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Hi, there! My name
is Craig, and I'm
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a research manager at Google.
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In terms of what the day
normally looks like,
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I will be working
closely with design,
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thinking about the next
iteration of a product.
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I'll probably be working with
a product manager, trying to
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convince them of a
certain direction
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that we should be taking.
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I'll be thinking about
the research gap:
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What research should we be doing?
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Where could we have real benefit
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and impact to the business?
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There's very particular moments
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where research and
design really come
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together to align on
who we're designing
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a product for and seeing how
that product is then built,
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and then seeing it in
the hands of our users,
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and seeing how that's then
evaluated by them.
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Normally, upfront, before we
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even think about
launching a product,
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there's a good amount of what we
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call formative or strategic
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research that goes on that
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our design counterparts
are utilizing,
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to effectively build out those
initial concepts that we
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will start advocating
for around the business.
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Once we've gotten approval or once
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we're in the process
of saying, "Yes,
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this is something
we really want to
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pursue," then we're typically
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researching with users,
with prototypes.
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We are taking insights that we
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have got from the
research, working with
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our design teams, and really
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thinking about the
actual design itself,
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like, Should it look like this?
Should it look like that?
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Where should we place this?
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How will the user move
from screen to screen?
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In those moments, we're testing
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frequently, we're testing often.
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One of the biggest mistakes
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I think every
researcher learns at
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some point in their career is
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not testing early and
frequently enough,
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and we all have
stories of where we
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haven't done that and the
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effect that it's
had on the product.
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Eventually, we'll have
something that we can
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launch and that's a
really exciting moment.
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We've gone all the
way from an idea,
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all the way from ideation,
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through to testing something
in the hands of our users,
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all the way to a proper launch
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where it's out in the public.
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Our job doesn't stop. We're then
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really heavily involved
in understanding,
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has that product landed?
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Is it doing the things that
we want it to for the user?
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How do the users feel about that?
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How are they responding to it?
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Again, we take that feedback and
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we work quickly with our design,
product, and eng[ineering] team
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to put that feedback into
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the product and iterate
from that moment on.
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Over time, you get
these cyclical loops,
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you get this product
development process using
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research and insights to
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inform the next stage
of the product.
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And fortunately, I manage a really
great team of researchers,
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so it's also about giving them
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responsibility and giving
them ownership of things,
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so where can I step back and
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let them do more and let them shine?5260
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