A Case for the Human Web
There is a sterile perfection creeping into the web, a machine-polished smoothness that leaves no room for human error. It is the uncanny valley of copywriting, the flawless structure of a landing page that feels just a little too clean. Web design expert and Smashing Magazine co-founder Vitaly Friedman has a name for it. “Sometimes I can smell your GPT text,” he tells Chris Do. “It's a little bit too perfect… too sterile.”
This is not a complaint. It is a diagnosis.
Friedman argues that in our rush for optimization and artificial intelligence, we are stripping our digital creations of their most vital ingredient: humanity. “People make mistakes and typos and I want to see typos,” he declares. “The world is messy and complex.”
This pursuit of a more authentic, considerate, and effective web has defined Friedman’s career. From his early days with Shockwave and Flash to founding one of the most respected resources for web professionals, he has remained a devoted student of the internet’s nooks and crannies. He will, without irony, spend a Friday night exploring the Turkish railway system’s website or the South Korean postal service, not for amusement, but for insight.
What he has found is that the blueprint for modern web design is not about chasing trends or adopting new technology for its own sake. It is about three foundational shifts: a radical commitment to inclusive design, a new definition of digital sustainability, and a non-negotiable framework for measuring impact.
The Superpower of Being Average
Every designer believes they have good taste and intuition. But Friedman identifies his real advantage as something else entirely. “I have this really like a magical power,” he explains. “I can feel if something isn't right… I'm just extremely average and that is my superpower.”
By channeling the confusion and frustration of the average user, he can pinpoint the flaws that experts and even designers themselves have become blind to. He is not special; he is representative. This allows him to see the absurdity in common design patterns that we take for granted.
Take the ubiquitous 'X' icon to close a modal window. To a designer, its function is obvious. But in user testing, the confusion is rampant.
“To some this close mean close and apply,” Friedman notes. “To others it means close and dismiss. To others it means clear. To others it means cancel.”
When you add more buttons like “Done,” “Clear,” or a cryptic call to action, the interface descends into chaos. The simple solution is not a better icon. It is clarity. Use words. “The best thing you can do is to just spell out what you mean,” he advises. “Save and exit… close and discard.”
This empathy for the average user, the one who does not live and breathe UI conventions, is the bedrock of effective design. It is a sensibility born not in design school, but from observing real people struggle. And these struggles become most apparent when we stop designing for a mythical “universal” user and start focusing on the margins.
The End of The 'Universal' User
The concept of a single, universal user is a dangerous fiction. The web is used by a vast spectrum of people with diverse needs, contexts, and abilities. A modern design process must move beyond generic personas and confront this reality directly. This is the core of inclusive and universal design.
Friedman points to specific, often-overlooked user groups where standard design practices fail spectacularly.
Consider older adults. The stereotype is a user who is not tech-savvy and has trouble with basic tasks. The reality is far more complex. “There are massive differences of people between 55, 60, 65, 70 and so on,” Friedman says. “They're going to be extremely active for example and they're going to be extremely savvy because they grew up with technology.” The stereotypes are not just lazy; they are wrong. For example, as people age, they often develop difficulty distinguishing between blue and purple, a color combination many brands rely on.
Then there are cognitive conditions. Friedman highlights dyscalculia, a learning difficulty involving numbers which affects an estimated 3-10% of the population. For these users, remembering a phone number or typing a credit card number can be a significant challenge. For a fintech app, ignoring this is not just an oversight; it is a business failure. Designing for this audience, perhaps by using visual cues or reducing reliance on number memorization, is critical. This level of detail is what separates average work from exceptional work, a point also made in discussions about world-class product design.
To build more inclusive products, designers must shed their assumptions and start with a few fundamental principles:
- Generous Font Sizes: “If I see somebody who deliberately set the font size for their text at 12 pixels, we will have a conversation,” Friedman states. Small text is an unnecessary barrier for millions.
- Clear Color Contrast: This is a non-negotiable basic. It goes beyond red-green color blindness to include other common visual challenges.
- Large Tap Targets: On mobile interfaces, small buttons or links are a source of immense frustration for people with motor skill limitations, or for anyone simply using their phone on the go.
- Explicit Language: Avoid relying solely on icons. As with the 'X' button, clear, descriptive text labels remove ambiguity and create a more confident user experience.
Some designers fear that accessibility leads to boring, uninspired work. Friedman points to the 2021 rebrand of the financial services company Wise as a powerful counterexample. “They went all in on accessibility but it's bold, it's on brand, it's strong, it's huge,” he says. “It's extremely attractive because they actually thought about accessibility from the very start.”
Accessibility is not a feature to be added at the end. It is a creative constraint that can lead to more innovative and powerful design solutions. It is a source of strength, not a compromise.
Digital Waste and The Case for Slowing Down
The conversation around sustainability is usually focused on physical goods, packaging, and carbon footprints. But Friedman, along with his colleague Gerry McGovern, is championing a new frontier: digital sustainability.
Every digital action consumes resources. Every wasted click, every confusing interface, every moment a user spends searching for information is a drain not just on their time, but on energy, water, and server infrastructure.
“If you are coming to a website… and you need to spend something between 5 to 10 minutes to do your thing, whatever that thing is, that's a waste,” Friedman explains. “Not only is it a waste of your lifetime, it's also a waste of resources.”
Helping people achieve their goals faster is a form of environmentalism. This requires interrogating every step of the user flow. For instance, why does a search box lead to a search results page, which then leads to the actual content page? It is an unnecessary step.
“As you type, I'm not going to give you keyword suggestions,” Friedman proposes. “I'm going to drive you straight to categories that you can jump to without seeing a search results page at all.”
This principle of resourcefulness extends beyond interface design into the very features we offer. Many people listen to YouTube videos without watching the screen. Yet, the platform streams high-resolution video by default. “What I miss on YouTube is the option to just have audio only,” Friedman laments. An audio-only mode would significantly reduce data consumption and energy use without diminishing the user’s experience.
The philosophy of digital sustainability also challenges our cultural obsession with speed. While Amazon Prime built an empire on next-day delivery, Friedman questions its necessity. “Maybe we should actually instead of saying get it faster… say if you're not in a hurry, maybe we can deliver to you within six days but you would pay less.” Encouraging users to slow down, to consolidate orders, and to choose less resource-intensive options is a powerful design choice.
This thinking culminates in a provocative idea about content itself. We have auto-save, but no auto-delete. “Would it be nice to say if nobody has accessed this page or this article in the last two years, automatically delete it?” he asks. “Do we need to store everything that we're producing for eternity? I don't think so.”
The Accountability Blueprint: How to Measure Design’s Impact
Designers often struggle to articulate their value in a language that business leaders understand. Conversations about whitespace, typography, and inclusive design can feel abstract to stakeholders focused on revenue and growth. To earn a seat at the table, designers must learn to speak the language of results. This a recurring theme in business strategy, as explored in discussions on pricing and value.
“I always feel like I have to show my value,” Friedman admits. “I shouldn't expect them to understand how I work. But still, I have to show my value.”
The solution is to stop making subjective claims and start providing objective data. Friedman’s method is rigorous and transformative: establish a quantifiable baseline of the current user experience before you design a single new pixel.
The process is straightforward but requires discipline:
- 1. Identify Top Tasks: Determine the 10-12 most critical, representative tasks a user performs on your site or product. For a bank, this might be transferring money or checking a balance.
- 2. Recruit Representative Users: Find at least 15, and ideally 18, people who match your target user segment. After 18 participants, the qualitative data tends to stabilize.
- 3. Conduct Moderated Testing: Give each user the list of top tasks to perform on the existing website. Your role is to observe, not to guide. “If you fail, I learn from that,” is the mindset.
- 4. Measure Two Key Metrics: For each task, record the time to completion and the success rate (did they complete it successfully or not?).
At the end of this process, you have a hard data baseline. You can now say, “Currently, it takes an average of 3 minutes and 45 seconds to perform Task X, with a success rate of only 65%.”
This is the status quo, measured and undeniable. Now, when you introduce a new design, you run the same test with a new but equivalent group of users. “You basically get before and after,” Friedman says. “And that's a clear indicator that something has either improved or not.”
This approach moves the conversation from “I think this looks better” to “This new design improved the success rate by 25% and cut task completion time in half.” It reframes the designer not as an artist, but as a problem-solver who delivers measurable business results. This focus on outcomes is essential for anyone trying to build a business, a concept further explored in growing from a freelancer into an agency.
From Metrics to Goals: The KPI Tree
Measuring user success is powerful, but it's only half the equation. To become truly indispensable, designers must connect their work directly to the highest-level business objectives. The tool for this is the KPI Tree.
A KPI Tree is a visual model, borrowed from sales and marketing, that maps top-level business goals down to the specific design initiatives meant to influence them. It creates a clear, logical path from a designer's daily work to the company's quarterly targets. This a similar kind of strategic thinking that successful personal brands use to align their content with their goals, as detailed in What Successful Personal Brands Do Differently.
The structure works like this:
- The Goal (Top): At the very top is the overarching business goal, often broad and a bit fluffy. For example: Increase new subscribers by 15% by the end of Q4.
- The Drivers (Middle): Below the goal are the key factors that influence it. These are more specific metrics like “Improve conversion rate on the signup page” or “Reduce churn from first-time users.”
- The Initiatives (Bottom): At the base of the tree are the actual design projects. These are the concrete ideas and features you plan to build, like “Redesign the checkout flow,” “Add autocomplete to filters,” or “Improve the onboarding experience.”
The crucial part is defining the metrics that connect each level. For an initiative like “Add autocomplete to filters,” the metric is not just “We shipped it.” The metric is “Increase in filter usage by 30%” or “Decrease in time spent on search results pages by 15 seconds.”
This framework forces designers to think like business strategists. It answers the “why” behind every design choice. “If all of those things that I'm suggesting are effective, there must be a way to measure it,” Friedman insists. “There must be a way that it's going to propagate all the way to impact business.”
The KPI Tree becomes a shared artifact for the entire team: designers, engineers, product managers, and executives. It creates radical alignment and proves that design is not a cost center, but a critical engine for growth.
The Economics of Good
Ultimately, these principles of inclusivity, sustainability, and measurement all serve one higher purpose: respect.
The modern web is full of experiences that disrespect the user. Deceptive patterns trick people into clicking ads. Dark patterns obscure unsubscribe buttons. Clickbait headlines promise value they never deliver. Friedman’s response is unequivocal. “I would never ever buy anything from anybody who just does that.”
These are short-term tactics that corrode the most valuable asset any business has: trust. The alternative is not complicated. It is a long-term game built on genuine generosity and respect for the user's time, intelligence, and dignity.
When you design an interface that is clear and effortless, you are showing respect. When you optimize for sustainability, you are showing respect. When you build something that works for people of all abilities, you are showing respect.
This is what Friedman calls “the economics of good.” It is the simple, human truth that when people feel seen and valued, they respond with loyalty and support. As Chris Do observes, providing immense value first is the foundation of a healthy business relationship.
Friedman puts it best. “I think once you do that, once you actually get to the point where somebody feels valued, oh they will move mountains for you.”
They will become your advocates. They will forgive your mistakes. They will pay for your products, even if you make it difficult for them. Because you have earned their trust.
The blueprint for modern web design is not a technical document. It is a human one.
TRANSCRIPT
Enjoyed this? There’s more where it came from.
Get insights on design, creativity, and visual thinking.
You can unsubscribe anytime. By submitting, you agree to receive communications and to our Privacy Policy.