Bristol’s hospitals charity Above & Beyond has appointed AgencyUK for its latest campaign.
Following a competitive pitch process, the Bath-based agency will be delivering a creative, integrated campaign for the charity, focussing on cancer services in Bristol’s hospitals.
Julie Worrall, director of fundraising and development for Above & Beyond, said: “This is a really exciting time for Above & Beyond as we look to increase our support of Bristol’s hospitals and health services in Bristol.
“We believe that every patient receiving cancer treatment in Bristol deserves the best possible care and through this campaign we’ll be investing in services that ensure they receive it.
“AgencyUK has been crucial in the design concept of the campaign and we look forward to rolling this out across Bristol.”
Amy Stobie, director of AgencyUK, said: “It became clear early on that Above & Beyond is a vital enabler for furthering cancer care and treatment for patients in Bristol.
“As its work is so focused in the region, it means a lot of our AgencyUK people have had first-hand experience dealing with friends and family who are treated in these hospitals.
You can find out more here: https://tinyurl.com/BristolAgainstCancer
Where to start when planning a digital project can be extremely confusing. You might well need a new website, but there is also effective ways to improve your existing site using data and limited investment.
We talk to Piers Tincknell, from Atomic Smash, about Iterative Design, something they just happen to specialise in.
With home internet usage at an all-time high over recent months, I have been thinking a lot about customer experiences. It’s shocking how many online customer experiences are still slow, clunky and confusing. When you pick apart so many customer journeys you can see that many that look good are filled with sticky tape solutions and cracks that are exposed as you go through.
Customer journeys today are varied but most customers now have a low tolerance for friction. Cult make up site Trinny London has a very well-managed customer journey and provides a great example of the customer experience done well. The site has seamless UX that follows the user across channels to remind them what their colour set is, and what products they’ve already bought. Next also provides a very seamless experience across all channels. The company undertook a full digital transformation early on and can now build on a stable platform. But there are plenty of opposing examples. I logged into Harvard Business Review on all devices but when I click a link from Twitter or elsewhere, I’m still asked for login details. Firewalls are certainly a big source of friction for customers.
There’s also Made.com where a colleague bought a rug and was subsequently sent a reminder email asking if she wanted to buy a rug. She continues to receive rug-focused emails even through the same email address used to purchase.
A common trait among poor customer experiences is that nearly all of them are non-linear. They move from social media to an app and sometimes even to human interaction. Comparing experiences makes the flaws of a platform blindingly obvious. Take logging in to Netflix vs Amazon on your smart TV for instance; Netflix makes you use whatever horrid UX your TV and remote have to put in your full email address and password. On the flip side, Amazon gives you a simple code to put into your phone/tablet/computer and that’s it. Putting the user and their real-world context first always removes friction and this is a prime example of that. So, how can businesses strike the right balance between user experience and strong security? When security is linked to respecting your data and privacy, rather than being bloody-minded or a hangover from legacy systems, then I think customers can be more willing to accept a little friction. They don’t mind logging in again across multiple devices if they know it’s for their own security. If not, it looks like sub-standard UX.
Businesses often fall down when apps aren’t comfortable making use of the customer’s device. For example, I have two banking apps on my phone, one only uses fingerprint, the other allows me to use facial recognition which is much quicker and more convenient.
There’s the expectation that if you share a certain level of data with the brand, your experience should then be seamless. It is vital that you are able to deliver and it’s always been the case. How often have you been driven mad by call centres passing you around departments where you keep having to give the same information? If you can convince someone that they will have an easier life because they told you something, they usually won’t mind telling you. In most cases, handing over data is hope over experience. The trick is for brands to give people a good experience from the start, so they understand what they are signing up for and what the clear benefits will be to them.
Really, Customer Experience (CX) should never be a department, but a state of mind across all business areas. The minute organisational structure trumps the customer experience, it becomes sub-standard. You must always remember to design with a customer-first approach – it sounds trite but is still depressingly the exception rather than the rule. If necessary, share your KPIs across business units to ensure alignment, and force silos to consider the impact of their actions. It’s easy to fall into the trap of different business units actually working to different objectives – for example, one team is tasked with reach, another with conversion when the real KPI is sales.
All decisions made should be in order to remove the barriers between the customer and the goal. There’s also a huge value for working closely with customer service. It gives an invaluable understanding of what real people do when they use products, interact with brands, and so on. Businesses should look outside the standard channels for new employees and find people who have lived the life they are trying to service.
This article was written by Rob Pellow for PerformanceIn on August 25th 2020.
Our industry has just experienced its worst quarter ever. With almost 64% of panel members registering a decrease in marketing spend and two-thirds forecasting a pessimistic financial outlook, July’s IPA Bellwether Report has given us the hard data to prove what we have previously surmised.
Agencies need to respond fast or risk being side-lined. Three areas where I think we can make an immediate impact are: measurability, speaking the CFO’s language and the contribution we can make to our clients’ bottom line.
Clients are faced with a bewildering range and volume of different agencies and Covid-19 has given brands a good excuse to prune – as Ramon Laguarta, PepsiCo’s CEO, also says: “Sometimes a crisis helps [a company] to be more selective and to be more impactful, to generate internal momentum against simplification and focus against fewer and bigger. That’s what we’re trying to do.”
There’s also a growing threat to agencies of clients bringing elements in-house – both as a potential cost-saving exercise and as a response to ‘always on’ marketing communications. As Laguarta acknowledges: “[through in-housing] we can actually get the same or more value for less money, which is obviously a terrific outcome for the company.”
However, brands disrupted by Covid-19 need transformative ideas more than ever. Agencies are in a unique position. DDB founder Bill Bernbach sums it up well, gendered pronouns aside; “We think we will never know as much about a product as a client. After all, he sleeps and breathes his product…By the same token, we firmly believe that he can’t know as much about advertising. Because we live and breathe that all day long.”
Historically, our industry has not been brilliant at drawing a line between what we do and things the brand’s CFO would recognise and value. We now need to get better at developing this dialogue. In tough times this is harder, but even more important.
As agency people, we need to ask ourselves if we really understand the goals and objectives of the finance people amongst our clients. Have we got under the skin of their targets? These will be different to those of the CMO.
We need to establish what our common ground is and communicate our value in their language. Marketing done well can make a significant difference to a business’ bottom line. You only need to look to companies like Coca Cola to see how the intangible value of its brand value underpins the net worth of the company.
How much of the marketing jargon that we use in our industry day-to-day resonates with the CFO, and, in turn, how much financial shorthand do we understand? If having direct access to them is proving difficult, let’s look to our own resources. Are we making good use of our own finance people, for instance? They have all been schooled in same language – use proxies where it’s helpful to do so.
Equipping everyone with a basic grounding in the business side of the industry we’re involved in is important – a course like the IPA’s Commercial Certificate can really help with the fundamentals.
Demonstrating measurement and effectiveness is nothing new. However, given that client budgets won’t be getting back to pre-Covid levels any time soon, marketing departments and their agencies will be under more pressure than usual to deliver tangible results. That means even greater scrutiny for every pound spent.
We are up for that challenge at Armadillo. Our focus has always been on cost-effectiveness – it’s baked into our DNA . We are lean and results-driven and have consistently delivered good value for clients which has led to long-term relationships with clients such as McDonald’s and Disney. Despite working with a major client in the severely-impacted eating out sector, we’ve seen them double down on CRM activity. For example, while other channels have been cut hard, our budgets have grown. That’s mainly thanks to proving strong ROIs on a continuous basis pre-crisis.
We believe the goal should be to have an end-to-end relationship with customer – tracking all the way through from first point of interaction through to purchase, to help influence the decision-buying journey.
Now is the time for agencies to create clearly defined market positions in line with commercials. We need to fulfil our role of trusted advisors, drawing on and demonstrating specialist expertise, experience and performance. We need to stay focused and be even more open to collaboration.
Whilst this is not a time to be naive, we must also try to balance our pragmatism with optimism. The world is not coming to an end just yet. Take our worst hit client in the travel sector. We prioritised pivoting to meet a dramatically different set of challenges – by thinking like stakeholders in their recovery rather than hard-done by suppliers, we’ve seen projects start to flow again far sooner than we might have expected.
Agencies must keep scanning the horizon for opportunities and be prepared to move the business in new directions to stay in the game. We’ve long positioned ourselves as nimble and responsive – those that can now display those attributes will prove invaluable.
This has not been an easy time, but we need to avoid giving in to nostalgic defeatism. A crisis like this could kill agencies off, but equally, if we could get more on the front foot, learn from past successes and fuse those learnings with the good things we’re doing now, this could also be the start of our renaissance.
This article was written by Chris Thurling for the IPA on 17 August 2020.
In the first whirlwind days of the UK lockdown, many businesses paused all discretionary spending and battened down the hatches to ride out the uncertainty. But Stratton Craig, a specialist written communications agency based in the heart of Bristol, chose to take a different tack. In its own version of a lockdown DIY project, the agency completed a full refresh of its website and launched a slick new site for itself. And now, the decision to proactively invest in the business is already paying off, with web traffic and new leads up within the first months of launch.
According to Stratton Craig CEO, Darren Clare, “The decision to reinvest in our business during this time was absolutely the right one for us. We knew that a new website would put us in a much better situation for the economic recovery when it kicks off, and it was a proactive step we could take to prepare our business for whatever is around the corner.”
Working in partnership with a specialist web agency allowed the Stratton Craig team to focus on what it does best, exceptional writing and flawless project management. Rebel & Slaughter were engaged to design and build the new website and the two agencies worked in seamless partnership to deliver the new website. By applying a boots and braces approach to the project management, the Stratton Craig team were able to keep the project on time, on budget and on brand, all while never letting a client deadline slip.
Mr Clare said, “The success of the website project is a testament to the resilience and hard work of the Stratton Craig team. We’ve already seen a 31% increase in traffic and a 133% increase in leads, month-on-month. With lockdown restrictions now easing, we know the new website will give our business the best chance of success as the economy bounces back. And we’re encouraging our clients to view this time as an opportunity to invest in their future success as well.”
About Stratton Craig
Stratton Craig is a written communications agency with over 30 years’ experience and a reputation for sharp thinking and brilliant writing. Since 1987, they’ve helped clients of all shapes and sizes to harness the power of words.
Pre-Covid, creative teams benefitted from being in close proximity. This is mainly because one of the driving forces of creativity is (ironically) its infectiousness.
Being part of a creative idea gaining traction – being able to see, hear, and feel its potential – is why most of us do this.
Now, with the panic of lockdown beginning to fade, and the possibility of remote working remaining part of daily life for a while yet, we’ve been evaluating the ways we’ve adapted over the last few months.
While our technology enabled us to switch locations immediately, our creative habits needed a little aligning to ensure a smooth transition.
Seeing people’s expressions and body language is vital when briefing, sharing, reviewing and presenting ideas.
Being able to notice the difference between silence when they are excited and scribbling ideas, and silence from them drawing a blank, ensures you can keep things moving.
Creativity needs energy and nurturing, and audio alone is not enough.
Creating a way to bounce ideas around as a team when our four walls became two-dimensional was an initial challenge, whether they were conceptual ideas, executional solutions or UX planning.
We found using collaborative programmes, especially Google Chat, Google Meet and Google Docs, meant we could share work straight away.
Sharing screens and documents in small groups for live ideation, or sharing screen grabs or photos of sketches in larger project chat groups, ensured the momentum was never lost.
None of these programmes recreate the beauty of walls covered in layout sheets bursting with ideas; but programmes such as Miro allow us to get nearer to the satisfaction of problem solving with Post-it Notes.
It’s easy to become task-orientated when you can’t physically see your team and without strong intentions individuals can become siloed.
But it’s vital that ideas are seen and challenged by others. A fresh perspective will ensure ideas are robust and refined.
We have staggered project team video ‘scrums’ each morning which serve to not only align us to our goals, but also alert us to opportunities to collaborate outside our initial tasks.
When you’re physically surrounded by creatives the unplanned check-ins that occur when you catch a glimpse of a colleague’s screen, or overhear an exciting idea, are often the times when projects gain momentum.
To attempt to create these naturally and informally without the pressure of a booked ‘meeting’, the team is encouraged to frequently share roughs, and experiments either one-to-one, or in small groups, via screen shares in video chats or screen grabs or sketches in chat groups.
When things get exciting and we want to share wider, the seconds it takes to drop a Google Meet link into individual chats is far quicker than running around a studio looking for other team-mates.
All this constant sharing means that the team has also had to allow for calm times in order to focus and produce the work.
We’ve had to become better at prioritising our time; knowing when to ask for time to focus and how ensure others are getting it.
We’ve found that early afternoon is when we can carve out concentration time; and for this isolated working can be a blessing.
The last few months have affected our work lives more than any impactful event I have experienced during my career; whether worldwide, like the 2008 recession, or the more localised and terrible 2005 London bombings.
Everyone is navigating their ‘new normal’ in different ways, at home and at work. This makes finding the right time to check-in and support each other a bit of a challenge.
But I think our communication and transparency has been forced to improve; bringing us closer, and making us far more efficient as a team.
This article was written by Art Director, Hannah Waters, and first appeared on Mediashotz on 15 July 2020.
We caught up with Dan Healy, Head of User Centred Design at the Satellite Applications Catapult to gather the most effective ways of running user experience and design activities remotely. Here, is our deep dive chat as part of our Ask the Expert series.
Sam @ ADLIB: To start things off, it’d be great if you could give us an idea of what Catapult does?
Dan: We exist to make the world a better place and to grow the UK economy through the effective use of space technology. We work on projects where there’s an opportunity to use satellite data to gain insight into a whole bunch of different things. It could be observing activity in the world’s oceans to track illegal fishing vessels or using something called remote sensing to check and ensure the structural integrity of bridges around the world. Some exciting, important opportunities – things that you wouldn’t even imagine were possible.
Sam @ ADLIB: Incredible. So, in the context of that, what’s your specific role?
Dan: My role is Head of User Centred Design. My role is as much to do with coordination, facilitation and oversight as anything else. In practice, that means that my job is about making sure that we’re doing and prioritising the right sort of work. I’m also responsible for evolving our culture of user-centred design so that it allows the organisation to take a user-centred approach to all that we do. I’ve got a team of really talented designers and feel like I’m well placed at knowing who would be well suited to particular projects, especially if I know that someone’s got an ambition to work on something.
My organisation has a solid history of user-centred design. One of the things that attracted me to the job was the fact that I hadn’t seen many examples of a ‘Head of User Centred Design’ being advertised and I loved the specificity of that. It suggested a maturity of thinking around user-centred design and design thinking. That said, we still have room to mature and that’s where I think I can help. I want to celebrate the incredible work that we’ve done but also look ahead to the exciting stuff that we’ve yet to do.
Sam @ ADLIB: As we know, Designers can come from a wide variety of backgrounds including research, psychology, graphics, product… What sort of skills and backgrounds make up your team?
Dan: It’s an amazing mixture. We’ve got skills in service design, product design, immersive visualisation, industrial design, and design research. My background is in user-centred design and in particular user research and accessibility. I enjoy helping people who are working on projects that have more of a user experience focus to enhance their skills in that way. For example, I’ve just been working with a member of my team with the design of a usability testing study, which was conducted remotely. It’s something that I’d like to do more of with my team.
Sam @ ADLIB: It’s an interesting exercise and one of the reasons I enjoy working in this sector so much, because of that diversity in people’s experience.
So to talk about the current situation; in your role as a Facilitator, a Manager and also a key relationship for internal stakeholders – I’d imagine having to work remotely has thrown up some interesting dynamics and brought about new challenges. Has the business been used to remote work in the past and what has that looked like?
Dan: That’s an interesting question and one that I’m going to challenge. A few people have asked me “how are you adapting to remote working? Is that something that you’re able to take on easily, or is it proving difficult?” We need to be aware of the fact that, what we’re doing at the moment isn’t simply remote working. Someone on LinkedIn said something along the lines of “this isn’t working from home, we’re at our homes during a crisis trying to work”. When I saw it, it resonated with me. I thought ‘thank you for saying that and acknowledging what this is because it’s not just remote working’.
I feel like I have multiple working personas. What I mean by that is, there’s Dan Healy, Head of UCD, who works at the Satellite Applications Catapult office four days a week. That’s probably my most productive version of working me. Then there’s Dan Healy, Head of UCD, who works at home on a Friday – that’s me, usually in a totally empty house, with all the broadband I could possibly want and no distractions. I’m pretty effective in that context too – I can get my head down and focus. Then you’ve got this version of me, where I’m working from my daughter’s cabin bed desk. I can hear the kids downstairs running around like maniacs and my wife (who’s also supposed to be working full time!) is trying to home-school them and to help me out with my busy schedule. This is an incredibly tough situation. This isn’t remote working for me, this is coping with the situation we’re in and trying to make the best of it.
Sam @ ADLIB: That’s very well put, there’s a huge difference between what we know as remote working and our current situation isn’t there.
It sounds like you’ve been working on a semi-remote basis before with the team, how has that changed what you’re doing now? And what character traits do you think are most important when working with UX and design teams remotely?
Dan: I think flexibility and creativity are essential in this context. It’s not good enough to just say “okay, we now have Zoom and Teams, let’s do all of our meetings on those platforms” but we won’t change anything else. That doesn’t work. As you’ve probably found out yourself, doing video calls all day is intense and it lets people into your life in a way that perhaps you’re not used to or comfortable with. At times, I’ve quite enjoyed the opportunity that it gives for showing vulnerability and authenticity. I think it’s helped me to come across to my organisation in a way that is perhaps more representative of who I am. For people to see the messiness, the chaos of my life makes me more human.
In terms of my organisation, we’ve adapted remarkably well. Over 150 people have pretty much moved out of the office and are conducting their work in a new way. Where we still need to do more work is around challenging our virtual behaviours. We need to rethink what meetings are for, to challenge the length of meetings and the tools that we use to facilitate those meetings.
One of the things I love about my job is that, as a user-centred designer, I’m invited into a wide array of different activities. I recently contributed to a homeworking policy that was put together at pace to try and address what’s going on at the moment and to give people assurances around what they could expect, what their rights are, and what is expected of them. I was delighted to collaborate with our Chief People Officer on that.
One of the things I did as part of that process was put together some guidelines on virtual etiquette. For example, if you want to chat with someone in the way that you would face to face in the kitchen or next to the water cooler, then ‘Teams’ is probably the best thing for that, but you should check if the person is available before you launch into a full conversation because that can be stressful for them. If you want to run a workshop, then we’d recommend using Zoom and something like Miro or Microsoft Whiteboard. Also, consider reducing the duration of your workshop or break it down into a number of shorter workshops. A workshop conducted in person is very different from a workshop conducted online. Not least because, certainly in my situation, I can’t afford the luxury of three hours. This means I can’t help with childcare.
Essentially, it’s about being as kind as possible to people. That’s one of the things that I encourage. We need to be kind to people and consider what they’re going through and how different it might be to what we’re going through. Everyone’s got their own struggles, it’s just that some of them aren’t as visible as others. There are different ways that you can exhibit that sort of kindness, for example, if you see that someone’s diary is very busy, and they’re in back to back meetings, could you maybe give them five minutes back between your meeting and the next one? Could you reduce your 45-minute meeting to 40 minutes or your 30-minute meeting to 25 minutes so they can get a cup of tea, go to the loo, get some headspace? Simple, seemingly trivial steps that are important.
Good practice around meetings is more important than ever. Before you book in that meeting, check whether someone is actually available, check whether you’re not triple or quadruple booking them, because that causes people to stress and that affects their mental health. Be considerate because if you’re double booking them or triple booking them, they’re going to have to spend time getting out of that mess. Put yourself in their shoes, what does that feel like?
Those are the things that I’m encouraging my organisation to adopt. I’ve already seen examples of it and that’s great.
Sam @ ADLIB: It’s interesting to think about some of those. Like talking about the communication etiquette that’s involved when actually the dynamic has changed a lot. You are in essence connected to (in some cases) somebody’s front room and their home.
When you look at some of the tools you mentioned and some of the practices when you talk about meetings and workshops, how do they look now compared to a few weeks ago when the world was so different and what have been the key changes that you’ve had to make?
Dan: They are different and, in some ways, I would say they’re better. I was facilitating a workshop recently and, before the pandemic hit, we would travel to one of our other office locations to run the workshop. I feel that changing the way these workshops are held has challenged the status quo and we’re now doing things in a different, more valuable way.
For example, for this workshop, we needed to use video conferencing for the conversation. That was an easy part, we would just use Zoom but the whiteboarding part proved a bit tricky. We’d been using Miro from time to time prior to the pandemic and so this time around it was a case of committing to Miro and seeing how it worked.
When I ran the session, I brought up the Miro board and said to the people at the beginning of the call, we’re going to do this as a bit of an experiment and let’s see how it goes, then started to put up sticky notes as things were going along.
Initially, the session would have been three hours, but I recommended that we break it down into two halves and made sure that we had a break in between. That seemed to go down well. At the end of the session, I asked how people found it.
I was delighted to hear that people thought it was better than doing it in person. It brought the whiteboard to the focus of the conversation, whether I was capturing things accurately. The areas that hadn’t yet been discussed were very clear and it felt like we’d got somewhere – we could all see the progress of our conversation. That was unexpected but great. If anything, it’s probably going to help us to show the value and the importance of what we do in the UCD team.
Sam @ ADLIB: That’s really interesting. In terms of how you communicate, manage and get the most out of your team is there a particular rhythm you’ve settled into? Or a working practice that is much different from what you were doing before?
Dan: When the pandemic hit, I was very aware of the fact that my team were used to being in the office. I’d spent a lot of time getting to know my team in person and doing my best to try to bring us all together. Now, we’ve been forced apart and this could have changed the dynamic irrevocably. We discussed and agreed on an approach to keeping in touch with each other. We have a virtual coffee for half an hour each day, which is optional. We can’t always make it but importantly, it’s not work-related, just a chance to chew the fat. I’ve enjoyed the fact that we’re six-plus weeks in and we’re still doing that.
Team meetings are working well – we still do those every week. We also have a session called ‘Design Horizons’, which is once every few months where we take some time out (typically about half a day) to focus on some of the more strategic, visionary things for the team. That’s posed a challenge. We’ve introduced different ways of doing it using Miro boards and Zoom and running a much shorter session. I broke it down into just two hours with a 10-minute break in the middle, but perhaps that was too short. You could say that I’m taking a user-centred design approach to this, too. It’s all about experimentation and iteration, seeing how good we can get. Things have changed a lot, but I think we’re still managing to keep in touch with each other and we feel like a team.
Our informal channels in Teams and WhatsApp have become more important than ever. I always make an effort to say good morning to everyone on Teams first thing if I can. I like to encourage that sort of positive domino effect of people chiming in. We’ve started to introduce (sort of by accident) a joke of the day, though sometimes we have to rely on Siri and Alexa to help us out. It’s good fun and we’ve done that pretty much every working day for six weeks now – quite an achievement!
Sam @ ADLIB: It’s quite easy in this situation for everything to become about work in a lot of ways and it’s good to encourage some of those things and I imagine some of those will probably stick way beyond the current situation as well.
Finally, is there one key piece of advice for people who are looking to get their teams functioning at their optimum in this situation?
Dan: A piece of advice I would give to someone in my position is, make sure that the approach you’re deciding upon is a result of collaborating with your team. Work with your team to find out what works – ask them questions, listen to their answers. This can feel like quite a vulnerable position for a team leader because you might feel that your team is looking to you to be the rock, the person that has all of the answers. However, imposing an approach that doesn’t work for your team risks a long-lasting and negative impact on the team’s dynamic.
This article previously appeared on the ADLIB Blog.
10 more fun and educational activities if you are looking for that extra bit of help when planning/refreshing your ‘stay at home timetable’ with the kids for after the bank holiday sunshine.
We’ve put all 3 issues together on this link so you can easily access them all.
We really hope you like them.
Stay safe x
We’re on a mission to brighten up isolation and inspire every child in the nation!
If you’re from the South West, you may have already heard of Healthy Young Minds, our initiative to encourage children into STEM subjects by unleashing their creativity and imaginations.
Last summer, we tasked every child from Summerhill Academy, Bristol, to help us think of ways to tackle two of the world’s trickiest health problems: dementia and air pollution.
Why? Because complex problems require uninhibited thinking. Something that we know children are fantastic at. They have creativity by the bucketload, but often aren’t consulted on the big issues that they will likely face in the future. We think they should be.
It was a fantastic success: we had 400 entries, a judging panel with the likes of Dyson and Alzheimer’s Research UK, and four seriously impressive winners.
We’re taking this online
Now that the nation’s children aren’t in school for the forseeable, and parents have been thrust into the unlikely role of teacher, Healthy Young Minds is back for 2020 with a digital twist.
Over the coming weeks and months, we’ll be uploading new Healthy Young Minds challenges that you can download from www.healthy-young-minds.com
From topical Corona-themed challenges to ecological topics, we promise to open your childrens’ minds and give parents a helping hand for as long as this lasts.
All you need to take part is paper and pen (or a tablet if they’re lucky enough), and a dollop of imagination.
Will your little one be a big winner?
We’ll be judging the nation’s creative inventions and awarding our favourites with some e-prizes to help make lockdown easier for the whole family.
Our part-time User Experience Design (UXD) course will teach you all the key skills required to research, define, design and develop digital services based upon user-centred design principles.
The programme’s industry informed curriculum will teach you how to approach problems creatively in order to design the next generation of great apps, websites, and digital products whilst preparing you to pursue opportunities to work as a User Experience Designer.
Students will be taught the fundamentals of User Centred Design and learn to validate ideas by looping through the design process starting with User Research, Rapid Prototyping, User Testing and Iteration.
You will also be introduced to industry standard creative software tools and working processes whilst working on a real client brief.
Alongside this practical application of learned skills and techniques – you will be able to demonstrate your ability to successfully manage a project from concept to launch; combining commercially sought after skill-sets – through the application of research, design and technical development.
Students will finish the course competent in:
Our part-time User Experience (UX) Design course has been developed to help anyone looking to up-skill or change career and move into the ever increasing number of roles in UX Design.
It is aimed at people looking to learn the ‘mindset’ and application of User Experience Design to digital projects (both agency and client-side) – and to gain a deeper understanding of the methods, tools and processes of working as a UX Designer.
This programme would be useful for anyone hoping to expand their knowledge of UX Design methodologies, tools and processes.
This course is ideal for:
(This is by no means an exhaustive list.)
Check out our students reviews
Sign up for a taster workshop
For any other information please do get in touch with Nicola nicola[email protected]
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