Skip to main content

Thoughts on "Simple is Better"

Simple user interfaces are catching on. Sparse user interfaces generally make for products that are easier to use. The main Google search page is a model of simplicity, and it is one of the most visited pages on the web. It is almost difficult to do anything but search when you visit the page. But the simplicity of Google's search page is likely something that has been under constant attack.

Usability trades off against features. Forces within Google are no doubt constantly pushing to add features to the search page. The temptation is great for two reasons:
  • Since the page is so popular, you can guarantee traffic for whatever link or feature you add to it. When Google releases a new product, think of how tempting it must be to add a blurb to the main search page urging visitors to check out the new product.
  • Google could implement more flexible and customizable searches if it included some options on the main search page.
Resisting this temptation is hard. Whoever is resisting it faces "death by increment" arguments: "I know simplicity is important, but don't be unreasonable! What could be the harm of adding just one new feature to the page?"

For this reason, it's helpful to define usability metrics up front. The metric might limit the amount of time it takes for a typical user to accomplish the most common and important tasks. Or it might measure the likelihood that a novice user will perform these tasks successfully when visiting the page. Each new feature Google adds to the page will tend to increase the amount of time and decrease the likelihood that a visitor will perform the most common and important searches successfully.

Comments

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

5 Ways Companies Make Product Decisions

In the last blog entry, we reviewed the  four problems that companies face, or are trying to overcome, as they make product decisions .  Now we'll look at the ways that most companies make their product decisions. Companies that develop, market, and sell products and solutions make strategic and ongoing tactical decisions.  They decide what features to include in their products, what messages they will use to communicate the value of their products, what marketing tactics they will use, what prospective customers they will target, and many day-to-day choices. Whether or not these decisions are deliberate or ad hoc, most companies use some combination of the following ways of making product decisions. (A downloadable "map" that summarizes the product decision landscape is included at the end of this article.) Customer Wants Product decisions based on feature requests, focus groups, and what prospects and customers say they want. Companies are selling products to

Is Customer Development Pseudoscience?

The “Science” of Lean Startup Lean startup practitioners embrace the scientific method, seeking the "truth" about what business model and strategy will lead to product success. We do so by: Formulating hypotheses Crafting and running experiments to test them Learning from the experiments Iteratively feeding our learnings back into revised hypotheses Sounds pretty scientific, at least in spirit, doesn't it? Yet this process actually neglects a key ingredient in the scientists' mode of operation. To identify what’s missing, let’s examine “customer development”. Customer Development Steve Blank is one of the pioneers of the lean startup movement. He introduced into the lean startup lexicon the term “customer development”. Customer development consists of sessions and interactions with customers to test hypotheses. For example, a product manager might interview a prospect, asking if she agrees with the product manager’s hypotheses about the problem