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Archive for April 2008

Accessible design and patient information

Recently we have been working on a brief to improve the provision of information to people with massive mobility and dexterity challenges. We needed to communicate the product, how to use it in a way that is really useful, and most importantly why the choice has been made for them to be on this therapy.

Our initial discussions revealed that beyond who they might be and what they have been diagnosed with, little solid research in terms of their feelings or how they live with the disease was known. As a consequence we needed to get to grips with the patients, not only in terms of information requirements but also their idiosyncrasies and physical disabilities.

We wanted to use an approach that we have come to know as ‘Accessible Design’. This approach is huge with car designers in Japan, who need to feel how the rapidly aging population of Japan experience their cars. As young, progressive designers, they don’t have a problem getting into a car, adjusting seats, twiddling knobs – but the end user might. To combat this mismatch between audience and output Nissan invented the old-suit, an outfit which simulates the effects of aging. Strap it on and you’ll immediately feel stiffer, heavier, less able to balance, and the included goggles will make it harder to see. And its works – their design teams know, empathise and design better for an audience they do not relate to physically.

It’s obvious how this relates to the work we do. Patient materials are too often overlooked as bits of collateral that ticks the patient communication box but mean little to the actual user. While we create more relevant content for our audiences, really getting to grips with the problems they face and the questions they have, it’s essential to package this content appropriately. While product manufacturers make sure their goods are easily accessed, we must produce healthcare information in such a way as to be easily consumed.

Our conversations with patients and professionals unearthed difficulties we’d never have dreamed of (door knobs, envelopes, ring pulls, Velcro, shiny surfaces, stockings etc). Following an accessible design approach proved hilarious and humbling. With no Nissan suit budget in place, we had to get creative and find ways of ‘restricting ourselves’ based on the patient insights we had. Enter ski gloves, mittens, industrial strength elastic bands, bags on hands and training weights on arms. We played, we learned, we were astounded. The result is a range of materials that have been thoroughly tested as ‘end usable’. Alongside a better understanding of what they need and want to know we have solved the problems of this audience in a more relevant way, for a brand that can only benefit from this approach.

This project has been a real learning curve for us. We have looked at real end user requirements, translated this into design and content objectives, and injected these into our tactical material briefs. We have also gained useful insight into what it’s like to live a tiny period of time with a disability that impacts so much.

As far as we are aware this is the first time an accessible design approach has been used by a communications agency and that makes us totally happy. It’s an approach that is now an intrinsic part of our materials generation process.

Relationship(ping) forecast

picture1.jpgWe have been thinking about agency-client relationships this week, with a request from procurement to build a multiagency-relationship-measurement thing. That is, something that gives visibility to the relationship status between the agency and the brand team.

It’s typical for an agency to be measured primarily by its output. But if you agree that a brand’s health is the key to organisational profit and the quality of your agency-client relationship is a major driver of brand health, then the health of that relationship becomes a key driver of your profitability.

I did some truffling around and found a great article written by Douglas T. Moore from General Mills which just seems to hit home. (More than that actually- I think I would really like the guy.) We plan to use his ideas for our relationship measurement tool. Doug has given us seven areas to work with:

Top-to-top trust - Trust between decision makers enables everyone to take bigger risks and grab bigger opportunities. It does this by speeding up problem-solving.

Agency talent - The best minds in the agency create brand ideas, never letting process, politics, or even budgets get in the way of great work.

Focusing on talent doesn’t just mean recruiting the best. It means finding them, developing them and above all giving them great reasons to stay. Stability is critical, rapid change at an agency can create problems.

Client talent - The great ones realise they shouldn’t ‘manage’ the relationship. Instead, their role is to inspire with the sense that anything is possible; make sure the strategy is insightful and simple; recognise talent and shape it; sell it through client personalities, fears, and politics.

Ideas atmosphere - Cohesion, openness, trust, sharing, and a willingness to dream. The key is creating a collaborative, ideas-driven atmosphere at the core of your partnership. Act like a start-up (easy for us to say). All ideas are welcome. Success is rewarded. Team is sacred. Speed and strategy is fundamental.

Money as a positive force - Passion gets business going… cash keeps it flowing. If your deal is too good to be true, it probably is. Top talent needs to be compensated as such. Equally the agency needs to work with what the business can afford. Consider incentives at an appropriate scale. Try a pilot, put ’significant’ money into an incentive pot, tie specific, quantifiable objectives to it, and track performance changes.

Lots of conversations about what matters - Agreement on the path to brand success is crucial for all - and I mean we must really, really agree, not ‘meeting nice’ agree. Relationships can drag all kinds of ’silent’ issues around for months, sometimes years. Senior leaders on both sides must keep talking about where the brand needs to go and potential worries around trust or ideas.

Shared disciplines - Semantics and language can hinder or enable progress. No matter how many agencies businesses may work with, it’s essential to embrace each unique culture. But having a common framework for discussing brands, strategies, projects, and simple things like clarifying roles and responsibilities, makes a huge impact in success rates and speed.

I love Doug’s list and everyone in the agency is excited by his points. Soon we hope not only to put them into practice, but have ourselves measured against them.


More archives

August 2008

July 2008

June 2008

May 2008

April 2008

March 2008

February 2008

January 2008