Nature - Intertwingled: Information Changes Everything - page 22

But the approach has weaknesses too. While merchandisers really know their markets, they
aren't well-versed in the principles of information architecture and user experience. And they
are motivated by metrics to design for the local optimum. This narrow focus leads to increment-
al optimization that's subject to diminishing returns and leaves little room for big innovation.
And it results in a site with idiosyncratic taxonomies and navigation. Search in Men's works dif-
ferently than in Women's and For the Home. Customers must learn multiple controls and con-
ventions. The shopping experience is disjointed and confusing, and the business wastes money
on custom design and development for each department.
Figure 1-11. Local and global optima.
In this consulting engagement, there were lots of low-hanging fruit. As information architects,
we were able to offer all sorts of ways to improve search, navigation, and the overall user experi-
ence. But these were short-term solutions to symptoms. To help our client stop repeating mis-
takes, we needed to tackle the underlying problem of governance. Major change to the org chart
was out of the question. They were too profitable. With no crisis, there was little appetite for big
change. So we suggested three things. First, establish a common platform for search and naviga-
tion to contain costs and enable a consistent user experience. Second, train the merchandisers to
improve their digital literacy. And third, broaden the role of the user experience group beyond
left navigation, so they can work with merchandisers on user research, holistic metrics, and
design initiatives that build towards a whole greater than the sum of its parts.
These multi-level challenges are typical. It's increasingly difficult to get the information architec-
ture right without governance. To make lasting change, we must align our information and sys-
tems with culture. This requires new literacies. It's not enough to know design. We must be flu-
ent in frame-shifting so we can explore categories, connections, and culture from multiple scales
and myriad perspectives. Archimedes once said “Give me a lever and a place to stand, and I will
move the world.” As systems thinkers and change agents, it's our job to look for the levers.
To some of us, this work comes naturally. We don't think in systems by choice. Our aptitudes
for inquiry learning and cognitive empathy are innate. We've been tormenting folks with the