The easy part of building the Internet of Things (IoT) is connecting the infrastructure. Sensors and wireless technology expedite the flow of data from “things” to us and become the source of new products, market opportunities and cost savings. Yet as these connections multiply and generate massive amounts of data, the hard part is remaining mindful of the human motivations that are the foundation of the IoT. As designers helping to shape this new world, we should continually raise questions about the impact of our rapidly evolving connectedness on the individual, the community and on how we live.
After two hours on curvy mountain roads, and an hour on a stone-cobbled, one-lane track, our team arrived in the village at the top of the tea plantation. Our plan was to interview the new branchless bank agent for the tiny village of 85 households, meet some of his customers, and learn about the lives of tea laborers. We arrived at the house of Maman, the agent and community leader, at the planned time and sat down on his carpet to begin our chat. A few minutes in, two gruff looking men, wearing leather jackets and smoking cigarettes, invited themselves in and sat down among our circle. The local interview participants looked tense and mumbled some words of greeting. As the interviewer, I asked our translators to ask the newcomers to introduce themselves — initially thinking I could explain to them that we were conducting an interview and that perhaps they could come back later if they had business with the Maman or his family. Our translators relayed that one man was the security guard for the tea company, the other was a local policeman. Their business was to know everything that happens in the town and determine if they approve. They were not just interested in the interview, but in the product we were representing and piloting in their village. They explained there had been scams in the village before: Ponzi schemes, payroll embezzlement and false cooperatives -- to name a few. They wanted to know if this branchless bank thing was legitimate. The interview turned from our team being the leaders, to being interrogated.
Creating Internet of Things products can place businesses and their product teams in an uncomfortable place by pushing them outside of their comfort zone. In the third installment of our Internet of Things series, we will explore six design characteristics to help guide IoT product teams as they set forth into uncharted territory.
The Bertumbuh Project team has been navigating many different communities in the course of our field research. From fish distributors in North Jakarta to trash resellers in Bogor to tea plantation workers in Cikoneng, we’ve been learning about how people think about money. Their actions -- how they save and spend, search and strive -- are interesting to us. In addition, their mental models are just as fascinating. All of that data, and all of these stories, are important for our synthesis and design process.
Prio is a meatball seller in Ciherang, and this morning he invited us in to sit down and chat. His day typically starts at 3:30am when he wakes up. From 4:00am to 6:00am, Prio goes to the market to buy ingredients, returns home, and makes meatballs until 9:30am. From 9:30am to 10:00am he takes a rest. The the real work begins from 10:00am to 10:00pm when Prio sells his product. All of this hard work nets him about 100,000 rupiah a day - or roughly $10. He knows which days he makes more money (Saturdays and Mondays), but he has no idea why.
Our first experience in Jakarta consisted of walking through mud and over broken stones to get to a client meeting. The streets, congested because of severe traffic, meant taking a taxi the 3.6 km would have taken too much time. So, off we went, negotiating the heat in our business attire.
The notion of "design thinking" has emerged as a topic of great discussion in recent years among design practitioners, educators across disciplines, and organizations of all kinds. Whether you’re a student, graduate, or seasoned veteran you’ll find value in the following dialogue which explores some of its many interpretations and applications.
This interview was conducted by Dianne Hardin, a Master of Design Candidate at The University of Cincinnati, College of Design, Art, Architecture & Planning as part of her research for the DMI FutureED project. Hardin wanted to get perspectives on design thinking from practitioners responsible for providing it to clients and teaching it to students. This past summer, she spoke with frog Design Research Director Jon Freach and Associate Creative Director Lauren Serota, who are also founding professors at the Austin Center for Design, which aims to transform society through design and design education.
The average, postage stamp-sized urban kitchen is a very inefficient use of space, as most New Yorkers will tell you. Sitting on the counter, in all their oversized glory, are any number of machines that grind, puree, juice, cook, brew and occupy valuable kitchen real estate. Each of these machines has its own motor, power supply and controls, and each is doing its own thing independently of the other. “It’s a very fractured environment, a redundant combination of one-off systems that don’t talk to each other,” says Jonas Damon, frog creative director.
In 2007 frog opened its Shanghai studio in response to China’s growing economy. Today it serves as the company’s Asia-Pacific headquarters, servicing clients in markets including China, Singapore, Japan, South Korea and Thailand.
The studio’s co-founder, Executive Creative Director Brandon Edwards was recently featured in the book Design Transitions, where he shares the changes frog has experienced in order to meet the wide-ranging needs of the Asia-Pacific market.
The use of digital banking and electronic payments is expanding in many countries, as consumers embrace technology that facilitates financial services. Yet in Russia, people still cling to cash for most of their financial needs. In fact, more than 90 percent of all commodity purchases are in cash, according to the Bank of Russia, and the country loses over one percent of its annual GDP due to the huge amount of cash circulating and its maintenance costs. This poses a challenge to financial institutions, like Russia’s largest bank, Sberbank, which is eager to transition customers to digital services. Sberbank asked frog to design product and service concepts that could effectively support that transition.