5.3. Findability Hacks
So, enough with balance already. While I admit findability is not the only important element of the user experience, I'm not ready to concede its primacy online. I'm sure we can all agree with the basic truth expressed by this ancient proverb:
Seriously, findability is one of the most thorny problems in web design. This is due in part to the inherent ambiguity of semantics and structure. We label and categorize things in so many ways that retrieval is difficult at best. But that's only the half of it. The most formidable challenges stem from its cross-functional, interdisciplinary nature. Findability defies classification. It flows across the borders between design, engineering, and marketing. Everybody is responsible, and so we run the risk that nobody is accountable.
In fact, in most organizations, findability falls through the cracks. Web site search engines return lousy results because designers and engineers don't collaborate to fine-tune the relevance ranking algorithms. Dazzling product catalogs wallow in obscurity because marketing and engineering can't work together on search engine optimization. And navigation systems fall short because information architects and brand architects fail to map marketing jargon to the vocabulary of users. Time after time, findability falls through the cracks between roles and responsibilities, and everybody loses.
For all these reasons, findability merits special attention. At the enterprise level, we must find ways to cultivate cross-functional collaboration. And at the individual level, we must have the curiosity and courage to wander beyond the safety of our job titles into unmapped, interdisciplinary territory. In the spirit of the hack, in the positive rather than pejorative sense, findability invites clever solutions to interesting problems. Hackers don't worry so much about org charts. They just get the job done. In this sense, we need more findability hackers who are willing to roll up their sleeves and get their hands dirty.
For instance, many professionals in the design community have maintained an unhealthy distance from the practice of search engine marketing, which includes search engine advertising (SEA) and search engine optimization (SEO). We view SEO as too technical and write off SEA as marketing's responsibility. And we keep the whole topic at arms length to avoid being tainted by association with unethical search engine marketing practices such as cloaking, keyword stuffing, and domain spamming. And yet, this field offers huge opportunities for us to connect our users with the content they seek. SEO, in particular, is interwoven with usability, information architecture, copywriting, and other elements of the user experience. As the SEO expert Shari Thurow notes:
In fact, we must give credit to the pioneers of search engine marketing for taking a practical, cross-disciplinary approach to web findability and turning it into a multi-billion dollar industry in less than a decade. Leading firms, such as iProspect, have made a compelling case for return on investment in findability, citing statistics such as:
And these firms haven't let functional or disciplinary boundaries get in the way of solving problems for customers and users. Just consider the following SEO guidelines :
SEO can certainly be viewed as part of marketing. Information search is a key component of the consumer buying process. Marketing textbooks, using the models in Figures Figures 5-10 and Figures 5-11, describe the opportunity represented by an "aroused consumer" engaged in an "active information search."[*]
Figure 5-10. Five stage model of the consumer buying process (adapted from Kotler, p. 204)
As marketing guru Philip Kotler notes, "a company must strategize to get its brand into the prospect's awareness set, consideration set, and choice set."
And yet, to view SEO as the sole purview of marketing is a huge mistake. For starters, design and engineering must be involved in the work anyway, since much of the optimization (such as editing content and code) cannot be easily outsourced.
But it's more than that. Connecting users with the content and services we design and build is part of our broader mission. It's not good enough to
Figure 5-11. The consumer decision making process (adapted from Kotler, p. 205)
create a great product and expect someone else to worry about how people will find it. Together with form and function, findability is a required element of good design and engineering. I relentlessly make this case to government agencies and nonprofits that don't have marketing departments. They tend to shy away from SEO as overly commercial, but they're missing a great opportunity to fulfill their mission by helping people find what they need.
Also, while search engine optimization is obviously an important factor in defining the first step into a consumer's awareness set, findability plays a role in each and every step, from problem recognition to purchase decision to post-purchase behavior. Findability does not fit neatly inside boxes. Findability is more about connecting the boxes.
But perhaps we're expecting too much by asking people to cross functional and disciplinary boundaries in such entrepreneurial fashion. We may ultimately need to fill the findability gap by editing the org chart, as a few pioneers have already done. For instance, at Telecom New Zealand, a daring information architect named Michael Williams decided that "findability engineer" better described his role and made the case for a change. This was initially regarded by HR as a "very irregular job title," but Michael was persuasive, and the new title was eventually conferred. According to his manager, Sally Myles, this change has generated positive results, including:
Hewlett-Packard has taken findability a step further by defining a "Findability Group" that includes an interdisciplinary team responsible for user interface design, information architecture, and search, thereby creating a vital bridge across vertical silos. Perhaps we will see more findability engineers and findability teams in the coming years.
Of course, companies that create a "Department of Findabilty" will run the risk of building yet another vertical silo when they should be using findability to get horizontal. What we really need is more informed, findability-aware participants in the existing roles within design, engineering, and marketing. Now, that would be a big step forward.
As HP co-founder David Packard famously remarked "Marketing is far too important to be left only to the marketing department." In my opinion, so is findability. But we race ahead of reality. For now, findability is in the hands of daring individuals with a cross-disciplinary approach to problem solving. For now, findability is just an elegant hack.[*]