Some failed to understand that they were supposed to type in a code from a printed receipt to unlock a bike instead, they tried to figure out how to insert the receipt itself into a slot on the docking station. Consisting mostly of text, the decals were dense and off-putting, especially to tourists uncomfortable with English. Annual members used a key fob and had no reason to interact with the decal, but it was the gateway for casual users. The two of them soon zeroed in on a particularly thorny design problem: the big, instructional decal on Citi Bike’s kiosks. Simons was so impressed that she signed two students, Amy Wu and Luke Stern, to a three-month contract that summer. The class went into the field, observing and interviewing people at Citi Bike stations, and at their final meeting, the students presented Simons with their findings - and potential solutions. Citi Bike was selling plenty of annual memberships, but it was failing to attract enough “casual” riders, the sorts of one-off users who might rent a bike for just a day or a week. In 2014, Dani Simons, then the director of marketing for Citi Bike, visited a School of Visual Arts interaction-design class and presented it with a problem to solve. Read an editor's letter by Jake Silverstein about the Design Issue.Īs an example in miniature of how the redesign is supposed to work, consider New York’s bike-share program. But a clever redesign, one that addresses the right problem in an intelligent fashion, improves the world, if just by a bit. While progress may entail change, change does not necessarily guarantee progress. Redesigns fail when they address the wrong problem - or something that really wasn’t a problem in the first place. But the redesign tends to address problems with, or caused by, dimensions of the human-designed world, and identifying such problems may be the designer’s most crucial skill. The human desire to solve problems fuels brand-new inventions too: The wheel, for example, eased conveyance significantly. The world is, after all, full of problems. A service has become too confusing for new users. A familiar household object has been overtaken by new technology. A logo makes a company’s image feel out of date. The problem might be specific or systemic or subjective. In theory, the redesign begins with a problem.
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