Member since July 2018
Lisa has spent her career solving real human needs by focusing on driving motivations, situational factors, and environmental conditions that form the problem space. She drives teams to translate these insights into critical requirements for business success and facilitates the development of new concepts and solutions to meet them.
From the first consumer digital cameras to sustainable architecture design tools to at-home clinical-grade testing, Lisa continues to transform bleeding edge technologies into award-winning products and commercial successes.
Lisa contributed to the 2014 O’Reilly book, Designing for Emerging Technologies: UX for Genomics, Robotics, and the Internet of Things and currently teaches about designing for emerging technologies in the Digital Media graduate program at Northeastern University in Boston.
When Lisa is not leading design teams, designing products, or grading papers, she can be found working on home projects with her husband or trading screen time for chores with her 3 boys.
I'm fascinated by emerging technologies, but always from the human lens. Creating technology for technology's sake is academic - where we need to focus is on how it can be leveraged to improve people's quality of life, with deep and thoughtful consideration towards unintended consequences when it is deployed at scale.
I also love to establish and build teams with strong principles and tight bonds, while communicating the value that design can deliver to the larger organization along multiple fronts.
I designed the interfaces for some of the world's first commercially available handheld digital cameras while I was working on the imaging and color quality of them and the desire to continue to craft useful and obvious products grew quickly from there. I took on larger and more complex projects while I grew my career in experience design. I transitioned into management and teaching when I decided it was time for me to give back to the design community and help new designers with their careers.
Disruption is happening all around us, and it's happening at lightning speed. Every day, companies are developing new ways of engaging with us, serving us and creating value that we've never experienced before. Barriers to entry into most industries are actively being shredded by the creative minds who know how to leverage technology to democratize access to services that were previously only available to the very few.
And no industry is safe.
To stay competitive in today's market, law firms must be thinking creatively and actively innovating better ways to serve their clients. Clients, who are now trained to expect easy, fast and cheap access to information, products and services everywhere else, will choose those law firms who can supply that readily. As a result, the stalwarts of "The Way We've Always Done It" quickly lose their market share to the innovative upstarts and agile leaders who are able to bring better services and new ideas to the market.
So how do you drive innovation within your firm to accomplish your business goals?
Objectives:
-Infer how to get buy in and ongoing support for innovation initiatives from key stakeholders.
-Discover the single most important ingredient for achieving a successful outcome.
-Discuss why more constraints are better.
Identify how to handle setbacks and failure (and other hard realities).
https://www.alanet.org/events/past-events/c4-the-legal-industry-conference
https://www.youtube.com/watch?v=0MQ5ITRLx50
As experience designers, we have unique superpowers to craft products and services in ways that can be wonderfully beneficial to people and integrate seamlessly into their lives. We are able to leverage our understanding of the human condition to transform technology into offerings that make millions of dollars for companies, while remaining idealistic about our goals of making people’s lives better. But there’s a gap: we don’t verify that we did move the needle. We don’t consider what things might just go sideways. We don’t invest in analyzing what might happen if our work is abused or consider how to prevent it. We just move onto the next problem statement and let the business figure it out.
I think this borders on negligence. We have a responsibility to ourselves, our profession, our customers, our colleagues, and the businesses who employ us to forecast the impact of our work at scale. And we need to develop the tools and the processes to do so properly. It’s time we hold our selves accountable and start to proactively identify the potential outcomes and unintended consequences of our work – both good and bad – as a regular phase in our design process. With this, we must also be prepared to influence the decision making bodies (including ourselves) to consider ways of mitigating those identified risks. This strategy, in my opinion, will allow us to engage our product and business colleagues as equals, thereby raising our own value as true business partners.
I designed the interfaces for some of the world's first commercially available handheld digital cameras while I was working on the imaging and color quality of them and the desire to continue to craft useful and obvious products grew quickly from there. I took on larger and more complex projects while I grew my career in experience design. I transitioned into management and teaching when I decided it was time for me to give back to the design community and help new designers with their careers.
Disruption is happening all around us, and it's happening at lightning speed. Every day, companies are developing new ways of engaging with us, serving us and creating value that we've never experienced before. Barriers to entry into most industries are actively being shredded by the creative minds who know how to leverage technology to democratize access to services that were previously only available to the very few.
And no industry is safe.
To stay competitive in today's market, law firms must be thinking creatively and actively innovating better ways to serve their clients. Clients, who are now trained to expect easy, fast and cheap access to information, products and services everywhere else, will choose those law firms who can supply that readily. As a result, the stalwarts of "The Way We've Always Done It" quickly lose their market share to the innovative upstarts and agile leaders who are able to bring better services and new ideas to the market.
So how do you drive innovation within your firm to accomplish your business goals?
Objectives:
-Infer how to get buy in and ongoing support for innovation initiatives from key stakeholders.
-Discover the single most important ingredient for achieving a successful outcome.
-Discuss why more constraints are better.
Identify how to handle setbacks and failure (and other hard realities).
https://www.alanet.org/events/past-events/c4-the-legal-industry-conference
https://www.youtube.com/watch?v=0MQ5ITRLx50
As experience designers, we have unique superpowers to craft products and services in ways that can be wonderfully beneficial to people and integrate seamlessly into their lives. We are able to leverage our understanding of the human condition to transform technology into offerings that make millions of dollars for companies, while remaining idealistic about our goals of making people’s lives better. But there’s a gap: we don’t verify that we did move the needle. We don’t consider what things might just go sideways. We don’t invest in analyzing what might happen if our work is abused or consider how to prevent it. We just move onto the next problem statement and let the business figure it out.
I think this borders on negligence. We have a responsibility to ourselves, our profession, our customers, our colleagues, and the businesses who employ us to forecast the impact of our work at scale. And we need to develop the tools and the processes to do so properly. It’s time we hold our selves accountable and start to proactively identify the potential outcomes and unintended consequences of our work – both good and bad – as a regular phase in our design process. With this, we must also be prepared to influence the decision making bodies (including ourselves) to consider ways of mitigating those identified risks. This strategy, in my opinion, will allow us to engage our product and business colleagues as equals, thereby raising our own value as true business partners.
