design restriction of the early days wasn’t lack of knowledge or thinking about the interaction of computers and people. It was technology itself.

The interface technology – adapted painfully from academic routes – was difficult to learn. And the skills needed to build the functioning parts of these applications were very hard to locate at all. At first, it all had to be written from scratch which few could do, and even if they could, even fewer could bridge the gap between the teams who would build the applications and the teams who could work out what they should do.

With hindsight, we’ve come a very long way in a very short space of time with web deisgn. The world is now full of very talented interface designers, user experience specialists, technologists, development platforms and reasonably coherent ways to get them all to work towards a common goal.

So, the challenge of developing in a fundamentally new paradigm for Surface is quite different. The technology itself is no longer the killer issue. The platforms (WPF, XNA and .net) are well understood, as are the architectures for information flow and manipulation.

Instead, in the user-experience space, we’re faced with a need to deeply rethink pretty much everything we thought we knew.

Here’s an app which allows multiple surface users to search through and display news and entertainment content from MSN: http://www.youtube.com/watch?v=LXJOTISve0o. Pulling all the feeds together and building the app are relatively straight-forward but working out how the users best get to that information is a another matter.

In this new setting, we must avoid the non-direct metaphors which characterise GUI, so almost all the controls that we’ve spent the last 10 years standardising have to go. The concepts of buttons, windows and scroll bars should all be vanquished. Instead, we need to find direct metaphors about interacting with objects. We need to find ways to avoid having specific orientation. We need to think about how multiple users can work together with the content. And we need to do all this in way which is seductive and enticing.

Does the news reader do this? Well the feeds themselves may not be a problem, but they are still hardwired to sources that have been created for online applications. Are we avoiding orientation? The now somewhat ubiquitous use of a large circle seems simultaneously too obvious and problematic. Where is the natural metaphor for this? A bowl of sweets perhaps but inside our ‘bowl’ we have a swarm of what can only be described as ‘windows’. And what a rotatable device solves in terms of orientation, it screws up immediately in terms of multiple users, as it faces in one direction at a time.

It’s certainly not easy. And, it’s wrong to pick harshly at early attempts to solve these problems, but we’ll necessarily need to work a lot harder, take more risks and be more experimental if we’re to get more than a large, horizonal web styling.

Looking back to the web, we’re in a position now when so many elements have become engrained in our thinking. We have a great deal to rethink

  • Single source of consistent navigation
  • The concept of a home page
  • The concept of flow being within containing elements
  • The idea that the user opens and closes things (still very prevalent)
  • The concept of linear stand-alone ‘states’ (already eroded by ajax interfaces)
  • Ideas of what it means to be recoverable
  • Single user tasks (even if we only have one active user, we can have multiple concurrent task- or explore-elements alive concurrently)
  • The concept of private browsing – another user’s actions can (and on Surface normally do) interrupt and influence each other
  • The method of ‘what’s next’
  • The entire concept of intermediary metaphors
  • What we mean by scanability for copy and images
  • The role of content
  • The sorts of assets (copy, images and video) which make sense in the medium

The list goes on.

And owing to the nature of the device and its development, progress is likely to be slow. This is accentuated by the polarisation of companies who are developing apps right now – between extreme usability and user experience experts who look at these problems very academically, but also often in a great hurry,  and development companies who are keener to show technology ideas than think in too much depth about what goes on in the mind of the user.

Since Surface is a reasonably long way from being a consumer product, the audience for Surface applications is essentially the same groups – those excited about the hardware and those who’ve spent years learning how you do digital design for the web.

Few apps currently bring the promise of natural user interface, collaborative computing or object recognition. Before we can do that we still have a lot to learn and even more to unlearn.

Another day, another dollar

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Robin sparks some interesting rants over on Advertising 2.0, in response to a frankly bizarre set of comments published in Campaign about how twitter can be used by brands.

The debate appears to be over whether brands should tweet and how – should they pretend to be real people or inanimate objects, funny characters or abstractions?

Not suprisingly many respond by dismissing twitter out of hand as nonsense (echos of ‘this internet thing will never catch on’), others talk about how no brand belongs on the microblogging site.

It seems that - to me at least – first off, we are fundementally misunderstanding the important but indirect social role of brands, and secondly that the twitter ‘debate’ is no more and no less than than the debate we used to have about brands and websites all those years ago in the ninetees (on which Amelia has been passing some suspiciously tweet-length thoughts).

Look at this. It’s a Bovril website. With a breath-taking circularity of irony (or perhaps secret plea for help from a web designer), the site’s strapline (and perhaps the brand’s slogan) is ‘give me strength’. And, indeed, what on God’s earth is the point of all this? And who thought it was a good idea (apart from the agency that created it)?

Don’t get me wrong, once you’re there, it’s quite nicely done, graphically interesting etc. But why would anyone ever go there? Even if it wasn’t difficult to use, I still wouldn’t treat it as my number 1 source of information about Bovril itself (that would be Wikipedia), Bovril recipes (is that a thing?) (I’d start in Google and since the site isn’t search engine-friendly, it doesn’t show up), outdoorsiness (ditto, you’d never get there and if you did you wouldn’t stay long because of the thiny veiled comtempt for this audience), or even gurning cows. It’s just bizarre.

Anyway, brands on twitter are all just like that: pointless, unless they manage to be interesting, useful or entertaining. And not all brands can be those things every day, using content.

I’m sorry, I don’t want to ruin the party. But don’t believe your agency when they give you this nonsense. Coca-cola office furniture making jokes is just not as funny or interesting as even your least funny mates, no matter how clever it sounded in an agency brainstorm.

We do not need a detailed study or deep meditation to tell us this. Clients: when you’re first reaction is to tell the agency ‘don’t be so bloody stupid’, trust your feelings.

The other question is, conversely, do brands have no role in social networks? After all this pointlessness, it would be easy to conclude that they have none. But I believe this is an entirely different question. Brands are massively important in social networks. But they are a method of communication not an issuer of communication.  They are talking points, they are social tokens, they are items of self expression. And, of course, this is not just true in a digital setting.

To entirely steal from Seth Goddin, to turn this effect to their advantage, brand managers must make their brand interesting to a vocal audience. Providing genuine uility can amplify this effect.

This is why Barack Obama and Stephen Fry can be interesting brands on Twitter but Starbucks and Vauxhall can not. Is it really that complex a distinction?

No crisis wasted

Economist Cover - Oh FuckOne of the most compelling, and commented on, phrases that has emerged from the new Obama administration is that ‘no crisis should be allowed to go to waste’. There’s some not very subtle code in here, regarding redistribution, and of course some powerful rhetoric (as we heard in inaugaration) about a new era of responsibility.

Similarly, most of the building blocks for the current surge in web usage came from the post-meltdown era for .coms in 2001/2002. What is the combination of conditions that make recessionary or post-recessionary periods so fruitful?

Part of it must be the better allocation of funds to ideas. In 1999 and again in 2007, every startup with a stupid and unpronoucable name was scooping millions from VCs fairly indiscriminantly, which began to make some people nervous about bubble 1.0 (which arrived)  and bubble 2.0 (which may still be as bad but hasn’t been yet).

Now all these megzutulu.coms are quietly shutting their doors, perhaps we are in better shape to nurture the new YouTube; the new ideas that have value.

The same seems true of individuals. In the good times, our companies might be full of people saying ‘bollocks to the revenue, let’s just do lots of stuff’. Recessions favour the pragmatic who will make something of the best ideas that have come out so far.

Whatever you get told in the introduction to brainstorms, there is such a thing as a bad idea. And, in a very real sense, when the filter is removed, the bad ones can crowd out the good ones. A positive effect of recession is to stop for one second the constant drive for the adoption of every new ideas and to try and make the old ones work a bit.

Like Lehmans, the collapse of the never-going-to-work.com should be met with a solemn and slightly-disappointed cheer of approval.

From a more technical perspective, a lot of consolidation in the early noughties drove business agility – in architectures, in standards and in thinking. Standardisation of systems and interchanges on many levels opened the door for faster business change. A similar drive for price efficiency is what’s driving the architectural revolution of virtualisation and, now, ‘in the cloud’ application development. Today’s speculative new technologies like Google’s app engine, Amazon’s EC3 and Microsoft’s Azure will be tomorrow’s everyday development springboards.

There are risks in the clensing effect of these disruptions:

1. Good ideas get snuffed out prematurely

2. The tyranny of ‘consistency’ and ‘efficiency‘ thinking. Anyone who has worked in or with a large company will know how negative and thought-free a drive for ‘consistency’ and ‘efficiency’ can be. Companies that describe themselves as ‘entrepreneurial’ in good times often seem to lose their nerve entirely in bad. I’ve started to refer to consistency as ‘the c* word’, as it is so often used mindlessly to justify low-value (and high-cost) consolidation programmes.

In this setting, many companies seem to forget that they employ people, not resources. And that no good idea has ever been created in Excel (Umair Haque: ‘spreadsheets are not strategy’). There seems to be an active effort to forget that the lowest common denominator is always less than the highest common multiple. When we are talking about costs, we are rarely talking about value for business or customers.

Where it makes sense to create ‘efficiency’ is in the ability to be more creative, not less. It is not creativity which incurs costs, it is bad or lazy thinking. We all know intuitively the difference between pointless ‘make work’ schemes and teams that are genuinely trying to drive the business forward – they should not both be stubbed out together.

The recipe, therefore, to come out of all of this on top, should be an agility agenda, combined with rewards for innovation and frameworks for creativity, rather than 1,000,001 cost saving ‘initiatives’.

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