Better product definition with Lean UX and Design Thinking by Jeff Gothelf - Lean IT Summit 2014

Download Better product definition with Lean UX and Design Thinking by Jeff Gothelf - Lean IT Summit 2014

Post on 28-Nov-2014

611 views

Category:

Technology

1 download

DESCRIPTION

Requirements-driven product definition is a sure-fire way to get 100% of the wrong product launched. The assumptions that requirements are based on are usually not accurate enough to determine the exact solution those requirements dictate. Instead, teams should focus on creating a series of hypotheses that define potential solutions to their business problem and then work together to learn which of these hypotheses are keepers and which ideas to kill. At the Lean IT SUmmit 2014, Jeff Gothelf provided an overview of how to apply the ideas behind Lean UX and Design Thinking to project definition and planning. Video available soon on Institut Lean France youtube channel.

TRANSCRIPT

  • 1. BETTER PRODUCT DEFINITION WITH LEAN UX & DESIGN THINKING Lean IT Summit - Paris October 2014 Monday, October 6, 14
  • 2. Monday, October 6, 14
  • 3. Monday, October 6, 14
  • 4. @neoinnovate || @jboogie Monday, October 6, 14
  • 5. @jboogie While the initial launch and traction proved extremely exciting, it misled us into believing there was a larger market ready to adopt our product. http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  • 6. 100,000 have registered and over 230,000 people visit each month. @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  • 7. People often tell me I like Plancast, but I never have any plans to share. @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  • 8. Most social networks feed primarily on vanity.Sharing plans, unfortunately, doesnt present the same opportunity to show off and incur the same subsequent happy feelings. @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  • 9. [lack of an invitation feature] caused a situation where many people feel awkwardly aware of events to which they dont feel welcome @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  • 10. @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  • 11. The first big project we worked on was a Formspring button that sites could embed at the end of blog posts... We had millions of users, so we figured it wasnt a stretch to imagine they browsed other web sites and would gladly click a Formspring button at the end of a post ... This was just as the Facebook Share and Twitter Tweet This buttons were appearing... @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  • 12. @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  • 13. @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  • 14. We spent months on that system. We had to make sure our servers could handlehuge influx of traffic, had to design & implement the feature, make sure the implementation was easy for publishers, make deals with publishers, etc. We bet huge. On someone elses (Facebook and Twitters) plan. Flop... @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  • 15. @jboogi e Monday, October 6, 14
  • 16. @jboogi e software is continuous Monday, October 6, 14
  • 17. @jboogie 11.6 Monday, October 6, 14
  • 18. @jboogie Key questions: How long do we wait before launch? @neoinnovate || @jboogie Monday, October 6, 14
  • 19. @jboogie Key questions: How long do we wait before launch? How do we define the right requirements for our product? What signals are we looking for from the market? @neoinnovate || @jboogie Monday, October 6, 14
  • 20. REQUIREMENTS ARE ACTUALLY ASSUMPTIONS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 21. @jboogie Do you know this product manager? @neoinnovate || @jboogie Monday, October 6, 14
  • 22. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 23. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 24. Requirements = Assumptions @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 25. Requirements = Assumptions We know We believe @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 26. Requirements = Assumptions We know We believe Lets build it! Lets test it! @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 27. DESIGN THINKING CAN HELP! @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 28. @jboogie Design Thinking As a style of thinking, it is generally considered the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. - Tim Brown, CEO & President, IDEO @neoinnovate || @jboogie Monday, October 6, 14
  • 29. IVE HEARD GOOD THINGS ABOUT THIS LEAN UX THING TOO @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 30. @jboogie Lean UX Inspired by Lean Startup and Agile development theories, its the practice of bringing the true nature of a product to light faster, in a collaborative, cross-functional way with less emphasis on deliverables and greater focus on a shared understanding of the actual experience being designed. Thats me! I said this. @neoinnovate || @jboogie Monday, October 6, 14
  • 31. PRIORITIZE LEARNING OVER GROWTH @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 32. 360 ASSUMPTIONS CUSTOMER PROBLEM SOLUTION CUSTOMER OUTCOME CUSTOMER ACQUISITION EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  • 33. 360 ASSUMPTIONS PROBLEM SOLUTION Socially-active, young professionals CUSTOMER OUTCOME CUSTOMER ACQUISITION EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  • 34. SOLUTION Socially-active, young professionals CUSTOMER OUTCOME 360 ASSUMPTIONS Need to stay aware of interesting events CUSTOMER ACQUISITION EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  • 35. Socially-active, young professionals CUSTOMER OUTCOME 360 ASSUMPTIONS Need to stay aware of interesting events CUSTOMER ACQUISITION Social event sharing network EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  • 36. 360 ASSUMPTIONS Need to stay aware of interesting events CUSTOMER ACQUISITION Social event sharing network EARLY ADOPTER Socially-active, young professionals Increased awareness and attendance at events BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  • 37. Social event sharing network EARLY ADOPTER 360 ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Increased awareness and attendance at events Meetups, Twitter promos BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  • 38. 360 ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network Increased awareness and attendance at events Meetups, Twitter promos Silicon Valley techies, VCs, entrepreneurs BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  • 39. COMPETITION KEY COMPETITIVE ADVANTAGE 360 ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network Increased awareness and attendance at events ??? Meetups, Twitter promos Silicon Valley techies, VCs, entrepreneurs Monday, October 6, 14
  • 40. KEY COMPETITIVE ADVANTAGE 360 ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network ??? Evite, Facebook, Outlook, Meetup Increased awareness and attendance at events Meetups, Twitter promos Silicon Valley techies, VCs, entrepreneurs Monday, October 6, 14
  • 41. 360 ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network ??? Evite, Facebook, Outlook, Meetup No invitation feature! Increased awareness and attendance at events Meetups, Twitter promos Silicon Valley techies, VCs, entrepreneurs Monday, October 6, 14
  • 42. which we then turn into hypotheses @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 43. which we then turn into hypotheses @jboogie We believe that @neoinnovate || @jboogie Monday, October 6, 14
  • 44. which we then turn into hypotheses @jboogie We believe that [building this feature] @neoinnovate || @jboogie Monday, October 6, 14
  • 45. which we then turn into hypotheses @jboogie We believe that [building this feature] [for these people] @neoinnovate || @jboogie Monday, October 6, 14
  • 46. which we then turn into hypotheses @jboogie We believe that [building this feature] [for these people] will achieve [this outcome]. @neoinnovate || @jboogie Monday, October 6, 14
  • 47. which we then turn into hypotheses @jboogie We believe that [building this feature] [for these people] will achieve [this outcome]. We will know we are successful when we see [this signal from the market]. @neoinnovate || @jboogie Monday, October 6, 14
  • 48. Hypothesis: We believe that creating the ability for people to share events will provide them with better awareness and greater enjoyment of their social circles. @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 49. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  • 50. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  • 51. @jboogie Case Study: TheLadders Requirement: Provide each paying customer with a personal job search assistant available via email and phone @neoinnovate || @jboogie Monday, October 6, 14
  • 52. @jboogie Case Study: TheLadders Requirement: Provide each paying customer with a personal job search assistant available via email and phone Hypothesis: We believe that providing a personal assistant to each customer will drive up customer satisfaction, renewals and retention rates @neoinnovate || @jboogie Monday, October 6, 14
  • 53. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  • 54. @jboogie Case Study: TheLadders How could we have better defined our products? @neoinnovate || @jboogie Monday, October 6, 14
  • 55. @jboogie Case Study: TheLadders How could we have better defined our products? Articulated our assumptions @neoinnovate || @jboogie Monday, October 6, 14
  • 56. @jboogie Case Study: TheLadders How could we have better defined our products? Articulated our assumptions Defined our hypotheses @neoinnovate || @jboogie Monday, October 6, 14
  • 57. @jboogie Case Study: TheLadders How could we have better defined our products? Articulated our assumptions Defined our hypotheses Run lightweight tests to validate the need @neoinnovate || @jboogie Monday, October 6, 14
  • 58. @jboogie Case Study: TheLadders How could we have better defined our products? Articulated our assumptions Defined our hypotheses Run lightweight tests to validate the need What outcome were we targeting? @neoinnovate || @jboogie Monday, October 6, 14
  • 59. What problem are you trying to solve? @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 60. What problem are you trying to solve? @jboogie How will you solve it? @neoinnovate || @jboogie Monday, October 6, 14
  • 61. What problem are you trying to solve? @jboogie How will you solve it? How do you know it will work? @neoinnovate || @jboogie Monday, October 6, 14
  • 62. How does this change the way a team approaches a project? @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 63. How does this change the way a team approaches a project? @jboogie The measure of progress changes @neoinnovate || @jboogie Monday, October 6, 14
  • 64. How does this change the way a team approaches a project? @jboogie The measure of progress changes from output to outcome. @neoinnovate || @jboogie Monday, October 6, 14
  • 65. How does this change the way a team approaches a project? @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 66. How does this change the way a team approaches a project? @jboogie Output: the stuff we make, aka features @neoinnovate || @jboogie Monday, October 6, 14
  • 67. How does this change the way a team approaches a project? Outcome: a measurable change in customer behavior attributable to specific output @jboogie Output: the stuff we make, aka features @neoinnovate || @jboogie Monday, October 6, 14
  • 68. How does this change the way a team approaches a project? Outcome: a measurable change in customer behavior attributable to specific output @jboogie Output: the stuff we make, aka features Impact: a high-level measure of the business health @neoinnovate || @jboogie Monday, October 6, 14
  • 69. Works as designed is no longer good enough... Monday, October 6, 14
  • 70. You can launch featuresand they can still suck. @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 71. @jboogie Output @neoinnovate || @jboogie Monday, October 6, 14
  • 72. @jboogie Outcome @neoinnovate || @jboogie Monday, October 6, 14
  • 73. @jboogie Impact @neoinnovate || @jboogie Monday, October 6, 14
  • 74. Many companies currently manage to output - because its easy. Its binary. Instead, we need to focus on delivering outcomes. (and not task teams with responsibility for impact) @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 75. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  • 76. @jboogie Case Study: TheLadders 14% @neoinnovate || @jboogie Monday, October 6, 14
  • 77. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 78. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 79. MAKE DECISIONS BASED ON OBJECTIVE OBSERVATIONS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 80. @jboogie Kill @neoinnovate || @jboogie Monday, October 6, 14
  • 81. @jboogie Pivot @neoinnovate || @jboogie Monday, October 6, 14
  • 82. @jboogie Double-down @neoinnovate || @jboogie Monday, October 6, 14
  • 83. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 84. @jboogie The easy parts... @neoinnovate || @jboogie Monday, October 6, 14
  • 85. @jboogie The easy parts... Measuring: analytics, usage, metrics @neoinnovate || @jboogie Monday, October 6, 14
  • 86. Talking to customers: qualitative insight into why customers are behaving certain ways @jboogie The easy parts... Measuring: analytics, usage, metrics @neoinnovate || @jboogie Monday, October 6, 14
  • 87. Talking to customers: qualitative insight into why customers are behaving certain ways Pausing & reflecting: team-wide discussion of learnings and progress @jboogie The easy parts... Measuring: analytics, usage, metrics @neoinnovate || @jboogie Monday, October 6, 14
  • 88. @jboogie The hard part... @neoinnovate || @jboogie Monday, October 6, 14
  • 89. MITIGATE RISK BY NOT BUILDING THINGS PEOPLE DONT WANT... @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 90. Case Study: Childrens media company @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 91. Case Study: Childrens media company Entering a new market @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 92. Case Study: Childrens media company Entering a new market Heavy investment @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 93. Case Study: Childrens media company Entering a new market Heavy investment High risk @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 94. Case Study: Childrens media company Entering a new market Heavy investment High risk Long term initiative @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 95. Case Study: Childrens media company @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 96. Case Study: Childrens media company @jboogie In-class observation @neoinnovate || @jboogie Monday, October 6, 14
  • 97. Case Study: Childrens media company @jboogie In-class observation V1 = PDF content test @neoinnovate || @jboogie Monday, October 6, 14
  • 98. Case Study: Childrens media company @jboogie In-class observation V1 = PDF content test V2 = card sorting @neoinnovate || @jboogie Monday, October 6, 14
  • 99. Case Study: Childrens media company In-class observation V1 = PDF content test V2 = card sorting V3 = clickable prototype @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 100. Case Study: Childrens media company In-class observation V1 = PDF content test V2 = card sorting V3 = clickable prototype Not a line of code written @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  • 101. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 102. ...WHILE MAINTAINING DELIGHT IN YOUR DESIGNS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 103. @neoinnovate ||@ @jbjbooooggieie Case Study: TwoDo Monday, October 6, 14
  • 104. @neoinnovate ||@ @jbjbooooggieie Case Study: TwoDo Monday, October 6, 14
  • 105. @neoinnovate ||@ @jbjbooooggieie Case Study: TwoDo Monday, October 6, 14
  • 106. Case Study: Xiaomi Monday, October 6, 14
  • 107. Case Study: Xiaomi Monday, October 6, 14
  • 108. Case Study: Xiaomi 100,000 phones released every Tuesday at noon Monday, October 6, 14
  • 109. Case Study: Xiaomi 100,000 phones released every Tuesday at noon Hours (not days) to collect feedback from customers Monday, October 6, 14
  • 110. Case Study: Xiaomi 100,000 phones released every Tuesday at noon Hours (not days) to collect feedback from customers Hours (not days) to get feedback to engineers Monday, October 6, 14
  • 111. @jboogie Case Study: Agile UX NYC 2012 @neo_innovation || @jboogie Monday, October 6, 14
  • 112. @jboogie Case Study: Agile UX NYC 2012 Would anyone attend our conference? @neo_innovation || @jboogie Monday, October 6, 14
  • 113. @jboogie Case Study: Agile UX NYC 2012 Would anyone attend our conference? Lots of up front costs @neo_innovation || @jboogie Monday, October 6, 14
  • 114. @jboogie Case Study: Agile UX NYC 2012 Would anyone attend our conference? Lots of up front costs Increasing fidelity of tests @neo_innovation || @jboogie Monday, October 6, 14
  • 115. @jboogie Case Study: Agile UX NYC 2012 @neo_innovation || @jboogie Monday, October 6, 14
  • 116. LEAN UX AND DESIGN THINKING ARE NOT JUST FOR DESIGNERS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 117. @jboogie Cross-functional teams @neoinnovate || @jboogie Monday, October 6, 14
  • 118. @jboogie Cross-functional teams Bring perspective to the product definition process from all disciplines @neoinnovate || @jboogie Monday, October 6, 14
  • 119. @jboogie Cross-functional teams Bring perspective to the product definition process from all disciplines Possess increased empathy for the user @neoinnovate || @jboogie Monday, October 6, 14
  • 120. @jboogie Cross-functional teams Bring perspective to the product definition process from all disciplines Possess increased empathy for the user Understand the why behind every initiative @neoinnovate || @jboogie Monday, October 6, 14
  • 121. @jboogie Cross-functional teams Bring perspective to the product definition process from all disciplines Possess increased empathy for the user Understand the why behind every initiative Learn more, faster, by sharing the discovery and creation process @neoinnovate || @jboogie Monday, October 6, 14
  • 122. Build shared understanding Monday, October 6, 14
  • 123. Build shared understanding This is my neighbor...and his f&*(ing leaf blower. Monday, October 6, 14
  • 124. Build shared understanding This is my neighbor...and his f&*(ing leaf blower. Monday, October 6, 14
  • 125. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 126. @neoinnovate ||@ @jbjbooooggieie Competencies over roles Je!rey Allen "Je! Skunk" Baxter (born December 13, 1948) is an American guitarist, known for his stints in the rock bands Steely Dan and The Doobie Brothers during the 1970s. More recently, he has been working as a defense consultant and chairs a Congressional Advisory Board on missile defense. Monday, October 6, 14
  • 127. SOMETHING TO CONSIDER... @neo_innovation ||@ @jbjbooooggieie Monday, October 6, 14
  • 128. @jboogie How can we get feedback sooner? @neo_innovation || @jboogie Monday, October 6, 14
  • 129. GREAT! HOW DO WE GET THESE PROJECTS FUNDED? @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  • 130. 67 Product validation Business model validation Small team Monday, October 6, 14
  • 131. 67 Small-chunk, outcome-based, predictable funding Product validation Business model validation Small team Stakeholders Culture / Infrastructure to support continuous learning $$$ Monday, October 6, 14
  • 132. @jboogie Defining the right product @neoinnovate || @jboogie Monday, October 6, 14
  • 133. @jboogie Defining the right product Reduces the time spent building the wrong product @neoinnovate || @jboogie Monday, October 6, 14
  • 134. @jboogie Defining the right product Reduces the time spent building the wrong product Builds team-wide momentum & shared understanding @neoinnovate || @jboogie Monday, October 6, 14
  • 135. @jboogie Defining the right product Reduces the time spent building the wrong product Builds team-wide momentum & shared understanding Ensures that resources are spent on the right initiatives @neoinnovate || @jboogie Monday, October 6, 14
  • 136. @jboogie By shifting the way we work @neoinnovate || @jboogie Monday, October 6, 14
  • 137. @jboogie By shifting the way we work Requirements are assumptions @neoinnovate || @jboogie Monday, October 6, 14
  • 138. @jboogie By shifting the way we work Requirements are assumptions Focus on outcomes @neoinnovate || @jboogie Monday, October 6, 14
  • 139. @jboogie By shifting the way we work Requirements are assumptions Focus on outcomes Work together to come up with ideas @neoinnovate || @jboogie Monday, October 6, 14
  • 140. @jboogie By shifting the way we work Requirements are assumptions Focus on outcomes Work together to come up with ideas Test those ideas ruthlessly @neoinnovate || @jboogie Monday, October 6, 14
  • 141. THANK YOU! @jboogie jeff@neo.com www.leanuxbook.com www.neo.com 70 Monday, October 6, 14