August 15, 2022
2 min

Why information architecture is important for designers

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Sitting inside any beautifully crafted and designed digital product, there must be a fully functional and considered information architecture.

As much as information architecture shouldn’t be developed in a vacuum. Neither should the design and look of digital products. In fact, a large proportion of the function of digital designers is devoted to supporting users locating content they need and driving them towards content that the product owners want them to find.

Incorporating visual markers to make sure that certain content is distinct from the rest or creating layers that demonstrate the diverse content on a product.

If you do not have quality content, it is impossible to design a quality digital product. It all comes back to creating a user experience that makes sense and is designed to make task completion simple. And this relates back to designing the product with the content planned for it in mind.

8 Principles of information architecture, according to Dan Brown 🏗️

As a designer, the more you know about information architecture, the better the products you design will meet your user requirements and deliver what they need. If you work with an information architect, even better. If you’re still learning about information architecture the 8 Principles according to Dan Brown is a great place to begin.

If you haven’t come across Dan Brown yet, you have more than likely come across his 8 principles. Dan Brown is one of the UX world's most prolific experts with a career that spans most areas of UX designs. He’s written 3 books on the subject and experience across a multitude of high profile projects. Aiding large organizations to make the most of their user experience.

  1. The principle of objects: Content should be treated as a living, breathing thing. It has lifecycles, behaviors, and attributes.
  2. The principle of choices: Less is more. Keep the number of choices to a minimum.
  3. The principle of disclosure: Show a preview of information that will help users understand what kind of information is hidden if they dig deeper.
  4. The principle of examples: Show examples of content when describing the content of the categories.
  5. The principle of front doors: Assume that at least 50% of users will use a different entry point than the home page.
  6. The principle of multiple classifications: Offer users several different classification schemes to browse the site’s content.
  7. The principle of focused navigation: Keep navigation simple and never mix different things.
  8. The principle of growth: Assume that the content on the website will grow. Make sure the website is scalable.

It’s highly likely that you’ve already used some, or all, of these IA principles in your designs. Don’t be shy about mastering them, or at the very least be familiar. They can only help you become a better user experience designer.

Wrap up 🌯

Mastering the 8 principles, according to IA expert Dan Brown will see you mastering the complex tasks of information architecture. Understanding IA is key to creating digital designs with a content structure that is functional, logical and just what your users need to navigate your product. Design without good IA doesn’t work as well, just as a content structure without a well designed interface will not engage users.

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Header graphic for the article 'Information architecture lives here : make IA part of your...'
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Information architecture lives here : make IA part of your digital space

There is an enormous amount of information on the internet. Every page you load is crammed with it. With so much information around, it’s incredibly important to remember that for human minds to be able to actually process and make sense of it, considered, strategic, ordered information architecture is needed.

Information architecture is everywhere digitally, but where does it actually live? IA sits in behind all of the digital interfaces we humans use (and even out in the real world). It ideally has been considered, researched, and implemented with humans in mind, though as we all know, this isn’t always the case.  

Information architecture always has a role to play, and here we’ll focus on 4 key digital spaces where information architecture is most prominent, and likely most familiar.

  1. Websites
  2. Apps
  3. Company intranet
  4. Social media software

To find out more about putting information architecture into action check out our blog.

1. Websites 🌐

Information architecture for websites can often be confused with navigation. While site navigation is super important, (think of it as the ‘skin’ that sits above the information), that’s only part of the story. Great website architecture considers and organizes user requirements, organizing the content and structure of the website with labels, search and navigation that simply makes sense and is easy to use. Done well, it will  feel simple and straightforward, guiding users through smoothly.

Hubspot has a great article on IA for websites and how they can be structured. From a complex library system, to travel booking systems. Each has its own needs and can be quite deep in layers of information. The trick is to create a website structure, based on user needs, that makes sense of the piles of information and a simple navigation that sits above, making the journey to task completion as quick as possible. Working together they make any user experience feel quick, simple, and intuitive! 

2. Apps 📱

An organization's app acts as the first point of contact. It needs to be super simple, clean, and quick to interact with. A well thought out, thorough, researched, and organized information architecture plays a big part in this.

Information architecture for mobile use has a different set of rules than websites. The key consideration here is around the ease of use across a smaller screen. Navigation that makes sense for a laptop or desktop computer can be clunky in a mobile app.

An app's interface needs to have fewer options, and fewer clicks to complete the task. Researching and designing an app’s IA with just the right amount of information is key. Some retail apps are simplified websites, whereas other apps exist on their own merits, with no need for a website.

Bringing it back to the humans that will interact with the app is key to creating a product that delivers on user requirements and increases interaction. 

3. Intranet 🖥

An organizational intranet is possibly less of a priority than a website or an app but is vitally important to the success of an organization. And in these times of remote or hybrid working, intranets have proven to be more valuable than ever. An intranet is more than where to stick newsletters for staff, it is an interface that can make or break the productivity or even the wellbeing of an organization. 

Access to files, information, messaging platforms, and corporate requirements wherever and whenever people are working is more important than ever.  A well researched and designed information architecture can build an intranet that meets users’ requirements, increase communication and interaction and ultimately boost productivity. 

Conducting UX research with staff on what they need to access, when, and how will help inform the intranet IA far more intuitively. The information available (and needed) can be huge, keeping it simple and human focused is key.

Have you ever thought about how poor internal information architecture might be hurting your business?

4. Social media 🤳

Social media software is complex in terms of ecosystem and display of information. Each social media platform has developed over time, think back to Facebook and how it looked when it initially launched. And through the uptake of users, gathering of information over time, and continual research and testing, it has evolved into what we see today. And will continue to evolve with users’ needs.

Every user has a different experience based on the individuals, groups, organizations and even retailers that they choose to interact with (or haven’t chosen via advertising). The piles of information that sit behind and are brought to the interface for an individual through their choice, associations, labels, tags, interests, age, etc will present them with a unique feed. 

The interface of a social media platform needs to be considered, tested, tested again, and occasionally tested or changed once launched as the interaction of users is vitally important.

The information architecture sitting behind is huge in order to enable the agility to pull the right information forward in a dynamic and coherent way. Continuously learning, testing and requesting interaction from users through options to ‘hide’ posts that aren’t appropriate or respond to direct queries about what they do and don’t want to see are just some instances of continuous user research.

Social media continues to be a sophisticated information architecture that is constantly updating and changing with user needs.

Wrap Up 🫔

Information architecture lives wherever there is information needing to be found by humans. Successful information architecture is sorted, organized and labeled in a way that is simple, intuitive, and considered. Making interaction and life simple, which in a world where there are an increasing number of websites, apps, and tools to choose from – intuitive information architecture has never been more important for your business and your customers.

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

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.

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.

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.

Background on Chris Green

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.

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.

Contact Details:

Email: chris@purpleshirt.co.nz

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

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

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?

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.”

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. 

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? 

Causal drivers of choice 🤔

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. 

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.

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

Why it matters 🔥

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. 

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. 

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

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

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.

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.

The strategic relevance of “jobs” 🙌💼🎯

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. 

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).

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. 

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Navigating the Complexities of Information Architecture vs Data Architecture

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.

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?

Defining Information Architecture 🗺️

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.

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:

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

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

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.

Defining Data Architecture 💻

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.

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.

The Importance of Enterprise Architects in Information and Data Architecture 🏗

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.

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.

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..

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

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

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

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.

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.

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.

Summing Up the Complexities of Information and Data Architecture 🧮

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.

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.

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

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