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Working from home office is not big news. Since middle age small industries and factories used to be built on houses basements. Their owners and staff used to live in the upper levels, or even on the back side of the land. This formula worked until century XIX when industrial revolution and the machines came. They were much more efficient than manual processes and with that they took the workers to the factories.

The remote work model is very common due to some wide advantages:

• Flexibility to the employee on working routines, allowing the employee to have breaks during his schedule, dedicating time to their personal needs and getting back to work when it’s fine again.
• Savings for the company: less spent on the facilities, transport to the employees, cleaning services, etc.
• Life quality for the whole company, regarding everything that may stress the employee whenever they are at heading to, at the, or leaving the office. It avoids wasting a lot of time on traffic every day, and allows them to exercise during more flexible times, feed themselves better, and enjoyning family.

But it also has some disadvantages:

• Social isolation – that may be pointed in some cases even as a begining of a depression-related disease.
• Many extra hours – than it would be if the work was done in the office.
• Lack of support – many people may miss support from co-workers for many kinds of activities.
• Harder career ascention – due to less contact to managers, the ascention plans can be frustrated if not well set.
• Domestic costs rise – since the employee will spend more time at home, it will use more of its own resources to work.

What about when we have colleagues that stay in the office?

A very important group that is directly affected by the home office style, is the colleagues group that have to stay fisically at the company or were forbidden to work remotely by their job/project requirements. They are affected mainly on the interaction with other employees, having more difficulties to manage meetings and tasks. All the communications with the colleagues that are at home must be well programmed to compensate their fisical miss. The frustration may increase when the work load is bigger to the employee who is physically at the company. Even with that, he must fit the home office colleagues schedule, suffering interruptions during his work routine.

Those who work at the company, generally end up gathering more tasks to themselves: take notes for the team mates that are at home; meet customers and take them to the proper solutions without the colleagues; or just finishing daily tasks that may be easier for those who are at the office. They may also get more pressure from the leaders who step by the office to ask for some urgent tasks.

What now?

So why not give it a shot? It can be a home-run to you. The home office must be conducted by mature people on the organization, who understands its behavior, the benefits and its responsibilities. The work load and the dependency on other people must be considered as well. The work routine is something that must be reviewed frequently.

A estabilidade de aplicações tem sido uma preocupação frequente para companhias, especialmente quando falamos sobre aplicações de alto valor agregado. Toda vez em que uma aplicação vital para de funcionar, muito dinheiro é perdido ou muito dinheiro deixa de ser feito. Por causa disso, muito tem sido dito sobre telemetria para aplicações cada vez mais frequentemente. Mas o que realmente é telemetria para software e como obter benefícios desta prática?

O que é telemetria?

Telemetria é o ato de medir algo de forma remota, a distância e automaticamente.

Falando sobre arquitetura de software, a telemetria é fácil de se encontrar. Alguns exemplos simples são a plataforma Chrome, os sistemas operacionais do Windows, OSX, Android, iOS e Playstation, e também aplicativos mobile e desktop, como Spotify e Microsoft Office. O que estes softwares fazem é operar e reunir todos os dados que importam para seu funcionamento. Então eles enviam, naturalmente apenas caso o usuário permita, para seus fabricantes (Google, Microsoft, Apple, etc). O próximo passo, quando eles estão agrupados, é analisar os dados e mudar o que for necessário. A intenção principal é melhorar os sistemas para que eles possam operar em diferentes ambientes sob seu devido esperado comportamento.

Então a questão principal sobre telemetria é operar, obter dados, analisar, e então melhorar o código do sistema para alcançar um comportamento melhor.

Porque telemetria?

A telemetria pode trazer muito valor ao negócio. Vamos explorar um exemplo. Imagine que você possui um aplicativo que possui um FAQ não interativo com seus usuários. Uma vez que seus usuários chegam ao FAQ, eles pararão de usar seu call center porque já encontraram o que estavam procurando. Isto significa MENOS DINHEIRO GASTO para sua companhia. Agora imagine que uma das respostas (um vídeo rápido de how-to), por alguma razão, para de ser mostrado (deixa de funcionar). Se você não possuir algo verificando a saúde desta tela, será muito difícil para identificar esta falha, pois não temos pessoas navegando nos sistemas 24/7. Então você dependerá da boa vontade de algum usuário de lhe INFORMAR que aquela tela parou de funcionar. Isto acontecerá em algum momento, mas antes disto, seu call center começará a ser mais e mais acionado. Isto é desperdício de dinheiro devido a mal funcionamento de software.

A telemetria pode ser usada para verificar muitos níveis de operação de serviço:

• Informações técnicas e profundas, como CPU e memória. Estão verdes?
• O número de máquinas ativas coincide com o conhecimento histórico que você possui sobre quantas deveriam estar ativas para suportar 1, 2 ou 3 mil usuários ao mesmo tempo?
• Os web-services core que seus clientes acessam a todo tempo estão de pé?
• A tela que seus usuários usam para logar está funcionando?

Então quando uma prática de telemetria estiver olhando para as partes importantes da sua aplicação, você será capaz de tomar ações e prevenir que problemas aconteçam.

Como começar?

Uma boa implementação dependerá do tamanho da informação que você armazenará e analisará. Quanto mais informações tiver, mais infraestrutura e conhecimento você precisará ter para processar tudo. Pode significar inclusive usar ferramentas bigdata. Mas vamos usar um novo exemplo simples, como um sistema que recebe dados de segurança sobre veículos, de uma companhia que vende cartas de seguro. Uma boa forma de iniciar pode ser como abaixo:

• Identifique porque medir: vamos medir porque é um serviço vital que diz aos nossos clientes como suas cargas estão sendo transportadas pelas estradas;
• Identifique os objetivos relacionados: o objetivo principal é manter o sistema inteiro funcionando sem down time, porque toda vez que a aplicação para, o contrato permite aos clientes que não paguem por aquele down time;
• Identifique o que medir: vamos verificar se todas as nossas entradas de dados estão funcionando. Vamos também verificar se elas estão enviando a mesma quantidade de dados que estamos acostumados a receber;
• Defina uma estratégia para medição: vamos atingir todo end-point das várias entradas de dados. Se elas estão disponíveis, significa verde. Se não estiverem, significa que há problemas. Então vamos ler a quantidade de dados recebidos no último minuto. Se estiver próximo do número conhecido, o serviço está saudável;
• Defina uma estratégia de análise: podemos automatizar algo? Se um dos endpoints estiver down, é útil reiniciar o sistema operacional, container ou servidor de aplicações do load balancer ou dos micro serviços? Ou deverá ser mostrado em um dashboard para que um humano analise?
• Implemente formas de coletar os dados: vamos criar o código para reunir os dados e tomar ações, ou para mostrá-las;
• Mostre as informações! Agora é a hora de mostrar as informações coletadas. É útil criar um gráfico? Vamos mostrar usando cores, para que as pessoas possam identificar facilmente quando houver um problema. Se precisamos de resultados rápidos, um bom MVP poderia ser abrir um ticket no sistema da infraestrutura;
• Analise: esta é a hora mais importante. É hora de ser crítico e identificar a causa raiz do problema. Não foque no problema, mas no porque ele está acontecendo. Porque está acontecendo? Temos problemas com as partes que enviam dados? O problema está em nossa aplicação? Se sim, nossa aplicação está operando da forma esperada? Temos que mudar algo em nosso processo de desenvolvimento?
• Tome ações: através de código ou não, resolva as coisas que encontrou em todos os passos acima;

A telemetria pode trazer muito valor ao negócio. Ela lhe dará inteligência para agir antes das coisas acontecerem. Se seu negócio é crítico, telemetria pode significar muito dinheiro facilmente. Esta é uma prática comum a muitas coisas em nossas áreas administrativas, como o mindset PDCA ensinou. Porque não fazer para nosso software?

Lately I’ve been negotiating with a lot of different clients about many different projects. Having a quick look at the projects, it’s incredible how people wrongly seek for one single project management methodology to rule them all. Beside that, when clients look for “agile methodologies”, what the biggest part of them want to say is: “let’s use Scrum for everything”. Then after my opinion was asked by a friend who was meant to establish a PMO, I had the ideia of this article.

Different clients have different needs

In my scenario, as a consulting company, it’s very clear to notice that different clients will have different needs. It’s common to be asked about software development methodologies. The main thing is that, even inside the same company, which is not a consulting as instance, there will be different ways to manage projects. There is not a single pattern. It depends on people. It depends straight on the teams maturity to act, and I will show few examples based on the infographic “Software development maturity evolution brief story“.

The traditional / waterfall / CMMI approach:

Yet the most common on big organizations. It gives executive information to managers and a lot of very concrete information about the project. It focuses a lot on process and files to keep track of everything that is happening on the project. Dependency mapping, communication mapping, scope controlling, and many others will be done by the manager. This will cost a lot of money.

The Scrum approach:

More flexibility, less process, but still some issues. Scrum will allow the project to be more dynamic due to less focus on processes and files. What Scrum says is “keep sending work and we will keep delivering it”. It has many good things: less time spent on bureaucracy, “customer first” mindset, etc. But it shows few problems: it’s hard to work with deadlines and dependencies, and dailies can easily lose the value.

The XP practices:

Flexible, focus on finding value fast, feedback at every corner. XP focuses on finding value as fast as possible with the MVP (Minimum Viable Product) mindset. It also helps to improve the team practices constantly due to it’s cycles of constant feedback. XP needs a very disciplined team to run with, otherwise they can easily loose the focus due to the lack of practices to controlling.

The DevOps approach:

Self-service, no bottlenecks and automation. DevOps has been the most-said IT word for the last year at least, but very few people can actually practice it. It focuses on bringing everybody that matters to the project to work together, and that includes business people, UX people, DEV and OPS people, and everything else that matters. They must have autonomy to take decisions. Nobody can be a bottleneck. The developers must have the self-service mindset, otherwise they will depend on others to finish their jobs. DevOps also bring some challenges, as the DEVs not enjoying to do OPS tasks, and OPS guys not enjoying to code.

Different mindsets for project management

All of the models above were explored with the benefits and the problems they bring. Each of them can be useful if applied in the right context. So, no one of them is the magical answer to whatever are the problems you may be facing in your project(s). The perfect scenario is to mix things up, EXPERIMENT, until you find the best model for you and your team. But how to do that? If your moment is not allowing you to find that now, you probably are overwhelmed by the operation and are forgetting to think on your real goals. Try to look things from above. Your main goals, on software development, are shown above, and there’s where your effort must be focused:

• Deliver value constantly – changing the application background color from blue to red may be nice. But does it really adds value to the business? Will it make the difference to the project or to the final user? Focus on what really matters and not only on creating more code.
• Customer first – the reason for every software project to exist is the end user. Always aim to please that team. If their opinion is not green about what you are delivering, they won’t use it. And your project will be useless. Is your end-user happy? Do they feel like the software has good user experience? Do they find value on using your tool?
• Experimentation – the fastest way to improve things, even when you don’t know what to improve. Experimenting after a good retrospective is something to do very often.
• Focus on people – the key to reach all the dots above. If people are happy and find value on your organization, trust you and like their environment and routines, they will be very likely to do and test everything the team may bring up.

Then manage your own way

So the answer for you to apply the best development practices to your projects is your mindset. Once your mindset is aligned with the goals you must reach, forgetting all process addictions, then your right process will be created naturally by the team.

Lately I’ve seen many people getting stuck with problems to pass away the message they want to. It’s always been a truth. But since there’s too many examples that I could see lately, I decided to give priority to this article idea.

The main problem of the biggest part of people I know have, is the lack of context and how they structure an idea. It doesn’t matter whether they are giving a speech, talking to someone, or writing an email the problem is the same. We all know that communication has been the main cause for projects failure. This is SO REAL that it’s very easy to find good quality content being published frequently. One good example is this article from CIO which published an article giving some advice about common mistakes. Number 1 and 5 regard communication.

Richness of each interaction

From best to worst:

• Face-to-face conversation: you can say your stuff and check if the other side got it, and get a feedback on real time.
• Video conference: same as above, but with less clarity on the other side perceptions and reactions.
• Telephone: same as above, but you can’t see people’s body and face reactions.
• Email: you can write, but you won’t get a feedback (at least not real time).
• Broadcast communication (videos, folders, etc): it will be very hard for you to get a feedback.

When you are talking to someone

First of all, the what is important, but it’s all about how it’s done.

Whenever you want to talk to someone, what your mouth says is less than 10% of your message. 38% is said by your face, and 55% by your body.

So if you are talking to someone and that is important, of course you must prepare your speech. Do you need to convince a customer that your decision is better than theirs? Let’s try to organize it according to the three steps above shown:

Your actual speech

Prepare A LOT. The more you get prepared, the easier will be to accomplish the next two things. Let’s say you are having a technical discussion: try to look by everyone else’s optics to be sure that all opinions were considered. Try to be the devil part and imagine the questions that may appear from the pickiest person you know. Do you have a colleague or a boss that always question everybody about everything? Maybe this guys can be useful. So, the most important part is to prepare yourself as much as you can, because if you know everything about that scenario you will be very comfortable to argue about the subject.

Your face

Now that you know everything that must be said, it’s time to be confident. People are more likely to believe in a message from someone they judge trustworthy. You don’t like to be approached by a beggar, right? Your appearance count many points here. Also, if you are showing happiness in your face, you will get people’s empathy easier. But take care and don’t laugh for everything, people can think you are making jokes on work time.

Your body

As above, the main thing is that people believe in what they can see. So you are your image, not your thoughts. Your body must be confident at the same time your message is clear and your face is calm. Worst time for leg shaking, to nail, to keep look at everyone’s face to check if they are approving or not. How to be that confident? Preparing yourself A LOT. Since you already are well contextualized with the subject, and your face is calm, focus on being clear and be confident.

Writing communications

Ok, you couldn’t find the person you wanted to ask or say something and will have to use an asynchronous communication way. Let’s make it VERY clear. You just CAN NOT send an important message by email and assume the other side got it and read it exactly the same way you wrote it. It’s never gonna happen.

But let’s say you want to send a report which is really bad for your customer. It must be formal (using email), but it also must be said very clearly. The perfect way to do is: write the email, check it a bunch of times, then find a way to call the person on the other side. Then TELL him the whole email, check for his feedback, change anything that he may disagree (according to the reality of course), and then you send it.

But how to write that email?

• What’s the purpose? What do you want to happen after when the other side read this email?
• Who will receive it? Think of you, being they, and reading it. What they will think of each sentence?
• Use short sentences. People are lazy. Don’t write big paragraphs. They will stop thinking at the middle of the big one, and won’t get the rest of the message.
• Hard words: avoid them. People know you are smart. People are lazy.
• Don’t assume people know everything: it’s you who have all the context for that email. Everybody must be on the same page. If you are in doubt, explain.
• Be clear: split your thoughts like below.
  • Introduction: I’m here to talk about challenge X.
  • Justification: we should talk about challenge X because of Y.
  • Argumentation: show your point.
  • Conclusion: what to do next?

Remember: you are not writing a book. Each one of the points above can be done in one sentence, as instance, except the argumentation.

This article was written by me after some insights dropping from discussions with Lucas Lima, a business person who listens and speaks about Digital Transformation almost daily.

When we discuss business and companies that are trying to innovate, or are worried about its concurrent’s innovative postures and trying to get head-to-head with them, digital transformation is one of the current most confuse concepts. Every IT consultancy company has it’s “solution” for digital transformation and says that helps companies to innovate and evolve. But is Digital Transformation a single concept to be explored and pursued in just one way?

1st wave: Digital Transformation before 2007:

I’m using the iPhone announcement as a milestone here. Before it and the apps it brought, it used to be very hard and expensive to innovate. The Business Transformation (not Digital yet) used to happen in a much more slow way. It would require a lot of time to be spent on R&D because of different maturity of business areas. The technology available was very limited and it was hard to think about new products without doing a long research. So before a new product announcement, a lot of time had to be spent on business validation, product development, market tests, and the announcement for final users.

After the iPhone release, a wave of initiatives started creating apps to solve small problems of people’s life. They managed to make money, and then the big companies started to notice that. After that process, they realized that this evolution could be done for everything, even when outside a smartphone.

Since then everybody could have the ideas, and the first to launch a solution would be the more successful. We started to head to Digital Transformation as we know it right now.

2nd wave: Digital Transformation becomes related to maturity:

Leaving behind those companies who aren’t looking for the evolution of their business and market, I’ve already seen many customers talking about Digital Transformation in some different ways. Each company has an idea about Digital Transformation, even if they don’t call it this way. I’ve listed below few scenarios from less maturity to more maturity talking about the experiences I’ve been having:

• Digital transforming the communication:

  Picking up a new email. It’s still not rare to find companies who don’t have an stable and reliable email host; Once they still have problems with sending data, too large attachments, spam, live communication tools, shareable agenda, and etc, the problem to be solved here, transforming the organization, is the communication. So, for this example of companies, a new tool to solve all of this problems is Digital Transformation process.

• Digital transforming the software development methodology:

  Applying agile. Now talking specifically about the IT area of the companies, one of the most known problems of traditional methodologies for software development is the lack of feedback cycles. Once you learn, through feedback, just one time at each project, at the business validation process, it’s pretty common that you have already spent a lot of money to reach that point and discover that the software is not what you needed, or it’s already out of date. When you transform your IT area to apply an agile methodology set of practices focusing on acknowledging feedback at the right time, it’s pretty easier and cheaper to develop software and then to support your business areas demands. So, what this example company calls a Digital Transformation is a very specific internal process.

• Digital transforming the business through DevOps or DevSecOps:

  Gathering everything that matters to work faster. When the company works being guided by departments which do only what they are supposed to and not getting the whole picture of their importance for the business, the natural way is to create a lot of bureaucracy and start getting slower and slower. Because of the new startups market movements, the old big companies started having to evolve internally. They have the money, the market and the intention not to turn obsolete. All they have to do is to change their behavior and mindset. When the maturity of people inside the companies allow them to put everybody who’s important to the business to work together, is when they will get real speed to innovate. If they manage to get business, marketing and sales guys (who really think about getting money, and strategies, and etc), to work together with UX guys (who will care about what the customers think and feels about the products) and the IT guys (who will actually develop and deliver the products), they will transform how the company create products, innovate and affect the market.

• Digital transforming the business through 100% Lean process:

  The nirvana. You are a startup and you want to create something disruptive to the market. It’s easier to be 100% Lean because you will probably have few people with you. But take care because as soon as your product start growing, it will be easy to loose your lean mindset.

3rd wave: future of Digital Transformation:

Very soon, not more than 5 years ahead, we will be reaching a stage where all of the concurrents, considering startups and big companies, will have knowledge and internal process as mature as they need to, so they will be able to be very fast to have ideas, prototype it, test and launch it. The new rush will be for the technologies that will allow the creation of those new products.

I’ve seen many different technologies with a potential of changing the world:

1. The Blockchain can turn banks useless in few decades, since we wouldn’t have to care about who “holds” our money, killing one of the oldest markets we have.
2. IoT and Cognitive services have the potential to put an end to an entire class of labor, turning people’s life easier and pushing those workers to new professions.
3. AR/VR applications can change how we interact with everything. Not having to be physically somewhere, but having an immersive experience, is almost like teleporting.

Along with that, we still have many markets not explored yet. Some examples:

1. Textiles. It’s been the same thing for the last 500 years to make textiles. Google has Project Jacquard, which is a nice step. But is it everything we can do?
2. Public security. We do have the cameras, the software to find people and the problem of security. So why not monitor everything and everybody?
3. Taxes. Why do we still have to do our yearly Income Taxes report? The government already has all the data.

The future of Digital Transformation will continue to happen faster and faster. The companies who manage to find the opportunities emerging from the new technologies will be the successful ones.

If you work at a services company, like me, you probably haver already heard someone stating “we must increase the value the customer is receiving”. That, for sure, is a mission that everybody who interacts with customers, should complete and seek for constantly and naturally. But first of all, what is the “value” for the customer?

Perception of value is relative

Each customer (we are talking about people, not about companies! They are who hire and pay for our services) will have its own conception of value. If you understand perfectly what your customer wants the most to add value to its initiatives, it will be very easy to answer the requirement of “increasing the value the customer is receiving”.

A good way to start would be to understand what is the objective of your project. Since the customer is investing money to allow our work, we can think on the same thing as “what the customer wants to get back from his money?”. The answer will ALWAYS be one of this two alternatives: a) save money OR b) make more money. Some instances can be:

1. Making a factory line faster to produce will help the customer to sell more -> makes more money;
2. Changing people from this same factory line to robots, will help the customer to spend less money on employees -> saves money;
3. Improving an internal HR process so the customer can hire people faster -> saves money requiring less time from people;

So, what am I really doing every day? What is the objective of my project? How all of this small tasks will be gathered in the future so they will produce a big and helpful product?

1. If I produce software I will have a lot of tasks to solve every day. But what this group of tasks will solve to that customer?
2. If my job is to research the market and deliver a high qualified content to the customer, what would be the actions of the customer when they get this result?

Once we know the true answer for those questions, the team posture will change naturally. We will stop from being just code generators, and start being critical, we start being consultants: “Why am I getting huge amounts of tasks to create a calculator inside the system. Let the user use it’s own phone! Let’s move forward to something that will really add value to the product!”

Probably the posture above shown will be the true answer for “what is value for your customer”. But remember to check that your understanding of the customer needs are right and if the customer will approve all of your opinions about changing the project direction and even those small tasks.

Perception of value is also dynamic

Once we know our customer perception of value, have the operation stabilized and heading to the right path, we must always keep in mind that, sooner or later, our customer perception of value will change. It can be due to a market change (Eg: we are an insurance company and nobody is buying insurance now. For sure we will have to change our product) or even because the project was unsuccessful (Eg: we released that new product to the market but it didn’t reach our expectations on ROI (Return Of Investment)), maybe the project is reaching its end, etc.

So keeping a close and straight relationship to the sponsors and to the right people on each customer will help you to prevent changes. Knowing your customer plans and where he’s heading to will always help you to understand and plan in advance.

How the customer pays

We will find new contracts and will increase our services revenue if our customers find more value on us. But the customer will always pay for what he receives and for what will happen to him after he receives the product. He is the one who sets the price to the product or service. If he can see a lot of value, he will pay a lot of money. If he doesn’t see much value on your product, he just won’t pay much money.

I consider the Acceptance Criteria as the root of customer perception of value. If your delivered tasks fit exactly what the customer is waiting for, under the time you agreed, under the quality he’s expecting, he is satisfied and accepts your deliveries, you have a good starting point. Whatever comes after this will be very honorable to discuss.

This article is a free translation, with some updates, from this original one that was wrote by me and Felipe Santos.

UX aggregated value has changed software development market

The companies that produce software and don’t care about the end-user experience have their days counting down. The user is becoming more demanding (picky, why not?) and, because of that, tolerates just a few number of failures of systems and processes. Once they can’t complete a purchase, signature of something, or any activity that depends on a system, there’s a high chance that they will give up and start looking for a competitor. According to a Harvard research, brazilian retail executives are the biggest foreign crew attending to international events about UX (User eXperience), looking for innovation on their market. This information defines very well the business strategy that have been pushing our country, and tells us that it is very important to guarantee the best customer experience.

Once we think about user experience, we have already seen extremely complex applications, that used to require training for people to learn how to operate them. Those applications are very rare right now. Processes that used to be very detailed and manual, forcing the user to repeat information in different areas of the system, are being automated. The UX increasing value transformed our market, from one complex view to one simple look. Everybody have been discussing about a positive experience as part of business strategy.

Relationship is the answer

The transformation on software development, to offer a better user experience, is a result of an evolution on the user relationship to the technology and on the level of consumer demands. The idea is common once we analyse the evolution of some startups, that managed to transform a whole area of their market. We can find good examples of that on banking and transport areas, such as Nubank, Neon, 99 and Uber. What do they have in common? They started offering exactly the SAME products and services that were already available on the market, but with one big difference: the experience. The focus on the best ever possible relationship to their consumers.

Keeping a good user experience, from the very first moment, when they get to know your company, until they finish a transaction, is very complex. According to a research, conducted by Compuware, only 16% of users will try to use an app for the third time, if they fail for the first two times.

The user sees all the steps where he interacts with a product or service as just one entity, and the company absorbs this experience results directly. Some good examples of that bad interactions are the call centers, that redirects the user many times before solving the problem and create differences between the company’s areas, like the “new business area”, “payments”, “operations” or “complaints”. But for the user, there’s just one single experience being lived across the whole interaction. And as a result, it may happen that they think twice about a new interaction with that company, or even get a bad feeling about the brand.

Because of that, all the steps must be integrated and the process must be simple. At ilegra, our projects are planned and conducted in an iterative and incremental way, including research and constant validations until the adoption of the best market practices and technologies. A good example of those technologies are, the just released, Angular 4, and React web or Native, with which we have been working on MVPs with the internal teams. It all focuses on the best possible experience with our users, during all the process parts.

On and Off: one single experience

The user complete experience goes all the way through online and offline interactions. It’s important to know that there’s no difference between the different communication channels, because the message is received in one single way by the customer: either the legacy is positive or negative. On “online”, the applications or web systems, even if they are brand new, they may present many bad steps, such as repetitions, slow processes, a lot of information requests, etc. On “offline” interactions, physical or by phone, it also may cause frustration, such as not solving a problem or even just spending too much time waiting for attendance.

These examples, on both online and offlice channels, severely impact the user perception and its loyalty to the brand or company. Its not just ilegra that have seen this trend. Its remarkable, on corporations market, to see the user experience excellence as a trend and target for software development on 2017. Because of that, it’s the right time for traditional companies to get on board of this new moment, evolve and innovate. This is the point that will determine the companies that will grow on their markets.

We can guarantee, by the critical view and experience that we apply to all of our projects, that to provide a good user experience is needed dedication and processes. Terms like co-creation, systemic thinking, discovering, immersion, among many others, must get out of paper and be followed by the teams.