A Sustainable Train of Thought

An Architecture of Urgent Matters

Tuesday, October 31, 2006

Pseudo live-blogging of a presentation by Maurice Cox at the GSD.

You can complain about the building codes, or you can get involved and change them…

Premise: there are some urgent matters, and some issues which can be weeded out which are not urgent. What you do has incredible relevancy when applied to matters which are truly urgent.

Two cases: one where you have the authority to make changes, and one where you’re leading, but nobody has given you the authority.

Maurice Cox grew up in Brooklyn, saw the decline and disinvestment within the community as it turned into a low-income neighborhood, and this influenced him to explore what influenced these changes and he as an architect could do to reverse this trend.

Thomas Jefferson equated design with happiness.

How to develop an architecture of trust when the public understands the implications of the tools architecture uses—typically planning and architecture are instruments of power. (discussed while showing how the downtown of Charlottesville, VA was razed and rebuilt with the “downtown of business” in mind.)

Using design for its transformative power. Thinking about the risks involved (political and otherwise) related to change.

Charlottesville: why grab adjoining tax base when you can create your own. Look at the entire city as an organism, a whole. Finding a way to strategically increase density.

Design thinking is applicable to problems which may seem political or social.

After defeating plans for a maximum security prison near their town, the community came together and leveraged their capacity for action and design to redevelop and rebuild their own community.

The development process of six years was one of matching their values to reality. Within the community, learning the tools and developing the capacity for transformation—there must be a sense of urgency behind it.

Richmond, VA – a ten-year process of change, zero-displacement, mixed incomes. Involves over 15 different stakeholders.

New Orleans, LA – How to respond to the grass-roots, citizens desire to rebuild.

The Global Green Competition – rebuilding with a focus on green, sustainable designs. How to integrate services (childcare), hydroponics on the roof, and solar panels and louvers.

Moss Point – reached out to Maurice Cox to learn more about the redevelopment process. Engaging in a door-to-door survey to understand the concern of the community prior to resolving problems and designing.

Biloxi, Mississippi – FEMA’s new Flood Elevations and its impact on architecture. (Structures must be 12 feet above flood level—leads to houses on stilts with many stairs.) Design constraints…so how do you challenge those constraints? Through a design fair (sponsored by Architecture for Humanity), architecture models presented to the community and engaged in a dialog with the designers. They began to express preferences and make choices.

(Unfortunately, several slides were missing from his presentation due to some problems with Powerpoint)

QA Session: need to pace the changes at a rate people can absorb them.

Visual communication skills are the most effective tools in the process.

Written by Dave Chiu | Filed in Live-blogging, Professional, Community, Social Sustainability, Architecture | Comments (1) | Permalink

Architecture and Situated Technologies

Friday, October 20, 2006

A bit of delayed live-blogging for this conference in NYC…

Usman Haque was the first speaker and I didn’t think to begin blogging until Victor prompted me over iChat. I’m already doing a write-up for the conference for their evening session, but it’s going out only to the IDC mailing list.

One of the more (personally) interesting comments he made was “most people are familiar with Arduino”. Arduino, as you may know, originated out of IDII and the Wiring project, and it’s nice to see how far it’s gone.

^^^^

I’m going to take a different approach to this live-blogging format and just add stuff to the end: it gets a little too confusing for me to keep adding stuff to the beginning, and it is problematic when reading the final product as it becomes very Memento-esque.

Peter Hasdell is the next speaker. He’s talking about Second Nature and the Digital Wild. He’s shown potato and lemon radios, and some physical “creatures” that interact with people, basically asking the question of whether technology must be use-driven. What exists between scripted and unscripted behavior?

Personally, I find these interesting questions, but lacking in a particular…urgency. Obviously anything technological done on a small scale is more or less harmless, but once it scales to large-scale production, seemingly minor problems magnify: resource-use, electronic waste…

^^^^

Michael Fox is next. Why hasn’t architecture done more with engaging the future? is it a fascination with forms? The economics of R&D dictate innovation: architects don’t invent very often. What does R&D have to do with being visionary?

The format for this morning is very quick presentations followed by a group discussion, so there’s a lot of information flying around but not much in the followup at this point. Maybe the conversations will reveal more.

“How does the environment teach us to use it?” He’s got several examples of full-size, large scale prototypes that people can walk around and interact with, and learn from the process (both creators and users). One project is in LA where paired balloons react when people bump into them, deflating and inflating until the person leaves and the system returns to a state of rest.

Not experts, but know how to communicate design intent.

^^^^

Natalie Jeremijenko What’s the difference between a security camera and a camcorder? Unequal access to data: you can’t access the security data. Asymmetrical access…Her talk is basically looking at museums, the types of interactions within them, and the assumptions we currently hold about how to behave in museums.

I might note right now that the WiFi access at this venue, while appreciated, is HORRIBLE. I keep dropping my connection…I know my Powerbook has WiFi issues to begin with, but this is way beyond what I’d consider normal.

She’s showing off SoundSystem, the Tilty Table, and some other projects, talking about the differences in interactions with the devices based on the social resources around them at the moment.

^^^^

Post-lunch posting…

Anne Galloway – the panopticon, convenience and security, devolving management to the level of the consumer. Difficult to have recourse if there are no human beings attached to the process. Where do you locate responsibility and accountability? The citizen’s responsibility. “Power is a negotiation.” What kind of intermediaries are we talking about?

Anne has an abstract of her talk on her blog Purse Lip Square Jaw.

^^^^

Question session: fear is fear about belonging?

Well, the live-blogging isn’t working so good as the internet connection isn’t cooperating…so just some random notes I took while listening to the presenters….

Jonah Brucker-Cohen – the rsstroom reader

^^^^

“Karmen Franinovic”http://www.zero-th.org – Transforming behaviors through interactive art

^^^^

Richard Coyne – Voice as spatial determinant – how large the space, determined by how far the voice carries? Pantagruel’s encounter with frozen words: in space, cut off from being. I actually like the image this conjures as it reminds me of Beowulf for some reason, probably the concept of transition between the oral tradition and the onset of writing.

^^^^

Photos will be posted on Flickr.

Written by Dave Chiu | Filed in Live-blogging | Comments (0) | Permalink

Identity and Identification in a Networked World Part 2

Saturday, September 30, 2006

Questions: Negotiation not in the favor of the weaker party.
—-

Toward an Archival Approach to Digital Identity Management
Fred Stutzman, Information and Library Science, University of North Carolina

Transitive states of identity is called into question…it’s all recorded or can be recorded
Document states of identity

States of identification:

Verified: credentialed and verified, uniquely identifying
Pseudononymous: non-verified, uniquely identifying
Anonymous: lacking verification

Identity control – agency control, source control, network control

OpenID, MicroID

http://www.ibiblio.org/fred/
http://claimid.com/
—-

Selling Your Self: Examining the Ethics of Identity 2.0
Alice Marwick, Culture & Communication, NYU

Difference between identity and identification online

Liberty Alliance

Identity 1.0 drawbacks: Multiple logins/passwords, Identity context (myspace vs friendster vs flickr), Data collection (data aggregators, behavioral tracking, search engines), Identity fraud (theft phishing)

Identity 2.0 pros: – Single sign-on – Identity providers – user control – choose which identity to present when and to who – decentralized

User agency – does software five users control over their own information? – multiple personas? – software choice? – opt-out?

Openness
-open-source/open-standard – developer/uiser/citizen/participation

User-friendliness

Data protection

OpenID – opensource standard – url-based standard. store information on your site in microformats

ClaimID is using it, livejournal

the strength lies in openness and participation
the user-friendliness of single-sign-on is good, but the implementation is bad,
data security of the site that’s storing information is a problem
the more sites you visit, the more valuable this technology is

CardSpace – Microsoft’s Identity Metasystem – tied to a single computer.

more ambitious that OpenID, but problematic because infocards are issued by identity providers and tied to a physical computer

nothing to prevent Amazon.com from abusing information

conclusions
Solution to ID 1.0 problems?
Facilitate new forms of data gathering and aggregation
Interplay between user-provided data and monetization needs continued scrutiny
Disconnect in thinking about “identity”?

http://www.tiara.org/blog
—-

Managing Identities and Moral Identification
Noemi Manders-Huits, Delft University of Technology, Netherlands
—-

The Emerging Age of Who
Dick Hardt, Founder & CEO, Sxip Identity

Identity is a sense of continuity.

Identity and personas – personas change over time

past behavior predicts future behavior (?)

packaging identity (driver’s license)

Infocard

federation model – circle of trust

Agents: trusted sites, portal, school, bank, government, trusted application like Microsoft CardSpace.

Relying party trusts the issuer, and the privacy aspect lies in the acquisition of the claim is separated from the issuing of the claim

one central place for authentication
—-

Demonstration: TrackMeNot
Furman 210 Helen Nissenbaum & Michael Zimmer

Obfuscating your search queries through periodic submittal of false queries.
—-

Identity within Social Networks: The Creation of freeFormed.org
Megan MacMurray, Nanna Halinen, Catherine Colman, Jungmin Oh and Yonatan Kelib,
Interactive Telecommunications Program, NYU

Enabling people to place their contacts within particular groups. Much more granular application of filtering/sorting.
—-

Friends, Friendsters, and Top 8
Danah Boyd, School of Information, University of California – Berkeley

Who counts as a friend?

Take cues for behavior in social networks based on those who brought you into the social network.

Motivations: – You are friends/acquaintences – socially inappropriate to say no – attention, popularity – fan of person, band, celebrity – identity signal – expand visibility (Friendster) – Bulletin and blog access (MySpace) – To see a private Profile (MySpace,FB) – As bookmark – Easier to say yes than no

People started gaming the social network…”9,000 closest friends” aren’t your closest friends, but people that you want to pay attention to

My Top 8

Change of context within MySpace and Facebook – used to be just the people you knew in a particular context, but now the contexts are mixed: Burning Man, your professor, your mom.

Stokely Carmichael – when speaking in person to different groups could addresses them “appropriately” but when appearing on television had to use a single voice, had to make a choice.
—-

The Cost of (Anti-)Social Networks: Identity, Agency and Neo-Luddites
Ryan Bigge, Communication and Culture, York/Ryerson University, Toronto

Henry Jenkins – “The early discussion of the digital divide assumed that the most important concern was insuring access to information as if the web were simply a data bank. Its power comes through participation within its social networks.”

Neo-luddites

Against Technology – Steven E. Jones – “Many people who identify with the term “Luddite” just want to reduce or control the technology that is all around us and to questions its utility—to force us not to take technology for the water in which we swim.”

Protocol is to control societies as the panopticon is to discipline societies…

Two-thirds of Facebook members log on at least once every 24 hours, and the typical user spends 20 minutes a day…

“Participation as a form of labor – they are not so much participating, in the progressive sense of collective self-determination, as they are working by submitting to interactive monitoring.” – Andrejevic 2004

subcultural capital – hair cuts, clothes, shoes, etc.
sociotechnical Capital – Paul Resnick

“If you don’t have a facebook profile, you don’t have an online identity.” – Chris Hughes

isolatr
—-

Question to Jason: Is there a niche for, say, credit cards, that don’t share your personal information or otherwise take steps to protect your privacy?

Question to Jason: Rewards programs: how is that information shared between companies?

In Canada, limited sharing of information. Opt-in to have information shared. Geared towards the notion of “give us your information and we’ll solve your problems!” Companies play it up as a trusting relationship, that it’s to your advantage as a consumer to give us this information.

CLTV – customer lifetime value – how much are you worth and what level of service will companies offer you?
—-

Space 2 B me: A thesis on teen identity construction in instant messenger
Evelyn Grooten, New Media and Digital Culture, Utrecht University, Netherlands

Identity as a set of characteristics as shown in computers that we don’t have control over

Online disembodiment theory

No race and ethnicity online? Is the body important? Identity is shaped by a combination of appearance, words, thoughts, expectations, et cetera.

Define identity: Emile Benveniste, Judith Butler, Justine Cassell, Erving Goffman, Jos de Mil, Stuart Hall

Other ethnographic studies: Lori Kendall, Annette Markham (humorous writer), John Edward Campbell

Identity is the set of identifications you have.

Instead of using static names in IM, defining themselves via events or via relationships with others.
—-

The rewards of identity: Pursuing and targeting consumer surveillance
Jason Pridmore, Sociology, Queen’s University, Ontario, Canada

Loyalty programs:
“They represent a glimpse of life when some version of our reputation travels with us wherever we go.”
John Deighton – “Consumer identity motives in the information age.”

Loyalty marketing – First: reward loyal customers – Second: gather consumer information

CRFM, KDD

Retailers desire to tie transactional data directly to each customer
Use of: – phone number requests at register – warranty card survey – promotions and contests – loyalty and rewards cards

Frequent Flier Programs – supplement hotel, car rental and supermarket programs

Points as a new form of currency

Approximately 41% in the US carry at least 1 loyalty card, 76% of all Canadians carry one
Air miles – 69% of Canadian households
Shoppers Optimum Card: 50% of Canadian Women
Air Canada’s Aeroplan: 27% of Canadian households, with 92% of business travelers

122 million in the US & 25 million in Canada

Internal definitions of self (personal identity)
External impositions of classifications (institutional and quasi-institutional identifications)

Corporations pay the consumer for their loyalty – consumers “get something for nothing” but the nothing is identity and it has some value.

“points get you something”
“we can serve them better”
“we are going to learn more about you and be better at solving your problems”

development of a customer relationship – relationship based on a continual analysis of consumer data, and the consumer’s “identity” is subject to a number of “overlays” – means of identification

Enrollment data – Transaction – Third Party information (geo demographics, based on your ZIP code, they know something about you) – Market Indicators

Corporations thus suggest this provides a “total” or “360 degree” view of the customer

Corporations see this as a process of managing people and changing their behavior

Consumption as the focus of “systematic management” – process of overlaying data creates value but also creates distinctive consumer catergories – categories of risk and profit

Reduction of the consumer to a set of statistically relevant points that fit into a predictive model – consumer is seen as malleable

These forms of identification have particular effects

”...as consumers we appear to be directed down certain predetermined routes of consumption which ensure that consumerism is ultimately as constraining as it is enabling”
Steven Miles “Consumerism – As a way of life”

Recognize use of cards: – as expressions of personal identity they are indicative of desires and lifestyle, yet these forms of identity always have to be confirmed – facilitate forms of categorization and establish institutionally-defined definitions
—-

Fitting identities into preset boxes: reflections on the case of medical records
Valentina Lichtner, PhD, Centre for HCI Design, City University, London

Interpreted, Represented, Recognized

Considering the case of collecting information from people who “preserve their rights” by presenting a limited view of their identity.

Staff may add information to the description based on their judgement

Receptionist: What ethnicity are you?
Patient: African British
Receptionist: Doesn’t work… [doesn’t match the pre-set categories]
Patient: It does, you see, most people are mixed.

The representation of a patient’s identity will differ depending on the structure of the record, the information required, the needs of the system.

Traditional Muslim naming system – the surnames don’t necessarily match up. Proposal to change the surnames to match the system’s needs.

Western databases impose a Western identity to people from different cultures.
We’re not necessarily the same as the information about us.

Comment: Nation-states imposing the requirement of having names.

The second day of Identity and Identification in a Networked World

Written by Dave Chiu | Filed in Live-blogging, Professional | Comments (2) | Permalink

Identity and Identification in a Networked World Part 1

Friday, September 29, 2006

Gotta run, but will be back tomorrow with the second half of this conference…

Some grad students are presenting projects:

Alex Cameron

Eddan Katz

Lorraine Kisselburgh – geolocational privacy

Olivia Nellums
—-

First up: DRM and the Automation of Virtue – Ian Kerr – idtrail.org

Norman Rockwell’s “Triple Self Portrait”

Lunchtime at the Grocery – colossal supermarket: serve yourself

Information wants to be free: Stewart Brand – information wants to be free. information also wants to be expensive. this tension will not go away, and it will get worse with each generation of devices.

DRM: adding a 4th layer of protection – in the US it’s covered by the DMCA (digital millenium copyright act)

beginning with the first layer: copyright law -> contact law (eula) -> digital locks (drm) -

Written by Dave Chiu | Filed in Live-blogging, Professional | Comments (0) | Permalink

Emergence 2006 Day 3

Sunday, September 10, 2006

Panel discussion: The Future of Service Design with Jeanette Blomberg, Mark Jones, Rick e. Robinson, Jennie Winhall

Jeanette Blomberg – IBM

What’s different about services? deeds, acts, processes or performances; activities provided as a solution to customer problem; intangible and perishable, created and used simultaneously

designing for participation…co-construction of value in service relationships. respect for the different kinds of knowledge people bring to the participatory framework, opportunities to learn about different domains

industrialized service delivery. How do you leverage IT to enhance the client experience, not just reduce costs?

Mark Jones – IDEO

what are service designers being asked to do? technology (in broad terms. implementation, delivery mechanism), strategy (where to next?), experience (user/customer experience, bringing the strategy to life)

1) service design details the user experience: technology-driven motivation, design the website, not the strategy or the technology.

2) service design makes a strategy tangible: design the experience for a strategy, with technology as a parallel development. the goals have been set, so how do you achieve those goals? Phased roll-out of changes shown in a roadmap. relationship with the company has grown

3) Experience focuses and drives strategy – experience and strategy drive technology (implementation investments). Companies asking, What do we do next? What is my ad campaign, role in the marketplace?

What should we be prepared for? More complex projects, longer time frames, bigger teams, working with more diverse skills sets, working across many parts of the organization, designing for multiple touchpoints at the same time, serial projects.

Rick Robinson – Luth

a service is a product, products are a tool in some way, a service is something someone uses to accomplish something, you don’t consume it, you use it. What you use it for is not a given.

services are plastic, they have a more adaptive nature than hard products. every instance of service delivery is different, altered as they are delivered, evolutionary in nature

changes how people act and think – not balancing the checkbook on saturday morning, the concept of where money is stored is even more abstract.

dirt = matter out of place

weed = plant out of place

works for gossip too…

making, not simply discovering, things to think with should be what research does for design and the design process. those models have application even when the original thing you studied changes.

longitudinal research (fallen out of favor) – kinsey report, 7up 21up 42up

watching the same people over time instead of watching lots of different people at the same point.

communispace ongoing research about the brand, a relationship is maintained

on youtube: “noah takes a picture of himself everyday for 6 years” develop a multidimensional understanding of people, everyday at scale

sarkar, rheinfrank, and hegel’s “digital platform”

longitudinal research is harder, but it’s more interesting and more valuable and relevant to service design.

Jennie Winhall – RED Design Council

concentrate on making public services better, for an economic and political sense…to have people build our companies and economy in a country, the public services offered those people must be sufficient to support them and be attractive

the public sector has to compete with the private sector

breaking down power relationships (doctor, patient) to create a space for both parties to interact on an equal level

Discussion:

experience of services cuts across many different companies. maybe research will become a syndicated model, with multiple companies studying the same people at the same time

danger in over-designing services (ezio manzini’s point about theme parks), design has aspects/perceptions of “spin” and covering up, which aren’t good when talking about involving design in government, for example.

embarrassment service in spain: if a person owes someone else some money, the service has someone stands outside of a person’s home/office/business dressed in a particular costume until the money is paid.

Q: what is the difference between service design and management consultants? management consultants we very good at creating a strategy, but weren’t very good at bridging the strategy to the experience. operations people were left to make decisions. another kind of management consulting involves implementing technology. Service design can bridge the gap between the strategy and the implementation. See Oliver’s presentation. =)
——-

Daniel Letts, service usability:

three apologies – most people can pay attention for only 20 minutes at a time, the title is wrong (most service DO deliver, but not in the right way), and he’s not talking about service design

Majority of company efforts is placed in understanding products, not understanding their customers

not testing = bad services = bad business

“49% of US and UK consumers said poor service led them to change service providers [in the last year]” accenture 2005

goals: less churn, increase advocacy

apply the methodologies of online usability to the offline world. don’t open multiple windows, type other addresses in to change pages…so why do phone banks do that?

proposition, accessibility, usability, experience, expected (effectiveness over time) – the provider’s perspective.

service lifecycle: invention, usage, feedback…most research happens at the ends (invention—focus groups—and feedback—customer satisfaction) but what about the gap…what about the usage?

service usability, end-to-end benchmarking

service usability v. traditional research
real time, don’t just listen to what they say, look at what they do (the path doesn’t meet the need)
not just the user’s perception – see reactions and body language to the service journey facts rather than memory
whole picture, not partial – look at the whole user journey, not just customer satisfaction
specific, not generalist – look at the particulars, ask specific questions related to the customer journey, not an “overview” of the experience.
actionable no abstract – what, how, when can you actually do to improve the service

only by looking at the whole journey in real time can you understand what’s going wrong…it’s right in front of you.

what do customers need, rather than what they want?

The Stupid Company – you have to believe the customer, you can’t pay lip-service to the consumer. it’s not enough to use the language of the customer.

How Service Usability does it:

listen to users, look at how they actually use a service, learn what’s bad and what’s good, measure, take the measure back into the system

basically: The rigorous application of common sense.

the SU index: proposition (what is the service?), experience (what is the experience of using a service?), usability, accessibility

take the four dimensions, having shadowed the user’s journey of the service, ask users questions about touchpoints, problem areas, and get scores from them about those components and distill down to a single number.

the one number you need to know…too much research is crippling and useless…what is it that you need to know (for enterprise: are customers recommending the company?)

Audit and benchmarking: user centered, holistic, contextual, measurable, usable.

Top ten problems and top ten quick fixes, visual map of the journey with problem points highlighted, areas of opportunities.

how people are using it: one-off, iterative audits at the moment, but would like to move to strategic (always used by companies).

clients are acting on their recommendations.
they like the top 10 lists
they find the SU index a very useful indicator
there’s quite a tight range of scores (between 5 to over 7)
spread of issues across dimensions varies completely
performance of touchpoints varies enormously (not necessarily learning from counterparts in the industry)

there is a large perception gap between those who use their MPs and those who haven’t used their MPs. 30%s vs 70%s

before going to the design phase, understand the current situation

Q: is the index absolute? yes it is

Q: is the ranking done by the user? yes…so how do you scale it up? (i.e.: how do you move beyond the individual into a larger sample size?) take the questions and give them to

Q: how far along the supply chain do you look? yesterday talked about repairing the asphalt so that the person doesn’t break their leg so they don’t need a hip replacement. how do you scope what you are measuring? it’s best when it’s focused.

Q: what is the methodology? shadow users using the service, don’t set up a controlled environment. interview in and around that shadowing, then go back and ask questions/interview.

Q: why service usability and not live|work? Don’t want the company designing the service to test it. also a different perspective/focus in shadowing instead of viewing it as an initial part of the design investigation. Also doesn’t suggest that companies have to redesign their entire service…it’s just an audit.

Q: can the learnings from SU feed back into the service design process? probably yes, but it’s still early….
——-

Birgit Marger:

Gulliver (survival station for the homeless)

Investigating customer needs: the homeless need an address for applying for jobs, looking at public bathrooms, empowerment (the homeless running their own outreach program), create visualizations through physical models to help others decide whether to follow through on the project.

Service Design Professionalism: development of language, theory, methods, practice

Siemens – the Cooper method of developing personas is too complicated, need an easier way to develop this component, to communicate it better.

Lufthansa – storyboarding and enacting

Customer journeys, touchpoints, prototyping – you pay for insurance, but you never meet them until something goes wrong…just the bill. So how can you develop and maintain a relationship through means that are not the primary focus of the company.

Security check at the beginning of summer, maintains relationship and can also reduce the insurance premium (and opportunity to cross-sell, enter the home of the customer)

Long customer journeys.

Service design awards – first one: international design prize of switzerland.
new award in 2006 – future institute

service design exhibition – from servants to service: what role does service play in the home (servants, slaves), how modernization and industrialization changed service, and how now services reenter the home through companies.

establish service design within the design community and the business community

Need to establish design and service design as a valid and competent partner with industry.

10-card set of basic rules of how to approach service design. given to industry, which is excited to understand something through the simple explanation and connection to their needs.

1) Look at your services as products
2) Focus on the customer benefit – who are your customers and what is the benefit to them
3) Dive into your customers world – show the experience from the customer’s perspective
4) Look at the whole picture – the whole customer journey: before the consumption, throughout the consumption, and after the consumption – look at customers, but customers of your customers. prolong the view of the service
5) (missed this one)
6) Create perceivable evidence – make the service visible – folding the toilet paper in the hotel as evidence of the bathroom cleaning, which is an otherwise invisible service.
7) Strive for a standing ovation – it’s hard to deliver wonderful service, need support of employees to create and deliver good service
8) Design for flexible standards – services are alive, must react to different situations, demands
9) A living product – continuously learn from employees, customers, benchmarks
10) Create enthusiasm – internal marketing and external marketing

Service design experiments
“the art and science of service” – genres of service, style of service (style sheets: no-frills, hip-hop, luxury – people, profiles, places)
project within the school, testing on students. experiments within university.

experiments to research – translate experiments into research.

research investment: 3121 euro per person for production industry v. 67 euro per person in the service design industry

sedes research – service design research

1) service specific notation and organization – customer-centric organization instead of organization-centric organization, from tailored linearity to complexity and dynamics, integrate functionality with harmony and beauty

The art of service – looking at theatre and movies, how do they storyboard, scriptwriting, rehearsals, improvisation. Do the same with music and dance, how you score, orchestrate, how notations and choreography work. Probably turn this research into a book.

service organization and service notation

2) design language for service – gestures of service. what gestures are used to welcome, greet, rituals, rolling out the red carpet. measurement and metrics of gestures.

3) globalization of service – international service culture – what are the cultural demands on services?

Service design network – manifesto

Q: the examples of services tend towards vertical integration (within an airport terminal, a building, a company), but if the focus is now on the customer, how does this change the nature of how companies interact.

A: the service chain will have to make sure that customers can transition between them without stumbling

the theatre of puppets – if the service mind isn’t there, are the gestures empty?

Written by Dave Chiu | Filed in Live-blogging, Service design | Comments Off | Permalink

Emergence 2006 Day 2

Saturday, September 9, 2006

Closing keynote

Oliver King – engine

(the slides will be available online…I can’t keep up with them)

The passage of time in design.

Engine’s goal was to take product design upstream to define the brief, not answer it

touch points are only the interface…began with innovation management, then ideation, then path finding, then service design.

idependent stratefic planning team that can help you to identify where, when and how…

focus on the “translation space” : translating between strategy and implementation

design is a creative process by which economic, social and aesthetic value is first imagined, shaped…

design is a way to make things better.

population growth is driving a lot of changes: diversity of people, needs, more competition, more waste, more confusion, more potential conflict….

results in less recognition and sense of identity.

this puts pressure on public services…

at the end of the day, we all need to see ourselves as service providers.

the progression of economic value: coffee beans to starbucks, generating value (reducing cost to serve, getting customers to spend more)

Demos (think tank) has a publication on service design in public sector

DIEC – design education and innovation center

how do you go about measuring improvements?

measure u2de2: useful, usable, desirable, efficient, effective

+2 things: differentiated, consistent (across encounters with service spatially or temporally)

working in the translation space: advertising, training programs, retail strategy, proposition development, assessment models for self-service counters in supermarkets, how to evolve a product brand to a product service strategy.

Discovering (virgin atlantic, possible to redesign the passenger experience onboard)
Informing (telling companies about how their products actually work)
Exciting (visual business cases, understanding the business model behind something, inspiration)
Optimization (teaching to fish)
Specifying (what is the service experience like? blueprinting everything: principles, metrics, processes, business models, guidelines, messages)

five fundamentals of service: systems, value, people, journeys, propositions

aligning user values with provider values. internet banking is great for banks: no physical property. great for users: do it online, not walk to the bank in the rain.

systems:
people: understanding the part people play in providing and designing services and how to include them
journeys: service over time, change over time
propositions: must be compelling for people to buy into them

identify, build, measure

service design: systems thinking. relationship mapping (literal and tacit). service blueprinting (going through the service, hour by hour, what needs to change, requirements, costs, time). design research. research probes. customer personas. communication. authoring (synthesis of information/results/research). process design. innovation networks. tools for design. participation. facilitation (listen, understand). visualization (hear, interpret it back). prototyping.

case studies

orange: investigations, insights, redesign.

the phone bill: redesign, evolve, transform, repackage

local bills (what’s going on around your local area), photo and text bill (sending photos back to you as stickers), sunday bills (turning the bill into a publication that people pay for).

great to have big ideas…how to implement them? Change is Very slow in big companies.

Virgin Atlantic: talking about a river, with personas “flo” and “eddy” to describe the types of use

journey mapping, stage by stage, what are people doing, what is the existing experience, how the experience will change. how long does it take from point a to b? what happens if your bags are too heavy?

establishing service envy: where should they show off, where is it less important?

establish a customer-centric journey: what’s the passenger’s ideal check-in experience?

the first ten yards of entering the airport…cognitive overload.

Challenges:

Education – new skills and aptitudes, new competition. how do you go about recruiting service designers?

New language for clients – a shared language of service…”moments of truth” “channels”

Methodology – selling process, clients buy process. the front-end confidence belies the chaos of the process. =) Need to effectively describe the process, language.

Is service design anything new?
services have been designed for many, many years. designers can add to that process, a new approach.

Differentiated – management consultants are good at cross-fertilization and optimizing best practices, but weak at creative development through to propositions. They run the numbers, but not beyond that. Designers can take the numbers and bring them to life.

Advertising agencies – big ideas and planning campaigns, weak at fulfilling the ideas and making it real. Need to fulfill the promises, take those ideas and make them real.

Strategic market research – unearthing needs and recognizing trends, but weak at translating them into propositions or making them real. They need to move into a “we found this out, you should do this” model, and not stop at the “we found this” tradition.

Integrated Marcoms – good at formulating overarching comms strategies, but weak at fulfillment beyond advertising and promotions.

Traditional agencies – good at center-piece touchpoints, but weak at influencing the broader propositions.

Questions:

Service design has a role to bring things together. interaction designers, product designers are good disciplines to contribute to service design because of the user-centric view.

begin with the user, there’s also a point when you as a designer begin with a project where you’re naive…which is very valuable when asking those “obvious” questions.

the quality of relationship with the company is an insurance policy for the designers.
——
Tamara Giltsoff – live|work

triple bottom line results – economic, social, environmental results

empowering clients to transfer capabilities so they can sustain the shift to service-led thinking

in the future successful organization will look to service to create value, not just products. services get 14% of R&D although they create over 70% of the wealth.

grid: insights, propositions, prototypes, blueprints along the top (left to right)
customer, strategy, operations along the side (top to bottom)

propositions: tangible mock-ups to get a sense of what it would be like to use something
prototypes: testing out implementations

how does service innovation differ from product innovation? Many differences:

push v pull
feature v solution
...

product innovation – how can we improve this and beat the competition?
looking within known territory and improving on it to beat competition

service innovation – how might we see the world in a different way? create new forms of value, deliver more effective and connected service solutions
step outside familiar territory to find answers

service innovation is intersection of: what is the problem/opportunity/need, how might we challenge assumptions? service innovation lies between them

solutions: customer-led, unmet needs, end not means
co-creation (involving delivery agents), non expert, alternative industries (think beyond the current realm, learn from others who are not like you)

moving toward product service systems, which use products to provide services.

project talking about today: selling alternative energy use (wattch [sic])

what happens when you make consumption visible? Visualization has potential to change behavior.

1) visualizing energy use
2) how do you sell reduced energy use?

decoupling economic growth from material use. think of the product as a part/component of the service. making money on the service, not on the product.

providing better solutions, rather than selling more products.

supermarket selling energy, energy saving products
customer-led prototyping

in the energy project: defining the problem together, sharing expertise, alternative industries, service ecologies…

measure value along the triple bottom line.
—-

Chris Down of live|work:

everyone here is a pioneer of service design.

a partial history of service design: lynn shostack 1984, birgit mager 1995, amtrak (by ideo) 2000, live|work 2001, ideo, engine, bill hollins (“about service design” for design council) 2003, ISDN 2006, Emergence 2006

why service?
products don’t work. GM sells the car, makes $47. Makes money off financing, OnStar.
upgrading cell phones, short product lifespans

product design has become a fashion discipline, not a functional discipline.

conditioning of needs and desires…need to be proud of what you do, not what you own.

values of live|work: dematerialization, more from less, use over ownership.

as designers, we are here for social and economic good, not just financial gain.

who are the agents of the service? environments, people, paperwork, products, interfaces

must know the needs and motivations of end customer, and of the agents.

service design is an ongoing process. Amazon makes 147 customer changes a year, but not in a “launch” process…constant process of change.

Service envy: designing services that have teh same functional, emotiongal and expressive value we receive from products. Can your service say a much as a Porsche Carrera?

public sector and private sector design differences…co-design and co-creation is easier in public sector, people are willing to involve themselves in that process because it benefits them. theory that the public sector can out-innovate the private sector.

Streetcar pay as you go car renting. each streetcar removes 6 cars from the road, drivers drive 69% less than if they own the car. Small communities of people develop around the cars, which involves peer pressure and introduces care in a group ownership situation.

system efficiency isn’t necessarily an effective user experience.

people at work are the same people at home. so services in b2b aren’t different from services in b2c.

future may be to develop services which are bought by other companies.

two new breeds of designers: – mentioned rentathing as an example of designer-makers – issue-based designers

Q: is the out-innovation potential purely in UK or elsewhere? A: not sure, haven’t designed/developed in the US but perhaps it is because of the tradition of public services in the UK.

Q: What is servicedesign.org doing? wikis, looking for participation from everyone

Q: do services still fill landfills? almost impossible to find something that doesn’t use network technology. goal: create great experiences without creating more “things”

Q: how do you deal with the fact that some people want the cheapest? need to make the experience meet the promise. Ryanair doesn’t promise on its website more than it can deliver.

(many other questions which I couldn’t capture…too interesting and busy listening, not typing!)
——My battery died and am borrowing a computer from the MAYA guys. Looks like Glenn Omura will have to be updated when I get back to the hotel later tonight…

(here’s Glenn)

Glenn S. Omura – Service Design Revolution in Hardgoods Retailng

Too much choice, too much information impacts decision-making. Camera stores have this problem with a large assortment of cameras, but a lot of products for people to sort through. Is that what the customer wants?

Big Box store segmentation: – barry – the wealthy professional man – ray – the family man – buzz – the young tech enthusiast – jill – helen (older), Carrie (single, kids, hipster)

Designing parts of the store to appeal to kids so that the parents (the target market) can shop.

design features > attributes > benefits > emotional consequences > lifestyle values

first three are rational, last two are emotional

avoid being commoditized, avoid competing on price, building relationships with buyers, convert merchandise departments into service inspiration centers.
——
Jennie Winhall – design council UK:

generation 1: improving existing services through incremental design,
generation 2: co-creating new services: radical innovation

a. society has changed – existing infrastructure designed for another time
b. demand outstrips supply – people demanding services more than in the past, number of services has gone up, but perception of them has gone down
c. emerging social issues –

people aren’t rational, but public policy is irrational: build more power plants rather than turn down everyone’s thermostat by 1 degree. install surveillance cameras instead of increasing social capital.

new generation of public services: designed around individuals, co-created, preventative

health care in the 19th century was about treating infectious disease. Now it’s about treating chronic disease.

communities of co-creation: peer to peer collaboration, user-driven, open source, distributed access, non-hierarchical organization: creative commons, linux, wikipedia, sims 2

Fitting solutions to peoples’ everyday lives. design provides a space for people and professionals to cocreate solutions.

opportunities:

1) Segmentation based on character types – not demographics

2) Interactions that are dynamic, personal, collaborative

3) tools and services to support people in their daily lives

Instead of plotting it out for people, let people do it for themselves. the consultation cards let people set the agenda, not the nurse.

sent some Mob kits to people they hadn’t interacted with to see what their input/reactions would be. mobs (the group) make it economical to have a personal trainer in a situation where it would be aspirational.

Motivation: varies between people, seeing progress is important (group-based, not individual, reinforces peer pressure and commitment), celebrating commitment (keeping people from dropping out, but not replacing intrinsic rewards/motivation withe extrinsic rewards).

co-created services: need to co-opt people themselves into the process
co-creation: line between user and producer is blurred, users themselves are generating content and shaping the service on offer.

1. co-created services:

Triangle of “roles, tools, rules” to create a platform.

Design for qualities: aspiration, trust, control, collaboration, open access, co-creation

designtime blends with runtime.

2. designing for behavior change:

giving shape to behavior, less about shaping products.

motivation, not medicine. build around the individual, not the disease.

redesign the situation so professionals and individual can collaborate on equal ground. shared interfaces can help to shift the balance of power in existing relationships.

build on existing social dynamics – peer pressure, moral support, obligation.

3. meaningful metrics: settings targets and goals based on individuals, not based on the system needs.

Transformation design: Brokering large-scale collaborations. there currently isn’t an entity to manage this process.

characteristics of transformation design: fundamental transformation, collaboration between disciplines (economists, policy, non-design disciplines), redesigning the brief (understanding), participatory design work (work with front-line workers, not a top-down approach), building capacity not dependency (building skills so they can continue the work), non-traditional outputs.

The last two are the most challenging…where is design applied, and by who? loss of authorship and deprofessionalization for designers, but there is great demand for this type of work.
——
Mary Jo Bitner, Professor of Marketing:

Academic director at the center for services leadership at Arizona State University, typically work with for-profit companies. Her perspective tends towards marketing, consumer behavior.

Co-Author of “Services Marketing: Integrating customer focus across the firm”

Service businesses compete through providing service excellence. What is “service”? Service as a product (mayo), customer service (Southwest), service as valued-added for manufactured products (IBM), service derived from a tangible product (Ford Motor Company).

Services are worldwide, becoming dominant everywhere. Therefore, service innovation is critical to the future success of companies, national economies, and personal quality of life.

Business case for service innovation: cost focus, bottom line improvements, productivity enhancements, efficiency of processes, systems innovation. self-service technologies: kiosks, the internet.

Revenue focus is another business case: top line growth. Brand new services, service improvements, improved customer experience, customer loyalty.

design is at the center of the “Service profit chain” – “putting the service-profit chain to work” HBS publication

Service vs. products

Traditional product/service innovation process: Front-end planning leads to implementation. Business strategy, analysis leads to implementation.
——
Challenges of services

Services are performances, experiences with customer participation, not just the design. Involving customers into the service process (delivery).

Production and consumption of services occurs simultaneously.

New services must often be integrated into existing systems, getting buy-in

Services are not easily standardized, providing the opportunity for customization.

Employees are integral to service, may even BE the service. People are integral to the service, unlike in product systems.

Services often require significant changes in consumer behavior.

Success is as much about execution as the design.
——
Success Drivers and tools for service innovation and design:

know your customers
design service processes from your customer’s point of view
excel at execution
invest in people
standout at service recovery
co-create services with your customers
integrate…

1) Know your customer intimately. really listen, observe what they do, watch industry trends. Front-line employees know a lot about customer needs and behavior.

eBay: continuously listens, weekly hour-long teleconferences with customers, complaints are encouraged, “listen, adapt, enable” — listening is good, but eBay actually does something. Easier for eBay to change because they don’t have fixed assets like a hotel.

2) design services from the customer’s point of view. consider the customer’s total experience from beginning to end. Match experience with expectations. Petsmart is growing because they’re introducing services (per services). can’t compete with walmart on food, so doing pet hotels, grooming, photos… “pet parent” not pet owner. The pet hotel has a lobby, check-in, “yappy hour”, bone booth for pet parents to call their pet.

rethinking the hospital experience: wireless phone communication, mot mass intercom. changing the building from a public space to a personalized space: private rooms, no waiting room: check-in desk

intersection of People, Process, Physical evidence.

1992 Journal of Marketing: “Servicescapes” – integrates environmental psychology: the environment affects employees, which affects their service delivery. physical environmental dimensions, holistic environment, internal responses, behavior.

Starbucks: total customer experience defines value. “We’re not in the coffee business service people, we’re in the people business serving coffee.” Howard Shultz, CEO. The coffee isn’t the focus (it has to be good or the company won’t be successful), people are the focus. Tangibles and service environment align with customer expectations and create an emotional connection. Creates a “third space” where the experience is attractive.

Service blueprinting – a tool for simultaneously depicting the service process, the points of customer contact…visual map of the service process from the customer point of view.

service blueprint components: Consumer actions. line of interaction

3) Excel at execution – keep promises to customers, design with execution in mind, enable promises to be kept (training, technology), manage the experience and handoffs (the customer understands what is happening).

The services triangle: company > “making promises” > customers > “keeping promises” > providers > “enabling promises” > company

Adding technology creates a pyramid

Aligning the triangle: ongoing process, requires integration and communication across functions

4) Invest in people: Service innovation requires knowledge, skills and creativity, people ARE the service, people build and maintain relationships. The embodied knowledge in people is critical to service. The human capital. the lack of human resources is a major impediment to innovation and execution (delivery).

Marriott, one of the worls’ most successful hotel companies, on the bast places to work for top 100 list every year.

want to be the preferred employer in their industry, which they believe makes them preferred provider. get the best people, get the best delivery. delivery of value starts with employees.

Is there a role for service design within a company? provide service within a company for employees to make them productive and want to be there.

Bill Marriott talked about his people, not employees. take good care of your people, they will take care of your customers.

Questions:

Services requiring significant changes in behavior: travel agents (resistance from customers initially…what is their motivation? self-checkout…that’s their job. am I being tricked into doing this? what’s the benefit to me?)

learning from product innovation when convincing people how to change behavior or adopt new behaviors. video recorders as a product example.

involving people in the process…important to have a customer roll-out and an employee roll-out to get the employees involved in the process.

09:28 in the auditorium with opening remarks

Written by Dave Chiu | Filed in Live-blogging, Service design | Comments Off | Permalink

Emergence 2006 Workshop

Friday, September 8, 2006

15:22
Product as object v. system of services
possesses, delivers
visceral, connected
immediate, takes longer to develop
rapidly judged, takes more effort to unseat
physical, supporting
about components, about relationships

Integrated systems: grow, evolve, learn, not designed to be a fixed thing from the beginning.

No editions: flexible platforms of resource, aware of situations or context, make issue tracking and resolution paramount. Continuous development.

Facilitating co-production: designing the design languages that people to “write” for themselves.

Alive: continuously resonating with the person’s individual goals and activities.

Elements of continuous feedback – services must continuously monitor their operation.

Other big changes to consider:

Four waves of technology are contributing to a new generation of integrated system: computer processing, miniaturization-distribution, networking, web-based services

We are the verge of a fifth wave: sensors. Cameras, microphones, GPS, accelerometers, motion detectors, electrical resistance monitors. Brings in an amount of data about people and their behavior.

15:06 Look at all of the stakeholders in the service, what’s the scope of influence? you can’t make everyone happy. How much of this could you possibly address? Ignoring complexity doesn’t help.

Process mapping meets blueprint (we need service choreography notation systems)

What is a service blueprint? Takes the notion from architectural blueprints, and tries to document the journey. lays out in a very specific way the front-stage, back-stage, what technology is needed to make something happen at a point of time? Specification.

Customer typologies: Personas

Experience Prototypes: Enactments

cost/value balancing methods – what’s very expensive but must be done, important things to take care of, possible to set aside

15:00 the language for self-service interaction…

Service design language example: starbucks, resources work in different ways at different moments to facilitate or detract from the experience.

Service design languages connect people, business, and infrastructure.
a successful service has three components: what are peoples’ desires, what can sustain a business, what we can build?

start with what people desire, then what will sustain a business, then what can we build? but it’s not a serial problem, it’s a parallel problem. Need to build a user model and user plan. Wouldn’t start a business without a business plan, or a system without an architecture.

Service, business, infrastructure, need to be strung together, and this is complex and difficult.

What is a user plan? what users do, need, goals. articulate this in a plan. just as you map this out for a business idea or system.

The way most services get developed today don’t account for this design complexity: front-end planning, then implementation

A shift in service development models: planned > emergent, find right strategy > understand customers, top-down > organic, sequential > parallel, internal > co-produced

service design process highlights: discover, synthesize, develop (service innovations), refine (progressive resolution), release — all in a cyclical, iterative process.

14:46 Product service systems interactions. context, service system (back stage and front stage), touch points (made up of elements), interaction of user with touchpoints is the experience.

Service system interactions:

Person to person, person to machine, machine to machine.

Flight attendant, airline self-service kiosk, my agent to your agent, nike shoe sensor to iPod, call forwarding.

If expedia lets me know about reduced fares, would I feel the same way about expedia contacting me if it was a travel agent who contacted me?

the cycle of experience: connect & attract > orient > interact > extend & retain > advocate

Example: Progressive Insurance, easy to buy and settles accident claims on the spot.

Customer trial of technology service innovation.

awareness, investigation, education, trial, repreated use, commitment

Three major things:
Customers have to believe that they can actually engage in the service. You can do it! (ability)
Knowing what to do (clarity)
Seeing benefit in doing it (motivation)

The stage in the journey is just one dimension.

The real challenge is to provide appropriate resources for the service interfaces across the service system? If you’re changing, how does the service respond to those changes?

Service Design languages
systems of elements with meanings (that designers use to communicate and users “read”) + sets of organizing principles

14:29 Examples of services:

iPod—lots of companies make mp3 players, but the iPod is not just Hardware. It’s also Software (iTunes) and a Networked Service which creates a Marketplace. Also, the Nike collaboration. Apple has more recently focused on integrating its products into sophisticated services.

Sony Everquest—MMORPG. Virtual world in which people can acquire value. Everquest now runs on the PS2. In 2003, Everquest was the 77th largest economy in the world (UC FUllerton): 76 – Russia, 77 – everquest, 78 – Bulgaria. There’s a massive market, but Sony tried to shut it down. Now it’s corrected that mistake and is trying to facilitate the marketplace. Everquest is Hardware, Software, Networked Service, Marketplace.

Q: Can you add economy to that list? Exchange is a better term? Exchange of information, exchanges of value beyond money. Second Life: real estate, taking money out of an ATM from Second Life.

14:19 Delight people through experiences, but you can’t design my experience and I can’t design your experience. we’re focusing today on integrated service systems.

Why can’t you design an experience? We can design the platform or the stage for the experience, but we can’t make you have a specific experience: you bring your specific history and the experience becomes your own. The author has something in mind, but the reader gets something else.

Why service design? Shift in job types. Knowledge-based jobs will grow the most, according to McKinsey.

Transformational: basic goods, making something out of materials
Transactional: in between highly-skilled knowledge base and processing, and those making goods
Tacit: Types of jobs like physicians, require lot of background knowledge

Question: if more people are familiar with services, what does that mean? If they work in it, will that increase their

Services are activities or events that form a product through an interaction with representatives of the service organization, the customer, and any mediating technology.

Services are also performances—choreographed interactions manufactured at the point of delivery—the visible front-end of a process that co-produces value, utility, satisfaction, and delight.

A service is a process, facilitated by people or technologies
A service experience is what the person participating in the service experiences.

Service: product, performance, and process

Benihana

Products and services are a continuum.

in service design we create resources that choreograph interactions—we design the service interface—so that participants enjoy their experience

You need to be concerned about the design of the interface and resources, but they’re not the same as the experience.

Why should “enjoy” be part of a service? Maybe “value” is a better term. Sometimes you don’t enjoy a service (the dentist).
—-

Thinking about services:

Pine and Gilmore—stage experience

coffee beans > coffee > coffee shop > Starbucks

Commodity > Goods > Service > Experience
—-

Rheinfrank—define marketspaces

components, tools, system, experience
—-

Dubberly—augment human potential

person > product > service > network > market
—-

As the nature of competition changes, successful companies will have to get better at service design systems.

13:58 Hugh: Relationship of brand and experience. Brand isn’t just a logo, it’s something in your mind based on experiences you have with a company: employees, when others say, how others use, interacting with products, etc.

Shelley: Interaction, products, people…connecting things: across products, in the minds of people as they use different platforms.

Agenda: Slide presentation, break, teams to do some work…

13:50 Vibrating phones are NOT less obtrusive when they’re resting on a hard surface….several have gone off already. Phone suicide: when a vibrating phone “walks” off a table.

13:48 Hugh Dubberly and Shelley Evenson are running the workshop. Most people attending this workshop are from a brick-and-mortar/product background. Quite a few people from an architecture firm in Seattle are in this workshop, Method, some professors (Bostom, UC Berkeley, Cambridge [UK], Cologne [Germany]), Electronic Ink, McDonalds, Samsung, IBM,

13:37 We have internet access and power…

A Sustainable Train of Thought

Interaction design, service design, and a little bit of green

An Architecture of Urgent Matters

Tuesday, October 31, 2006

Written by Dave Chiu | Filed in Live-blogging, Professional, Community, Social Sustainability, Architecture | Comments (1) | Permalink

Architecture and Situated Technologies

Friday, October 20, 2006

Written by Dave Chiu | Filed in Live-blogging | Comments (0) | Permalink

Identity and Identification in a Networked World Part 2

Saturday, September 30, 2006

Written by Dave Chiu | Filed in Live-blogging, Professional | Comments (2) | Permalink

Identity and Identification in a Networked World Part 1

Friday, September 29, 2006

Written by Dave Chiu | Filed in Live-blogging, Professional | Comments (0) | Permalink

Emergence 2006 Day 3

Sunday, September 10, 2006

Written by Dave Chiu | Filed in Live-blogging, Service design | Comments Off | Permalink

Emergence 2006 Day 2

Saturday, September 9, 2006

Written by Dave Chiu | Filed in Live-blogging, Service design | Comments Off | Permalink

Emergence 2006 Workshop

Friday, September 8, 2006

Written by Dave Chiu | Filed in Live-blogging, Service design | Comments Off | Permalink

Search

Contents

Categories

Archives