This work affects the entire business and is very difficult. The front-end design comprises a very small percentage of the work needed. The Superbalist product and engineering teams did an excellent job at pulling everything together to ensure we are compliant with the act — and treat our customers with openness and respect.
I did the conceptual design for this work, to help the team see how certain aspects of the flows would roll out. The scope changed significantly as we unpacked the integration requirements.
The complexity of the data sources means that we had to design numerous fallback options. I did the conceptual design and as the head of UX I oversee the research, detailed design and implementation.
It's really gratifying to share my experiences while designing in these case studies.
I love my job.
As a human centred designer it is important that I protect the privacy of the people I work with. I also have a responsibility to keep the competitive details — competitive.
Any lack of detail in the solution are due to these reasons and not in the quality of the work.
The goal of the POPI act is to ensure business treat customer data with respect, protect data, provide privacy. It allows customers to see what data a business hold on them, to ensure the business can delete personal data and let customers control how business interact with them.
Comply with legal requirements. From an experience design perspective I want to make sure we treat our customers with dignity. I used the principle that offboarding should not be more difficult than onboarding.
As psychologist Daniel Kahneman explains in his book Thinking, Fast and Slow, people tend to judge their overall experience of an event, service, or product based on the most intense feelings they encountered—whether those feelings are positive or negative.
Great off-boarding takes advantage of this fact by leaving a lasting positive impression instead of relying on guilt or coercion to retain customers.
I like mapping the inherent emotion someone would feel when they complete a task. My goal is to design to improve the situation. If someone is hopping mad, I consider it a good outcome if they feel annoyed when completing a task. I made it better.
Interaction design/ design leadership
I consider it a success if I made the person on the other side of the glass feel better.
Superbalist, as a brand, focuses on enabling our customers
To give our customers the tools to live their lives in the way they choose
We’re using this exact approach for our off-boarding experience
We keep this in mind for every step in the flow. People are so used to companies scrweing them around that they assume the worst. So we clearly communicate why we need to make things more difficult if we have to because of technical reasons.
All communication around POPI should save a reference number. Reference numbers should be clearly marked in customer comms and should allow customer support to recall the relevant records
A profile goes into a pause state when there are legal reasons that prevents us from immediately deleting a profile.
We set up a date, put it in a pause state, email the customer 2 days before the profile is finally deleted
When we remove all profile information, barring those relating to invoices that we have to keep for 7 years. We send a reference number
Malignant design mantrasWhen your favourite heuristic makes your design worse - instead of better
Make friends for moneyA talk on helping designers and engineers work better together. By thinking about money more.
Reductionist wisdomA dissection on what people think about when you show your design solutions to them
Lockdown leadership lessonsMy experiences and some tips on starting a new head of UX role under lockdown.
Set a continuous research programmeDesign leadership
Design processDesign leadership, process
Hiring designersDesign leadership
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POPIConceptual design & leadership
Studio managementService design