TED2016
Tom Hulme: What can we learn from shortcuts?
Tom Hulme: 捷徑教識我嘅事
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點嘅設計先至體貼到人嘅需要？答案就係畀用家有份做設計。設計師 Tom Hulme 話：「肯從用家嘅角度出發，話唔定就係企業成功嘅關鍵。」短短七分鐘，Hulme 帶大家睇下三個有照顧或者冇照顧到用家需要嘅事例。喺三個事例裏面，用家都整咗自己需要嘅路或者餐牌。呢啲事，正正係用家按自己嘅期望同需要，改變或者帶領設計。只要你夠眼利，你就會發現呢啲事其實無處不在。
Tom Hulme - Designer, venturer
Tom Hulme's enthusiasm spans physics, design, entrepreneurship and investment. Full bio
Tom Hulme's enthusiasm spans physics, design, entrepreneurship and investment. Full bio
Double-click the English transcript below to play the video.
00:12
When we're designing new products,
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我哋設計新產品、服務或者業務嗰陣
00:15
services or businesses,
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你永遠都唔會知道點嘅設計先為之好
00:17
the only time you'll know
if they're any good,
if they're any good,
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00:19
if the designs are good,
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00:21
is to see how they're used
in the real world, in context.
in the real world, in context.
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除非你行出去望吓啲人用成點
次次行過倫敦海伯里公園嗰陣
00:26
I'm reminded of that every time
I walk past Highbury Fields
I walk past Highbury Fields
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呢個念頭都會自動彈出嚟
00:30
in north London.
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00:32
It's absolutely beautiful.
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嗰度超靚
有個好大嘅綠化空間
00:33
There's a big open green space.
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側邊有一迾喬治王朝風格嘅建築
00:35
There's Georgian buildings
around the side.
around the side.
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但中間零零舍舍有條泥路
00:37
But then there's this mud trap
that cuts across the middle.
that cuts across the middle.
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00:41
People clearly don't want to walk
all the way around the edge.
all the way around the edge.
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好明顯啲人唔想氹氹框啦
佢哋想走捷徑
00:45
Instead, they want to take the shortcut,
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於是乎自己行咗條路出嚟
00:47
and that shortcut is self-reinforcing.
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我哋會叫呢個做「公眾期望嘅走法」
00:50
Now, this shortcut
is called a desire path,
is called a desire path,
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咁樣嘅走法往往都受歡迎
00:54
and it's often the path
of least resistance.
of least resistance.
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而我都覺得呢啲捷徑好正
00:56
I find them fascinating,
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00:58
because they're often the point
where design and user experience diverge.
where design and user experience diverge.
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因為佢哋說明咗設計
同用家體驗往往有出入
同用家體驗往往有出入
但呢一刻，希望大家唔好話我
01:04
Now at this point, I should apologize,
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因為陣間你會見到好多
同「捷徑哲學」有關嘅嘢
同「捷徑哲學」有關嘅嘢
01:06
because you guys are going to start
seeing these everywhere.
seeing these everywhere.
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今日，我揀咗三個幾得意嘅故仔
01:08
But today, I'm going to pick
three I find interesting
three I find interesting
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分享吓佢哋對於我
01:11
and share what actually it reminds me
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做設計嗰陣有啲咩啟發
01:13
about launching new products and services.
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01:17
The first is in the capital city
of Brazil -- Brasilia.
of Brazil -- Brasilia.
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第一個响巴西首都，巴西利亞
01:21
And it reminds me that sometimes,
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提醒到我嘅係
有時設計就係用最直接嘅方法
嚟滿足人嘅需要
嚟滿足人嘅需要
01:23
you have to just focus
on designing for a real need
on designing for a real need
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01:26
at low friction.
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01:28
Now, Brasilia is fascinating.
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巴西利亞係幾正㗎
01:29
It was designed by Niemeyer in the '50s.
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五十年代由建築師尼邁爾規劃設計
當其時因為航空業好發達
01:32
It was the golden age of flying,
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所以佢將巴西利亞規劃成飛機咁嘅外形
01:35
so he laid it out like a plane,
as you can see there.
as you can see there.
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01:38
Slightly worryingly,
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唯一頭痛嘅係
01:39
he put most of the important
government buildings in the cockpit.
government buildings in the cockpit.
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佢將好多重要政府建築
擺响駕駛艙嗰個位
擺响駕駛艙嗰個位
01:43
But if you zoom in,
in the very center of Brasilia,
in the very center of Brasilia,
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當你放大嚟睇，响城市正中心
01:45
just where the point is there,
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紅色點嗰度
你會見周圍都穿插住一條條嘅小捷徑
01:48
you see it's littered with desire paths.
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01:50
They're absolutely everywhere.
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度度都係
佢哋自以為個設計好有前瞻性
01:53
Now, they thought that they
had future-proofed this design.
had future-proofed this design.
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以為第時人唔使再用對腳
01:55
They thought in the future
we wouldn't need to walk anywhere --
we wouldn't need to walk anywhere --
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揸架車就可以四圍去
01:59
we'd be able to drive --
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02:00
so there was little need
for walkways or pavements.
for walkways or pavements.
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所以斷定第時唔需要任何行人路
02:04
But as you can see, there's a real need.
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但現實話我哋聽，我哋需要行人路
02:07
These are very dangerous desire paths.
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呢拃捷徑全部都好危險
就攞中間嗰條嚟講
02:09
If we just pick one, in the middle,
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02:11
you can see it crosses
15 lanes of traffic.
15 lanes of traffic.
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你見佢橫跨咗成 15 條行車線
所以巴西利亞嘅行人事故
比起美國啲城市平均高出五倍
比起美國啲城市平均高出五倍
02:14
It won't surprise you guys
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02:16
that Brasilia has five times
the pedestrian accident rate
the pedestrian accident rate
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02:20
of your average US city.
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一啲都唔出奇
人總係好多計仔
02:22
People are resourceful.
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總係會扭盡六壬搵最快嗰條路
02:24
They'll always find the low-friction route
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02:27
to save money, save time.
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為嘅只係慳錢慳時間
不過唔係條條捷徑都咁危險嘅
02:30
Not all these desire paths are dangerous,
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02:32
I was reminded flying here
when I was in Heathrow.
when I was in Heathrow.
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我記得有次响希思羅機場
我哋成班都
02:35
Many of us get frustrated
when we're confronted
when we're confronted
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唔明做乜免稅區中間
無端端有條行人路喺度
無端端有條行人路喺度
02:38
with the obligatory walk
through duty-free.
through duty-free.
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我估唔到嘅係
02:43
It was amazing to me
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好多人唔會行左邊嗰條正式嘅路線
02:44
how many people refused to take
the long, meandering path to the left,
the long, meandering path to the left,
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02:48
and just cut through to the right,
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反而穿過右邊，自己開咗條捷徑
02:50
cut through the desire path.
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有個幾得意嘅問題：
02:52
The question that's interesting is:
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班設計師見到我哋咁行法，會點睇呢？
02:54
What do designers think
when they see our behavior here?
when they see our behavior here?
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02:58
Do they think we're stupid?
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覺得我哋好蠢？
覺得我哋好懶？
03:00
Do they think we're lazy?
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03:02
Or do they accept
that this is the only truth?
that this is the only truth?
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定還是會欣然接受呢？
佢哋設計咗啲路出嚟
而我哋就合力改個設計
而我哋就合力改個設計
03:04
This is their product.
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03:07
We're effectively
co-designing their product.
co-designing their product.
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所以我哋嘅設計要以人為本、簡單直接
03:10
So our job is to design
for real needs at low friction,
for real needs at low friction,
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因為就算你個設計唔啱用
03:15
because if you don't,
the customer will, anyway.
the customer will, anyway.
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啲用家都會改到啱為止
03:19
The second desire path I wanted to share
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第二條得意嘅捷徑响加州大學
03:21
is at the University of California.
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提醒我嘅係
03:23
And it reminds me
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03:24
that sometimes the best way
to come up with a great design
to come up with a great design
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有時最掂嘅設計係來自用家自己
03:28
is just to launch it.
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03:30
Now, university campuses are fantastic
for spotting desire paths.
for spotting desire paths.
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大學校園總會搵到啲好正嘅捷徑
03:34
I think it's because students
are always late and they're pretty smart.
are always late and they're pretty smart.
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我估因為啲學生成日遲到
兼有啲小聰明
所以飆去上堂嗰陣，硬係會搵捷徑
03:38
So they're dashing to lectures.
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03:39
They'll always find the shortcut.
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呢間大學嘅設計師都深明此道
03:42
And the designers here knew that.
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所以佢哋起好啲大樓之後
03:44
So they built the buildings
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03:46
and then they waited a few months
for the paths to form.
for the paths to form.
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等一頭半個月，由啲路自然成形
03:49
They then paved them.
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然之後鋪返條路出嚟
03:51
(Laughter)
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（笑聲）
03:52
Incredibly smart approach.
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呢條橋超聰明！
事實上，直接交個波出去
03:54
In fact, often, just launching
the straw man of a service
the straw man of a service
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你就會知道啲人其實想要乜
03:57
can teach you what people really want.
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04:00
For example, Ayr Muir in Boston
knew he wanted to open a restaurant.
knew he wanted to open a restaurant.
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就好似波士頓嘅 Ayr Muir 咁
佢想開餐廳，但開喺邊好呢？
04:04
But where should it be?
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04:06
What should the menu be?
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賣啲咩好呢？
04:08
He launched a service,
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於是乎佢揸住架餐車
04:10
in this case a food truck,
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日日駛去唔同地方
04:11
and he changed the location each day.
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04:14
He'd write a different menu
on the side in a whiteboard marker
on the side in a whiteboard marker
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用雙頭筆寫低有咩嘢食賣
04:17
to figure out what people wanted.
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日日唔同款，試吓水溫
依家佢啲餐廳經已開到成行成市
04:20
He now has a chain of restaurants.
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04:22
So it can be incredibly efficient
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所以話，將設計權交畀用家
其實可以好有效
其實可以好有效
04:24
to launch something
to spot the desire paths.
to spot the desire paths.
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04:28
The third and final desire path
I wanted to share with you
I wanted to share with you
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第三個、亦係最尾我想分享嘅
係美國國立衛生研究院
04:31
is the UNIH.
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佢提醒我，呢個世界每秒都變緊
04:33
It reminds me that the world's in flux,
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所以我哋要順應時勢
04:35
and we have to respond to those changes.
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你應該估到呢度係醫院
04:38
So as you'll guess, this is a hospital.
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左上角寫住「腫瘤科」
04:41
I've marked for you on the left
the Oncology Department.
the Oncology Department.
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04:44
The patients would usually stay
in the hotels down on the bottom right.
in the hotels down on the bottom right.
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啲病人通常會响右下角啲酒店度住
04:50
This was a patient-centered organization,
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呢間醫院好以人為本
會為病人提供專車接送
04:52
so they laid on cars for their patients.
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但係當佢哋開始有幫病人做化療嗰陣
04:55
But what they realized when they started
offering chemotherapy
offering chemotherapy
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就留意到病人好少會搭專車
04:59
is the patients rarely
wanted to get in cars.
wanted to get in cars.
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佢哋周時作嘔作悶，所以寧願行返酒店
05:02
They were too nauseous,
so they'd walk back to their hotels.
so they'd walk back to their hotels.
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就係咁，病人自己行咗條路出嚟
05:06
This desire path that you see
diagonally, formed.
diagonally, formed.
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打斜呢條
05:09
The patients even called it
"The Chemo Trail."
"The Chemo Trail."
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病人仲叫佢做「化療徑」添
05:12
Now, when the hospital
saw this originally,
saw this originally,
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開頭醫院見到條路
仲諗住冚返層草皮上去
05:15
they tried to lay turf
back over it, ignore it.
back over it, ignore it.
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後尾佢哋至發現班病人好需要呢條路
05:18
But after a while, they realized
it was an important need
it was an important need
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05:21
they were meeting for their patients,
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所以鋪好咗條路畀病人
05:23
so they paved it.
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我哋要做嘅嘢
就係鋪好呢啲用家想要嘅路
就係鋪好呢啲用家想要嘅路
05:25
And I think our job is often
to pave these emerging desire paths.
to pave these emerging desire paths.
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再望返最開頭倫敦嗰個公園
05:28
If we look back at the one
in North London again,
in North London again,
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條捷徑並唔係一直响度
05:32
that desire path hasn't always been there.
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佢之所以出現
05:34
The reason it sprung up
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05:36
is people were traveling to the mighty
Arsenal Football Club stadium
Arsenal Football Club stadium
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係因為每逢有比賽
啲人就湧晒去隔籬嗰個阿仙奴球場
05:40
on game days,
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由右下角個地鐵站一路行行行
05:41
from the Underground station
you see on the bottom right.
you see on the bottom right.
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先有今日呢條路
05:44
So you see the desire path.
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05:46
If we just wind the clock
back a few years,
back a few years,
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如果返返去幾年前
個球場仲未起完嗰陣
個球場仲未起完嗰陣
05:48
when the stadium was being constructed,
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我哋唔會見到條路
05:51
there is no desire path.
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05:53
So our job is to watch
for these desire paths emerging,
for these desire paths emerging,
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所以我哋要做嘅嘢
就係睇住啲路幾時出現
就係睇住啲路幾時出現
可以嘅就鋪好佢
05:58
and, where appropriate, pave them,
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正如呢幅相咁
06:00
as someone did here.
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有人整咗個欄喺路中心
06:03
Someone installed a barrier,
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其他人就嘗試向右兜過佢
06:06
people started walking across
and round the bottom as you see,
and round the bottom as you see,
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仲鋪靚佢添！
06:09
and they paved it.
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06:10
(Laughter)
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（笑聲）
同時，呢啲捷徑提緊我哋
06:12
But I think this is a wonderful
reminder as well,
reminder as well,
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世界係變緊
06:14
that, actually, the world is in flux.
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每一秒都有變化
06:16
It's constantly changing,
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你大可以望吓幅相對岸
06:17
because if you look
at the top of this image,
at the top of this image,
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又有另一條小路慢慢現形
06:19
there's another desire path forming.
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06:23
So these three desire paths remind me
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呢三條捷徑提醒我
06:25
we need to design for real human needs.
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做設計要以人為本
肯從用家角度出發
話唔定就係企業成功嘅關鍵
話唔定就係企業成功嘅關鍵
06:29
I think empathy for what
your customers want
your customers want
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06:32
is probably the biggest leading indicator
of business success.
of business success.
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06:36
Design for real needs
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要體貼人嘅需要
06:38
and design them in low friction,
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要用最簡單嘅設計
06:41
because if you don't offer them
in low friction,
in low friction,
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如果你個設計唔夠直接
06:43
someone else will, often the customer.
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自自然有人會改返直佢
06:46
Secondly, often the best way
to learn what people really want
to learn what people really want
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再講，想知啲人要啲乜
最好就將設計權交畀佢哋
06:51
is to launch your service.
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06:52
The answer is rarely inside the building.
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齋坐响寫字樓唔會幫到你
不如行出去留意啲人需要啲乜
06:55
Get out there and see
what people really want.
what people really want.
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最後，有賴科技進步，成個世界變化萬千
06:58
And finally, in part
because of technology,
because of technology,
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07:01
the world is incredibly flux
at the moment.
at the moment.
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07:04
It's changing constantly.
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冇一刻停落嚟
嚟緊呢啲捷徑肯定越見越多
07:05
These desire paths are going
to spring up faster than ever.
to spring up faster than ever.
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我哋要做嘅，就係搵啲合適嘅小捷徑
07:09
Our job is to pick the appropriate ones
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然後將佢哋變成路
07:12
and pave over them.
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07:14
Thank you very much.
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多謝大家！
07:15
(Applause)
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（鼓掌）
ABOUT THE SPEAKER
Tom Hulme - Designer, venturerTom Hulme's enthusiasm spans physics, design, entrepreneurship and investment.
Why you should listen
Tom Hulme is currently a general partner at GV where he invests in high growth technology companies; he also occasionally works with GV's extensive design team to keep his design muscles working.
Hulme is also an advisor to IDEO, where he was previously a design director. There, he founded OpenIDEO, an open innovation platform where more than 150,000 users from more than 170 countries solve challenges for social good. He also launched OIEngine, a SaaS platform with clients including Harvard Business School and the Knight Foundation.
Previously, Hulme also started and exited two technology companies and subsequently angel-invested in more than 20 companies, including as the founding investor in Mile IQ (sold to Microsoft).
Hulme has been recognized as a Young Global Leader by the World Economic Forum, and has been featured in WIRED UK's Top 100 Digital Power Brokers every year. He has also been included in the Evening Standard list of London's 1000 Most Influential People.
Hulme earned a first class bachelor's degree in physics from the University of Bristol, and an MBA from Harvard Business School, where he received the Baker Scholar Award of high distinction. He also received an honorary doctorate in design from University of the Arts London.
Tom Hulme | Speaker | TED.com