Developing the Business Case for Inclusive Design through Embedded Intelligence

This paper discusses new ways of applying technology beyond existing interfaces and outside current ways of thinking. The focus is on how the user-led approach being developed by the Helen Hamlyn Research Centre (HHRC) at the Royal College of Art (RCA) can feed into this process. Part of the discussion deals with gaining commercial support and wider acceptance of these practices. 1 Why Design Inclusively? “Inclusive design” is quickly emerging as an important driver of change within business strategy. Now advocated by the UK government, inclusive design is described as a process whereby: ‘designers ensure that their products and services address the needs of the widest possible audience.’ (DTI Foresight, 2000) The push-button London Transport ticket machine provides a good example of the serious consequences of user-unaware design. The machine features a plethora of buttons but no obvious place to start the process of ticket buying. In an observation study by Gheerawo, it was seen that nearly 70% of people who approached the machine, regardless of age or ability, found it difficult, and in some cases impossible, to make a transaction. In the new, touch-screen machine, the number of buttons has been significantly reduced and the user is guided through each part of the ticket buying process. In a 1 Helen Hamlyn Research Centre, Royal College of Art, Kensington Gore, London 6 Gheerawo and Lebbon further study, Gheerawo observed that nearly 90% of users, including foreign language speakers and older people, found the new design easy to navigate. The consequent increase in customer satisfaction and reduction in staff time represent a significant cost saving to Transport for London. 2 Inclusive Design at the Royal College of Art At the HHRC, design research is carried out with small groups of critical users, and recent work has explored alternative ways to turn technological change to advantage. Projects have examined the creation of navigable environments and ways in which people can interface with embedded intelligence. One important vehicle for achieving this has been an annual competition programme for graduating MA students. Another has been the Research Associates Programme where new graduates of the RCA collaborate with industry and voluntary sector partners. By reflecting on some of the outputs from these two programmes it is possible to see the way in which centring the design process around the user can identify new business opportunities, and increase the acceptability of emerging technologies. 3 Case Study 1 – Beacon Designer Rachel Abrams recognised a gap in the market and developed a mobile phone service that would provide contextual information about access to public facilities in the city to people with restricted mobility. She worked with a small group of extreme users including a mother with two small children travelling through London, a wheelchair user and older people to define user requirements and needs. By mapping existing and available technology against these she was able to develop a viable solution where the mobile phone becomes the portable and accessible interface between the user and information about their surrounding environment. The proposed system improves access for potential users by tapping into information from two sources: first, businesses sign up to the service and give detailed information about facilities and access to their premises; second, users subscribe to Beacon through their mobile phone service provider. The user registers a “profile” of capabilities with help from a real or virtual “assistant,” defining levels of independence and manoeuvrability. Relevant information, such as toilet facilities, wheelchair accessibility, lift or escalator availability can then be streamed to their mobile phone upon request. The mobile phone is not a new interface, but an accepted and familiar technology. The project innovated by marrying this to a viable infrastructure to create a new user oriented service that could add value to public venues. When the project was proposed in 1999, there was little practical commercial suggestion as to Developing the Business Case for Inclusive Design 7 how the mobile phone could be used beyond making and receiving calls. It is a measure of the sound business argument behind the project that current thinking is now very much about service provision using the mobile phone as an interface. Innovation based on empathic user research can provide a “fast-track” way to further business opportunity through increased accessibility. 4 Case Study 2 – Real-Time Travel: Navigating the Intelligent Environment A year-long research study that was undertaken with research partner the Omron corporation of Japan, a global leader in information sensing, as a research partner. As part of its business strategy and search for new alliances, Omron needed to identify ways to use and develop its technology and raise the public perception of the company whilst meeting real social need. By investigating current problems with mobility in the city centre, new thinking about applications of Omron technologies emerged and two business models resulted – one based in Tokyo, the other in London. The system had a realistic infrastructure that could be implemented within the next 5-10 years. Working with small groups of users in London and Tokyo, the researcher, Nick Rawcliffe (2001), conducted a study of critical travel situations including a foreign language tourist navigating their way through a large city, the problems faced by a person with disabilities, the school run and the daily commute to work. The proposed system for London, Real-Time Travel, comprised of an ID peg holding the user profile including special requirements, and a ring holding the journey details downloaded from the web. When locked together they combine to work out the best route using real-time travel information. As the user travels, Omron sensors embedded in the environment automatically monitor the journey, deduct payment and update the travel account. The peg can be charged using a land line phone, mobile phone, over the internet or at any station. “Real time” information, specific to each user, is streamed to nearby display panels as they pass, updating travellers as to delays within the system. The user benefits are immediate and effective – the tag and ring system does not require the purchasing of new technology such as mobile phones or the “unlearning” of existing habits. There is no “fiddling” for a paper ticket at the gate and payment to the system can be done in a variety of ways. The ability to be guided through the system and be immediately notified of delays means that travel becomes less troublesome. Information can be accessed where and when it is most needed – away from the computer screen and at critical points on the stations and streets of the city, or on hand-held devices or a mobile phone. As a result of the study, Omron was able to explore a range of new business opportunities and approach potential partners with a view to implementation. 8 Gheerawo and Lebbon