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The biggest challenge to better design isn't getting better designers. The problem is organizational, and the hub-and-spoke decision-making process that was originally created to slash bureaucracy--that is, to create more decentralized decisions and less hierarchy. But the overriding weakness, which design thinking makes manifest, is that good design is necessarily the product of a heavily centralized structure. Great design at places such as Apple isn't about "empowering decision makers" or whatever that lame B-school buzzword is. It's about awarding massive power and self-determination to those with the most cohesive vision--that is, the designers. Those are the people with the best idea of what customers want. That's the essence of "design thinking." If you were to summarize just how ugly--and self-defeating--the alternative can be, AA's Web site would be a smoking gun.

Great design is born from inspiration, obsession, commitment and diligence. You need to have your head up and observe, and sort out what the truth really is. But in the end, it is about a creative individual taking that information and translating it into something really great. And great design is more than an object: It is an idea. An idea that permeates everything

With a marketing person, 90 percent of the time is spent trying to do everything to shape the buying decision," said Earl Powell, director of the Design Management Institute, a forum for industrial designers and the businesses that use them. Designers are "more committed to the user experience. That experiential component has an emotional resonance: It sticks

n this interview made during Agile 2008, Alan Cooper, the father of Visual Basic and supporter of interaction design, talks about his contact with the Agile movement and the similarities discovered between Agile programmers and interaction designers.

Since so many technology companies covet and would love to emulate the kind of phenomenal success Apple has had with the iPhone, maybe the time has come to begin taking visual design seriously. Perhaps now is the time to focus on transforming visual design into a competitive advantage, a way to build relevant differentiation into products

Principles appear at different stages of a project and can be used in a variety of different ways. Being able to develop useful principles is, in my opinion, a core skill for all service designers.

First, people aren't really interested in what we do; they're interested in the results that we deliver. Second, running around and selling things is not as effective as actually applying your design skills to problems that matter. In many ways, business people look at things and size up the problems. They may avoid complex variables - the who, what, where - simply because they are complicated factors.

What separates a healthy, effective design practice from the horror stories we hear about when talking to others in the industry. We came up with two lists; the first list (below) talks about doing certain actions in the right order. The second list is one of relative values. While all of the items on both sides of this list have value, we value the items on the left more than the items on the right:

Hunkering gives the designer a chance to get lost in the reality of their design. Like visiting a vacation spot you've only seen pictures of, the initial impression takes a little getting used to. Then, once you've had a chance to orient yourself, to find the familiar elements you were expecting and place them relative to each other, the vacation spot becomes more comfortable.

Complex design is far easier and takes much less planning than simple design. It encompasses what your user might want to do, rather than understanding exactly what your user needs. Simplicity, it seems, requires more thought, planning, research and vision.

Men prefer websites designed by men and women prefer those designed by women, according to a new study from Bucks New University.

That's why we have a significant team of designers who bring unique skills to the teams they work with. Data informs decision-making but it's less useful for conceiving and building conceptually new directions. It's most useful for optimising and refining an established concept

That's why we have a significant team of designers who bring unique skills to the teams they work with. Data informs decision-making but it's less useful for conceiving and building conceptually new directions. It's most useful for optimising and refining an established concept

The definition of usability is sometimes reduced to "easy to use," but this over-simplifies the problem and provides little guidance for the user interface designer. A more precise definition can be used to understand user requirements, formulate usability goals and decide on the best techniques for usability evaluations. An understanding of the five characteristics of usability - effective, efficient, engaging, error tolerant, easy to learn - helps guide the user-centered design tasks to the goal of usable products.

There are three key areas to consider in design and benchmarking when undertaking such a substantial airport redevelopment project. First, we considered our passengers and how we engineered their journey through the airport. Taking into account everything from walking times to way-finding and immigration, our airport design has ensured the optimal journey.'

Understand how to integrate web strategy with good design. See AftertheNet Web Design case studies & portfolios to know how to integrate branding, usability & positioning for maximum impact

More than anything, Google prefers to make design decisions based on what performs well. And as a company, Google cares about being fast, so we want our user experience to be fast. That's not just in terms of front-end latency-how long it takes the page to download-it's also about making people use their computers more efficiently. A lot of our design decisions are really driven by cognitive psychology research that shows that, say, people online read black text against a white background much faster than white against black, or that sans serif fonts are more easily read than serif fonts online.

During discovery, we review the baseline analytics to look for potential problem issues. We then collaborate with the analytics team to conduct the goals analysis, connecting high-level user and business goals to measurable user behaviors. During design, we collaborate with the optimization team to identify and generate design variants for A/B and multivariate testing. And then post-launch, we supplement analytics data with user surveys and usability testing, providing the "why" for the "what." Then we repeat steps one through four.

In the near future, I believe that you'll be able to get an advanced degree in Business Design. Some programs like the d.school (a formative experience for me) and Rotman are playing with this idea, but I don't think these programs really nail it yet.

Users do not like to be visually distracted when filling in forms. They often want to get it done as quickly as possible. Therefore it is vital to design a clear and tidy form. Users do not mind filling in a rather long form with easy to understand and neat design than a short, visually cluttered and complicated form.