Webmasters Gallery

Do you recognize this situation? The marketing and business teams talk about their customers, and each team thinks they have the same understanding of the problem and what needs to be done. Then, they’re including the Product and UX team in the conversation around how to best serve a particular customer group and where to invest in development and marketing efforts. They’ve done their initial ideation and are trying to prioritize, but this turns into a long discussion with the different teams favoring different areas to focus on. Suddenly, an executive highlights that instead of this customer segment, there should be a much higher focus on an entirely different segment — and the whole discussion starts again.

This situation often arises when there is no joint-up understanding of the different customer segments a company is serving historically and strategically. And there is no shared understanding beyond using the same high-level terms. To reach this understanding, you need to dig deeper into segment definitions, goals, pain points, and jobs-to-be-done (JTBD) so as to enable the organization to make evidence-based decisions instead of having to rely on top-down prioritization.

The hardest part about doing the right thing for your user or customers (please note I’m aware these terms aren’t technically the same, but I’m using them interchangeably in this article so as to be useful to a wider audience) often starts inside your own company and getting different teams with diverging goals and priorities to agree on where to focus and why.

But how do you get there — thinking user-first AND ensuring teams are aligned and have a shared mental model of primary and secondary customer segments?

Personas vs Segments

To explore that further, let’s take a brief look at the most commonly applied techniques to better understand customers and communicate this knowledge within organizations.

Two frequently employed tools are user personas and user segmentation.

Product/UX (or non-demographic) personas aim to represent the characteristics and needs of a certain type of customer, as well as their motivations and experience. The aim is to illustrate an ideal customer and allow teams to empathize and solve different use cases. Marketing (or demographic) personas, on the other hand, traditionally focus on age, socio-demographics, education, and geography but usually don’t include needs, motivations, or other contexts. So they’re good for targeting but not great for identifying new potential solutions or helping teams prioritize.

In contrast to personas, user segments illustrate groups of customers with shared needs, characteristics, and actions. They are relatively high-level classifications, deliberately looking at a whole group of needs without telling a detailed story. The aim is to gain a broader overview of the wider market’s wants and needs.

Tony Ulwick, creator of the “jobs-to-be-done” framework, for example, creates outcome-based segmentations, which are quite similar to what this article is proposing. Other types of segmentations include geographic, psychographic, demographic, or needs-based segmentations. What all segmentations, including the user segmentation matrix, have in common is that the segments are different from each other but don‘t need to be mutually exclusive.

As Simon Penny points out, personas and segments are tools for different purposes. While customer segments help us understand a marketplace or customer base, personas help us to understand more about the lived experience of a particular group of customers within that marketplace.

Both personas and segmentations have their applications, but this article argues that using a matrix will help you prioritize between the different segments. In addition, the key aspect here is the co-creation process that fosters understanding across departments and allows for more transparent decision-making. Instead of focusing only on the outcome, the process of getting there is what matters for alignment and collaboration across teams. Let’s dig deeper into how to achieve that.

User Segmentation Matrix: 101

At its core, the idea of the user segmentation matrix is meant to create a shared mental model across teams and departments of an organization to enable better decision-making and collaboration.

And it does that by visualizing the relevance and differences between a company’s customer segments. Crucially, input into the matrix comes from across teams as the process of co-creation plays an essential part in getting to a shared understanding of the different segments and their relevance to the overall business challenge.

Additionally, this kind of matrix follows the principle of “just enough, not too much” to create meaning without going too deep into details or leading to confusion. It is about pulling together key elements from existing tools and methods, such as User Journeys or Jobs-to-be-done, and visualizing them in one place.

For a high-level first overview, see the matrix scaffolding below.

Case Study: Getting To A Shared Mental Model Across Teams

Let’s look at the problem through a case study and see how building a user segmentation matrix helped a global data products organization gain a much clearer view of its customers and priorities.

Here is some context. The organization was partly driven by NGO principles like societal impact and partly by economic concerns like revenue and efficiencies. Its primary source of revenue was raw data and data products, and it was operating in a B2B setting. Despite operating for several decades already, its maturity level in terms of user experience and product knowledge was low, while the amount of different data outputs and services was high, with a whole bouquet of bespoke solutions for individual clients. The level of bespoke solutions that had to be maintained and had grown organically over time had surpassed the “featuritis” stage and turned utterly unsustainable.

And you probably guessed it: The business focus had traditionally been “What can we offer and sell?” instead of “What are our customers trying to solve?”

That means there were essentially two problems to figure out:

1. Help executives and department leaders from Marketing through Sales, Business, and Data Science see the value of customer-first product thinking.
2. Establish a shared mental model of the key customer segments to start prioritizing with focus and reduce the completely overgrown service offering.

For full disclosure, here’s a bit about my role in this context: I was there in a fractional product leader role at first, after running a discovery workshop, which then developed into product strategy work and eventually a full evaluation of the product portfolio according to user & business value.

Approach

So how did we get to that outcome? Basically, we spent an afternoon filling out a table with different customer segments, presented it to a couple of stakeholders, and everyone was happy — THE END. You can stop reading…

Or not, because from just a few initial conversations and trying to find out if there were any existing personas, user insights, or other customer data, it became clear that there was no shared mental model of the organization’s customer segments.

At the same time, the Business and Account management teams, especially, had a lot of contact with new and existing customers and knew the market and competition well. And the Marketing department had started on personas. However, they were not widely used and weren’t able to act as that shared mental model across different departments.

So, instead of thinking customer-first the organization was operating “inside-out first,” based on the services they offered. With the user segmentation matrix, we wanted to change this perspective and align all teams around one shared canvas to create transparency around user and business priorities.

But How To Proceed Quickly While Taking People Along On The Journey?

Here’s the approach we took:

1. Gather All Existing Research

First, we gathered all user insights, customer feedback, and data from different parts of the organization and mapped them out on a big board (see below). Initially, we really tried to map out all existing documentation, including links to in-house documents and all previous attempts at separating different user groups, analytics data, revenue figures, and so on.

The key here was to speak to people in different departments to understand how they were currently thinking about their customers and to include the terms and documentation they thought most relevant without giving them a predefined framework. We used the dimensions of the matrix as a conversation guide, e.g., asking about their definitions for key user groups and what makes them distinctly different from others.

2. Start The Draft Scaffolding

Secondly, we created the draft matrix with assumed segments and some core elements that have proven useful in different UX techniques.

In this step, we started to make sense of all the information we had collected and gave the segments “draft labels” and “draft definitions” based on input from the teams, but creating this first draft version within the small working group. The aim was to reduce complexity, settle on simple labels, and introduce primary vs secondary groups based on the input we received.

We then made sure to run this summarized draft version past the stakeholders for feedback and amends, always calling out the DRAFT status to ensure we had buy-in across teams before removing that label. In addition to interviews, we also provided direct access to the workboard for stakeholders to contribute asynchronously and in their own time and to give them the option to discuss with their own teams.

3. Refine

In the next step, we went through several rounds of “joint sense-making” with stakeholders from across different departments. At this stage, we started coloring in the scaffolding version of the matrix with more and more detail. We also asked stakeholders to review the matrix as a whole and comment on it to make sure the different business areas were on board and to see the different priorities between, e.g., primary and secondary user groups due to segment size, pain points, or revenue numbers.

4. Prompt

We then promoted specifically for insights around segment definitions, pain points, goals, jobs to be done, and defining differences to other segments. Once the different labels and the sorting into primary versus secondary groups were clear, we tried to make sure that we had similar types of information per segment so that it would be easy to compare different aspects across the matrix.

5. Communicate

Finally, we made sure the core structure reached different levels of leadership. While we made sure to include senior stakeholders in the process throughout, this step was essential prior to circulating the matrix widely across the organization.

However, due to the previous steps, we had gone through, at this point, we were able to assure senior leadership that their teams had contributed and reviewed several times, so getting that final alignment was easy.

We did this in a team of two external consultants and three in-house colleagues, who conducted the interviews and information gathering exercises in tandem with us. Due to the size and global nature of the organization and various different time zones to manage, it took around 3 weeks of effort, but 3 months in time due to summer holidays and alignment activities. So we did this next to other work, which allowed us to be deeply plugged into the organization and avoid blind spots due to having both internal and external perspectives.

Building on in-house advocates with deep organizational knowledge and subject-matter expertise was a key factor and helped bring the organization along much better than purely external consultants could have done.

User Segmentation Matrix: Key Ingredients

So, what are the dimensions we included in this mapping out of primary and secondary user segments?

The dimensions we used were the following:

1. Segment definition
   Who is this group?
   Define it in a simple, straightforward way so everyone understands — NO acronyms or abbreviations. Further information to include that’s useful if you have it: the size of the segment and associated revenue.
2. Their main goals
   What are their main goals?
   Thinking outside-in and from this user groups perspective these would be at a higher level than the specific JTBD field, big picture and longer term.
3. What are their “Jobs-to-be-done”?
   Define the key things this group needs in order to get their own work done (whether that’s currently available in your service or not; if you don’t know this, it’s time for some discovery). Please note this is not a full JTBD mapping, but instead seeks to call out exemplary practical tasks.
4. How are they different from other segments?
   Segments should be clearly different in their needs. If they’re too similar, they might not be a separate group.
5. Main pain points
   What are the pain points for each segment? What issues are they currently experiencing with your service/product? Note the recurring themes.
6. Key contacts in the organization
   Who are the best people holding knowledge about this user segment?
   Usually, these would be the interview partners who contributed to the matrix, and it helps to not worry too much about ownership or levels here; it could be from any department, and often, the Business or Product org are good starting points.

This is an example of a user segmentation matrix:

Outcomes & Learning

What we found in this work is that seeing all user segments mapped out next to each other helped focus the conversation and create a shared mental model that switched the organization’s perspective to outside-in and customer-first.

Establishing the different user segment names and defining primary versus secondary segments created transparency, focus, and a shared understanding of priorities.

Building this matrix based on stakeholder interviews and existing user insights while keeping the labeling in DRAFT mode, we encouraged feedback and amends and helped everyone feel part of the process. So, rather than being a one-time set visualization, the key to creating value with this matrix is to encourage conversation and feedback loops between teams and departments.

In our case, we made sure that every stakeholder (at different levels within the organization, including several people from the executive team) had seen this matrix at least twice and had the chance to input. Once we then got to the final version, we were sure that we had an agreement on the terminology, issues, and priorities.

Below is the real case study example (with anonymized inputs):

Takeaways And What To Watch Out For

So what did this approach help us achieve?

1. It created transparency and helped the Sales and Business teams understand how their asks would roughly be prioritized — seeing the other customer segments in comparison (especially knowing the difference between primary vs secondary segments).
2. It shifted the thinking to customer-first by providing an overview for the executive team (and everyone else) to start thinking about customers rather than business units and see new opportunities more clearly.
3. It highlighted the need to gather more customer insights and better performance data, such as revenue per segment, more detailed user tracking, and so on.

In terms of the challenges we faced when conducting and planning this work, there are a few things to watch out for:

We found that due to the size and global nature of the organization, it took several rounds of feedback to align with all stakeholders on the draft versions. So, the larger the size of your organization, the more buffer time to include (or the ability to change interview partners at short notice).

If you’re planning to do this in a startup or mid-sized organization, especially if they’ve got the relevant information available, you might need far less time, although it will still make sense to carefully select the contributors.

Having in-house advocates who actively contributed to the work and conducted interviews was a real benefit for alignment and getting buy-in across the organization, especially when things started getting political.

Gathering information from Marketing, Product, Business, Sales and Leadership and sticking with their terms and definitions initially was crucial, so everyone felt their inputs were heard and saw it reflected, even if amended, in the overall matrix.

And finally, a challenge that’s not to be underestimated is the selection of those asked to input — where it’s a tightrope walk between speed and inclusion.

We found that a “snowball system” worked well, where we initially worked with the C-level sponsor to define the crucial counterparts at the leadership level and have them name 3-4 leads in their organization, looking after different parts of the organization. These leaders were asked for their input and their team’s input in interviews and through asynchronous access to the joint workboard.

What’s In It For You?

To summarize, the key benefits of creating a user segmentation matrix in your organization are the following:

• Thinking outside-in and user-first.
  Instead of thinking this is what you offer, your organization starts to think about solving real customer problems — the matrix is your GPS view of your market (but like any GPS system, don’t forget to update it occasionally).
• Clarity and a shared mental model.
  Everyone is starting to use the same language, and there’s more clarity about what you offer per customer segment. So, from Sales through to Business and Product, you’re speaking to users and their needs instead of talking about products and services (or even worse, your in-house org structure). Shared clarity drastically reduces meeting and decision time and allows you to do more impactful work.
• Focus, and more show than tell.
  Having a matrix helps differentiate between primary, secondary, and other customer segments and visualizes these differences for everyone.

When Not To Use It

If you already have a clearly defined set of customer segments that your organization is in agreement on and working towards — good for you; you won’t need this and can rely on your existing data.

Another case where you will likely not need this full overview is when you’re dealing with a very specific customer segment, and there is good alignment between the teams serving this group in terms of focus, priorities, and goals.

Organizations that will see the highest value in this exercise are those who are not yet thinking outside-in and customer-first and who still have a traditional approach, starting from their own services and dealing with conflicting priorities between departments.

Next Steps

And now? You’ve got your beautiful and fully aligned customer segmentation matrix ready and done. What’s next? In all honesty, this work is never done, and this is just the beginning.

If you have been struggling with creating an outside-in perspective in your organization, the key is to make sure that it gets communicated far and wide.

For example, make sure to get your executive sponsors to talk about it in their rounds, do a road show, or hold open office hours where you can present it to anyone interested and give them a chance to ask questions. Or even better, present it at the next company all-hands, with the suggestion to start building up an insights library per customer segment.

If this was really just the starting point to becoming more product-led, then the next logical step is to assess and evaluate the current product portfolio. The aim is to get clarity around which services or products are relevant for which customers. Especially in product portfolios plagued by “featuritis,” it makes sense to do a full audit, evaluate both user and business value, and clean out your product closet.

If you’ve seen gaps and blind spots in your matrix, another next step would be to do some deep dives, customer interviews, and discovery work to fill those. And as you continue on that journey towards more customer-centricity, other tools from the UX and product tool kit, like mapping out user journeys and establishing a good tracking system and KPIs, will be helpful so you can start measuring customer satisfaction and continue to test and learn.

Like a good map, it helps you navigate and create a shared understanding across departments. And this is its primary purpose: getting clarity and focus across teams to enable better decision-making. The process of co-creating a living document that visualizes customer segments is at least as important here as the final outcome.

Further Reading

• Data-Driven Personas for Enhanced User Understanding: Combining Empathy with Rationality for Better Insights to Analytics, Bernard J. Jansen, Joni O. Salminen, Soon-Gyo Jung (Data and Information Management, 2020)
• “Most Effective Ways To Segment Your Users,” Ilia Lotarev (Adapty.io)
• “The 6 Types Of User Segmentation And What They Mean For Your Product,” Pavel Malos (UX Collective, Medium)
• “Understanding Users By Going Beyond Personas, Demographics, And Affinity Groups,” Kate Matesic (UX Magazine)
• “The Difference Between Customer Segmentation And Customer Personas,” Simon Penny (UX Collective, Medium)

Are AI design tools about to replace human designers? Most of us would assume they are not quite there yet. But: could they be getting closer?

While AI can certainly generate strong designs instantly, it often misses the mark on the finer details that a human designer would catch. If you, for example, ask an AI to draw a picture of a hand—it might get a general idea, but it might not capture the subtle details that make a hand look real.

And yet, despite these limitations, AI has its strengths. It can handle repetitive tasks, analyze vast amounts of information, and even suggest ideas that a human designer might not have thought of.

So, while AI isn’t ready to take over the design world just yet, it’s definitely changing the game. To succeed in this new era, designers need to adapt and integrate AI into their workflows.

In this article, we’ll explore the current state of AI in design, its strengths and weaknesses, how designers can adapt, and what the future might hold. 

The Rise of AI Design Tools

AI design tools are shaking up the industry. They’re fast, efficient, and can generate hundreds of ideas in no time. Tools like Midjourney, DALL-E, and Adobe Sensei use advanced algorithms and vast datasets to create designs that are visually attractive and technically precise.

However, AI’s speed and efficiency come with limitations. These tools lack the human touch—they don’t understand emotions, cultural contexts, or storytelling. They serve as powerful assistants but fall short of replacing the instinctive decision-making of human designers.

AI: A Powerful Partner

AI isn’t here to replace you, the designer. It’s here to assist you. Think of AI as a powerful ally, taking on monotonous tasks and freeing you to focus on the creative, strategic parts of your work.

Here’s how AI can help:

• Automating Boring Tasks: AI can handle repetitive tasks like resizing images, selecting colors, and generating variations. This automation means you spend less time on tedious work and more on creativity.
• Data Analysis: AI can sift through large datasets, spotting trends and suggesting design improvements. This can provide insights that might not be immediately obvious.
• Generating Ideas: AI can propose a range of design ideas, sparking inspiration that you might not have thought of. This expands your creative possibilities and helps you think outside the box.

By taking care of the heavy work, AI lets you focus on what you do best—coming up with ideas, solving problems, and creating designs that connect on an emotional level.

Let’s look at some tools that make this possible:

• Microsoft Designer: This tool offers a user-friendly interface and a range of features for creating various items quickly, from social media posts to professional presentations. It leverages AI to suggest design elements and layouts, making your workflow smoother and faster.
• Adobe Firefly: Firefly allows you to generate vectors, brushes, and textures from simple prompts. It’s perfect for experimenting with new concepts and bringing your creative visions to life without extensive manual work.
• Runway: Runway simplifies video editing with its comprehensive suite. It offers advanced features for color correction, visual effects, and seamless integration with other tools, streamlining your entire production process.

With AI as your partner, you can work faster, explore more ideas, and push your creative boundaries further. That said, no matter how advanced AI gets, it can’t replace the unique human perspective. Let’s explore what makes human designers truly irreplaceable.

The Irreplaceable Human Touch

Despite AI’s capabilities, it can’t replicate the unique qualities that human designers bring. Designers infuse their work with personal experiences, empathy, and an understanding of human behavior that AI lacks.

Human designers can:

• Anticipate user needs and craft engaging narratives.
• Understand the emotional impact of design elements like color and typography.
• Grasp cultural context and ensure relevance and sensitivity.

AI might be able to generate a variety of design options, but it can’t really understand the emotional impact of color choices or the cultural significance of certain design elements. It can’t predict how a user might emotionally respond to a particular design or how a design fits into a larger strategic vision.

So, how can we blend AI’s capabilities with human creativity to create exceptional designs?

Collaboration: The Future of Design

The future of design isn’t about AI versus humans; it’s about using the strengths of both to create exceptional work. AI can generate several ideas and handle repetitive tasks, freeing human designers to refine these ideas with creativity, strategic thinking, and emotional intelligence.

Here’s how to make the most of AI in your design process:

• Streamline Your Workflow: Let AI take care of repetitive tasks like resizing images and selecting colors. This frees up your time to focus on more complex design elements.
• Speed Up Iterations: Use AI to quickly generate multiple design variations. This allows you to test and refine ideas faster, improving the overall design process.
• Enhance Quality: Leverage AI’s precision to ensure technical accuracy, while you add the creative touches that make a design stand out.
• Stay Innovative: Use AI to explore new design concepts and ideas that you might not have thought of on your own. This expands your creative possibilities and keeps your work fresh.
• Make Data-Driven Decisions: AI can analyze large datasets to spot trends and suggest design improvements. Use these insights to inform your design choices and stay ahead of the curve.

The key is to view AI as a partner. It handles the heavy lifting, but your creativity and vision bring the final product to life. This collaboration is the future of design—leveraging technology to enhance, not replace, human creativity.

That said, the impact of AI goes beyond the creative process itself.

AI in Design Meetings: Enhancing Collaboration

AI is changing not just how we design, but also how we collaborate. Effective communication is crucial in design projects, and AI meeting assistants can make a big difference. By automating meeting tasks, AI lets designers focus more on creativity and less on administration.

• Transcriptions: AI can transcribe meetings in real-time, ensuring nothing is missed and everyone is on the same page.
• Summaries: Generate concise meeting summaries, highlighting key points, decisions, and next steps.
• Action Items: Identify and track action items, ensuring follow-through on tasks and responsibilities.

Using AI in your meetings means less time spent on logistics and more on what really matters—creating great designs! This is especially important as design teams often juggle multiple projects and meetings. 

The Future of Design

Let’s rewind and revisit our original question: Can AI replace human designers? The short answer is no. But it will definitely change the game.

Designers who rely on both AI and their insights will thrive. Those who leverage AI for repetitive tasks will have more time to add creative details and make their work more impactful. 

Here’s the bottom line: AI is here to stay. It’s not a threat; it’s an opportunity. An opportunity to work smarter, push the boundaries of what’s possible, and create designs that make a real difference in people’s lives.

The future of design is about human-AI synergy. It’s about creating designs that are not only functional but also emotionally resonant. It’s about leveraging technology while staying true to your core values as a designer.

Featured image by Antoni Shkraba

The post Can AI Design Tools Replace Human Designers? appeared first on noupe.

Growing your business is often synonymous with growing your network. After all, your business is often only as good as your vendors, suppliers, employees, collaborators, and, of course, your customers. Building communities is the best way to catalyze innovation and connect people, exponentially increasing their potential. 

With uncertain signals in the 2024 economic outlook, this focus is more vital than ever. Let’s take a closer look at some of the best ways to build meaningful connections to help your business thrive.

Don’t Let It Take Over Your Time

One of the most common mistakes business owners make when it comes to networking is going overboard. If you live in one of the best startup cities in America, there’s a near-endless supply of networking opportunities, from conferences and summits to casual social engagements where you’ll find yourself rubbing shoulders with leaders in your field.

However, these opportunities can easily become a distraction. Networking is valuable and necessary, but it can’t take time and energy away from your business’s core functions. 

Experts suggest allocating a specific amount of time to networking; this could be per day, per week, or only on designated days or at designated times of the day. This often has a double benefit. First, setting aside specific time to network instead of only doing it when the urge strikes can often result in you actually networking more on a weekly or monthly basis than before. Second, it preserves the rest of your time for other work.

Know What You Want

Just like you should decide exactly when to network (and when you shouldn’t), you should also have a clear idea of what you want to get out of it.

Small business owners can have many different networking goals, such as raising brand awareness, looking for partners to help expand, pivoting into a slightly different area of expertise, or even recruitment. Defining these goals for yourself ahead of time will help you stay focused and on message. 

Don’t Focus Too Narrowly

It’s natural to feel in sync with business owners and entrepreneurs like yourself; you understand their journey and the obstacles they face. But make sure you network far and wide, ranging well beyond your specific role and industry. The most valuable insights and relationships are often the result of differing perspectives coming together. 

Beyond that, networking with professionals outside your immediate sphere will give you a richer perspective on your industry, often leading to valuable insights.

Let People Do Favors for You

Many people think of demonstrating value as a one-way street and that the best (and perhaps only) way to do so is to do things for other people. But this is a very limited view of human nature. While it might sound counterintuitive, asking someone for a favor can be one of the best ways to cement your relationship.

Most people like to do favors for others, sometimes even more than they enjoy receiving them. Doing things for coworkers or bosses allows them to demonstrate positive qualities like generosity, altruism, and competence. 

Don’t Be a Taker

Still, don’t immediately start asking for favors and referrals when you forge a new contact. At the start of the relationship, share your knowledge and contacts first to make it clear you’re not just a selfish opportunist. More often than not, this kind of upfront generosity is eventually returned many times over. 

Don’t Just Look Up

One of the most common goals for small business owners is to find mentors who can help them take their brand to the next level. But that shouldn’t be your sole focus. 

Network in every direction. That means reaching out not just to powerful mentors further along their business journey but also interacting regularly with more junior colleagues who are just starting out. This is a great way to build out organic networks and uncover valuable hidden talents that can benefit the community. Plus, it’s not uncommon for high-performing younger employees to quickly reach the upper echelons of the company or industry. Who knows what that cup of coffee with a junior coworker might lead to someday?

Make Introductions and Connections

Don’t just think about who you can connect with. If you have two contacts who clearly share a vision but don’t know each other yet, introduce them. Building relationships between your contacts is a great way to build goodwill, multiply your influence, and cultivate the network around you. 

Be Genuine

Don’t be too transactional about your networking; approach it like any other substantial human relationship. Don’t restrict your conversation to business. Talk about your personal lives, shared hobbies, or anything else that might come up. 

And remember that you shouldn’t make networking all about yourself. If you think back to horrible bosses and coworkers you’ve had in the past, they probably bored you with relentless monologues about themselves. The more you can make the conversation about the other person and solicit their opinions and feelings, the more fruitful your networking will be. 

Cultivate and Always Follow Up

Networking isn’t about making easy money fast; it’s about forging long-term relationships. Check in with new networking contacts soon after you make that initial contact. Remind them how you met, and continue the conversation. This will firm up your connection and leave them with a positive association. 

If you said you’d give them materials or a referral, make sure you follow through. This doesn’t have to be a face-to-face meeting or even a phone call; a social media message or post can be very effective, too. Even more importantly, this has to be a consistent effort. Reach out to your contacts regularly, or your network will wither.

Featured Image by Brooke Cagle on Unsplash

The post 9 Ways to Build Meaningful Connections for Business Growth appeared first on noupe.

A recent report reveals that the creator economy is worth more than $100 billion dollars.

In the last eight years, its global market size has increased by more than 20 times and is expected to reach $500 billion in the next three years.

And it’s not hard to see why. 

67% of B2B marketers see more impact with influencer marketing than brand-only campaigns.

What’s more, out of social media users ages 18–54, 21% have made a purchase after an influencer’s recommendation. And 32% of Gen Zers have bought something after a creator recommended it.

With high engagement and conversions, consider dedicating a chunk of your marketing budget to influencer campaigns.

To see the most impact, focus on building sustainable, long-term partnerships when working with aligned creators. 

When you build trust and mutual respect, there’s no limit to the potential success you can reach together. 

Let’s take a closer look at the creator economy, how to work with creators to reach more audiences, and how to find aligned partners for the long haul.

Examples of strong, sustainable partnerships

Thought leader, author, and entrepreneur Marie Forleo has built several businesses and specializes in helping others do the same. 

For years, she’s leveraged strong partnerships with other big names in the industry, such as Jenna Kutcher, Kris Carr, and Danielle LaPorte.

Using both influencer and affiliate marketing strategies, Marie Forleo has worked with creators to drum up awareness, qualified leads, and user-generated content for her programs, B-School and Time Genius. 

Marie has launched “seasons” and preps for them by investing in massive influencer campaigns with the partners she trusts most. She leverages their reach every year — typically during Q4 and Q1 to fill course seats. 

Together, they produce social media videos, Instagram Stories, ads, and email marketing content featuring her programs. 

With over a million and a half niche followers (on Instagram alone) between Jenna, Kris, and Danielle, Marie has ample opportunities to grab aligned leads.

In the B2B space …

Thought leaders and entrepreneurs Massimo Chieruzzi, Shane Barker, and Adam Enfroy make affiliate marketing income reviewing B2B sales books, marketing books, tools, and services — mostly about SaaS and Tech. 

Their authoritative content and high-traffic websites give SaaS and Tech brands a secure channel for attracting qualified leads and conversions. 

They trust Massimo, Shane, and Adam with ongoing content marketing campaigns, including explainer videos, blog posts, and in-depth guides. 

These help generate quality backlinks to the brands’ sites and help them reach more audiences, build authority, and boost sales.

A pro when working with affiliate marketers? It can be easier to gauge their return on investment (ROI). You’ll have auto-generated commission tracking to see exactly how much profit you’ve earned with each campaign. 

Many affiliate marketers also don’t charge upfront fees. 

Instead, they only make commissions when they sell your product or service. 

Collaborating with and building relationships with professionals in your niche 

Networking with creators and successful professionals in your industry is an invaluable way to create a long-term mutual value exchange.

Here are some best practices to keep in mind when collaborating with and building relationships with like-minded professionals:

B2C influencer marketing 

If you’re in the B2C space, find other professionals in your niche who aren’t direct competitors. 

Build relationships with vendors that have aligned values and share each other’s content and promos:

• Across social media platforms
• In email marketing campaigns 
• In ad campaigns

Consider linking up to collaborate on short-form videos, styled photo shoots, and user-generated content (UGC) campaigns. 

For instance, if you own a professional wedding photography company, consider building relationships with dress and tailored men’s suit brands, custom picture frame vendors, and florists. Set up ongoing styled shoots and cross-market the images on your social media profiles and in email campaigns:

You can also collaborate on lead magnet campaigns to build your email lists. Consider using generous coupons and helpful guides (like best picture frame materials for wedding photos) to nudge website visitors and campaign viewers to hand over their email addresses:

Take this tip up a notch by partnering with industry vendors with impressive endorsements. 

For instance, VRAI, a jewelry store specializing in lab-grown diamond rings, has a notable endorsement from actor Leonardo DiCaprio, featured on its website:

The brand also showcased actor Robert Downey Jr. wearing its VRAI diamond cufflinks at an award ceremony to its Instagram followers:

These humbling recognitions help VRAI build trust with its audience — as well as promising relationships with relevant vendors and creators in the wedding industry:

B2B influencer marketing

If you’re in the B2B space, build relationships with subject-matter experts, thought leaders, and content marketers. 

Look for ones with niche expertise in your industry and websites with high DA scores (ideally 80+). 

You’ll also want to make sure their content style and brand values match yours. Consider testing a few campaigns before committing to longer agreements.

When you’re ready for long-term impact, create a content marketing schedule with pre-defined workflows. For instance, plan campaigns a quarter or even a year in advance. 

This gives your partnership time to grow and deepen so you can improve each campaign. 

Some B2B leaders charge retainer fees, while others work for affiliate marketing commissions. Test both options to see which agreements foster the best ROI.

When creating your affiliate marketing program, be fair. While you want to earn a profit, you also need to sweeten the deal for your B2B creators.

In other words, ensure your affiliates feel valued and have real income potential by partnering with your brand. 

Get inspired by one of the leading AI voice generation software companies, LOVO. Its affiliate marketing program offers creators 20% recurring commissions for 24 months when they acquire new customers:

Its affiliates can also track results, receive monthly payments, and get access to training resources to improve sales. The generous commission amount and holistic support options help affiliates feel excited about — and committed to — endorsing LOVO. 

When creating B2B campaigns with your partners, focus on educational and informative content that generates leads and website traffic. 

Be sure to create an SEO strategy based on search intent to encourage higher rankings. Focus on high-volume, low-competition keywords.

Some effective SEO content assets for B2B influencer campaigns include:

• Lead magnet campaigns, i.e., B2B ebooks or in-depth guides
• YouTube explainer videos
• Knowledge Base content
• Comparison guides
• Product reviews
• White papers
• Case studies 
• Guest posts 
• Blog posts
• Tutorials

The power of implementing user-generated content and social proof at scale 

One of the most important benefits of working with long-term influencers and affiliates is the ability to drum up UGC. 

When you link arms with aligned creators over the long haul, there are endless opportunities for people to shout your praises. This can generate viral results when partners dedicate more time to focus on UGC campaigns. 

As Roy Mayer, Social Media Lead at Artlist, says …

“Partnering with creators has allowed us to create more content and deliver a bigger impact. We see this both in ’soft’ metrics, such as our channel growth and brand sentiment, as well as in hard data. 

UGC was one of our main traffic sources this year from organic social media activity. It also allowed us to respond quickly to marketing needs, creating an organic content envelope to assist with more performance-oriented efforts. 

We’ve experienced higher-impact marketing campaigns on all fronts and acquired more traffic and sales.”

If you’re on a budget, consider partnering with micro-influencers and nano-influencers in your niche to boost UGC. 

They’re cost-effective and have a knack for building genuine connections and loyal followers. 

With UGC campaigns, you can collect social proof in bulk and integrate it across marketing campaigns and throughout your website.

For instance, you can add social proof:

• On your pricing and plans pages
• Near CTAs on your website
• On your testimonials pages 
• In social media campaigns 
• In email marketing content
• On product labels 
• On landing pages
• To ad campaigns
• On sales pages

Collaborating with UGC creators can also boost your content production so you’re not spinning your wheels creating everything in-house. 

How to find aligned partnerships 

To secure content creators you align with, start by creating partner personas. 

When building these, consider your potential partner’s ideal:

• Follower counts on social media platforms
• Subject-matter expertise
• Previous experience 
• Engagement rates 
• Industry and niche
• Content specialty 
• Target audience 
• Share of Voice
• Style and tone 
• Reach

Then, use influencer marketing platforms to search for potential partners that line up with your personas. 

You can even find platforms that function like “influencer marketing hubs,” like Grin. 

With these tools, you can find, track, manage, and pay your creators in one place.

How to nurture aligned partnerships 

Build genuine connections when forming creator partnerships. 

Remember to link up with people and brands with similar values and focus on creating a win-win/mutual value exchange.

After testing a few campaigns, nurture partnerships with creators that:

• Help you achieve the best results
• Mirror your style and tone
• You enjoy working with
• Align with your mission

You’ll also need to create clear and fair contracts.

Make sure your partners feel valued and are happy with the financial terms and their creative roles. Check in with each other throughout campaign periods to give and receive feedback — and maintain positive communication. 

Continue looking for more ways to establish growth together. Track metrics and key performance indicators and refine campaigns as you learn what works best. 

Wrap up 

Building and nurturing long-term relationships with content creators helps your brand create more authentic and impactful content. 

These relationships foster a deeper understanding of your brand’s values and messaging, resulting in content that truly resonates with your target audience. 

Working with the same creators over time also creates a consistent brand voice and aesthetic — increasing brand recognition. 

Plus, with the right partners, your campaigns can see higher ROIs than with traditional marketing methods. 

The bottom line? Investing in promising relationships can amplify your brand’s reach, engagement, and effectiveness.

For more helpful marketing guides like this one, head to our blog. 

To your success!

Featured image by Slidebean on Unsplash

The post Brand Deals: The Art of Sustainable Creator Economy Collaborations appeared first on noupe.

Media queries have been around almost as long as CSS itself — and with no flex, no grid, no responsive units, and no math functions, media queries were the most pragmatic choice available to make a somewhat responsive website.

In the early 2010s, with the proliferation of mobile devices and the timely publication of Ethan Marcotte’s classic article “Responsive Web Design”, media queries became much needed for crafting layouts that could morph across screens and devices. Even when the CSS Flexbox and Grid specifications rolled out, media queries for resizing never left.

While data on the actual usage of media queries is elusive, the fact that they have grown over time with additional features that go well beyond the viewport and into things like user preferences continues to make them a bellwether ingredient for responsive design.

Today, there are more options and tools in CSS for establishing layouts that allow page elements to adapt to many different conditions besides the size of the viewport. Some are more widely used — Flexbox and Grid for certain — but also things like responsive length units and, most notably, container queries, a concept we will come back to in a bit.

But media queries are still often the de facto tool that developers reach for. Maybe it’s muscle memory, inconsistent browser support, or that we’re stuck in our ways, but adoption of the modern approaches we have for responsive interfaces seems slow to take off.

To be clear, I am all for media queries. They play a significant role in the work we do above and beyond watching the viewport size to make better and more accessible user experiences based on a user’s OS preferences, the type of input device they’re using, and more.

But should media queries continue to be the gold standard for responsive layouts? As always, it depends, but

It is undeniable that media queries have evolved toward accessibility solutions, making space for other CSS features to take responsibility for responsiveness.

The Problem With Media Queries

Media queries seemed like a great solution for most responsive-related problems, but as the web has grown towards bigger and more complex layouts, the limits of media queries are more prevalent than ever.

Problem #1: They Are Viewport-Focused

When writing media query breakpoints where we want the layout to adapt, we only have access to the viewport’s properties, like width or orientation. Sometimes, all we need is to tweak a font size, and the viewport is our best bud for that, but most times, context is important.

Components on a page share space with others and are positioned relative to each other according to normal document flow. If all we have access to is the viewport width, knowing exactly where to establish a particular breakpoint becomes a task of compromises where some components will respond well to the adapted layout while others will need additional adjustments at that specific breakpoint.

So, there we are, resizing our browser and looking for the correct breakpoint where our content becomes too squished.

The following example probably has the worst CSS you will see in a while, but it helps to understand one of the problems with media queries.

That same layout in mobile simply does not work. Tables have their own set of responsive challenges as it is, and while there is no shortage of solutions, we may be able to consider another layout using modern techniques that are way less engineered.

We are doing much more than simply changing the width or height of elements! Border colors, element visibility, and flex directions need to be changed, and it can only be done through a media query, right? Well, even in cases where we have to completely switch a layout depending on the viewport size, we can better achieve it with container queries.

Again, Problem #1 of media queries is that they only consider the viewport size when making decisions and are completely ignorant of an element’s surrounding context.

That may not be a big concern if all we’re talking about is a series of elements that are allowed to take up the full page width because the full page width is very much related to the viewport size, making media queries a perfectly fine choice for making adjustments.

See the Pen Responsive Cards Using Media Queries [forked] by Monknow.

But say we want to display those same elements as part of a multi-column layout where they are included in a narrow column as an

Is your business looking for innovative ways to stay ahead of the competition?

If yes, then this blog post is for you. 

In this fast-paced landscape, technology integration has become more than just a trend. In fact, it is a necessity for survival. One such advanced technology that revolutionized SAWindustries worldwide is known as RPA i.e. Robotic Process Automation. 

The buzzwords ‘digital transformation’ and ‘RPA” are frequently heard in this rapidly evolving business era. 

So, what exactly is the significance of digital transformation, and how does RPA fit into this overarching narrative?

Digital transformation, at its core, represents the comprehensive adoption of digital technologies to fundamentally alter business processes, models, and customer experiences. 

It is not merely about adopting the latest tools but rather a strategic shift towards innovation & agility. 

Within this framework, RPA serves as a catalyst, enabling organizations to accelerate their digital journey by automating mundane tasks, enhancing accuracy, and driving operational excellence. 

In this comprehensive guide, we will share insights on the role of RPA in digital transformation, how RPA supports digital transformation, and the transformative potential it holds for businesses across industries.

What is Digital Transformation?

Digital transformation refers to the strategic adoption of digital technologies to fundamentally alter business processes, models, and customer experiences. 

It includes the comprehensive integration of digital transformation services across all aspects of an organization’s operations.

Let’s understand some of the benefits of digital transformation strategies.

At its core, Digital Transformation embodies the strategic leveraging of digital technologies to 

• Revolutionize business processes
• Enhance customer experiences
• Improve operational efficiency
• Drive revenue growth
• Mitigate risks
• Adapt to changing market dynamics
• Capitalize on new opportunities

Key Components

• Data-driven decision-making: Harnessing data analytics and insights to drive informed business decisions and optimize performance.

• Customer-centricity: Focusing on delivering personalized experiences and building meaningful relationships with customers through digital channels.

• Agile processes: Embracing flexible and adaptive workflows to respond quickly to market changes and customer needs.

• Technology integration: Seamlessly integrating various digital tools and platforms to create a cohesive and interconnected ecosystem.

• Cultural shift: Cultivate a culture of innovation, collaboration, and continuous learning to effectively foster digital transformation initiatives.

What is Robotic Process Automation (RPA)?

Robotic Process Automation refers to the use of software robots or “bots” to automate repetitive, rule-based tasks typically performed by humans. 

Over the years, RPA has evolved from simple screen-scraping tools to sophisticated software platforms capable of mimicking human actions across a wide range of applications and systems.

RPA works by replicating the actions of a human user interacting with digital systems and applications. Software robots are programmed to follow predefined rules and instructions to perform tasks such as 

• Data entry
• Data extraction
• Report generation

Types of Leading RPA Tools

Following are some of the common types of RPA tools: 

• Rule-based RPA: These RPA tools rely on predefined rules and logic to automate tasks without the need for machine learning or artificial intelligence.

• Cognitive RPA: Cognitive RPA tools leverage advanced technologies such as machine learning, natural language processing, and computer vision to automate complex tasks that require decision-making and analysis.

• Attended RPA: Attended RPA involves human intervention, where bots work alongside human users to automate tasks in real time, enhancing productivity and efficiency.

• Unattended RPA: Unattended RPA operates autonomously, running scheduled tasks or batch processes without human supervision, often in back-office operations.

RPA in Digital Transformation: How RPA & Digital Transformation Work Together?

RPA represents a powerful tool for organizations planning digital transformation. In fact, it lays the foundation for a more agile & competitive business environment.

RPA as a Catalyst for Digital Transformation

• RPA accelerates digital transformation by automating repetitive tasks.
• RPA in digital transformation frees up human resources for strategic initiatives.
• By automating manual processes, RPA reduces errors and speeds up task completion.

Advantages of RPA in the Digital Transformation Journey

• Significant cost savings through reduced manual labor and operational overheads.
• 24/7 productivity with RPA robots operating without breaks or vacations.
• Enhanced compliance through standardized processes and regulatory adherence.

RPA in digital transformation: Successful Implementations

• Top financial institutions reduced mortgage processing time by 70% & error rates by 50%.
• A global healthcare provider improved patient registration & billing processes.

RPA in Digital Transformation: Use Cases

The role of robotic process automation is present in all sectors ranging from finance & healthcare to manufacturing/retail. The versatility of RPA in digital transformation renders it indispensable across diverse domains, thus propelling organizations toward excellence & sustainable growth.

Use Case 1: Banking & Finance

In the banking/finance sector, RPA has revolutionized routine tasks such as data entry, transaction processing, and customer service. For example, RPA bots can:

• Automate account opening procedures
• Streamline loan processing
• Facilitate compliance reporting

By automating these repetitive tasks, banks & financial institutions can enhance operational efficiency, reduce errors, and improve customer satisfaction.

Use Case 2: Healthcare

In healthcare, RPA is being employed to automate administrative processes, such as appointment scheduling, claims processing, and billing. Without human intervention, RPA bots can:  

• Access disparate systems
• Extract relevant patient data
• Update electronic health records 

This not only accelerates administrative tasks but also ensures accuracy and compliance with regulatory requirements.

Use Case 3: Retail

Retailers are leveraging RPA to optimize various processes across the supply chain, including inventory management, order processing, and customer support. By automating tasks such as 

Inventory reconciliation and order fulfillment, retailers can

• Minimize stockouts
• Improve order accuracy
• Deliver a seamless shopping experience 

Moreover, RPA enables retailers to analyze customer data and personalize marketing campaigns, driving sales and customer loyalty.

Use Case 4: Manufacturing

In the manufacturing industry, RPA is streamlining production processes, quality control, and supply chain management. RPA bots can 

• Monitor equipment performance
• Conduct predictive maintenance
• Optimize inventory levels in real-time

By automating these critical tasks, manufacturers can minimize downtime, reduce costs, and ensure timely delivery of products to customers.

Others

Beyond these key industries, RPA also finds applications in diverse sectors such as insurance, telecommunications, and logistics. 

• In insurance, RPA is automating claims processing, underwriting, and policy administration, improving operational efficiency and customer service. 
• In telecommunications, RPA is facilitating network monitoring, customer onboarding, and billing reconciliation, enabling providers to deliver seamless connectivity/support.
• In logistics, RPA is optimizing route planning, shipment tracking, and warehouse management, enhancing efficiency and visibility across the supply chain.

Challenges & Considerations in RPA Implementation

Despite its transformative potential, RPA in digital transformation comes with some challenges & considerations. Let’s have a quick look at below:

1. Integration with Existing Systems

One of the primary challenges in RPA implementation is integrating automation solutions with existing IT infrastructure & legacy systems. 

Many organizations operate on diverse platforms and software applications, making seamless integration a complex endeavor. 

Ensuring compatibility and interoperability between RPA bots and existing systems is crucial to maximize efficiency and minimize disruption to business operations.

2. Data Security & Privacy Concerns

Another significant consideration in RPA implementation is data security and privacy. RPA involves the handling of sensitive information and the automation of critical business processes, raising concerns about unauthorized access, data breaches, and compliance with regulations such as 

• GDPR
• HIPAA

Implementing robust security measures, encryption protocols, and access controls is essential to safeguard confidential data and mitigate risks associated with RPA deployment.

3. Change Management & Employee Resistance

RPA implementation often entails significant changes to workflows, job roles, and organizational culture, which can lead to resistance from employees. 

Some workers may perceive automation as a threat to their jobs or fear displacement by RPA bots. 

Effective change management strategies, communication, and training programs are essential to address employee concerns, foster collaboration, and cultivate a culture of innovation and continuous learning.

4. Scalability Issues

Scalability is another consideration in RPA implementation, particularly as organizations expand automation initiatives across different departments and business functions.

As the volume and complexity of automated processes increase, scalability issues such as 

• Performance bottlenecks
• Resource constraints
• Maintenance overheads 

Adopting a scalable RPA platform, designing modular workflows, and implementing agile development practices can help organizations accommodate growth and adapt to evolving business requirements effectively.

Best Practices for RPA Implementation

Organizations must adhere to best practices to ensure the seamless integration & optimization of RPA in digital transformation. Have a look at these practices below:

Strategic Planning & Goal Setting

• Define clear objectives aligned with business goals.
• Identify areas where RPA can make the most impact.
• Ensure alignment between RPA initiatives and broader digital transformation strategies.

Process Identification & Prioritization

• Conduct a thorough assessment of existing workflows.
• Identify repetitive tasks, manual interventions, and bottlenecks.
• Prioritize processes based on complexity, volume, and potential ROI.

Choosing the Right RPA Tools & Partners

• Evaluate RPA tools based on scalability, flexibility, and ease of integration.
• Consider factors such as vendor support and reputation.
• Partner with experienced RPA consultants and service providers for guidance and expertise.

Continuous Monitoring & Optimization

• Establish robust monitoring mechanisms to track process performance.
• Utilize analytics and dashboards to gain insights and identify optimization opportunities.
• Continuously refine and optimize automated processes to enhance efficiency over time.

Future Trends & Outlook

As we move into the horizon, the future trends and roles of RPA technology in digital transformation hold immense potential. Here are some key predictions

• RPA adoption will continue to expand beyond traditional sectors such as finance and healthcare into industries like manufacturing, retail, and logistics. 
• Cloud-based RPA deployments will offer scalability, flexibility, and accessibility, while edge computing will enable automation in remote or resource-constrained environments.
• There will be a great focus on citizen developers and low-code/no-code platforms
• RPA will augment human capabilities by automating repetitive tasks, freeing up employees to focus on value-added activities such as innovation, creativity, and customer engagement.

List of emerging technologies poised to shape the future of RPA & redefine its capabilities:

• Artificial Intelligence and Machine Learning: RPA bots empowered with AI/ML can perform more complex tasks, make intelligent decisions, and adapt to dynamic environments.

• Natural Language Processing (NLP): By understanding and processing human language, RPA bots can extract insights from text-based documents, emails, and customer interactions with greater accuracy.

• Process Mining: Integrating RPA with process mining enables organizations to identify inefficiencies, optimize workflows, and automate processes more effectively.

• Hyperautomation: Hyperautomation combines RPA with complementary technologies such as AI, ML, process mining, and analytics to create an integrated automation ecosystem. 

Conclusion

Now that you have become aware of the role of RPA in digital transformation, it is evident that this innovative technology has emerged as a cornerstone in the journey toward organizational agility & efficiency. 

RPAs impact on digital transformation success extends beyond mere automation as it represents a paradigm shift in how businesses operate and compete in the digital age. 

Adopting RPA as a strategic imperative is not just about staying ahead of the curve—it is about reimagining possibilities & unlocking new avenues for growth & innovation from top digital transformation companies.

Let’s harness the power of RPA in digital transformation to drive meaningful change and propel our organizations toward a future of limitless potential.

Featured image by fabio on Unsplash

The post The Role of RPA in Digital Transformation: A Comprehensive Overview appeared first on noupe.

In the forever-shifting landscape of design and technology, some rare artifacts surprisingly never change.

Throughout the last two decades, we have witnessed the astonishing evolution of creative tooling, methodologies, and working practices. However, after all of this advancement, we still have clients asking to make the logo bigger, designers despairing as their creations are built with not quite the exact amount of bottom-margin, and developers going crazy about last-minute design changes.

Quite frankly, I’ve had enough. So join me in a parenting-style-hands-on-hips pose of disdain, roll up your sleeves, and let’s fix this mess together, once and for all!

Why Is This Still An Important Topic?

Ultimately, the quality of your designer-developer relations will have a vital impact on the quality of your product. In turn, this will impact customer experience (be it internal or external).

Customer experience is everything, and these days the smallest of chinks can create an even bigger dent in the business itself.

It may not even be an obvious or noticeable issue. Over time, those moments of misunderstanding in your team could result in a series of micro-inconsistencies that are felt by the customer yet sneak underneath the radar of quality assurance.

Perhaps you’ll catch these things during user research, but in this scenario, you’d be playing catch-up instead of advancing forward.

To cut a long story short, it could be slowing you down in the race against your competitors and costing you more money in the process.

So, with that in mind, let’s get stuck into the techniques that can steer us in the right direction and inspire everyone on the team to deliver the slickest of user experiences together.

Working Culture

In my opinion, process improvements may only get you so far. The working culture in your organization will heavily influence the output of your digital teams. Whilst the subject of culture is incredibly vast, there are a few key elements that I think are hugely important to foster a greater level of collaboration between design and developers:

1. Alignment on the goals of the project and/or business.
2. Encouraging a more “robotic” attitude to feedback. Of course, you can be passionate about what you do, but when it comes to feedback, I always try to encourage people to respond with logic before emotion.
3. Communication: Ultimately, you have to trust people to be proactive. You can have a great process, but the gaps and edge cases will still slip through the net unless you have people who are open and ready to prod each other when issues arise.

This may seem like common sense to many of us, but many organizations (big ones, too!) still operate without this crucial foundation to motivate and support their teams.

However, it is essential to be honest with yourself and consider the role you play within your team. Even if you think you have already fulfilled these criteria, I’d encourage you to investigate this further to ensure everyone feels the same. It can be as simple as having a 121 discussion with each member of the team, or you could even send out short questionnaires to gauge your workplace’s suitability for an optimal designer and developer collaboration.

You might be surprised by what you hear back from people. Treat any criticism as gold dust. It’s an opportunity to improve.

Once you’ve created this foundation within your organization, it’s important to maintain and protect it. Keep reviewing it regularly, and make sure that anyone joining the team will be able to fit in. This leads us nicely on to…

Hiring

If you’re scaling your team, maintaining quality can always be a challenge as you grow. Despite the challenges, it’s important to continue hiring people who have a positive and empathetic attitude to ensure you can maintain this foundation within your workplace.

In order to gauge this, I would like to include the following interview questions.

Developer

Begin by showing a sample screenshot of your product or a specially crafted concept design:

“You’ve just built X, and the designer wants to change Y. How do you respond?”

Follow up:

“The designer and PM reject your suggestion because of ___. How do you respond?”

Designer

Begin by showing a sample screenshot of your product or a specially crafted concept design:

“The developer says, “We can’t build X quickly; can we do Y instead to deliver faster?” How do you react?”

Follow up:

“The product owner says they are then disappointed with the design. How do you react?”

I recommend asking these kinds of questions in the middle or towards the end of the interview so you have already built rapport. If the candidate is at ease, they are more likely to let slip any negative attitudes that lurk beneath the surface.

I’ve asked interview questions like these to many designers and developers, and every so often, they will openly criticize and stereotype each other with a smile on their faces. I’ve even seen some candidates become visibly frustrated as they recount real-life scenarios from their own experiences.

How you score this is more difficult. Ultimately, skills and work ethic are the most important things, so concerning answers to these questions may not necessarily lead to an outright rejection but perhaps flag something you may need to work on with the candidate if they do later join your team.

Hopefully, in most cases, the stronger candidates you speak to will naturally provide balanced and conscientious responses to these tests of character!

Process

We talked a bit about hiring, but I’d imagine many people who need this article are more likely to be in the midst of a designer-developer flame-war as opposed to trying to prevent one in the future!

So, what can we do process-wise to keep things flowing?

Provided that there is plenty of early and ongoing collaboration in your workflow, there is no absolute right or wrong answer. It’s about what fits your team and your product best. Ultimately, you need to discard the silos of the past and start working together as a team early on.

• Developers would typically be the last people to get involved, but they should be involved from the start to guide technical feasibility and provide their own ideas.
• Designers are often more involved in the beginning but can often drift away before the end of a release. However, we need to keep them onboard and get them to play with the product so we can keep making it even better!

It’s important to be open-minded about the solutions. Alas, I have even worked in organizations where different teams have different approaches. Bearing that in mind, here are some good places to start in terms of exploring what might work for your workplace.

Scoping

When new features are on the horizon, getting everyone involved in these discussions is crucial.

Sometimes, it can be difficult for developers to detach from the current sprint and think ahead, but it’s important that we have their guidance, and it is ultimately going to save them (and the whole team) time further down the line.

Scoping can appear in many different forms across the spectrum of agile methodologies out there. It’s not my intention to cover any of these and discuss all the positives and negatives of each (that’d make this into a book, and not one that anyone would like to read!); in fact, I am deliberately not mentioning any of them. This article is ultimately about people, and the people we need at this early stage are not just the stakeholders and a product manager. We need designers and developers shaping these early discussions for the following reasons:

• They will bring their own ideas.
• They will visualize the idea very quickly and assess its feasibility.
• They will connect the concept with other parts of the domain.
• They will also (albeit rarely!) prevent an impossible dream or daft idea from growing on the face of the business like a festering wart.

Another Perspective On Scoping: SquaredUp

In order to take a deeper dive into the subject of scoping, I spoke to Dave Clarke, product manager at SquaredUp.

“Developers are looped in during the design stage, and we’ll test interactive mockups with the engineering team as well as other internal stakeholders before going out to external audiences for feedback. This means that when a feature is ready to be built by an engineer, they’re already really familiar with what we’re building”

— Dave Clarke

Back in late 2018, I met the SquaredUp team at an open day in their UK hub in Maidenhead. I was impressed by the quality of their product, considering it was a very technical audience. It looked beautiful, and you could tell that they went the extra mile in terms of collaboration. Not only do they involve developers in the design phase, but they get them involved even earlier than that.

“We send engineers to events so they can talk to customers and hear their pain points first-hand. This helps foster a real appreciation and understanding of the ‘user’ and ensures designers/developers/PMs are all coming at a problem with a solid understanding of the issue from the user’s perspective.”

— Dave Clarke

This brings us back again to that all-important foundation. Alignment on goals is key, and what better way to reinforce that message than by getting everyone involved in hearing directly from the end users of your product?

Design Presentations

Once the wheels are in motion on the big new thing, many teams like to have the designer present their work for forthcoming iteration(s) to the team. This allows everyone to have a say and get excited about what is coming up.

Once again, there are many organizations that would simply agree on the design between stakeholders and designers alone. From the developer perspective, this is incredibly frustrating. Not only will it result in a lower-quality output, but it will also make developers feel as though their opinion doesn’t matter.

With my developer hat on, though, I absolutely love these kinds of sessions. They allow us to question the details, suggest alternatives, and consider how we slice stuff up into smaller bundles of value that can be released faster.

With my design hat on, it caters to my need to think about the bigger picture. It’s not always practical to design iteratively, but in these sessions, we can all get together and appreciate the end-to-end experience.

Typically, we allow the designer time to talk through everything, allowing for questions throughout, and give everyone a chance to dive in and bring their ideas to the table. However, do what works for your team. If you have a designer who wants to present, take all questions at the end and then make changes afterward, do that. If you have one who likes handling lots of questions throughout and makes changes live, go with that.

Perhaps even give it your own identity, too. In my current workplace, one of the squads calls it Design Time and in our squad, we decided to open the name to a poll, and thus (with one cheeky addition to the poll from a colleague) the Itty Bitty Refinement Committee was born!

Managing Conflict

However, these kinds of sessions do have the potential to get sidetracked. So, as with any meeting, it is essential to have a clear agenda and ensure that good facilitation prevents things from going off-piste. If there are conflicts, I always try to find resolutions by considering where we might find the answers. For example,

• Can we look at our analytics?
• Which option is a better fit for our company goals?
• Could we do an A/B test to see what is more effective?

When people bring ideas to the table, it’s always important to acknowledge them positively and seek further exploration. Sometimes, we can agree on an approach quickly, and on other occasions, we can defer the discussion to a later refinement session.

Sharing Responsibilities

In my opinion, there is also a gray area between designers and developers, where it often isn’t clear who holds responsibility. This is a big risk because, in many organizations, essential aspects can be completely forgotten.

From my past experience, there are two key areas where I see this happening often. So this may not be exhaustive, but I encourage you to think about these and then ask yourself: Is there anything else — specific to my organization — that could have fallen into this void between our designers and developers?

See if you can identify these risks and agree on a way of working together to ensure they are tackled effectively.

Animations

Nowadays, many dev teams are working on JavaScript-heavy applications, and most of us will have the power of CSS transitions at our disposal. Yet, I frequently land on new projects where they aren’t being leveraged to enhance the customer experience.

Animations can be quite time-consuming to create using many design tools. In particular, I often find that loading states are quite fiddly to prototype in some cases.

In my recent work at Floww, I collaborated with designer Hidemi Wenn on an animated progress bar. For the first version, Hidemi had begun with an idea crafted in After Effects. I replicated this in a CodePen and suggested adding some bubbles to highlight the changes in the numbers.

Note: Of course, CodePen is just one example of this. There are many other tools out there, such as Storybook, that can also allow us to build and collaborate on ideas quickly.

See the Pen Bar Chart of Destiny [forked] by Chris Day.

This allowed Hidemi to see her creation working in the browser early — before it had been fully implemented into the product — and we then collaborated further to make more enhancements.

“Working together like this was awesome! We could easily bounce around ideas, and tweaking the animation was a breeze.”

— Hidemi Wenn, Product Designer at Floww

Pairing is often between developers, but why not jump on a call and pair with a designer whilst you write the CSS? This gives them full transparency, and you can collaborate together.

Nowadays, we have amazing tools at our disposal to collaborate, and yet still, so many designers and developers elect to operate in silos.

Accessibility

One of the first things I do when joining any existing digital project is to spin up Wave (an accessibility testing tool) and subsequently slump into my seat in despair.

Accessibility is something that always suffers as a result of a designer/developer standoff. Some might say it’s the realm of design, while others would argue it’s quite a technical thing and, therefore, lives in dev land. The truth is it is a shared responsibility.

Take something like :focus, for example. Whenever I review code, this is something I always check and often discover it’s missing. Ask the developer, and they’ll say, “We didn’t have designs for it.” Well, perhaps, ask the designer to create them, just as I’d expect the designer to query an unimplemented state they had designed for.

We should scrutinize each other’s work and continue to channel our inner robot to respond with logic when it comes to constructive criticism. Keep encouraging everyone to embrace feedback because that is the gold dust that makes our product shine brighter.

During Implementation

Having steered our way together through the implementation of our features, at some point, we begin to approach the time to release our features into the wild. We are on the final stretch, and thus, it’s time for developers to stage a reverse-design presentation!

Whilst mentoring developers on this subject, I always remind them not to take the feedback personally.

Likewise, I ask designers to never hold back. Be persnickety (in a kind way!) and ensure all your concerns are addressed.

It’s only natural for a developer to behave defensively in these scenarios. As a result, designers may hold back on some of the feedback they provide in order to prevent upsetting the developer.

Developers are often very vocal, and if you are tasked with delivering a barrage of design feedback to them, it can appear daunting and make designers fearful of a backlash.

Prevent the silo. Perhaps have a third party, such as the product owner/manager, attend the meetings. They can diffuse any situation by referring us all back to the business value.

I’ve also witnessed rare cases where the developer has nodded and agreed with all the feedback and then just hasn’t implemented any of it afterward! So, make sure it’s all captured in whatever project management tools you use so you can follow up on the status. Sometimes, it’s easy to forget to do this when the changes are so small, so often (in my current team), we might create a single ticket on our board to implement all the feedback changes as opposed to creating a work item for each.

Another common issue I’ve found is that I’ve met many designers who don’t actually ever test out the products that they design. For me, they are missing out on the opportunity to further hone their work, and to learn.

If you’re a designer, ensure that you can log in to the app/website. Get a test account from someone, and try to break stuff!

Once all the feedback is in, we can create more work items to give our product those magical finishing touches and ship our masterpiece to the World.

Design Systems

Having mentioned focus states earlier on, you were probably already thinking about design systems before this heading came along! Of course, the design system plays a key role in helping us maintain that consistency, and ensuring accessibility concerns are baked-in to our library of beautiful components.

There are many, many articles about design systems out there already but here, I am going to just consider them in the context of the working relationship.

As the design system encourages reuse, it encourages us to think about other teams in our organization and be more mindful.

If the basic building blocks are covered, we can focus on solving more complex challenges together. I think this is also a really important value to get your teams on board with.

Design systems can also cause friction. Not everyone will get on board with it. Some designers will feel as though it restricts their creativity. Some developers will be frustrated at having to update the design system instead of cracking on with their own features.

In my opinion, these attitudes will not only slow you down but could harm the working culture of your business. Nowadays, I’d say it’s absolutely crucial for any product team (big or small) to have a design system and have the majority of your team buying into it.

I’ve been present at organizations where the design system is neglected, and in these cases, it actually ends up worse than not having one at all. You really need the majority of your team to be committed to it; otherwise, some people will go off-piste and keep reinventing the wheel (probably without those focus states!).

Another Perspective On Design Systems: GOV.UK

The GDS (Government Digital Service) of the UK has built a design system that serves a vast spectrum of different services and tech stacks. An enormous challenge, which is almost certain to be of interest in our quest for knowledge! So, I got in touch with product designer Ed Horsford who has worked on a series of government services that make use of this.

“GDS provides the GOV.UK Prototype Kit, so as a designer, I can create something in the kit, make full use of the functionality of the design system, and point developers towards the prototype.”

— Edward Horsford

Whilst many other organizations are now making use of tools such as Figma’s excellent Dev Mode feature to streamline design handover, this still requires naming conventions to be lined up between the codebase and the Figma component library. What’s impressive about GDS’ approach here is that the provision of their own prototyping tool makes it absolutely clear to developers which components need to be used. However, the availability of a great design system tooling doesn’t always guarantee a smooth outcome, as Ed explains:

“It can be a bit of a mind-shift for developers new to the UK government or using design systems in general — they may default to hand coding the HTML and CSS to match a design, rather than using the components from the design system to match the prototype.”

“If there is a bespoke requirement outside of the design system, then I will always call it out early so I can discuss it with the team.”

— Edward Horsford

Once again, this takes us back to the importance of communication. In a landscape where a design system must be deployed amongst many different teams, it’s up to the designers and developers to scrutinize each other’s work.

It was great to hear that as a designer, Ed was actively looking at the front-end code to assist the developer, ensuring the design system was respected so that all of its many benefits could be embedded into the product.

Crisis Mode

I appreciate that much of the advice in this article requires planning and a fair bit of trial and error. So what do you do if your designers and developers are already engulfed in a mass brawl that needs to be quelled?

In these scenarios, I think it is an ideal moment to pause and simply ask each member of the team: What is our goal? What are we working towards?

If people are angry, in some ways, it’s a good thing because you know they care. People who care should always be open to a bit of a reset. Openly discuss what everyone wants, and you’ll probably be surprised at how aligned people really are; I always go back to this fundamental and work onwards from there.

Sometimes, we get so tangled up in the details we forget what is truly important.

Apathy

For every angry team, there are probably many more that just don’t give a crap. For me, this is a far worse situation.

Every problem described in this article could be present. The designers make mockups, the designers build them without question, and everyone gets paid. Who needs to question anything? It’s just a job, right?

Can we really fix this?

Well, in my opinion, you are going to need a much deeper dive into company culture to try and revive that team spirit. I have worked at places like this in the past, and it is very challenging to try and implement solutions when the people are just not bought into the vision of the organization.

Whether this is feasible or not depends on your role and the organization itself. I have walked away from situations like this in the past because I didn’t feel as though the organization was willing to change or even be able to acknowledge the problem.

Conclusion

The dynamic between designers and developers is a subject that has always been of great interest to me, as I’ve worked in both roles as well as being an agency owner.

I’m confident as the years continue to progress, this will become less of a problem as the world of work continues to gravitate towards greater levels of inclusivity, honesty, and openness. The foundations of great company culture are so crucial to ensuring that designers and developers can unite and take on the world side-by-side on behalf of your organization.

For now, though, in today’s fragmented and divided world, you can gain a true competitive advantage by leveraging the power of a harmonious digital team built on the foundations of your organizational values.

Go smash it!

Introduction

As the digital landscape continues to expand, so does the creativity and technology behind virtual events and webinars.

Today, businesses and individuals are exploring innovative strategies to captivate and engage their audiences through digital platforms.

This article will delve into various fresh approaches to enhance the effectiveness and appeal of virtual gatherings.

Section 1: Enhancing Engagement Through Interactive Content

To make virtual events and webinars truly captivating, it’s essential to focus on enhancing engagement through interactive content. By incorporating elements such as real-time polls, interactive Q&A sessions, and personalized workshops, organizers can transform passive viewing into active participation. These strategies not only keep the audience attentive but also significantly enrich the overall event experience.

Here’s a detailed look at several advanced strategies:

Gamification

By embedding game-like elements into events, participants find the sessions not just informative but also enjoyable. For instance, incorporating challenges, rewards, and interactive leaderboards can spur competition and participation, making the sessions lively and memorable.

Interactive Q&A Sessions

Facilitating a dynamic interaction between speakers and the audience through real-time question-and-answer sessions is crucial. This approach makes the discourse more inclusive and allows for a broader range of perspectives, enriching the conversation.

Live Polls and Surveys

Utilizing polls and surveys during the event can transform a one-way presentation into a two-way interaction. This not only keeps the audience engaged but also helps organizers tailor the content on the fly based on audience responses, thereby increasing the relevance of the discussions.

Workshops and Interactive Tutorials

Conducting small, focused workshops or tutorials during the event can provide hands-on experience or deeper insights into specific topics. These sessions can be customized to cater to various skill levels within the audience, ensuring that all participants can benefit significantly.

Real-Time Feedback and Adaptation

Implementing systems to gather and analyze participant feedback in real time allows organizers to adapt aspects of the event as it unfolds. This responsiveness can significantly improve the participant experience and satisfaction.

These interactive strategies not only engage but also significantly enhance the learning and networking potential of virtual events.

Section 2: Leveraging Cutting-edge Technology

Technology is at the heart of successful virtual events. In this section, we’re going to explore how using the latest tech can really elevate your virtual gatherings. We’ll look at everything from virtual reality to advanced networking tools that can impress and engage your audience.

Key technologies can include the following:

• Virtual Reality (VR) and Augmented Reality (AR): These immersive technologies transform standard webinars into engaging, three-dimensional experiences that make complex topics accessible and interesting. For instance, VR can place attendees in a simulated environment, whether it’s a virtual classroom or a digital conference room, enhancing their sense of presence and involvement.
• Artificial Intelligence (AI): AI can be utilized for automated content personalization, efficient customer service during events, and detailed analytics to tailor the experience based on attendee behavior and preferences. AI-driven chatbots can provide immediate responses to attendee questions, and machine learning algorithms can suggest customized content to viewers based on their past interactions.
• Enhanced Audiovisual Quality: Superior audio and visual quality are essential for maintaining professionalism and ensuring clarity in content delivery, making the virtual experience comparable to in-person interactions. High-resolution video and crystal-clear audio ensure that all participants can see and hear the proceedings without any loss of quality, reducing misunderstandings and enhancing the overall user experience.
• Advanced Networking Tools: Platforms that facilitate virtual networking, including virtual “handshakes” and private discussion rooms, mimic the social aspects of in-person events. These tools allow participants to connect and interact as if they were in the same room, fostering networking opportunities and collaboration. Features such as real-time messaging, video calls, and interactive sessions contribute to a robust networking environment.

These technologies are reshaping how attendees interact with and perceive virtual events, setting new standards for engagement and presentation. By integrating these cutting-edge tools, organizers can create a dynamic and inclusive event environment that caters to a technologically savvy audience, ensuring that virtual events are not only informative but also genuinely compelling and interactive.

Section 3: Implementing Strategic Marketing and Outreach

Marketing your virtual event effectively is key to drawing in a bigger and more engaged audience. In Section 3, we’ll discuss how strategic marketing and outreach can boost your event’s visibility and attendance. We’ll cover the best tactics from social media campaigns to influencer partnerships that can help spread the word and fill up your virtual seats.

Targeted Social Media Advertising

Utilizing advanced targeting options on platforms like Facebook, Instagram, and LinkedIn can pinpoint specific demographics, increasing event visibility and boosting registrations.

Influencer Collaborations

Collaborating with well-known industry figures can lend significant credibility and extend event reach, attracting more participants.

Email Marketing Automation

Leveraging automated email sequences that nurture potential attendees from initial interest through to event registration ensures consistent communication and increases conversion rates.

For comprehensive insights on structuring cost-effective and impactful virtual events, consider exploring additional resources such as this virtual speaker fees guide from Gotham Artists.

Section 4: Emphasizing Sustainability and Accessibility

Sustainability and accessibility are important aspects of modern virtual events. In this final section, we’ll focus on how to make your events eco-friendly and accessible to a diverse audience. We’ll explore practical steps to minimize environmental impact and make sure all attendees can enjoy the event without barriers.

• Accessibility Features: Virtual events naturally reduce carbon footprints by eliminating the need for travel and physical venue setups. Promoting these benefits can enhance the appeal to environmentally conscious participants.
• Carbon Footprint Reduction: Virtual events naturally reduce carbon footprints by eliminating the need for travel and physical venue setups. Promoting these benefits can enhance the appeal to environmentally conscious participants.
• Sustainable Practices: Encouraging the use of digital handouts and resources not only reduces waste but also increases the accessibility of materials for a global audience.

Conclusion

Virtual events and webinars are becoming a big part of how we connect these days. By using engaging content, the latest tech, smart marketing, and focusing on being accessible and eco-friendly, event organizers can really make their events pop.

Whether it’s a small workshop or a big conference, these innovative strategies are key to creating memorable and impactful events. As technology keeps advancing, the possibilities for virtual gatherings will only grow, opening up new ways for people to connect and learn no matter where they are.

Featured Image by Chris Montgomery on Unsplash

The post Innovative Approaches to Virtual Events and Webinars appeared first on noupe.

In the realm of software development, the amalgamation of vast data sets, commonly known as Big Data, has revolutionized the landscape, offering unprecedented opportunities and challenges. At the core of this digital revolution lies the concept of data governance, a strategic approach to managing and leveraging data assets effectively. Data governance encompasses policies, processes, and technologies aimed at ensuring data quality, security, privacy, and compliance throughout its lifecycle.

In today’s hyper-connected world, where data is generated at an exponential rate from various sources such as social media, IoT devices, and digital transactions, the need for a robust data governance strategy is more pressing than ever. This article delves into the importance of data governance in the era of Big Data, shedding light on its fundamental principles, challenges, benefits, and best practices.

Understanding Data Governance

Data governance is not merely a technical endeavor; it’s a strategic initiative that permeates every aspect of an organization. Beyond ensuring data integrity and security, it entails establishing clear policies, roles, and responsibilities for managing data assets effectively. Central to data governance is the concept of stewardship, where individuals or teams are entrusted with the responsibility of overseeing data quality, privacy, and compliance.

In the context of software development, where data serves as the lifeblood of digital products and services, a comprehensive understanding of data governance is imperative. This involves adhering to core principles such as data quality, security, privacy, and compliance throughout the data lifecycle. By embracing data governance principles, software development companies can not only mitigate risks but also unlock the full potential of their data assets, driving innovation and competitive advantage.

Challenges in Data Governance in the Era of Big Data

While the benefits of effective data governance are evident, implementing and maintaining a robust data governance strategy in the era of Big Data presents unique challenges. The sheer volume, velocity, and variety of data generated pose significant hurdles in ensuring data quality, consistency, and compliance.

One of the primary challenges is reconciling disparate data sources and formats, commonly referred to as data heterogeneity. In a Big Data environment, where data is sourced from diverse platforms and systems, maintaining data consistency and accuracy becomes increasingly complex. Furthermore, the rapid pace of data generation necessitates real-time processing and analysis capabilities, challenging traditional data governance frameworks.

Another critical challenge is addressing data privacy and compliance issues, especially in light of stringent regulations such as GDPR and CCPA. Ensuring data governance compliance requires organizations to implement robust data protection measures, such as encryption, access controls, and anonymization techniques while balancing the need for data accessibility and usability.

Benefits of Implementing Effective Data Governance

Despite the challenges, the benefits of implementing effective data governance far outweigh the costs. By establishing a solid foundation for data management and stewardship, organizations can derive numerous advantages, ranging from improved decision-making to enhanced operational efficiency and customer trust.

One of the key benefits is improved decision-making capabilities fueled by access to reliable and trustworthy data. A well-defined data governance strategy ensures that data is accurate, consistent, and readily available for analysis, enabling informed decision-making across all levels of the organization. Moreover, by streamlining data processes and reducing the risks of data breaches and non-compliance, organizations can achieve greater operational efficiency and agility.

Perhaps, the most significant benefit of effective data governance lies in fostering trust and confidence among customers and stakeholders. By prioritizing data privacy and transparency, organizations can enhance their reputation and brand value, ultimately driving customer loyalty and satisfaction.

Best Practices for Data Governance in Big Data Environments

Practices	Description
Establish clear data governance policies and procedures	Define roles and responsibilities, set data quality standards, and implement robust security and privacy measures to align with business objectives and regulatory requirements.
Leverage technology solutions for data governance	Utilize data cataloging, metadata management, and data lineage tools to ensure data visibility, lineage tracking, and compliance monitoring across complex data ecosystems.
Cultivate a data-driven culture	Promote data literacy and encourage cross-functional collaboration between IT and business teams to empower employees to make data-informed decisions and drive innovation.

By presenting the best practices in a table format, it provides a clear and concise overview of the key practices for implementing effective data governance in Big Data environments.

Conclusion

In conclusion, the era of Big Data presents both opportunities and challenges for software development companies. Amidst the deluge of data, establishing a robust data governance strategy is imperative for unlocking the full potential of data assets while mitigating risks and ensuring compliance.

By understanding the core principles of data governance and embracing best practices tailored to Big Data environments, organizations can harness the power of data to drive innovation, enhance operational efficiency, and foster trust among customers and stakeholders. As we navigate the complexities of the digital age, effective data governance will continue to serve as a cornerstone for success in software development and beyond.

The post The Importance of Data Governance in the Era of Big Data appeared first on noupe.

People usually like to think of traditional education as a well-paved road where if you are stubborn and willing to push forward you’ll eventually get to the finish line with the degree waiting for you as a reward. Unfortunately, things are rarely as clear-cut as we’ve just described above.

Sure, you will get the basic milestones you will need to pass and the resources that should help you to do that. But, on this journey, nobody will hold your hand, and the responsibility for wrapping up your higher education will be entirely on your shoulders. Like always, this task will be much easier if you know what you are doing and have a clear plan ahead of you.

Well, let’s see if we can help you with these things and make your journey a bit simpler. Here’s your higher school certificate crash course.

Set clear and realistic goals

This is one of the best ways to keep your momentum going and prevent yourself from straying off course. So, try to properly assess your free time, previous knowledge, and available offline and online resources, and see how far you can go in, let’s say one semester. Once you have found these long-term goals, start breaking them down into smaller chunks and more focused objectives. When you go to the most minute details and the subjects you need to handle on a daily basis, you will have plenty of material to create a realistic and very detailed learning plan. When you are finished, however, stick to this plan like your life depends on it.

Make practice and revision more proactive

Going through learning materials doesn’t guarantee optimal memorization. If you really want to stick the landing you need to revisit the ground you have already covered. Of course, we are not talking about simply re-reading subjects. Ideally, you should take a more proactive approach and try to recall the things from your memory, ask yourself a lot of questions, create study materials like flashcards, and connect new information to the facts you have already memorized. This way you will make your sessions much more active, immersive, and engaging, and bear much stronger results.

Think about practice and revision frequency

Working hard won’t cut it. You need to work smart. In this case, we are talking about the frequency of your efforts. So, studying 24/7 a couple of days before an exam is off the table. You will be much more efficient and spend far less time if you give yourself a wider window and pace out your studies. Ideally, you should follow this schedule:

• First repetition – one day after the initial learning session (AILS)
• Second repetition – 3 to 5 days AILS
• Third repetition – 7 to 10 days AILS
• Fourth repetition – 2 to 4 weeks AILS

If you are working in a longer time frame, you can revisit the materials on a monthly basis. This system will make learning a breeze.

Use versatile and effective learning materials

The more versatile they are the better. Fortunately, we are living in the digital age so you won’t have to work too hard to find them. For instance, the University of Technology Sydney attendees are publishing their learning materials. So, using the UTS notes for students and made by students will drastically trim down your research. Of course, there are plenty of video materials, infographics, and online publications you can find as well. Try to mix these different resources as much as possible. Versatile information sources keep your brain fired up and keep your learning sessions immersive and fun.

Move your resources to the cloud

As we said, we are living in the digital age, so leverage this fact to your advantage as much as you can. Using cloud computing for educational purposes is probably one of the best ways to do it. So, be sure to convert all of your materials to the digital format and pack your devices with tools that will allow you to use them anyplace anytime. Aside from the fact you will have reminders always at the palm of your hand, you will be making collaboration with other fellow students countless times simpler and more effective. And, all your data will be safely stored away, always ready to deploy and restore.

Master the time management techniques

This small effort is absolutely critical for achieving a good work-life balance and preventing yourself from burning out. You will also have more time for learning, so you will be able to pass through the study subjects more effectively. Fortunately, the options you have on the table in this regard are almost endless so you can easily find something tailored to your tastes and preferences. Some of the most popular picks come in the form of:

• Pareto Analysis
• Pomodoro Technique
• Eisenhower Matrix
• Parkinson’s Law

Be sure to give all these techniques due attention and try to fit them into your daily routine. You will see major improvements. Not only in your studies but in life in general.

Turn learning into a lifelong habit

Last but not least, we would like to remind you that, as long as learning remains something you see as a chore, your results will remain very limited. So, if you want to make the acquisition of knowledge sustainable, be sure to link it to some other activity you enjoy. Try listening to audiobooks while you are running, or don’t go to your social network until you pop your educational ebook. Tidying up your room? Sure, you can play some educational podcasts or YouTube videos in the background. This way, learning will become a part of your daily routine and you won’t have to put active effort into it. This effortlessness is the key to long-term success.

Wrapping-up

So, there you have it – the top seven strategies that will turn your studies from an exhausting struggle to… Well, less exhausting struggle. We don’t want to sugarcoat anything here. Making it to the high school certificate or college degree is a monumentally complex process that requires a tremendous amount of commitment, hard work, and patience. But, there is no reason to make this already hard process even harder by being sloppy and lacking aim. The suggestions we gave you should definitely give your efforts a stronger focus. From that point on, it’s really up to you.

Featured image by Freepik

The post Achieving Mastery in the Higher School Certificate: Key Strategies for Achieving Success appeared first on noupe.