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In the ever-evolving landscape of higher education, one thing remains constant: the paramount importance of the student experience. As we witness the emergence of a new cohort of learners – the refined, digitally-savvy, and discerning – the need for universities to co-design their offerings with this critical audience in mind has never been more pressing. 

Determining how a business continues to transform, grow and innovate is becoming increasingly overwhelming for leaders. Underpinning this is a pressing need for capability uplift to ensure businesses are future-focused and primed for the unknowable future. 

In difficult times such as these, public policy plays a critical role in addressing the increasingly complex and interrelated issues we face today. But we need to make the development and implementation of good public policy more collaborative if we really want to create better, more sustainable outcomes.

The journey of understanding client and customer needs, and transforming them into seamless, user-friendly digital experiences is often complex and nonlinear.  

As a business analyst, I see my role as being like a “translator”; my work requires a deep understanding of two (or more!) worlds in order to facilitate communication and the delivery of effective solutions.

A little over two years ago, Liquid's nascent Future Led series tackled super-intelligent AI and we were told that the pace of technological change would be “very dramatic”.

Head to Health, the national mental health service navigation website has won a prestigious Good Design Award for Excellence in Design and Innovation at this year’s awards ceremony, with the judges recognising “Head to Health approaches an important service with respect and creativity. The personalised user experience demonstrates the comprehensive research behind the design.”   

Have you ever looked at a chart or table and found that something in the way it was designed was distracting or hard to understand? 

If you work in service design or experience design, how do you talk about what you do? It's hard sometimes to explain; we research, we test, we redesign stuff. But really, what do we do?  

What we do is chart our way through uncertainty – and that makes us like explorers. 

Whenever we talk about collaboration we tend to talk about quite specific actions:

• Let’s put all these people in one room!
• Let’s hold regular knowledge sharing!  
• Let’s put this information online so everyone can use it!
• Let’s create team incentives!

These actions are good because they are simple, direct, and give us a sense of control. The problem is that none of these actions work if the people involved don’t share an underlying set of pro-collaboration values.

It’s common for research to happen at the start of a project. Researchers are commissioned to speak with users and stakeholders, conduct surveys, and gather other qualitative information. Research findings are then used to inform or improve a service, or certain aspects of a service.