Technology is an enabler of all kinds of activity. But how does a person actually change their behavior to use a piece of tech or buy a product or incorporate some sort of automated process? There are mental hurdles involved as well as technical ones, and Zoe Clelland has made it her mission to understand and facilitate those technological behavior changes.

Zoe has both a Master’s and a PhD in Human Factors and Experimental Technology, and today she serves as the Vice President, Product & Experience at Nintex, a company that helps businesses around the world automate some of their most sophisticated processes. On this episode of Future of Tech, Zoe dives into the world of mental models and why they are critical to consider when building, introducing, and helping customers adopt new technology like low-code, no-code, RPA, or anything else. Technology like low- and no-code are all about bringing solutions to the table, and when you know to design the product and the adoption process to highlight that idea, Zoe says you are more likely to succeed in your pursuits. She explains all of that, and more, including the rise of RPA, A.I. and M.L., and she highlights the areas CIOs should focus on when they are embarking on a digital transformation process. Enjoy this episode!

Main Takeaways:

• Mind Over Matter: You could make the most beautiful, efficient, and expertly-designed website or piece of tech, but if you don’t know what is driving your customer to the product in the first place, you will never have success. You need to understand the mental models involved in bringing a consumer to the table and design around that.
• Solving For X: Having a solution to a problem is one of the most important selling points for anything. If you are offering a low-code no-code tool kit, or an automation process, or various forms of A.I. or M.L., selling the merits of the tools is less effective than selling the solutions they offer overall.
• CIO Playbook: When embarking on a new job as a CIO or into a digital transformation, don’t try to do too much, too fast. Pick some of the low-hanging fruit to work on first in order to build trust with the departments you work with, and then assure them that their voices are being heard.

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