In our last article about innovation, we discussed how to create and implement a specific seven-step process to increase your company’s innovation. But there’s more. In 2024, in the VUCA world, you need to build an “innovation factory” for your company. The goal is to make innovation a built-in element of your brand so that it’s not a one-off endeavor but the way you operate. And that’s what we want to discuss here.

Let’s start with a short introduction. From the evolutionary perspective, survival often comes at the expense of the weakest. Homo sapiens mastered the art of replicable innovation (analogous to evolution), and it allowed humans to prevail over other species. Similarly, in the contemporary business landscape, cyclical innovation—defined as a company’s ability to consistently innovate and grow—is critical for success.

To some extent, it’s all about finding the right balance. On the one hand, disruptive innovation can be too much of a risk at once. Many companies don’t want to throw everything they have at just one project (that might succeed or not, for that matter). And that’s understandable. On the other hand, gradual evolution in terms of your company’s development is simply not enough.

So, where is the sweet spot? In constant, repeatable innovation that happens at your company’s capacity.

You don’t want to risk all your company assets to develop one project, but you also don’t want to hold yourself back by not being as innovative as possible. And this is especially important now, in the VUCA world.

Welcome to the VUCA world

If you’ve never heard this term, it stands for Volatility, Uncertainty, Complexity, and Ambiguity. The US Army War College used those four terms shortly after the Cold War to describe the more complex multilateral world we live in. And the truth is, COVID-19 has just recently reminded us of it.

This concept describes a world characterized by rapid and unpredictable shifts (Volatility), where no one can predict or even understand future events (Uncertainty). A world where global systems and issues are intricately interconnected, sometimes in a not-too-obvious way (Complexity), leading to confusion or misunderstanding (Ambiguity).

 

Source: https://orgcmf.com/en-gb/pages/landing/vuca/ 

The VUCA concept perfectly describes the rapid technological advancements, globalization, and other factors that contribute to constant change and complexity in contemporary times. And be in no doubt, leaders and companies that understand and adapt to VUCA conditions are better equipped to thrive in uncertain and challenging times.

How should your company respond?

Tackling VUCA conditions is not an easy task. Everything is in constant flux, and the future is uncertain. The best thing your company can do is focus on repeatable, continuous innovation. That type of innovation doesn’t involve big, high-cost innovations. The goal is not to spend most of your marketing or IT budget. The goal is not even to create something super-creative! On the contrary, repeatable continuous innovation should come naturally to your company and is aligned with what you do – what kind of products you make or what kind of services you offer.

It’s better to implement more seemingly small innovations than one huge or overly complicated one. This is very similar to the development processes of digital products. With frequent releases, you can achieve more and improve what really matters to your business.

Here are a few suggestions for you to consider. They will help you understand what kind of innovations we have in mind:

• If you run an online store, think about how to manage and pack orders faster so that your customers can receive them in under 48 hours (or, ideally, 24 hours).
• If you’re developing a mobile app, think about what features would really make it more useful for your users.
• If you run a SaaS company, consider introducing something that will help your users make the most of your tool (e.g., an extensive knowledge base or a built-in assistant?)
• If you run a service-based business, consider moving scheduling your services to the web so that customers can book your visit 100% online.

Innovations must be purposeful: 6 purposes that are worth pursuing

All those examples are focused on one thing – making your customers’/users’ lives better. And that’s what you need if you want to stay relevant in your niche. We always say this – innovation must always be purposeful. And this purpose has to make an impact on your company or on your customers.

In general, there are six good purposes you should pursue with your innovations:

1. Help your customers save time
2. Help your customers do a better job
3. Give your customers what they need regarding your area of expertise
4. Facilitate complex processes in your company (in order to save time, workforce, or money involved)
5. Save the company’s assets without compromising the quality
6. Eliminate things/processes/problems that stand in the way of your growth

Whichever purpose you choose, you’re golden if you achieve it because each one of them means that your company has just crossed a huge milestone! Sometimes, you can even kill two birds with one stone; if that’s the case in your situation – even better!

The era of one-time projects has ended; innovation needs to be cost-effective and continuous. In a world characterized by uncertainty, mere evolutionary changes are insufficient. We need impactful, economically viable innovations, striking a balance between novelty and affordability.

And this is what our idea of the Innovation Factory is about.

The Innovation Factory: Make innovation a regular part of your business

Our Innovation Factory is essentially a system that aims to consistently generate new ideas, adapt swiftly to never-ending environmental changes, and foster an organization’s curiosity culture.

Digital technology provides a pathway to low-cost innovation in processes and services. Still, it demands appropriate guidance and setup to be truly effective. This underscores the necessity of an orchestrated approach to innovation, where digital tools are leveraged wisely to enhance efficiency and creativity.

Post-pandemic, radical innovation has weakened, and businesses heavily relying on venture capital funding are falling. In contrast, companies that have integrated innovation into their core processes and value streams are now valued in millions.

Repeatable innovation is not just a capability but a sustainable market differentiator. It involves:

• Stepping out of comfort zones
• Managing risks
• Prototyping new products

All of which constitute innovation.

How to introduce innovation to your business

If that’s a new concept in your company and you’ve never encouraged employees to be innovative, you might feel a bit overwhelmed. After all, where do you even begin? Should you just go to your team and tell them to be innovative?

Don’t worry; we’ve all been there at some point!

Start with interviews

Here’s what you can do. First off, you can conduct interviews with your employees to find out what causes the biggest problems for them or your customers. Try to discover what takes too much time, what process is too complicated, what equipment is outdated, etc.

Create an innovation team

Next, you can pick one or two areas to focus on. Pick those that will make a tangible difference in your company. At this point, the best thing you can do is create an innovation team or task force that will be responsible for this new project.

This part is essential; the effectiveness of reaching your goals through innovation can vary depending on the composition of your innovation team. For instance, if you have no researchers on your team, you may end up omitting some interesting opportunities just because you didn’t know about them (there was no one to research them for your team!). It’s just an example, but it shows you need to think holistically about your team.

In most cases, your innovation team should comprise:

• One team leader/project owner who will be responsible for the team’s work
• One tech architect/developer
• One researcher
• One legal/administrative advisor
• And at least two people from the department that’s closest to the planned innovation (e.g., if you want to improve the way your employees work, you need at least two specialists from the HR department).

Create and innovation-friendly atmosphere

Setting up a team is just one part of the story. What’s equally important is that you create an innovation-friendly atmosphere so that your team is not afraid to experiment and come up with new ideas.

For one thing, you can dedicate specific time or resources for innovation projects or brainstorming sessions. This demonstrates the company’s commitment to innovation and encourages employees to prioritize creative thinking. In Brand24, one of the leading social listening companies in the world, teams have Creative Fridays once a month when employees can devote time to experiment, come up with new ideas, or simply work on self-development projects.

Secondly, it’s important to recognize and reward employees who contribute innovative ideas or solutions. You can do so through monetary rewards, public recognition, or other incentives that reinforce the value of innovation within the company.

On the other hand, you ought to create a safe environment for failure (not every innovation will be a tremendous success). Encourage risk-taking and experimentation by creating a safe environment where failure is viewed as a learning opportunity rather than a setback. Don’t punish your employees for failure if their idea or premise was good. Rather, encourage them to find different ways to achieve the same goal.

Put your innovative cap on!

We live in dynamic and unstable times. Innovation is what can help your company get ahead and stay competitive in the market. Use the advice from this and a previous article to foster an innovative spirit in your company!

And if this is something you need help with, we’re happy to help! We can support you in creating a platform that your company will be able to use to trigger innovation that pushes your business ahead. Would you like to discuss this with us? We are at your service!

Selecting the correct Digital Experience Platform (DXP) can take time for businesses looking to improve their consumer engagement and digital presence. Due to their significant capabilities and features, Magnolia DXP and Adobe Experience Manager (AEM) are regularly contrasted as DXP market leaders. While both platforms aim to improve digital experiences, they address different corporate requirements and preferences. 

Understanding Magnolia DXP and Adobe Experience Manager. 

Before delving into a complete comparison, it’s critical to grasp the fundamental principles and primary offerings of Magnolia DXP and Adobe Experience Manager. 

Magnolia DXP: Magnolia is known for its adaptable and modular architecture, which enables organizations to tailor their digital experience to unique requirements. It stresses a composable approach in which diverse components may be smoothly combined, resulting in exceptional flexibility and scalability. 

Adobe Experience Manager is part of the Adobe Experience Cloud, which offers comprehensive tools for managing and optimizing customer interactions across numerous channels. It is noted for its integrated approach, which includes multiple out-of-the-box features that meet various business needs. 

Architectural Philosophy: Composable vs. Suite 

One of the key distinctions between Magnolia DXP and Adobe Experience Manager is their architectural philosophy. 

Magnolia DXP’s Composable Design: Magnolia’s modular design is notable for its versatility. Businesses may combine best-in-class technologies, ensuring that each component of their DXP is suited to specific business objectives. This modular strategy prevents businesses from becoming bound into a single vendor’s environment, supporting innovation and agility. Selecting and mixing modules as needed enables enterprises to create a tailored digital experience that adequately meets their specific needs. 

Adobe Experience Manager’s Suite Approach: In contrast, Adobe Experience Manager uses a suite-based approach, providing a wide range of integrated tools and functionalities. This all-in-one suite can be helpful for firms that require extensive capability out of the box. However, the suite method may increase complexity and limit the ability to flexibly adjust and react to individual demands as a composable system like Magnolia. While the suite offers a comprehensive solution, it can increase expenses and extraneous features that all may only use briefly.  

Deployment flexibility: cloud and on-premises 

Deployment flexibility is another key issue when selecting a DXP, as firms’ requirements vary depending on regulatory, compliance, and operational concerns. 

Magnolia DXP’s Flexible Deployment Choices: Magnolia excels in providing numerous deployment choices. It provides Platform as a Service (PaaS) on private clouds such as AWS and Google Cloud Platform (GCP) and on-premises deployments on an organization’s own infrastructure. This flexibility allows enterprises to choose the deployment option that best meets their regulatory, compliance, and security requirements. Magnolia’s numerous deployment options are particularly advantageous for organizations that require strong data management and customization. 

Adobe Experience Manager’s Cloud-First Approach: Adobe Experience Manager is mainly cloud-based, which can be both an advantage and a disadvantage. While its cloud capabilities are robust and offer outstanding scalability, they may not be appropriate for many enterprises, particularly those with strict data sovereignty requirements or those who prefer on-premises solutions for security. The cloud-first approach may also provide issues for enterprises that require specific regulatory compliance and regional data control. 

Cost considerations: Value and Pricing Models 

Cost-effectiveness is an essential aspect for businesses, particularly when determining the long-term worth of a DXP. 

Magnolia is well-known for its transparent and flexible pricing strategies. Businesses pay only for what they use, and free non-production usage licenses are available, making it an affordable option for enterprises seeking flexibility without incurring needless costs. This pay-as-you-go strategy allows firms to scale their spending based on actual consumption, resulting in optimal budget allocation. 

Adobe Experience Manager’s Comprehensive Suite Pricing: Adobe Experience Manager is typically more expensive because of its extensive tool set. While it has many possibilities, not all users may require every feature, potentially resulting in increased expenditures for aspects that are not entirely exploited. This is an important factor for firms with low budgets or those looking for a more cost-effective solution. The wide feature set, while powerful, may not justify the greater price for enterprises that require more specific skills. 

Security and Compliance: Regional and Global Standards. 

Security and compliance are critical for any organization, particularly those that handle sensitive data and operate in highly regulated environments. 

Magnolia DXP’s Regional Compliance Strength: Magnolia DXP performs particularly well in regions with severe data protection rules, such as the EU. Its DACH-based solution assures GDPR and DORA compliance while delivering robust data protection and licensing adherence. This is especially encouraging for EU-based businesses that need specialized compliance capabilities. Magnolia’s proven high-security standards have attracted customers in the banking, energy, and telecommunications industries. 

Adobe Experience Manager’s Global Security Measures: Adobe Experience Manager provides powerful security measures largely based in the United States. While Adobe’s security system is comprehensive, it may cause compliance issues for some EU-based businesses due to regional variances in data protection standards. Businesses with strict regional compliance standards may find Magnolia’s tailored compliance capabilities more appropriate. 

AI Integration Enhances Digital Experience Management  

AI integration is becoming increasingly vital in controlling and enhancing digital experiences. 

Magnolia DXP’s AI-Driven Management: Magnolia includes built-in AI tools that improve CMS management, such as automated tagging, SEO generation, content structuring, and more. These AI-powered features streamline the administration process, making it easier for businesses to maintain and enhance their digital assets. Magnolia’s focus on AI-powered CMS administration enables businesses to optimize content workflows and increase efficiency. 

Adobe Experience Manager’s AI Capabilities: As part of the Adobe suite, Adobe Experience Manager has extensive AI capabilities, particularly in picture generation. However, potential complications with GenAI image licensing and a decreased emphasis on specialized AI-driven CMS administration functions may provide difficulties for some customers. While Adobe’s AI capabilities are wide, they may not be as focused on CMS administration as Magnolia’s AI features, which offer more direct benefits. 

How Magnolia is implementing AI solutions? 

Client-oriented approach: customization and support.  

A client-oriented approach can considerably impact the overall experience of using a DXP, affecting both customization and support. 

Magnolia DXP’s Personalized Client Focus: Magnolia is extremely client-focused, providing a personalized approach, easy communication, and specialized solutions to the client community. Its fundamental open-source basis has been used in hundreds of CMS solutions worldwide, showcasing its adaptability and client-centric philosophy. Magnolia’s ability to create and adapt solutions to fit unique client demands makes it a top choice for organizations looking for personalized service. 

Adobe Experience Manager’s Substantial Resources: Although Adobe Experience Manager provides substantial assistance and resources, its scale and wide market strategy may result in less personalized results. Although the large resources offered can be advantageous for firms that require substantial documentation and support, certain businesses may prefer Magnolia’s more targeted service. Adobe’s scale occasionally results in a less personalized support experience that does not match the demands of all enterprises. 

Proven Use Cases and User Experience. 

Delivering distinctive and high-quality user experiences (UX) tailored to specific industries and companies is a significant differentiator for DXPs.  

Magnolia DXP’s Tailored UX: Magnolia specializes in creating one-of-a-kind, high-quality user experiences for specific industries and businesses. Its low-code integration enables developers to readily enhance functional capabilities, making it an adaptable option for enterprises wishing to create custom digital experiences. This focus on UX guarantees that organizations can provide their customers with engaging and dynamic digital experiences, increasing overall happiness and engagement. 

Adobe Experience Manager’s Comprehensive Tools: While Adobe Experience Manager offers comprehensive customer understanding tools, Magnolia’s unique UX expertise may be needed. Its limited developer flexibility for a tailored experience may disadvantage businesses seeking highly customized digital solutions. While Adobe’s capabilities are excellent, creating bespoke user experiences may be more complex than the flexibility provided by Magnolia. 

 

Industry Recognition and Market Position 

Industry recognition can demonstrate a platform’s dependability and creativity, influencing decision-makers in the evaluation process. 

Magnolia DXP has been named a Visionary in the 2024 Gartner Magic Quadrant for Digital Experience Platforms for the fourth year. This recognition recognizes Magnolia’s execution abilities and completeness of vision, making it a strong contender in the competitive DXP industry. Magnolia’s recognition as a Visionary highlights its innovative approach and effectiveness in providing valuable digital experiences. 

Adobe Experience Manager is routinely ranked as a Leader in the Gartner Magic Quadrant. AEM is known for its numerous features and integration capabilities inside the Adobe ecosystem, and its status as a leader demonstrates its durability and comprehensiveness. This leadership position demonstrates Adobe’s strong market presence and commitment to continual innovation, making it a reliable choice for many businesses. 

Magnolia DXP and Adobe Experience Manager provide tremendous features for businesses looking to improve their digital experiences. Magnolia’s modular architecture, IT deployment flexibility, cost-effectiveness, robust security, AI-driven management features, client-oriented approach, distinct UX focus, and Gartner Magic Quadrant recognition make it an appealing option for businesses seeking tailored, adaptable solutions. 

Adobe Experience Manager, on the other hand, is a solid alternative for organizations that want a wide range of integrated solutions due to its full suite, robust cloud capabilities, significant security measures, and Gartner Magic Quadrant leadership. Finally, the decision between Magnolia DXP and Adobe Experience Manager should be based on an organization’s specific goals, regulatory restrictions, and desired amount of customization. 

Decision-makers are encouraged to weigh their specific demands against the qualities of each platform to make an informed decision that best supports their digital transformation goals. Understanding the distinctions between these two significant DXPs, whether they prioritize flexibility, cost-effectiveness, or comprehensive suite features, will help organizations choose the platform that most corresponds with their strategic goals.  

Selecting the correct Digital Experience Platform (DXP) can take time for businesses looking to improve their consumer engagement and digital presence. Due to their significant capabilities and features, Magnolia DXP and Adobe Experience Manager (AEM) are regularly contrasted as DXP market leaders. While both platforms aim to improve digital experiences, they address different corporate requirements and preferences. 

Understanding Magnolia DXP and Adobe Experience Manager. 

Before delving into a complete comparison, it’s critical to grasp the fundamental principles and primary offerings of Magnolia DXP and Adobe Experience Manager. 

Magnolia DXP: Magnolia is known for its adaptable and modular architecture, which enables organizations to tailor their digital experience to unique requirements. It stresses a composable approach in which diverse components may be smoothly combined, resulting in exceptional flexibility and scalability. 

Adobe Experience Manager is part of the Adobe Experience Cloud, which offers comprehensive tools for managing and optimizing customer interactions across numerous channels. It is noted for its integrated approach, which includes multiple out-of-the-box features that meet various business needs. 

Architectural Philosophy: Composable vs. Suite 

One of the key distinctions between Magnolia DXP and Adobe Experience Manager is their architectural philosophy. 

Magnolia DXP’s Composable Design: Magnolia’s modular design is notable for its versatility. Businesses may combine best-in-class technologies, ensuring that each component of their DXP is suited to specific business objectives. This modular strategy prevents businesses from becoming bound into a single vendor’s environment, supporting innovation and agility. Selecting and mixing modules as needed enables enterprises to create a tailored digital experience that adequately meets their specific needs. 

Adobe Experience Manager’s Suite Approach: In contrast, Adobe Experience Manager uses a suite-based approach, providing a wide range of integrated tools and functionalities. This all-in-one suite can be helpful for firms that require extensive capability out of the box. However, the suite method may increase complexity and limit the ability to flexibly adjust and react to individual demands as a composable system like Magnolia. While the suite offers a comprehensive solution, it can increase expenses and extraneous features that all may only use briefly.  

Deployment flexibility: cloud and on-premises 

Deployment flexibility is another key issue when selecting a DXP, as firms’ requirements vary depending on regulatory, compliance, and operational concerns. 

Magnolia DXP’s Flexible Deployment Choices: Magnolia excels in providing numerous deployment choices. It provides Platform as a Service (PaaS) on private clouds such as AWS and Google Cloud Platform (GCP) and on-premises deployments on an organization’s own infrastructure. This flexibility allows enterprises to choose the deployment option that best meets their regulatory, compliance, and security requirements. Magnolia’s numerous deployment options are particularly advantageous for organizations that require strong data management and customization. 

Adobe Experience Manager’s Cloud-First Approach: Adobe Experience Manager is mainly cloud-based, which can be both an advantage and a disadvantage. While its cloud capabilities are robust and offer outstanding scalability, they may not be appropriate for many enterprises, particularly those with strict data sovereignty requirements or those who prefer on-premises solutions for security. The cloud-first approach may also provide issues for enterprises that require specific regulatory compliance and regional data control. 

Cost considerations: Value and Pricing Models 

Cost-effectiveness is an essential aspect for businesses, particularly when determining the long-term worth of a DXP. 

Magnolia is well-known for its transparent and flexible pricing strategies. Businesses pay only for what they use, and free non-production usage licenses are available, making it an affordable option for enterprises seeking flexibility without incurring needless costs. This pay-as-you-go strategy allows firms to scale their spending based on actual consumption, resulting in optimal budget allocation. 

Adobe Experience Manager’s Comprehensive Suite Pricing: Adobe Experience Manager is typically more expensive because of its extensive tool set. While it has many possibilities, not all users may require every feature, potentially resulting in increased expenditures for aspects that are not entirely exploited. This is an important factor for firms with low budgets or those looking for a more cost-effective solution. The wide feature set, while powerful, may not justify the greater price for enterprises that require more specific skills. 

Security and Compliance: Regional and Global Standards. 

Security and compliance are critical for any organization, particularly those that handle sensitive data and operate in highly regulated environments. 

Magnolia DXP’s Regional Compliance Strength: Magnolia DXP performs particularly well in regions with severe data protection rules, such as the EU. Its DACH-based solution assures GDPR and DORA compliance while delivering robust data protection and licensing adherence. This is especially encouraging for EU-based businesses that need specialized compliance capabilities. Magnolia’s proven high-security standards have attracted customers in the banking, energy, and telecommunications industries. 

Adobe Experience Manager’s Global Security Measures: Adobe Experience Manager provides powerful security measures largely based in the United States. While Adobe’s security system is comprehensive, it may cause compliance issues for some EU-based businesses due to regional variances in data protection standards. Businesses with strict regional compliance standards may find Magnolia’s tailored compliance capabilities more appropriate. 

AI Integration Enhances Digital Experience Management  

AI integration is becoming increasingly vital in controlling and enhancing digital experiences. 

Magnolia DXP’s AI-Driven Management: Magnolia includes built-in AI tools that improve CMS management, such as automated tagging, SEO generation, content structuring, and more. These AI-powered features streamline the administration process, making it easier for businesses to maintain and enhance their digital assets. Magnolia’s focus on AI-powered CMS administration enables businesses to optimize content workflows and increase efficiency. 

Adobe Experience Manager’s AI Capabilities: As part of the Adobe suite, Adobe Experience Manager has extensive AI capabilities, particularly in picture generation. However, potential complications with GenAI image licensing and a decreased emphasis on specialized AI-driven CMS administration functions may provide difficulties for some customers. While Adobe’s AI capabilities are wide, they may not be as focused on CMS administration as Magnolia’s AI features, which offer more direct benefits. 

How Magnolia is implementing AI solutions? 

Client-oriented approach: customization and support.  

A client-oriented approach can considerably impact the overall experience of using a DXP, affecting both customization and support. 

Magnolia DXP’s Personalized Client Focus: Magnolia is extremely client-focused, providing a personalized approach, easy communication, and specialized solutions to the client community. Its fundamental open-source basis has been used in hundreds of CMS solutions worldwide, showcasing its adaptability and client-centric philosophy. Magnolia’s ability to create and adapt solutions to fit unique client demands makes it a top choice for organizations looking for personalized service. 

Adobe Experience Manager’s Substantial Resources: Although Adobe Experience Manager provides substantial assistance and resources, its scale and wide market strategy may result in less personalized results. Although the large resources offered can be advantageous for firms that require substantial documentation and support, certain businesses may prefer Magnolia’s more targeted service. Adobe’s scale occasionally results in a less personalized support experience that does not match the demands of all enterprises. 

Proven Use Cases and User Experience. 

Delivering distinctive and high-quality user experiences (UX) tailored to specific industries and companies is a significant differentiator for DXPs.  

Magnolia DXP’s Tailored UX: Magnolia specializes in creating one-of-a-kind, high-quality user experiences for specific industries and businesses. Its low-code integration enables developers to readily enhance functional capabilities, making it an adaptable option for enterprises wishing to create custom digital experiences. This focus on UX guarantees that organizations can provide their customers with engaging and dynamic digital experiences, increasing overall happiness and engagement. 

Adobe Experience Manager’s Comprehensive Tools: While Adobe Experience Manager offers comprehensive customer understanding tools, Magnolia’s unique UX expertise may be needed. Its limited developer flexibility for a tailored experience may disadvantage businesses seeking highly customized digital solutions. While Adobe’s capabilities are excellent, creating bespoke user experiences may be more complex than the flexibility provided by Magnolia. 

 

Industry Recognition and Market Position 

Industry recognition can demonstrate a platform’s dependability and creativity, influencing decision-makers in the evaluation process. 

Magnolia DXP has been named a Visionary in the 2024 Gartner Magic Quadrant for Digital Experience Platforms for the fourth year. This recognition recognizes Magnolia’s execution abilities and completeness of vision, making it a strong contender in the competitive DXP industry. Magnolia’s recognition as a Visionary highlights its innovative approach and effectiveness in providing valuable digital experiences. 

Adobe Experience Manager is routinely ranked as a Leader in the Gartner Magic Quadrant. AEM is known for its numerous features and integration capabilities inside the Adobe ecosystem, and its status as a leader demonstrates its durability and comprehensiveness. This leadership position demonstrates Adobe’s strong market presence and commitment to continual innovation, making it a reliable choice for many businesses. 

Magnolia DXP and Adobe Experience Manager provide tremendous features for businesses looking to improve their digital experiences. Magnolia’s modular architecture, IT deployment flexibility, cost-effectiveness, robust security, AI-driven management features, client-oriented approach, distinct UX focus, and Gartner Magic Quadrant recognition make it an appealing option for businesses seeking tailored, adaptable solutions. 

Adobe Experience Manager, on the other hand, is a solid alternative for organizations that want a wide range of integrated solutions due to its full suite, robust cloud capabilities, significant security measures, and Gartner Magic Quadrant leadership. Finally, the decision between Magnolia DXP and Adobe Experience Manager should be based on an organization’s specific goals, regulatory restrictions, and desired amount of customization. 

Decision-makers are encouraged to weigh their specific demands against the qualities of each platform to make an informed decision that best supports their digital transformation goals. Understanding the distinctions between these two significant DXPs, whether they prioritize flexibility, cost-effectiveness, or comprehensive suite features, will help organizations choose the platform that most corresponds with their strategic goals.  

The axis of all activities of banking institutions has long been digital, an environment in which mobile now plays a key role. Digital transformation is a term that has been used for many years and has been implemented in all possible configurations, by every sector of the economy. However, what it stood for just a few years ago is completely different from what it stands for today.

We are currently dealing with digital transformation 2.0. This concept is more mature and focused on doing the best you can – rather than just doing something. The digital world, already having gained knowledge from experience and mistakes made, knows much better what challenges, problems or goals may arise in the world of digital banking, which could not be defined until recently. We are much better prepared to create successful strategies and the best possible tools in the digital ecosystem of banks.

Get ready for changes

Yes, we live in the world of VUCA again – this acronym, just like over 30 years ago, perfectly describes the reality that surrounds us now. Volatility, uncertainty, complexity and ambiguity are the hallmarks of today’s world. On the other hand, openness to the constantly changing environment and reacting to these changes is an essential element of any strategy, the inseparable element of which is readiness to modify – not only banking products but also applications and services. We should focus on the most flexible ecosystems and processes that we can change on the spot or assemble like Lego bricks. Constant updating is the norm today – not only with the competition in mind, but also in response to the needs of modern users and the environment. Without the ability to react quickly, it is difficult to keep up today, and it is even more difficult to create innovative solutions.

The upside may be that thanks to cooperation with specialized suppliers and external experts, we do not have to build various areas from scratch. Their competences and their work can be put together just like building blocks. However, if necessary, we are able to modify not just a single element, but also the arrangement of elements relative to each other.

Low-code, no-code

Low-code and no-code software is the future of banking, and banks are increasingly recognizing the benefits of using such solutions. They allow you to accelerate the development of applications, services or new products. They enable employees from outside the IT sector to access the full application lifecycle and development. Low-code and no-code platforms are equipped with a wide range of functions and can be used in many different business processes, including IT service management, project management, HR and other areas. They enable business users to create and deploy applications from predefined templates using drag and drop tools and visual editors. There are many benefits of using these types of solutions – they primarily open the door to a world of faster, cheaper and more iterative software development in the financial services sector. In terms of today’s digital transformation strategy, it is hard to even imagine not using them.

Holistic UX

UX is not only about designing experiences and digital products – it is also solving consumer problems and understanding the nuances of the business for which we create solutions, as well as acquiring knowledge about many of its areas. It is equally important to understand the different ways users interact with a given product and the challenges that can arise with it, as well as the broader business perspective. Only a multi-level view of the organization will allow the implementation of appropriate UX processes that will fit well into the entire digital transformation strategy. UX people should know how to ask the right questions in the context of a given product and its business owner, and how to research the right areas of interest to get the best possible results. Their ability to cooperate with banks and large organizations as well as good knowledge of the banking sphere are competencies that must be present in an external UX team.

Banking as a service and embedded finance

The possibilities generated by open banking have also opened new areas of cooperation for banks, for example with fintechs. Both sides can now fight together for another piece of the market pie. Situations in which fintechs engineer the highest quality services or banking products in a relatively short time, and banks gain additional financing instead of losing customers, are definitely win-win solutions.

In addition, banks today are much more than just institutions where we keep our money. With the progress of digitization, they accompany us in many everyday activities and improve processes in our financial lives. More and more often we come into contact with banking embedded in various online locations, and this certainly facilitates our financial functioning and processing. A lot of interesting developments are in the pipeline and it is certainly a topic that we must keep in mind. Developing innovative financial services in cooperation with traditional banks is an area that we cannot ignore when planning digital strategies for the coming years.

Carefully considered supplier selection

It is worth considering exactly what services we need and where it is best to look for them. If we are a large organization, let’s look for companies that have experience in working with corporations. If we need technologies that are necessarily safe, then let’s find out who specializes in them and has completed a lot of projects in these technologies. If unconventional and unique user experiences are key for us, let’s choose a company that specializes in great UX. This is very important for an organization like a bank. When selecting suppliers, it is worth assuming that experts must have skills that are different or better than those we already have access to – only these people will help bring the organization to the next, higher level.

Read also: How to design inclusively and effectively: A short guide to inclusive design

VAS as a must have for every banking application

Value Added Services become an inseparable element of every new banking application and every transaction website. Expanding the offer with non-banking services related to parking payments, tickets, highway travel, or maybe in the future even making an appointment with a doctor is something that feels ever more natural and can simplify our lives. A banking application has become a place that we visit several times a day – that’s why it’s worth making sure that you can do many more things with it than just checking the balance, making a transfer or applying for a loan. A great example here is PeoPay 4.0 from Bank Pekao S.A. – it simplifies the lives of its customers and provides non-banking services related to everyday functioning.

The PeoPay 4.0 application from Bank Pekao S.A.

Change leaders

In the process of digital transformation, so-called change leaders play a crucial role. Recruitment, both internal and external, can be very helpful when we want to gain a completely different point of view to the current one. Such a situation can be a game-changer: members of a given team tend to be strongly accustomed to familiar and fixed frameworks making it difficult to break free, so the change leader is a like breath of fresh air, proposing unusual methods, opening the team and the organization to new solutions and ultimately helping them to adapt to the new organizational model, setting goals and implementing tools to achieve them.

Vision and focus on investment

Finally, it is worth mentioning an issue that may be fairly obvious, but definitely worth reminding ourselves of. In order to be able to create a good digital transformation strategy for the bank, taking into account its dynamics in the face of the changing environment, assuming a larger budget for digital activities is one of the most important elements. Digital changes are a long-term process and it is important to give yourself an adequate margin for sudden events from the outside, actions of competitors, or the emergence of new trends or customer needs. This is, in a sense, financial vision, that in order to achieve our business goals, we must have the fuel for this. We cannot rely on a budget that will end suddenly, at a moment when we will face an important or unexpected challenge and the need to have implementation funds. Nowadays, the assumption of a financial buffer for digital activities should be obvious because what should we focus on today, if not on digital?

The first digital banking solutions delivered by Efigence came into existence over ten years ago, along with more and more growth online and mobile accessibility. Since then, digital banking has gone through several substantial revolutions and changes. Today, digital banking platforms offer not just storing and transferring of money but also a whole range of value-added services and features.

To some extent, they’ve become centers of our everyday life and work. We at Efigence are much more advanced, too. What did we learn from these years of working for the greatest financial brands? And how can we use this knowledge to improve digital banking platforms that are now mushrooming?

Although the financial sector is, in general, quite developed and innovative, especially in Europe, still, for many customers, innovativeness is not the first term that comes to mind when thinking about financial institutions. However, our world is dynamically changing, and it’s being shaped by digital transformation. Today everything, including banking, has to be fully digitised, quick and convenient. It’s actually mandatory. That’s what modern banks strive to achieve – digitised, on-demand services. And the last ten years of the development of digital banking show that the market extraordinarily appreciates this approach.

At Efigence, we’ve been shaping the digital banking scene for already quite a long time. We work for the biggest banking groups as an advisor and a provider of innovative technologies and design. We’ve gathered a list of ten valuable lessons you can draw from modern digital banking platforms. We hope it will inspire you to look at your work in new ways.

Lesson 1: It’s all about the mindset

If you want to become fully digitised, you have to change the way of thinking about your product. Granted, it takes some out-of-the-box thinking, especially in a world governed by statistics, indicators, diagrams and laws.

A good example is mBank – the very first Polish fully-online bank. A dozen or so years ago, we helped them become a leader in innovative banking solutions. The management of mBank decided that they needed to move their employees to a new building to facilitate creative thinking. Through this, we had the opportunity to see how important it was to combine creativity with the bank’s business goals. Everything you do has to be purposeful and well-thought-out. This way, both sides inspired each other to think out of the box and align ideas with the business.

The results were more than satisfactory. Back in 2014, over 30% of all mobile banking app users in Poland were mBank customers. Significantly, at that time, mBank didn’t have a 30% market share, and that shows the scale of its success. Together, we certainly gave Polish mobile banking a boost.

Read also: Banking in pandemic times

Lesson 2: UX is king!

Undoubtedly, user experience is what matters in everything you do digital-wise. UX should be a central part of your marketing, sales and business strategy. After all, it’s all about the user, right?

Today, banks have a limited possibility of competing with their core services; you can’t lower credit interest endlessly. You have to find a competitive advantage elsewhere – in the way you treat your customers. This revolves around customer service, communication and the use of additional channels and tools. Among them, mobile apps are likely the most important ones.

Here, we’d like to draw your attention to our recent project. Together with Credit Agricole Bank Polska, we’ve made a brand-new mobile app that takes mobile banking to a whole new level. This new app makes daily mobile banking a pleasant experience and presents the bank’s products and services in an innovative way. This is what our client has said about the project:

“The new Credit Agricole Bank Polska application focuses as much as possible on the customers’ needs, building a lasting relationship with them and supporting them in their daily tasks. On the way to achieving this effect, one of the key elements was the appropriate design of the tool.”

Read more about this project: A new, higher level of banking: an innovative application from Credit Agricole Bank Polska

Lesson 3: Start with the concept

For over 10 years, we’ve been starting each new project with a concept. That’s one of the keys to our success. Sometimes, conceptualisation takes one week, and sometimes it takes two months, but this stage is crucial.

The concept is the project’s foundation, a base for communication and work for the entire team. A well-prepared concept means you can finish working on the final interface and functionality of the platform faster.  However, in order to be successful, your idea must be a reflection of a solid and well-researched vision that’s backed up by a full understanding of the technology behind it.

With a refined concept, we can get the approval of everyone involved in the project without the risk that, at some point along the way, we’ll have to scrap our work and start all over again. That’s what makes this approach better than endless iterations, where things can go sideways at any given moment.

Additionally, there is a nice side benefit. Thanks to a concept, you can show all the stakeholders what the final product is going to be like. This way, it becomes tangible, even if you haven’t written even the first line of code yet.

Lesson 4: Opt for low-code and no-code

Every technology gradually becomes easier to master. Websites are the perfect example. Not that long ago, you couldn’t create a website without knowledge of HTML. Today, with WordPress and drag-and-drop builders, you can create an aesthetic and functional webpage without knowing the difference between <head> and <body>.

It’s the same story with digital platforms. Even Google has its own no-code platform: Google AppSheet. See how it works in this short video:

Thanks to low-code and no-code solutions, you can streamline the process of creating, updating and improving apps, websites and other digital products. As a result, you can enhance your app every week (or even more often) without the need to code everything every single time. It’s a massive simplification of work and a source of measurable money savings.

Here, Alior Bank is a good example. In their 2020-2022 business strategy, we can read that they want to “provide business employees with the possibility to create new IT solutions on their own thanks to low-code and no-code tools.”

Read also: How we improved Alior Bank’s online sales by delivering perfect content targeting through a Magnolia-based portal

Lesson 5: Implement secure payment options

Security is the essence of banking. Sometimes, we use the term “phygital” to describe banking services. They are present both in the digital and physical world. Every interaction with a money-related service has to be secure. And that security should be ensured not only by the payment operator but also by the bank.

Lesson 6: Algorithms and rules are useful, but they don’t have an answer for everything

In general, financial systems are based on rules and regulations. Thanks to intelligent algorithms, you can code many different variants and scenarios and automate actions for various situations (e.g., when a customer applies for a loan). Without a doubt, AI can help banks solve many problems and automate tedious tasks.

These algorithms are being used even today to:

• Prevent fraud and money laundering
• Streamline credit scoring
• Offer new personalised products and services
• Make more informed business decisions and investments
• Support customers in managing their home budgets and much more

However, rules and AI can never replace collecting and analysing real-life knowledge about the customer and their life. Banks can use these solutions as support in their work, but working directly with the customer is still immensely important.

Lesson 7: Forget about open banking

As our experience shows, open banking is a myth. Customers have no interest in cumulating all their savings in one place as it poses a threat. Besides several scenarios (e.g., when applying for a loan or a mortgage), exchanging data between various bank accounts is pointless when you can’t really manage them (only view them).

Furthermore, open banking creates a lot of challenges from the technical and legal points of view. Each bank has its own technology, and combining different accounts is a bit like trying to get Windows and MacOS to work together on one computer.

This doesn’t mean, though, that banks shouldn’t create their own ecosystems for customers. Here, Apple is a perfect example – their products and services brilliantly work together. Banks can offer a whole range of value-added services that are built-in into their systems, e.g., access to public institutions, bus tickets, paid parking systems and many more. This way, the bank becomes an umbrella for the financial front end.

Read also: Efigence in the Middle East

Lesson 8: We live in a world of microservices

Some time ago, applications and digital platforms were built as so-called monoliths. You could use the whole product or not use it at all. It was the same story with updates and modifications – it was necessary to rewrite almost the entire codebase to implement some larger changes.

Recently, a different approach has gained traction. Microservices enable web developers to build apps and platforms that have various functions and sections that work independently. So, if you have a mobile banking app and you want to implement the new payment option, you can do so without modifying the whole thing.

Such an approach comes with several benefits. For starters, updating and modifying digital banking platforms is much easier. It takes less time, is easier and, therefore, cheaper. Secondly, thanks to microservices, digital platforms are more user-friendly and versatile. And lastly, the business has now the possibility of configuring the product without the involvement of the IT department.

Fintech companies have started this revolution in the banking sector. Thanks to them, the industry now has access to thousands of ready-made components and solutions that can supplement and enhance your digital product.

We encourage you to take a look at our Aion Bank app and web banking project. Together with the client, we have created a whole library of diverse user interface components, some of which have been developed for the first time on the market.

Lesson 9: Offer value-added services

In the introduction to this post, we told you that banks are no longer places where you just store money. Today, they help customers accomplish their goals and carry out everyday tasks.

Here, Bank Pekao, with its PeoPay 4.0 mobile app is a good example. This Polish bank simplifies its customers’ lives by expanding the offer with non-banking services related to daily payments for parking, tickets, motorway travel and more.

Lesson 10: Think about ecology and sustainability

More and more consumers value green initiatives. It’s the same story in the banking sector. That’s why banking companies offer their customers virtual credit/debit cards (that are not just green but secure as well) or standard physical cards made of recycled or ecological materials (e.g., plastic waste or metal). Banks try to limit their impact on the environment and encourage customers to track and lower their carbon footprint.

For example, MasterCard has developed a carbon calculator. It enables customers to view the estimated carbon footprint of all their card purchases. And some time ago, Revolut started offering virtual single-use cards whose details refresh once the purchase is complete. It’s not just a green solution; it’s 100% secure as well.

We can expect that in the near future, every decent bank, financial institution and fintech will pursue green initiatives, both when it comes to their operations and habits and actions of their customers.

Summary: Design solutions for the digital world

What conclusions can we draw from these 10 lessons that we discussed in both parts of this article? The crucial one is this: If you want to thrive in the modern financial sector, you need to adopt a digital mindset. Design flexible solutions that are quick and effective, especially when it comes to on-demand services. Your digital banking platform should be an umbrella for the entire ecosystem, offering not just impeccable customer service and security but also a whole range of value-added services. Today, banking platforms are updated once every two weeks, and their services and mobile apps are continually developed. That’s the only recipe for success.

Moreover, banks mustn’t forget about online security, ecology (paperless service and virtual cards), CSR and local activities. This way, they can be a valuable part of their customers’ lives.

We live in a time when we operate in parallel in two realities, physical and digital. Being a UX designer means understanding both worlds very well. We create products dedicated to this online sphere, but they are finally used by real people with specific offline habits. Is it a good idea to draw inspiration from the physical world while digital product designing? Let’s dig into it.

I will not write about the real one here, because we all know perfectly well (or at least we think we know) how it works; after all, this is our main place of functioning. As for the digital world – to me, its development accelerated significantly in 2003 with the appearance of Second Life.

As many of us know, the game involves creating your own avatars, which can then take part in the digital economy of this world and buy, develop or rent land. Of course, some might may say it’s just a game. However, the human psyche is built in such a way that someone who gets drawn into this world will strive for their digital self to develop as far as possible, to be admired; the satisfaction of successes achieved here will be comparable to what we experience in the real world. Mark Zuckerberg is certainly aware of this phenomenon and is now creating something very similar – Metaverse. Game designers are equally aware, creating worlds where the user can create and develop their characters and build clubs, on the basis of an entire community of players. Usually, this is where, on a white horse, micropayments come in, allowing for much greater progress in digital development. Electronic Arts earned about 1.5 billion dollars in 2020 on the sale of virtual currency, allowing for much faster development of virtual clubs for its players.

This shows just how much people can be drawn into the development of their virtual self. We are social creatures who by our very nature have the need to be part of a group, to be admired and praised. The digital world is for many people a place where they can continue to meet these needs or compensate for failures in the real world. That is why everything is developing in this direction.

So, we know that we have two worlds – the physical one, where everything happens “analog”, and the digital one, where everything is a set of ones and zeros. We, as UX designers, must not forget that at the moment, apart from these two extremes, many things are happening on the border of these two worlds – virtual and real. Often our task is to make the progressive digitization of processes in the physical world – to use a common buzzword – “seamless”. Those who care about appropriate user experience can (or at least should be able to) draw on knowledge of the needs of users, their possibilities and limitations, and are aware of the possibilities offered by modern technologies. They should strive to make the transition between these worlds almost invisible to the user. Which begs the million-dollar question: how do we do it?

There is no simple answer to this. There are many things to take into account – the activity that we want to support, the users, how deeply ingrained their habits are, whether such a process has a chance to be developed further, or if it will be replaced by other processes. I would also not be myself if I did not say that, during the design process, we will need a lot of data, user interviews and prototype research. Only the processing of all this information will give us a fair chance to make the right decision. However, we certainly won’t make even the smallest design decision without our use cases.

Read also: Digital transformation 2.0: what you need to consider when creating a bank’s digital transformation strategy

So where can we find examples of these interpenetrating worlds? 

• Paying for purchases (POS)  

Applications such as SoftPOS, which turn the phone into a payment terminal for processing contactless payments, are becoming more and more popular. Even Apple recently announced the introduction of such functionality to iOS. Due to the previously mentioned interpenetrating of worlds, in this type of application you need to consider such things as: The way of entering data – application-style, or perhaps just like in payment terminals? The shape of the keyboard – application or payment terminal type? The role of hardware in the entire payment process – device administration, dealing with data entry by two users in one process. 

 

• Transferring money

The topic of transfer forms may not seem so revolutionary today, but let’s remind ourselves that at the beginning of introducing such functionality, designers also wondered whether to create transfer forms from scratch, or simply redraw the transfer form that users already knew from bank branches The creation and development of new forms won the day, perhaps because the whole process had a chance to become something completely new and separate from printed forms. 

• Buying a car

Recently we notice more and more advertising from car dealers who realize that a key part of the traditional car-buying model is looking around and getting in the car, so what better than to enable users to do so digitally. Business decision-makers in this industry see a completely different future for buying cars, which is why the digital process does not seek to replicate the physical one but to impact it at critical moments of the decision.  

• Searching for a route (maps, AR)  

Here I will also refer to times that can be considered old history. Perhaps some still remember when drivers would stop at the side of the road, walk in front of the car turning a large map to orient themselves, then spread the map on the hood to check where to go next. We now already have completely digital maps, but I can see that this part of the route-finding process is still with us. Let’s look at the functionalities of Google Maps and Apple Maps, where, using augmented reality, I can find the street I should turn into. You have to turn around a few times with the camera on in order to scan the surroundings and get clues. The same is also available in cars such as Mercedes or BMW. Here, too, with the use of cameras in our devices, we superimpose this digital world on the real one, and users find themselves treading the boundaries of both. 

• Using credit cards (Apple Pay)  

Another area where we have a digital representation of the layout of the physical world. We used to carry our credit cards in our wallets. If we wanted to pay with one, we took it out of the wallet and used it in the terminal. Now we open the “wallet” application, “take out” the appropriate card from the slot and bring the phone closer to the terminal. Here we have a complete mapping of the traditional pattern of using a credit card, which we still use to pay in an absolutely real world. 

• Wearables  

I guess that you already know what this part is all about, and why it’s here.  However, for the sake of clarity, I will explain that from the physical world we very well acquainted with what watches look like and how they show the time (I am referring here mainly to watches with hands).  Many electronic watches mimic a wheel-shaped display showing a dial with moving hands – the perfect example of mapping the physical world in the digital world. 

• Music applications  

I humbly admit that this is an unfamiliar area for me. However, as far as I can see, this type of application also draws very strongly from the physical world. Mixers of all kinds, sometimes even pianos – everything we see on the screen is a very close representation of physical devices. These applications are interesting because so far no one (or I have not found it) has created them from scratch in the world of digital applications. The level of complexity and the rules of using such devices in the real world is so complicated that any attempt to transform it into a new world could end in tears. 

More and more such examples can be found.

Because at Efigence we often work for the needs of the financial industry, I was able to deal with one of the above-mentioned groups of applications. Based on this experience, I would like to share my observations and conclusions. To give a little more detail, I faced the task of refreshing a mobile application and turning Android devices into mobile payment terminals. Here are the biggest challenges I faced. 

• Finding a way to redesign the screen to show the user how to bring the card to the device. 

A very big problem was that users, and often also sellers, were not sure how to bring the card to the device so that it would be read correctly. After preparing several alternatives, we found a perfect combination of animation and description to guide the user. Our internal research has shown that users instinctively put the card to the screen of the phone (as with classic terminals). Unfortunately, it has to be said that almost no one reads what is written on the screen. Therefore, it was important that the message was short enough, with the maximum content conveyed, and the main tool for what to do should be an animation guiding the card to the back of the device. After the change was introduced, a study on a similar group of users showed that the number of wrongly applied cards decreased by 65%. Of course, this was internal research on a limited number of people, perhaps not fully representative, but I think that similar conclusions can be drawn after launching the application. 

Read also: How to design inclusively and effectively: A short guide to inclusive design

• How to streamline the process of the seller entering the amount and the buyer entering their PIN. 

The big problem for salespeople was that they had to hand the device to customers, which made them fear it would either be stolen or dropped and damaged during handover. The solution was to automatically rotate the screen without having to move the phone. In my opinion, this is a very neat example of how, with the appropriate improvement of the interface, it is possible to fix the issue inherent in the device itself. Thanks to the change introduced, the seller, instead of turning the phone and handing it to the customer, need only tilt it towards them, allowing easy entry of the PIN. 

• Deciding whether the method of data entry and the interface with the keyboard should imitate the classic terminal or can use patterns from mobile applications. 

Finally, we decided on the application keyboard design and ultimately two alternative forms of data entry, to be selected in the settings (classic and alternative). In the former, the user enters numbers just like with a terminal, and in the latter it is done as in most mobile applications, where the user enters digits and, if necessary, a point and decimal values. 

Facing these and many other similar design challenges, it is impossible not to start to wonder where all this leads to and whether you should choose the path of the real world or join Team Full Digital. I think I will answer in a way befitting a UXer (or a lawyer): it depends. Both approaches have their pros and cons – it all really depends on the situation. 

Imitation of reality, if done well, allows the user to learn our application much faster because they already have a strong reference in the real world. In addition, or especially, the affordance issue cannot be ignored, i.e. the fact that individual elements are self-evident, and the user has no doubts as to whether something should be clicked, rotated, or content added.  

On the other hand, such imitation of reality may be problematic in some cases, especially on an interface that uses very spread digital patterns. Users already know very well how to use a given application so artificial mapping of its physical counterpart only unnecessarily complicates the interface and may also make the application look very old-fashioned. In addition, adding large numbers of gradients or graphics can cause problems in the development and scaling of the application to different screen sizes. Not to mention the loading times of web applications, for example.

And how is the situation in the context of the full digital approach? The first and unquestionable advantage is the consistency of our application with others that the user accesses and which they know their way around. Additionally, in less graphic interfaces, you can put much more emphasis on the content itself, making it much more distinguished. Of course, there are also disadvantages – for example, if the application does not have a thoughtful design, users may have trouble distinguishing what is just text and what is clickable. 

To sum it all up 

There is a really big challenge ahead of us, as UX / UI designers, to reconcile people who have spent most of their lives in the real world with those who – colloquially speaking – were children of the internet. We cannot allow either of these worlds to be forgotten or abandoned. Let us use all the good aspects that each of them brings, and let us not reinvent the wheel every time. On the other hand, let’s not mindlessly exaggerate what we have in the real world, but only pick the useful principles of operation and proven solutions. Thanks to this, perhaps we will be able to make this border of transitions between the two worlds virtually imperceptible to an ordinary user.