The way we pay has changed from coins, to paper money, to plastic cards. Now we’re on the brink of the next big shift.

I am definitely looking forward to not having to carry around my wallet :)

Inforgraph on the future of mobile payments

Dieter Rams, who was featured in critically acclaimed documentary Objectified is one of the most influential design gurus in the world. He has created countless products for Braun, the German white goods company. And he is a man who has influenced Apple’s head of design, Jonathan Ive. Here’s a piece of what he wrote exclusively for the The Daily Telegraph about what makes Apple special:

“Without doubt there are few companies in the world that genuinely understand and practise the power of good design in their products and their businesses. Probably the first example was Peter Behrens and his work for the German company AEG, in the early part of the 20th century. He might be considered to be the founder of corporate identity. Adriano Olivetti was close behind as he transformed his father’s Italian company, Olivetti. Having become aware of this scarcity at the start of my career in the 1950s, I am sorry to report that the situation does not seem to have improved to this day.

I have always observed that good design can normally only emerge if there is a strong relationship between an entrepreneur and the head of design. At Apple this situation exists – between Steve Jobs and Jony Ive.

I am always fascinated when I see the latest Apple products. Apple has managed to achieve what I never achieved: using the power of their products to persuade people to queue to buy them. For me, I had to queue to receive food at the end of World War II. That’s quite a change.

They understand that design is not simply an adjective to place in front of a product’s name to somehow artificially enhance its value. Ever fewer people appear to understand that design is a serious profession; and for our future welfare we need more companies to take that profession seriously.”

Apple is probably the only tech company with a head of design. This makes them both a tech and an industrial design firm… And actually marketing can be added to the mix…

Does the earthquake came at the “worst time” as Japan struggles to reduce its massive debt?

Japan might well benefit from any shakeup that encourages entrepreneurship from the ground up, increases competitiveness and imposes change on the decidedly change-resistant bureaucrats who really run the nation. For years, pundits said only a major crisis will bring about change in Japan. March 11 provided the shock; leaders just need to act accordingly.

Yet in this time of devastation and uncertainty, Japan has shown it runs well on many levels in spite of its government. This is a moment for sorrow and reflection, yes. It’s also a time to look ahead to brighter days. They could indeed be on the way.

My thoughts and prayers for the Japanese people.

Tufte’s initial work will be on the recovery.gov website, which is the primary way the board will conduct business transparently to the American public.

Wonder if he brought his own litter of kittens, or will be borrowing them from DC shelters…?

We should all start an accessibility push in our organizations, here’s why:

• There are about 60 million people in the U.S. who can’t use a computer to get on the Internet in the normal fashion. For those people, a mix of screen reader software, keyboards with special buttons, and even motion-sensing Web cameras must take the place of the mouse and QWERTY keyboard.




• With a rapidly aging population in many parts of the world — notably the U.S. — accessibility requirements will become useful for today’s crop of baby boomers as they grow older




• In order to do business with the U.S. government, companies must comply with Section 508 of the Rehabilitation Act, which insists that electronic and information technology products sold to government agencies be designed with disabled employees in mind, and that government services produced by contractors consider disabled citizens in equal measure.

Performance, internationalization, and accessibility are not a feature, they should all be standard.

Why is finding direction (or strategy) so rare, so difficult? One reason is that creating the strategy is different from execution.

You have to stop and take time to find the direction. You can’t run while you’re reading the map.

And this is the potential problem with popular methods such as:

• iterative design
• rapid prototyping
• agile development

…which are great and all, except when there’s no well-thought-out direction to go in.

So be forewarned – it’s hard to be a strategist. People prefer action. “Ready-fire-aim” sounds so much more exciting and appealing. “Do something!” they say – and it can be hard to sit down and say hey, let’s take at least a couple of days to think about who our customers are and talk to them about what they need.

Speaking with the customers refines and narrows the direction. After all you are fulfilling their needs.

From the book The Design of Everyday Things by Don Norman.

The challenge is to be of service without becoming servile. We shouldn’t elevate any customer to the role of superior being, but treat each with human respect.

The key to becoming a stellar service provider lies in making only responsible commitments. This requires not simply being knowledgeable about what must be done but “no-legible” about how preferences resolve into satisfying results. We must know how and when to say, “No,” because no one can know what will finally emerge as best. Client and designer will have to discover what constitutes best, and this always means stumbling through some uncomfortable territory together.

It’s crazy how much more satisfying to it is when you are able to present an even better solution to the problem they were really hoping for when they were offering suggestions or ideas.

Of course you’ve heard this Henry Ford quote a hundred times:
“If I had asked my customers what they wanted, they would have said a faster horse.”

Or Tom Kelley’s (IDEO’s general manager) translation of that:
“Customers don’t envision the future, they inform the present.”

1. When ignoring an experienced and talented designer, your organization will only waste more dollars “trying out” everyone’s ideas, testing what’s been tested, ad nauseum, etc. 
2. As far as handling feedback, I don’t think it’s the designer’s responsibility to manage feedback process. Typically, a designer is hit with competing and often conflicting feedback from every direction– an overwhelming experience that often includes a healthy dosage of office politicking. The design team manager (or any manager) should set rules for unsolicited feedback. I think designers should not be forced to balance conflicting executive feedback. 
3. Design input is always valuable and fresh eyes often can see overlooked design weaknesses, but a business/client should understand years of design experience is worth something. 
4. Being a good designer is not only a matter of creating great work, but being able to work with various stakeholders to successfully deliver the project.