“AI Neutrality”: A proposed manifesto for artificial intelligence user experience design

What makes a great artificial intelligence (AI) driven user experience? Here are my thoughts…

1. Design AI services end to end – the disruptors that have transformed the travel, holiday and retail sectors over the last twenty years succeeded by focusing aggressively on improving their own single channel online experience. AI user experience design must also adopt this strict one channel approach to service delivery – every user journey should be simple, relevant, no fuss and always getting better because it’s being delivered by an artificial intelligence end to end.

2. Go beyond mobile  The interconnectivity of AI enables any environment or physical object to positively affect all of our five senses (such as connected home technology like heating and lighting devices that responds to a user’s mood). AI design should always be pushing to transcend the user interface constraints of existing service platforms (particularly the visual and audio experience of mobile) to truly reflect and improve how we use our senses to interact with the world around us.

3. Addressable media is a key user journey –  AI has the potential to utilise a complex range of historic and contextual customer data to deliver targeted, personalised advertising – for example, UK broadcasters are adopting programmatic technology to deliver specific adverts at individual households in real time. Yet if designed poorly such disruptive engagement risks coming across like hard selling that overwhelms or irritates a customer (consider the negative reaction of customers to pop up web ads that apply a similar approach). Consequently, it’s vital that AI driven addressable media is treated as a form of user experience that requires research, design and testing to ensure customers are empowered to consume it on their own terms.

4. Hardwire ethics and sustainability –  the positive disruption to our lives from social media has enabled these services to grow rapidly and organically by billions of users worldwide. Yet this has also led to these platforms becoming so big it’s challenging for their service providers to effectively manage and safeguard the user content they share. Drawing from this experience, and combined with public calls for the proactive regulation of AI, it’s essential artificial intelligence products and services have the right ethics and sustainability values in their core design as they are likely to grow even faster and bigger than social media.

5. Champion “AI Neutrality” – artificial intelligence has the power to transform all our lives like the internet before it. A fundamental principle driving the success of the web has been “net neutrality” – that internet data services should be supplied as a form of utility (like electricity, gas, water) in a non-discriminatory way to all customers. Access to simple AI services should be similarly “neutral” – a basic human right that is complemented by differentiated, chargeable products and services from over-the-top producers.

If you would like more information about how artificial intelligence can benefit your business, please leave a reply below or contact me by email.

One for all and all for one

Today, we celebrate Global Accessibility Awareness day, and I can’t help but mention about witnessing perhaps the most divisive times in our recent memory. While harmonious communities are at the brink of deep divisions and our collective thought process is ever preoccupied with the volatile political and social situations, it is perhaps a good occasion to remind ourselves of those who are most vulnerable. There is a need to come together to support them more than ever before. The technical community has always taken pride in transcending boundaries most effectively.

There is a greater responsibility on us now to operate in a manner which looks out for end users who are the risk of getting completely ignored.

Internet inventor Vint Cerf has recently called for it to be considered an offence if a web based service is not accessible. While the sentiment seems fully justified given the service providers can get away without doing much about web accessibility, his views seem to predominantly hold programmers / developers responsible for such aspects. In reality all roles in a software development life cycle need to contribute towards making a service accessible. Right from senior management down to the operational teams, there is an onus on every role to make the end-to-end accessibility a reality, which the accessibility experts have been highlighting all along. There is something we can all do no matter what our position is in the big IT juggernaut.

Recently, MP Dawn Butler created history by using sign language for her speech in Parliament – an utterly inspirational gesture about caring for every person in our audience and for making sure everybody understands what she was trying to convey. To think, ensuring everyone understands our work is actually a basic obligation to ourselves as it will give it most reach and recognition. Looking at the same idea with a business hat on, there is a very obvious commercial benefit to it. The more people understand / access the content the better it is for marketing and hence better for business. It is sheer common sense to make our work accessible.

In future, the new innovations may very well address these requirements completely. For example, the improved voice browsing technologies are a great alternative for people with visual or motor disabilities. But at the moment there is still a big need to build websites with consideration to the diversity in user communities. At Sopra Steria we have a full set of services to make this happen – see our dedicated website for accessibility services and service infographic.

Now is a time for all of us to renew our pledge to achieve complete accessibility in the world around us.

Improving digital services in health care

As I awaited with eager anticipation for the second day of the Digital Health and Care Conference in Edinburgh to see digital innovation and progression in the Scottish Health Sector, a sobering thought from one of the speakers on the first day came to mind.

Whilst many retail and banking sectors have embraced complete digital transformation in their operating models, I’m sure you’ll agree that many areas of the health sector lag behind. Indeed, according to the Department of Health only 2% of current interactions are digital.

Person-centred interaction will always be at the heart of health and care, but that interaction can be better informed, more efficient and better organised , if supported by data and technology? To clarify my point I wanted to provide some examples:

  • GP Referral to Treatment (RTT) – whilst we are progressing in providing information available to the patient, why is it still difficult to provide information to the citizen regarding all the critical points in their pathway? As a patient, the only information one currently obtains is by telephoning the appropriate Health Board, contacting your GP to get them to do it, or receiving one of the paper-based letters to tell you that you’re ready to be seen by the Consultant in XX weeks time.
  • Booking an appointment – online access to GP appointments is available, but if you’ve ever gone through the process with your GP practice (at least in Scotland) it is overly complex and convoluted. I consider myself to be IT literate, but this process doesn’t seem to have the most important person in mind – the citizen. In effect, this has made little impact on a citizen’s day-to-day experience with their practice and the business model within it.

At the risk of sounding obvious, these two examples – of which there are many more – cry out for a rethink of the way the citizen interacts with services. Do we ask how a user wants to interact with the RTT process? Well, here’s an example in point. One of my family members is going for a hip replacement sometime soon. I want to emphasise ‘soon’, as they don’t actually know when. I’m sure the medical speciality know, so why can’t we provide this information to the user who wants to know to be able to plan their life effectively? Indeed, can we take learning from other sectors e.g. retail where the user is able to track the progress of their product from purchase to receipt. Why can’t we make this possible for the above example…? And I’ve not even considered the potential financial savings.

How do you get into the hearts and minds of the citizen?

The challenge that most commercial organisations had when the digital revolution started was that they created brilliant online presences which nobody used. Picture technological tumbleweed… So, commercial organisations incentivised customers to use the online functionality by offering discounts, online-only tariffs, faster fulfilment, flexibility etc. But how does this transpose itself to health care?

Looking to our Nordic neighbours, Daniel Forslund, Commissioner for Innovation and eHealth, Stockholm County Council conveyed it so well during the conference. Digital has to become the new norm. However, in order to do so, we need to incentivise citizens to use these services. This means providing digital services that the public want to use, as  and when it becomes beneficial.

Using the GP appointments example above, citizens choosing to use digital services could be given preferential appointment times – i.e., most early session appointments could be reserved for online bookings, whilst still maintaining slots for other methods of booking later in the day. These early morning sessions could also be available to book using SMS facilities from the citizen’s mobile phone.

As many of the key speakers at the Conference mentioned, digital transformation doesn’t have to be difficult, but we have to focus on the value it brings to the citizen – what information do we expect, how do we want to interact, etc?

Using service redesign techniques with the focus on putting the citizen first will enable us to deliver transformational services. It’s been done in so many areas already, so why don’t we do more for our ‘Health Consumers’? Indeed, one of the delegates argued that it’s about applying good practice that already exists in other sectors and transforming its use to new areas. Whilst I agree partly with this, I don’t think a ‘one size fits all approach’ can be taken – what happens when good practice doesn’t exist for a similar service? For me, and it sounds obvious, driving the input from service users is the key to transformational change in the way citizens interact with Health, designed by the user for the user.

Interested in hearing more about our approach to transforming customer journeys through service redesign? Leave a reply below, or contact me by email.

The Art of Creativity…

It’s 2020, our customers are raving about our easy to use delivery process, within weeks our customers achieved their outcomes and upfront, decisions were made based on real insights that influenced how they would build their pipeline. New revenue was generated and huge savings were made. Customers, stakeholders and employees interact with our multichannel services, with ease and simplicity, gliding through systems, feeling delighted by the entire experience.

How did we do it?

We delivered solutions that use one basic formula.

Collaboration + Innovation

What does it equal?

Creative confidence

Our tools and methodologies enhance creative problem solving, they support scalability and automate the way we work, enabling our leaders and consultants to work at greater scale.

Our consultants transform business thinking by putting people at the heart of the decision process. Our technical gurus deploy systems within weeks not months. Our customers come back for more and the end user experience is seamless…

Oh wait… I’m not thinking about the future, this is now and it’s still 2017!

Our teams are already innovating and our customers are achieving their outcomes. Everyday we collaborate, our development tools have already reduced the time it takes to deliver an entire system. Our designers and researchers have improved quality of life. It’s not just technology and digital experiences, it’s:

  • Creating new approaches to health
  • Creating user-centred government services
  • Creating new ways of working for employees
  • Creating better ways to manage our money
  • Creating new ways for technology to help humans

We removed the fear of being creative and we made it familiar. Creativity is not special.

Working and delivering in a technical environment within an IT company is exciting. The opportunity to transform lives, enhance experiences – whether it’s the experience of the customer, the business or the employee has become cathartic. Technology has become the enabler. Design thinking is transforming technology. Design thinking is a core competency built for the future.

What next? Longevity

Find out how we at Sopra Steria have become masters of design thinking, integrating people into our IT process right from the start.

What are your thoughts? Leave a reply below, or contact me by email.

Digital Justice Scotland 2016: delivering 21st century justice

This year’s Holyrood Digital Justice Scotland 2016 conference held on 7 December, once again brought together some great speakers who laid out their vision and shared some of the challenges they continue to face in delivering against the objectives of the 2014 Digital Strategy for Justice in Scotland.

As one of the co-sponsors we had the opportunity to present our approach to service design and discuss with the delegates its potential in delivering improved outcomes within the justice sector. Before embarking on the interactive session, we introduced the audience to the positive impact that service design can have on an end-to-end customer experience by firstly taking them through a simple example they would all be familiar with – buying a burger.

Then we presented a high level offender journey from being convicted to release back to the community and asked the audience to highlight the gaps and risks to the business and offender in the end to end journey. Our method was very visual, we kept the user journeys simple to plant the idea of service disruption by design and we challenged the participants to focus on how offenders are interacting with services and what outcomes are needed at each stage of the journey.

Mark Macrae presents at Digital Justice Scotland 2016
Mark Macrae presents at Digital Justice Scotland 2016

The session highlighted a number of areas where digital technology could be used to improve ways of working, for example:

  • Offender self-service access to services such as money management, organising visits, buying essentials, scheduling education and work activities etc.
  • Reducing repetitive administrative tasks for Prison Officers and freeing them for more value adding face to face services for the vulnerable
  • There was also a strong theme of improving information flows, both on arrival at prison and exit back into the community.

Common Themes

Several strong common themes kept reoccurring through the day:

  • Progress on delivering the vision of the Digital Strategy for Justice has been slow since its publication in 2014. The Rt Hon Leonna Dorrian said “we need 21st century attitudes” and that “it’s not about tinkering” when considering the much needed policy and cultural changes required to transform justice processes.
  • Austerity is having a significant impact on the ability to deliver digital transformation but I believe a positive aspect of this is that it is forcing a closer look at what can be re-used within an organisation with integrated services helping to leverage current investment.
  • Empowerment is an important driver in the delivery of services for staff and victims / witnesses / offenders within justice processes. In the last session of the day Susan Gallagher (Acting Chief Exec at Victim Support Scotland) demonstrated how far they’ve come in digitally transforming the charity to be truly focused on user (victim) needs. Interesting that a charity can move so quickly compared to government organisations…

Sopra Steria’s service design approach puts the user at the heart of the process. It challenges you to examine the pain points, map out the business needs and customer expectations and identify the required outcomes. It enables you to understand what is needed to change ways of working.

If you’d like more information on our approach to service integration or service design please get in touch – leave a reply below, or contact me by email.

Reflections on London Technology Week 2016

 Last week our feet didn’t touch the ground. Throwing ourselves into the annual jamboree of London Technology Week, we were blown away by the vibrancy and energy of the experience. As a dynamic, innovation team, we’re always open to great insights from the cutting edge of tech. And yet, we made surprising discoveries, courtesy of the tech festival’s diverse contributors, on the four consecutive ‘Digital Breakfast Bites’ we hosted.

On Monday, for us it was all about the challenge of moving beyond the prototype. In a lively canter through Blockchain, we investigated the state of play for shared ledgers and how this seemingly unregulated and risky technology can not only work alongside a large enterprise, but be used to enhance their regulatory compliance and security.

On Tuesday, we learnt how great service design is shaping the banks of the future. Stepping out of the wilderness of fintech, we discussed how the foundations of great UX and customer centric design are shared across all industries, and how a fundamental grass-roots upheaval is required by the big players in the banking sector to keep up with innovative new challenger banks.

Wednesday saw us enter the store of the future, with a whistle-stop tour of the technologies and interfaces that are being used to engage with the customer. From virtual reality to motion sensing, we explored how all digital experiences are linked by the fundamental desire to gather and analyse data and to better understand our customers.

On Thursday we traversed the vast reaches of ‘Digital at Scale’, where large enterprises tackle the nexus of digital technology and legacy platforms. We saw how the two, apparently irreconcilable powers can have a symbiotic and not mutually exclusive relationship.

And that’s where we left it – with belief in the reconciliation of two opposable forces to achieve a transformational outcome. Quite apposite you’d think for a week marked by a referendum of tumultuous consequences. When the dust has settled we’ll still be reflecting on the great experiences we has as a London Technology Week host. Bring on 2017.

Did you participate in a London Technology Week 2016 event? Leave your comment below, or contact me by email.

Improving outcomes with multi agency partners

I was recently speaking to a senior local government officer about her experiences of the difficulties in creating shared services and multi-agency arrangements with local organisations. We agreed that the logic of collaboration to improve performance and generate efficiencies is compelling, but in practice achieving such arrangements has proved to be more complicated. We concluded that although the business logic is often sound one of the biggest hurdles to climb is the practical issues that often have to be overcome to create collaboration.

These difficulties may surface because of differing priorities, differing funding methods, complexity or just simply due to timing.

Recently Sopra Steria has been considering how our experience in developing IT and digital solutions can support the development of the multi-agency arrangements that are becoming more and more important in improving outcomes in some of our most crucial public services. Increasingly, agencies are coming together to ensure that by working more closely together they can improve outcomes to particularly vulnerable sections of the community. We see many excellent examples of partner organisations coming together to break down traditional barriers to put the service to the customer to the fore- front.

However, as in my recent conversation, we often hear how difficult it is to achieve and also how difficult it is to achieve the desired outcomes even when arrangements are developed. It has become clear that whilst multi agency approaches are now being seen primarily to support safeguarding and protection agendas. There is also further opportunity to embed the approach across the public sector to improve wider outcomes and to perhaps support more efficient ways to deliver diverse services.

We have considered how we can best support multi agency arrangements through initiatives such as improved use of shared data to support strong business intelligence and analytics that can help to predict and understand service demand. But, in a recent thought leadership paper, we have also considered seven key steps to consider when planning and implementing a multi-agency initiative. We believe that these steps will help put multi-agency programmes on the right footing from the outset, and create an environment where the specific challenges can be openly and constructively addressed.

  1. Challenge the way things are done culturally – treat it as a cultural and business process change programme for all, rather than imposing any one approach
  2. Contain multi-agency initiatives within relatively small localities – use data analysis to agree an operational boundary based on common need, not organisational simplicity
  3. Build services around the individual – involve service users in the design process
  4. Understand stakeholder needs – build a vision that can be shared by all
  5. Think collaboratively as part of your stakeholder awareness – agree which services are best delivered together – from a strategic and operational perspective
  6. Develop data sharing protocols – agree how data about an individual will be shared securely to deliver the best results
  7. Include cross-sector partners from the public, private and third sectors – consider innovative contractual arrangements that share risk or reward outcomes

Read more in my thought leadership paper “Embedding the Multi-Agency approach” and I welcome feedback on the seven step approach and your view on whether this is useful or if we can improve it from your own experiences. Leave  a reply below or contact me by email.