Ruth Hendry: Food recalls, fishing rules, and forestry: creating an IA strategy for diverse audience needs

What is information architecture? ✏️

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According to Abby Covert, a leader in the field of information architecture, IA is ‘the way we arrange the parts to make sense of the whole.’ Information architecture (IA) is found in every digital product, from websites and apps to an intranet. 

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For the purposes of this article we focus on the importance of information architecture to user experience (UX) design because IA is fundamentally important to the success of your user experience. It determines how users will access your  content and ultimately how successful their experience is when using your product. 

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When put like this it does seem pretty straightforward. Maybe even simple? But these tasks need to be straightforward for your users. Putting thought, time and research in at the front of your design and build can help build an intuitive product. IA is the structure that sits in behind and allows the design to tell the story and the content to be found in an easy way.

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The role of information architecture in UX design 🏗️

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Information architecture forms the framework for any UX design project. You need to consider the visual elements, functionality, interaction, and navigation and if they are built according to IA principles. If not considered fully even the most compelling content and powerful user experience design can fail without an organized and functional IA design. Disorganized content can make finding your way through difficult, meaning users get lost, annoyed and frustrated. Frustrated users don’t stick around and most likely don’t come back.

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Through solving or preempting users’ issues with research and designing powerful and effective IA it reduces usability and navigation problems. Meaning that researched, thought through and designed information architecture can save both money and time for your organization in the longer term.

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What is the difference between IA and UX? 🤯

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Often it can be confusing that there isn’t much difference between IA and UX design. While these terms do relate to each other and need to be considered alongside, they are not one and the same.

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“Information architecture (IA) is the discipline of making information findable and understandable, helping people understand their surroundings and find what they’re looking for online and in the real world” - Interaction Design

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“User experience (UX) design is the process design teams use to create products
that provide meaningful and relevant experiences to users” - Interaction Design

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UX design is well grounded with good functional information architecture but that’s not where it stops. The user experience focus is on influencing users’ behaviors and actions through emotion and psychology. Information architecture is focussed on the users' goals and task completion. They work together to create the very best user experience. IA provides the foundation of a well organized space that is easy to navigate and UX design ensures that the overall experience meets (or exceeds) users’ expectations, through their wants, needs and desires.

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The key components of IA 🧱

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There are four key components to consider when building a strong information architecture:

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Labeling

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How information is named and represented. Labels need to communicate information to users without using too much space or requiring much work on the user’s part.

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Navigation

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How people make their way through information. Without robust IA which has been thought through this is the quickest way to confuse users. If they can’t find their way to the information they need, they won’t be able to complete their task. It really is that simple.

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Search

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How people will look for information (keywords, categories). A search system is especially important when there is a lot of content to wade through. A search engine, filters, and many other tools help users search content. Great UX design will consider how the information will be displayed once searched.

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Organization

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How the information is ordered. These help users to predict where they can find information easily:

• Hierarchical is the hierarchy of the content and literally the order of importance
  the user expects to see information against what the organization needs.
• Sequential Taking a stroll in your user's shoes can be valuable. Considering the path a user would take and the journey they make. Walking step-by-step, ensuring that as users progress through their tasks they are easily led to the next step.
• Matrix This is a little more complicated for users as it lets them choose how to navigate on their own. Users are given the choice of content organization. For example, the searchability of a website. Where the user could choose to search by topic, size, price or any other filter or option.

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Wrap up 🥙

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Information architecture is a key part of a powerful user experience design. Efficient IA helps users quickly and easily move through content and find what they want.  And what do users want but to find what they want, complete their task and get on with their day!

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Provide an IA that functions well, is intuitive to use and well labeled, coupled with UX design that is smooth, attractive and responds to users needs, wants and desires and you’ll have a winner on the day.

Innovation is at the core of revenue growth - finding new ways to create and capture value. The reason most innovations fail is not because they don’t work (organizations are very good at building products and services with features and benefits), they fail because they don’t create value on dimensions that drive customer choice. If you don’t understand the causal drivers of customer choice, then you’re largely shooting in the dark and at risk of creating something that customers don’t choose above the alternative market solutions.

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Chris Green, Head of CX and Innovation at Purple Shirt, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, about the Jobs to be Done (JTBD) methodology and uncovering the causal drivers of customer choice in innovation.

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In his talk, Chris talks us through JTBD methodology, how to use it, and how it will change the way you think about markets and competition.

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Background on Chris Green

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Chris has a long and deep background in strategy and innovation. Chris cut his strategy teeth in the UK before moving to New Zealand in 2000 where he led various strategy teams for organisations like Vodafone, Vector, and TelstraClear. He moved to Australia in 2011 where he started to develop his expertise in the emerging field of innovation. He sharpened his innovation knowledge and skills by studying under Professor Clayton Christensen (the godfather of modern innovation theory) at Harvard University and went on to lead one of Australia's leading innovation consultancies where he helped organizations run innovation projects and build innovation capability.

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Chris returned to New Zealand at the end of 2021 to lead the innovation practice of Purple Shirt, a UX design consultancy with offices in Auckland and Christchurch. In his spare time, you'll find Chris out on the water learning about foiling boats and boards.

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Contact Details:

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Email: chris@purpleshirt.co.nz

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LinkedIn: https://www.linkedin.com/in/chris-green-kiwi/

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Jobs To Be Done methodology and its role in driving customer choice

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In this talk, Chris is specifically speaking about UX research in the context of building new products and services, not optimizing existing ones. He answers a critical question - how can we improve our odds of success when we launch something new to market?

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Performing UX research for products and services that already exist is very different from totally new ones. Why? Generally, it’s because customers of existing products are good at recommending improvements for things that they already know and use. They are good at this because they have user experience to draw from. The famous Henry Ford quote illustrates this well; “If I’d asked our customers what they wanted, they would have told me faster horses.”

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Just because customers are giving researchers helpful and constructive feedback on a product or service, it doesn’t mean you should implement these improvements. In a user-focused discipline, this can sound counterintuitive, but when it comes to new products and services, UX researchers should be careful in relying on user feedback absolutely. 

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Chris argues that customer feedback can sometimes lead us in the wrong direction. Assuming that a customer will choose our product if we simply implement their feedback is problematic. Chris stresses the difference between implementing changes that drive improvement versus implementing changes that drive customer choice. They aren’t the same thing. Many businesses continually release new features, but rarely do these new features drive or improve consumer choice. Yes, a new feature may make the product better than before, but does it make it so much better that it makes customers choose your product over others? 

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Causal drivers of choice 🤔

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When researching new products the most critical thing to understand is this - what causes someone to choose one product over another? If you don’t know the answer, you’re guessing about your product design from the very beginning. 

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Traditionally, market research (typically driven by marketing departments) has been poor at finding causation. Market research tends to find correlations between customer attributes and customer behavior (e.g. people in a certain age bracket buy a certain product), but these correlations are quite shallow and do little to inform true drivers of choice. A lack of causal studies can be explained by the fact that they are difficult to conduct. They need to uncover deeper, root causes of human behavior, rather than high-level trends to be truly useful.

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So, how can find causal drivers of choice? And why does it matter?

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Why it matters 🔥

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The best method for uncovering the causal drivers of choice was invented by Professor Clayton Christensen. Chris describes him as the guru of modern innovation theory. He invented Disruption Theory and Jobs to be Done (JTBD) methodology. His fundamental insight was this – researchers shouldn’t be worried about the customer, instead, they should be interested in what they’re trying to achieve. 

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Christensen’s JTBD methodology is about understanding the various things that people need to complete in certain contexts. He argues that we, as consumers and customers, all look to “hire” products and services from businesses to get things done. We make a decision to buy, hire, or lease products or services into our lives in order to make progress on something we’re trying to achieve. 

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These jobs to be done can be split broadly into three categories (which aren’t mutually exclusive):

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• Functional: Tasks that I want to complete
• Emotional: How I want to feel
• Social: How I want to be seen

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Value creation opportunities arise when the currently available solutions (products/services in the market) are not getting the jobs done well. This “gap” essentially represents struggles and challenges that get in the way of progress. The gap is our opportunity to build something new that helps people get their jobs done better.

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Chris uses Dropbox as a good example of an innovative company filling the gap and addressing a need for people. People found themselves “hiring” different solutions or workarounds to access their files anywhere (e.g. by emailing themselves and using USBs). Dropbox created a solution that addressed this by allowing people to store their files online and access them anywhere. This solution got the job done better by being more convenient, secure, and reliable.

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The strategic relevance of “jobs” 🙌💼🎯

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Using the JTBD methodology helps to change how you see the competitive landscape, thereby providing an opportunity to see growth where none might have seemed possible. 

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Chris uses Snickers and MilkyWay chocolate bars as examples of similar products that on the surface seem to compete against each other. Both seem to sit in the same category, are bought in the same aisle, and have similar ingredients. However, looking at them through a “jobs” lens, they address two slightly different jobs. A Snickers is bought when you need fuel and is more a replacement for a sandwich, apple, or Red Bull (i.e. it is a product “hired” to prepare for the future/get an energy hit). A MilkyWay on the other hand is bought to make people feel better, eat emotionally, and is more of a replacement for ice cream or wine (i.e. a product “hired” to cope with the past).

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Chris’s talk helps us to think more strategically about our design journey. To develop truly new and innovative products and services, don’t just take your users' feedback at face value. Look beyond what they’re telling you and try to see the jobs that they’re really trying to accomplish. 

Thanks to an ever-growing digital world, businesses are spoiled for information and data. The more complex the business, the more information there is and the more complicated the business requirements are. But where there are challenges, there is opportunity. That’s where information architecture and data architecture come in.

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Information and data architecture both seek to make sense of the plethora of information a business handles. However, the two have different roles to play in the way businesses use, move, maintain, and present data - both to internal and external stakeholders. So what are they and why should businesses take note?

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Defining Information Architecture 🗺️

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Information architecture is the structure used to organize and label content on websites, mobile applications and other digital environments. Its primary purpose is to enhance user experience by ensuring information is structured in an accessible, usable and relevant way.

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Information architecture seeks to understand user needs and goals by analyzing both existing and required information, then building an information framework in a logical and user-friendly way. It deals with three main components:

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• Labels: How information is represented
• Navigation: How users make their way through the information
• Search: How users look for information

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Whilst this information sits in the background, it’s the layer upon which you build the design of your digital products.

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Information architects bring data from file systems and databases to life by building meaningful narratives and stories. Outputs can include site-mapping, information architecture diagrams and content inventories. These outputs are supported by user research techniques such as card sorting, tree testing, user surveys and first-click testing.

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Defining Data Architecture 💻

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Data architecture bridges the gap between business needs, goals, and system requirements related to data handling. It sets out a framework for managing data assets, the flow of data and the maintenance of data systems. As such, it has a slightly more macro view than information architecture and concerns itself with emerging technologies such as artificial intelligence, machine learning, and blockchain.

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Where information architecture centers around the end-user interaction, data architecture centers around practical handling and operation of data processes i.e. collection through to transformation, distribution, and consumption. Because of this, data architecture must take into account the businesses ability to scale operations, integrate with third party systems, support real-time data processes and the reduction of operating costs. Modern data architecture may point to artificial intelligence to tackle some of these challenges.

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The Importance of Enterprise Architects in Information and Data Architecture 🏗

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Enterprise architects are big-picture people. Data architecture and information architecture both fall within their remit, and they often oversee other data management job specialities within an IT department.

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As a leader (and often, visionary) within a business, enterprise architects shoulder the responsibility of ‘mission critical’ projects. As a result, they tend to have several years experience with IT systems, backed by a bachelor’s degree in computer science, IT management, data science or similar. Many will hold a master’s degree and specialty certifications.

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The role involves collaborating with senior business leaders, solution-delivery teams and external stakeholders, and requires creative problem solving and excellent communication skills. Therefore, enterprise architects very much steer the ship when it comes to information and data architecture. Combining high-level business strategy with knowledge of ‘the nuts and bolts’ of IT data systems and processes, they command an annual salary in New Zealand between $150,000 and $200,000 per annum..

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Continuous improvement within any business that has substantial IT infrastructure calls for serious investment in enterprise architecture.

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Designing and Implementing an Effective Information and Data Architecture 𝞹📈🧠📚

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Once overarching business goals are aligned with the scope of data and system requirements, information and data architecture design (or redesign) can begin.

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Crucial to the design and implementation process is developing an architecture framework. This is a set of guidelines that lays out principles, practices, tools and approaches required to complete the design. It supports system design decisions, assigns key tasks and provides project guidance throughout the design process. The framework essentially aims to unite disparate teams and maintain business and IT alignment.

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The choice of architecture design is also critical. It should consider scalability, performance, maintainability and adaptability to emerging technology. Which is why cloud platforms feature so heavily in modern data architecture. Cloud architects will navigate the architecture design and technical requirements of cloud-based delivery models, which offer the solution to those scalability and adaptability challenges. They are responsible for bridging the gaps between complex business problems and solutions in the cloud. Modern data architecture tends to involve some form of cloud delivery component.

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Throughout implementation, data and information architects will work closely with designers and engineers until testable architecture is ready. User research and testing will be carried out, and a feedback loop will commence until requirements are met. Users, as always, should be at the center of your digital product.

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Summing Up the Complexities of Information and Data Architecture 🧮

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Whilst the difference between information and data architecture can appear nuanced on the surface, they hold unique roles when delivering a cohesive, user-friendly digital product.

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Think of a sliding scale where business operations sit at one end, and users sit at the other. Data architecture addresses challenges closer to the business: aligning business requirements and goals with how data flows through the system. On the other hand, information architecture addresses the challenges related to how this data is organized and interpreted for the end user.

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At the end of the day, both information and data architecture need to work in harmony to satisfy the user and the business.