January 25, 2024
3 min

Sachi Taulelei: Odd one out - embracing diversity in design and technology

Header graphic for the article 'Sachi Taulelei: Odd one out - embracing diversity in design...'

It’s no secret - New Zealand has a diversity problem in design and technology. 

Throughout her career, Sachi often felt like the odd one out - the only woman, the only Pasifika person, the one who laughed too loud, the one who looked different and sounded different. But as a leader, Sachi has been able to create change.

Sachi Taulelei, Head of Design, ANZ, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, on how she is building a diverse team of designers at New Zealand’s largest bank.

In her talk, Sachi shares the challenges she’s faced as a Pasifika woman in design and technology; and how this has shaped her approach to leadership and her drive to create inclusive environments where individuals and teams thrive.

Background on Sachi Taulelei

Sachi is a creative strategist, a design leader, and a recovering people pleaser. She has worked in digital and design for over 25 years, spending most of her career creating and designing digital experiences centered on people.

As a proud Pasifika woman, she has a particular interest in diversity, equity, and inclusion. She has spoken out about the need for more diversity within design and technology and the impact it can have on the technology we create.

Sachi is passionate about giving back - when she's not running after her two kids, you'll find her mentoring Pasifika youth, cheering on young leaders through the Young Enterprise Scheme, judging awards for Women in AI, or volunteering at the local hospice.

Contact Details:

Email: sachi.taulelei@anz.com

LinkedIn: https://www.linkedin.com/in/sachi-taulelei/

Odd one out: embracing diversity in design and technology ✨

Looking and sounding different from her peers, Sachi always felt like she was trying to find her place in the office. She always felt like she didn’t belong. 

Sachi has experienced all forms of racism and discrimination as a result of her heritage. These experiences aren’t spoken about and often go unnoticed by the majority. She has held equivalent jobs to male counterparts but received lower pay, and was advised to change her name from Sachi to Sacha on her job applications to improve her chances.  

Sachi’s response was to work hard and become great at what she does, which was recognized over time. Slowly, she began to rise through the ranks. However, having reached leadership roles, she struggled to be heard and participate, without knowing why. The advice was given freely by managers to “stick at it”, to “grow thicker skin”, and to grow through the “school of hard knocks”. Although this advice worked at face value and she flourished, Sachi began to feel like a fraud and constantly second-guessing herself. She began to “edit” herself to fit into an acceptable mold and, in doing so, felt like she lost part of who she was.

What is success? 🏆🎯💎

Success often comes in the form of our leaders who have already climbed the mountains of achievement. When you see success in this way, as someone who doesn’t fit the mold, there is pressure to conform to get ahead. Using the same tools and advice given to these leaders, she realized, would actually hold her back. 

Realizing true value through our uniqueness 🪐🦋

Sachi recounts the treatment of Japanese-American citizens in the U.S. in the years following Pearl Harbour, where Japanese-American citizens were moved to concentration camps. This happened despite an official report finding conclusively that there was no threat from this population. Even though Germany and Italy were also at war with the U.S., for example, citizens with Italian and German heritage were not treated this way. This caused immeasurable pain, shame, and fear for the victims, and fostered a head-down, work-hard mentality in order to try and forget the treatment they received. This attitude, Sachi believes, was passed down to her from her ancestors who experienced that reality. Sachi explains that while there are many things that can hold someone back in life, creating meaningful change starts with introspection. Often, that requires us to work through fear and shame.

Reflecting on her heritage, which is part Samoan and part Japanese, Sachi started to embrace her unique traits. In her case, she embraced the deep empathy and human compassion from her Japanese side and the deep sense of community and connection from her Samoan side. Her uniqueness is something to celebrate, not to hide behind. 

Becoming a leader and realizing this, Sachi wanted to create a team culture based on equity, openness, and a sense of belonging – all things that Sachi wished for herself on her journey.

Why it matters 💫

Once she understood herself and what she wanted for her team, Sachi set to work on building a new team culture. Sachi breaks down key learnings from how she turned this vision into reality.

Define

Define what diversity means for your team. You need to clearly understand what it is you want to achieve before you can achieve it. For Sachi’s team, they knew that they wanted to create a team that was representative of New Zealand. Sachi knew, for example, that she had a lack of Māori and Pacific representation within the team. Māori and Pasifika represent 25% of the population. So, an effort was made to increase ranks by hiring talent from these cultures. 

Additionally, Sachi focused on creating new role levels - from intern right through to graduates, juniors, and intermediate-level positions. This helped to acknowledge age differences within her team and also helped to manage career progression opportunities.

Effort 

It can be difficult to achieve diversity and inclusion and it requires a lot of work. For example, Sachi learned that posting an ad on job boards and expecting to receive hundreds of Māori and Pasifika applicants wasn’t realistic. Instead, partnerships were built with local design schools, and networking events were consistently attended. Job referrals from within the team were also leveraged, as well as establishing a strong direction for recruitment specialists within the organization.

Sachi also recognized that, as a leader, she needed to be more visible and more vocal about sharing her views of the world and what she was trying to achieve. It was important to be clear about the type of culture she was building within her team so that she could promote it.

In less than a year her team grew (from 11 to 40!) which meant a focus on building an inclusive team culture was required. The central theme throughout this time was, “You have to connect to yourself and your strengths first and foremost, before you can connect with others and as a team”. This meant that the team used tools like the Clifton Strength Finder, in order to learn about themselves and each other. Each designer was then encouraged to delve into their own natural working styles and were taught how to amplify their own strengths through various workshops. This approach also becomes handy when recruiting and strengthening potential weak spots.

Integrity

It’s important to have leaders who care - you can’t do it on your own. There can be pain points on the journey to creating diversity and inclusion, so it’s necessary to have leaders who listen, support, and work through some of the challenges that can arise.

Benefits of diversity and inclusion in design teams 👩🏼🤝👨🏿

Why push for diversity and inclusion? Sachi argues that the benefits are evident in the way that her team designs. 

For example, her team:

  • Insist that research is done with diverse customer groups
  • Advocates for accessibility when no one else will
  • Understand problems from different perspectives before diving into a project

Most importantly, the benefits show up in the way that each other is treated, and the relationships that are built with key stakeholders. Diversity and inclusion are wins for everyone - the team, the organization, and the customer.

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Clara Kliman-Silver: AI & design: imagining the future of UX

In the last few years, the influence of AI has steadily been expanding into various aspects of design. In early 2023, that expansion exploded. AI tools and features are now everywhere, and there are two ways designers commonly react to it:

  • With enthusiasm for how they can use it to make their jobs easier
  • With skepticism over how reliable it is, or even fear that it could replace their jobs

Google UX researcher Clara Kliman-Silver is at the forefront of researching and understanding the potential impact of AI on design into the future. This is a hot topic that’s on the radar of many designers as they grapple with what the new normal is, and how it will change things in the coming years.

Clara’s background 

Clara Kliman-Silver spends her time studying design teams and systems, UX tools and designer-developer collaboration. She’s a specialist in participatory design and uses generative methods to investigate workflows, understand designer-developer experiences, and imagine ways to create UIs. In this work, Clara looks at how technology can be leveraged to help people make things, and do it more efficiently than they currently are.

In today’s context, that puts generative AI and machine learning right in her line of sight. The way this technology has boomed in recent times has many people scrambling to catch up - to identify the biggest opportunities and to understand the risks that come with it. Clara is a leader in assessing the implications of AI. She analyzes both the technology itself and the way people feel about it to forecast what it will mean into the future.

Contact Details:

You can find Clara in LinkedIn or on Twitter @cklimansilver

What role should artificial intelligence play in UX design process? 🤔

Clara’s expertise in understanding the role of AI in design comes from significant research and analysis of how the technology is being used currently and how industry experts feel about it. AI is everywhere in today’s world, from home devices to tech platforms and specific tools for various industries. In many cases, AI automation is used for productivity, where it can speed up processes with subtle, easy to use applications.

As mentioned above, the transformational capabilities of AI are met with equal parts of enthusiasm and skepticism. The way people use AI, and how they feel about it is important, because users need to be comfortable implementing the technology in order for it to make a difference. The question of what value AI brings to the design process is ongoing. On one hand, AI can help increase efficiency for systems and processes. On the other hand, it can exacerbate problems if the user's intentions are misunderstood.

Access for all 🦾

There’s no doubt that AI tools enable novices to perform tasks that, in years gone by, required a high level of expertise. For example, film editing was previously a manual task, where people would literally cut rolls of film and splice them together on a reel. It was something only a trained editor could do. Now, anyone with a smartphone has access to iMovie or a similar app, and they can edit film in seconds.

For film experts, digital technology allows them to speed up tedious tasks and focus on more sophisticated aspects of their work. Clara hypothesizes that AI is particularly valuable when it automates mundane tasks. AI enables more individuals to leverage digital technologies without requiring specialist training. Thus, AI has shifted the landscape of what it means to be an “expert” in a field. Expertise is about more than being able to simply do something - it includes having the knowledge and experience to do it for an informed reason. 

Research and testing 🔬

Clara performs a lot of concept testing, which involves recognizing the perceived value of an approach or method. Concept testing helps in scenarios where a solution may not address a problem or where the real problem is difficult to identify. In a recent survey, Clara describes two predominant benefits designers experienced from AI:

  1. Efficiency. Not only does AI expedite the problem solving process, it can also help efficiently identify problems. 
  2. Innovation. Generative AI can innovate on its own, developing ideas that designers themselves may not have thought of.

The design partnership 🤝🏽

Overall, Clara says UX designers tend to see AI as a creative partner. However, most users don’t yet trust AI enough to give it complete agency over the work it’s used for. The level of trust designers have exists on a continuum, where it depends on the nature of the work and the context of what they’re aiming to accomplish. Other factors such as where the tech comes from, who curated it and who’s training the model also influences trust. For now, AI is largely seen as a valued tool, and there is cautious optimism and tentative acceptance for its application. 

Why it matters 💡

AI presents as potentially one of the biggest game-changers to how people work in our generation. Although AI has widespread applications across sectors and systems, there are still many questions about it. In the design world, systems like DALL-E allow people to create AI-generated imagery, and auto layout in various tools allows designers to iterate more quickly and efficiently.

Like many other industries, designers are wondering where AI might go in the future and what it might look like. The answer to these questions has very real implications for the future of design jobs and whether they will exist. In practice, Clara describes the current mood towards AI as existing on a continuum between adherence and innovation:

  • Adherence is about how AI helps designers follow best practice
  • Innovation is at the other end of the spectrum, and involves using AI to figure out what’s possible

The current environment is extremely subjective, and there’s no agreed best practice. This makes it difficult to recommend a certain approach to adopting AI and creating permanent systems around it. Both the technology and the sentiment around it will evolve through time, and it’s something designers, like all people, will need to maintain good awareness of.

Header graphic for the article 'Sachi Taulelei: Odd one out - embracing diversity in design...'
Learn more
1 min read

Sachi Taulelei: Odd one out - embracing diversity in design and technology

It’s no secret - New Zealand has a diversity problem in design and technology. 

Throughout her career, Sachi often felt like the odd one out - the only woman, the only Pasifika person, the one who laughed too loud, the one who looked different and sounded different. But as a leader, Sachi has been able to create change.

Sachi Taulelei, Head of Design, ANZ, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, on how she is building a diverse team of designers at New Zealand’s largest bank.

In her talk, Sachi shares the challenges she’s faced as a Pasifika woman in design and technology; and how this has shaped her approach to leadership and her drive to create inclusive environments where individuals and teams thrive.

Background on Sachi Taulelei

Sachi is a creative strategist, a design leader, and a recovering people pleaser. She has worked in digital and design for over 25 years, spending most of her career creating and designing digital experiences centered on people.

As a proud Pasifika woman, she has a particular interest in diversity, equity, and inclusion. She has spoken out about the need for more diversity within design and technology and the impact it can have on the technology we create.

Sachi is passionate about giving back - when she's not running after her two kids, you'll find her mentoring Pasifika youth, cheering on young leaders through the Young Enterprise Scheme, judging awards for Women in AI, or volunteering at the local hospice.

Contact Details:

Email: sachi.taulelei@anz.com

LinkedIn: https://www.linkedin.com/in/sachi-taulelei/

Odd one out: embracing diversity in design and technology ✨

Looking and sounding different from her peers, Sachi always felt like she was trying to find her place in the office. She always felt like she didn’t belong. 

Sachi has experienced all forms of racism and discrimination as a result of her heritage. These experiences aren’t spoken about and often go unnoticed by the majority. She has held equivalent jobs to male counterparts but received lower pay, and was advised to change her name from Sachi to Sacha on her job applications to improve her chances.  

Sachi’s response was to work hard and become great at what she does, which was recognized over time. Slowly, she began to rise through the ranks. However, having reached leadership roles, she struggled to be heard and participate, without knowing why. The advice was given freely by managers to “stick at it”, to “grow thicker skin”, and to grow through the “school of hard knocks”. Although this advice worked at face value and she flourished, Sachi began to feel like a fraud and constantly second-guessing herself. She began to “edit” herself to fit into an acceptable mold and, in doing so, felt like she lost part of who she was.

What is success? 🏆🎯💎

Success often comes in the form of our leaders who have already climbed the mountains of achievement. When you see success in this way, as someone who doesn’t fit the mold, there is pressure to conform to get ahead. Using the same tools and advice given to these leaders, she realized, would actually hold her back. 

Realizing true value through our uniqueness 🪐🦋

Sachi recounts the treatment of Japanese-American citizens in the U.S. in the years following Pearl Harbour, where Japanese-American citizens were moved to concentration camps. This happened despite an official report finding conclusively that there was no threat from this population. Even though Germany and Italy were also at war with the U.S., for example, citizens with Italian and German heritage were not treated this way. This caused immeasurable pain, shame, and fear for the victims, and fostered a head-down, work-hard mentality in order to try and forget the treatment they received. This attitude, Sachi believes, was passed down to her from her ancestors who experienced that reality. Sachi explains that while there are many things that can hold someone back in life, creating meaningful change starts with introspection. Often, that requires us to work through fear and shame.

Reflecting on her heritage, which is part Samoan and part Japanese, Sachi started to embrace her unique traits. In her case, she embraced the deep empathy and human compassion from her Japanese side and the deep sense of community and connection from her Samoan side. Her uniqueness is something to celebrate, not to hide behind. 

Becoming a leader and realizing this, Sachi wanted to create a team culture based on equity, openness, and a sense of belonging – all things that Sachi wished for herself on her journey.

Why it matters 💫

Once she understood herself and what she wanted for her team, Sachi set to work on building a new team culture. Sachi breaks down key learnings from how she turned this vision into reality.

Define

Define what diversity means for your team. You need to clearly understand what it is you want to achieve before you can achieve it. For Sachi’s team, they knew that they wanted to create a team that was representative of New Zealand. Sachi knew, for example, that she had a lack of Māori and Pacific representation within the team. Māori and Pasifika represent 25% of the population. So, an effort was made to increase ranks by hiring talent from these cultures. 

Additionally, Sachi focused on creating new role levels - from intern right through to graduates, juniors, and intermediate-level positions. This helped to acknowledge age differences within her team and also helped to manage career progression opportunities.

Effort 

It can be difficult to achieve diversity and inclusion and it requires a lot of work. For example, Sachi learned that posting an ad on job boards and expecting to receive hundreds of Māori and Pasifika applicants wasn’t realistic. Instead, partnerships were built with local design schools, and networking events were consistently attended. Job referrals from within the team were also leveraged, as well as establishing a strong direction for recruitment specialists within the organization.

Sachi also recognized that, as a leader, she needed to be more visible and more vocal about sharing her views of the world and what she was trying to achieve. It was important to be clear about the type of culture she was building within her team so that she could promote it.

In less than a year her team grew (from 11 to 40!) which meant a focus on building an inclusive team culture was required. The central theme throughout this time was, “You have to connect to yourself and your strengths first and foremost, before you can connect with others and as a team”. This meant that the team used tools like the Clifton Strength Finder, in order to learn about themselves and each other. Each designer was then encouraged to delve into their own natural working styles and were taught how to amplify their own strengths through various workshops. This approach also becomes handy when recruiting and strengthening potential weak spots.

Integrity

It’s important to have leaders who care - you can’t do it on your own. There can be pain points on the journey to creating diversity and inclusion, so it’s necessary to have leaders who listen, support, and work through some of the challenges that can arise.

Benefits of diversity and inclusion in design teams 👩🏼🤝👨🏿

Why push for diversity and inclusion? Sachi argues that the benefits are evident in the way that her team designs. 

For example, her team:

  • Insist that research is done with diverse customer groups
  • Advocates for accessibility when no one else will
  • Understand problems from different perspectives before diving into a project

Most importantly, the benefits show up in the way that each other is treated, and the relationships that are built with key stakeholders. Diversity and inclusion are wins for everyone - the team, the organization, and the customer.

Header graphic for the article 'Event Recap: Measuring the Value of UX Research at UXDX'
Learn more
1 min read

Event Recap: Measuring the Value of UX Research at UXDX

Last week Optimal Workshop was delighted to sponsor UXDX USA 2024 in New York. The User Experience event brings together Product, Design, UX, CX, and Engineering professionals and our team had an amazing time meeting with customers, industry experts, and colleagues throughout the conference. This year, we also had the privilege of sharing some of our industry expertise by running an interactive forum on “Measuring the Value of UX Research” - a topic very close to our hearts.

Our forum, hosted by Optimal Workshop CEO Alex Burke and Product Lead Ella Fielding, was focused on exploring the value of User Experience Research (UXR) from both an industry-wide perspective and within the diverse ecosystem of individual companies and teams conducting this type of research today.

The session brought together a global mix of UX professionals for a rich discussion on measuring and demonstrating the effectiveness of and the challenges facing organizations who are trying to tie UXR to tangible business value today.

The main topics for the discuss were: 

  • Metrics that Matter: How do you measure UXR's impact on sales, customer satisfaction, and design influence?
  • Challenges & Strategies: What are the roadblocks to measuring UXR impact, and how can we overcome them?
  • Beyond ROI:  UXR's value beyond just financial metrics

Some of the key takeaways from our discussions during the session were: 

  1. The current state of UX maturity and value
    • Many UX teams don’t measure the impact of UXR on core business metrics and there were more attendees who are not measuring the impact of their work than those that are measuring it. 
    • Alex & Ella discussed with the attendees the current state of UX research maturity and the ability to prove value across different organizations represented in the room. Most organizations were still early in their UX research maturity with only 5% considering themselves advanced in having research culturally embedded.
  1. Defining and proving the value of UX research
    • The industry doesn’t have clear alignment or understanding of what good measurement looks like. Many teams don’t know how to accurately measure UXR impact or don’t have the tools or platforms to measure it, which serve as core roadblocks for measuring UXRs’ impact. 
    • Alex and Ella discussed challenges in defining and proving the value of UX research, with common values being getting closer to customers, innovating faster, de-risking product decisions, and saving time and money. However, the value of research is hard to quantify compared to other product metrics like lines of code or features shipped.
  1. Measuring and advocating for UX research
    • When teams are measuring UXR today there is a strong bias for customer feedback, but little ability or understanding about how to measure impact on business metrics like revenue. 
    • The most commonly used metrics for measuring UXR are quantitative and qualitative feedback from customers as opposed to internal metrics like stakeholder involvement or tieing UXR to business performance metrics (including financial performance). 
    • Attendees felt that in organizations where research is more embedded, researchers spend significant time advocating for research and proving its value to stakeholders rather than just conducting studies. This included tactics like research repositories and pointing to past study impacts as well as ongoing battles to shape decision making processes. 
    • One of our attendees highlighted that engaging stakeholders in the process of defining key research metrics prior to running research was a key for them in proving value internally. 
  1. Relating user research to financial impact
    • Alex and Ella asked the audience if anyone had examples of demonstrating financial impact of research to justify investment in the team and we got some excellent examples from the audience proving that there are tangible ways to tie research outcomes to core business metrics including:
    • Calculating time savings for employees from internal tools as a financial impact metric. 
    • Measuring a reduction in calls to service desks as a way to quantify financial savings from research.
  1. Most attendees recognise the value in embedding UXR more deeply in all levels of their organization - but feel like they’re not succeeding at this today. 
    • Most attendees feel that UXR is not fully embedded in their orgnaization or culture, but that if it was - they would be more successful in proving its overall value.
    • Stakeholder buy-in and engagement with UXR, particularly from senior leadership varied enormously across organizations, and wasn’t regularly measured as an indicator of UXR value 
    • In organizations where research was more successfully embedded, researchers had to spend significant time and effort building relationships with internal stakeholders before and after running studies. This took time and effort away from actual research, but ended up making the research more valuable to the business in the long run. 

With the large range of UX maturity and the democratization of research across teams, we know there’s a lot of opportunity for our customers to improve their ability to tie their user research to tangible business outcomes and embed UX more deeply in all levels of their organizations. To help fill this gap, Optimal Workshop is currently running a large research project on Measuring the Value of UX which will be released in a few weeks.

Keep up to date with the latest news and events by following us on LinkedIn.

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