One of my main objectives for this blog is to point out emerging technologies and how they might apply to the retail industry. But ideas are just the beginning; retailers either have to rely on vendors or have their own lab to explore these ideas and see which ones work. (A healthy dose of both is probably the best solution.) The Nordstrom Innovation Lab is a fine example of dedicating resources to cultivate ideas and test prototypes.
The video below, from 2011, is a case study in which the team builds an iPad app that helps customers purchase sunglasses in the store. Customers take pictures of themselves wearing different sunglasses, then can do side-by-side comparisons.
There are a few interesting take-aways from their process. First, they are working in the store alongside employees and customers. There's no concept of documenting all the requirements then building the product. Instead, they work closely with those that will be using the app in order to fully understand what's needed. When they find an issue, they change the software onsite and try again. This iterative prototyping ensures their product hits the mark. Feels like Extreme Programming if you recall that movement.
Second, they have time-boxed the project to one week. Either it works or it doesn't, and either way they've only expended a week's worth of resources. Innovation always entails failure, and those that succeed are often good at detecting failure quickly then adjusting. Fail fast and fail often.
Third, its not always about technology. I was impressed they used paper designs to walk through user stories and help understand the needs of the customer. Pen and paper is the innovator's most powerful tool.
Our Retail Applied Research (RAR) team uses some of these concepts in our development process. (Calling it a process is probably overkill.) We try to give life to concepts quickly so the rest of organization can help us decide if we're heading the right direction. It takes many failures before finding a successful product.
