framework thinking - 7 frameworks to skyrocket your career
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Discover how to leverage frameworks to become more effective and gain influence in your organization. Learn more about Framework thinking here: http://www.sean-johnson.com/framework-thinkingTRANSCRIPT
FRAMEWORK THINKING7 FRAMEWORKS TO USE TO SKYROCKET YOUR CAREER
FRAMEWORK THINKING sean johnson @intentionally
Partner at Digital Intent and Founder Equity Professor at Northwesternâs Kellogg school of Management
Startup Team in a box - Product, UI/UX, Development, Traction www.digintent.com
Seed stage technology investors. www.founderequity.com
WHY SHOULD YOU LEARN TO LEVERAGE FRAMEWORKS?Find out here: www.sean-johnson.com/framework-thinking
FRAMEWORK THINKING sean johnson @intentionally
GTDDrastically multiply your effectiveness
by managing actions, not projects.
FRAMEWORK THINKING sean johnson @intentionally
GTD is based on two premises:
1. Your brain is terrible at keeping track of everything. Get things out of your head into a system, and review it enough that your brain can relax and trust your system.
1. You canât manage projects, only actions. Your brain needs to know exactly what physical action you need to do next in order to make progress.
Collect: Have as many inboxes as you need to collect everything as soon as it occurs to you. Get it out of your head. !Process: For each item in your inbox, determine the next appropriate action. !Organize: Set up a proper system for trashing, filing or tracking next actions. !Review: Create proper times for appropriately reviewing your projects and next actions. !Do: Based on your time, energy and context, make progress on your next actions.
To collect properly, you need as many inboxes as necessary to be sure you capture everything. This can mean a paper notebook on your desk, a
physical inbox for mail, a phone for notes on the run, etc.
Set aside regular times for processing your inbox. For each item in your inbox, use the following workflow, organizing them with the tools indicated.
Is it actionable? NO Throw it Away
File It For Reference
Incubate It someday lists, etc
YESProjects anything with multiple steps
What is the next action?
Do It anything you can do in 2min
Defer It Delegate It keep a âwaiting forâ list
Calendar date-specific actions
Next Action Lists to do as soon as you can
Once everything is processed and organized, make sure you review frequently. Review your calendar and next action lists throughout the day, and do a
comprehensive review each week. An example weekly review plan is below:
Get Clear ⢠Collect loose papers and materials ⢠Get Inbox to zero ⢠Empty your head
Get Current ⢠Review Action Lists ⢠Review past and upcoming calendar ⢠Review Waiting For list ⢠Review Project (and larger outcome) lists ⢠Review any relevant checklists
Get Creative ⢠Review Someday/Maybe ⢠Be creative and courageous
The obvious purpose of all of this is to DO stuff. Youâll often be doing things in response to specific calendar events, but the purpose of GTD is to make you
focused and productive the rest of the time. Use your next actions list and the following filters to decide what to do at any given moment.
Context Your physical location and the tools you have at your
disposal determine your context. You canât make phone calls when you donât have your phone, for example.
Time You canât do a 2 hour task when you only have 15 minutes.
Energy Some activities require intense focus and energy. You
should do these when your energy levels are at their peak, and do less demanding tasks when youâre energy is lower.
Priority Whatâs most important?
THE EMPATHY MAPImmerse yourself in the mind of your customer to make
smarter product and marketing decisions.
FRAMEWORK THINKING sean johnson @intentionally
Itâs critical to always keep the needs of the customer top of mind when making product or marketing decisions. The Empathy Map is a collaborative tool for fleshing out a customerâs psychographic profile.
What are they thinking and feeling about their worries and aspirations?
What are they hearing while using our product, from their friends or boss?
What are they experiencing as pain or fear when using our product?
What are they seeing while using
our product in their environment?
What are they experiencing as
positive or gain when using our
product?
What are they saying & doing while using our product in public or in private?
How to use the Empathy Map: ⢠Assemble your team, bringing any secondary or
primary research youâve already compiled. ⢠For each section of the empathy map, have each team
member add a thought on a sticky note and place it on the map.
⢠Discuss the collaborative sketch, and consolidate the notes into a cohesive document.
THE LEAN CANVASBusiness plans are static and inflexible. Business is not.
The Lean Canvas helps you go from Plan A to a plan that works.
FRAMEWORK THINKING sean johnson @intentionally
Business plans change. Itâs smart to plan for change by turning your plan into hypotheses to be tested and modified based on customer/market feedback. The Lean Canvas helps you do this.
CUSTOMER SEGMENTS Who are the customers you plan on targeting?
UNIQUE VALUE PROPOSITION Why are you different and worth paying attention to?
PROBLEM
What are the top 3 problems your customers have?
SOLUTION
How is the product the solution to those problems?
UNFAIR ADVANTAGE What canât be easily copied or bought?
KEY METRICS CHANNELS How will you reach your customers?
COST STRUCTURE What are your costs going to be to deliver this solution?
REVENUE STREAMS How will you make money?
There are 9 aspects of the business model canvas. Your goal is to identify and document your hypotheses for each box as succinctly as possible.
CUSTOMER SEGMENTS
UNIQUE VALUE PROPOSITION
PROBLEM SOLUTION UNFAIR ADVANTAGE
CHANNELS
COST STRUCTURE REVENUE STREAMS
KEY METRICS
Once youâve outlined your hypotheses, you identify which are the most risky. Ask yourself how confident your are with each hypothesis.
CUSTOMER SEGMENTS Secondary market research.
UNIQUE VALUE PROPOSITION Landing pages
Tactical Paid Traffic
Competitive research
PROBLEM
Customer problem interviews
SOLUTION
Customer solution interviews
Prototypes
Beta versions
UNFAIR ADVANTAGE Market research
Intuition
CHANNELS Tactical acquisition campaigns
Competitive research
COST STRUCTURE Tactical acquisition campaigns
REVENUE STREAMS Solution interviews
Pricing page tests
Competitive benchmarks
KEY METRICS Competitive benchmarks
Analytics
Create a test for each hypothesis. Some can be done in a few hours from your computer, while others require âgetting out of the buildingâ and talking to customers.
Using the Lean Canvas: ⢠Turn your business plan into a series of hypotheses and plot
them on the canvas. ⢠Rank your hypotheses in order of most risky to least risky -
how confident are you about each of them? ⢠Develop a way to test each hypothesis, and implement. ⢠Revise the canvas based on the results of your experiments. ⢠Repeat.
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THE KANO MODELBuild better products by understanding customer needs
and their relationship with your productâs attributes.
FRAMEWORK THINKING sean johnson @intentionally
SATISFIED
DISSATISFIED
NOT IMPLEMENTED FULLY IMPLEMENTED
One axis plots the degree to which youâve implemented a feature. The other plots how satisfied the customer would be with that feature if implemented well.
SATISFIED
DISSATISFIED
NOT IMPLEMENTED FULLY IMPLEMENTED
MUST HAVE FEATURES
Must have features are those a user wouldnât notice if implemented, but definitely notice if missing. These must be in your product in order to be considered.
SATISFIED
DISSATISFIED
NOT IMPLEMENTED FULLY IMPLEMENTED
MUST HAVE FEATURES
PERFORMANCE FEATURES
Performance features are those the customer really cares about. They definitely notice the better you are at them. These are usually where you look for your USP.
SATISFIED
DISSATISFIED
NOT IMPLEMENTED FULLY IMPLEMENTED
MUST HAVE FEATURES
PERFORMANCE FEATURES
DELIGHTER FEATURES
Delighter features are those the customer wouldnât notice if theyâre missing, but love when they see them. These create long-term customer loyalty.
Must Have Features: A milk jug that doesnât leak.
A car that starts. Word processor that saves files.
Performance Features: Simpler file sharing Free photo storage
Faster Internet connection
Delighter Features Free shipping
Bonus item in package Amazing customer support
SATISFIED
DISSATISFIED
NOT IMPLEMENTED FULLY IMPLEMENTED
Keep in mind that needs change over time. A feature that used to be a delighter eventually becomes a must have (free email, for example.)
Using the Kano Model: ⢠Address all must have features. But⌠⢠Determine whether they're actually must haves. Customers arenât
always sure what they need. ⢠Spend the majority of your time innovating on performance
features. Thatâs where you win the business. ⢠Look for ways to unexpectedly delight customers since those will
drive long-term loyalty and word of mouth.
THE CUSTOMER FUNNELDiscover the key levers for driving growth in a business by
understanding the components of the customer relationship.
FRAMEWORK THINKING sean johnson @intentionally
The Customer Funnel is great for focusing marketing activities on things that will influence the 5 phases of the customer lifecycle.
Acquisition: driving people to your site from various channels. !Activation: getting them to sign up and have a great first experience. !Retention: getting them to come back. !Referral: getting them to tell their friends. !Revenue: engaging in some form of revenue-generating activity.
Most companies focus their energy on the top and bottom of the funnel, and donât spend as much time or energy manipulating the middle. But the middle is
where big gains can often be made much faster and for far less money.
There are various strategies and tactics you can use at each stage of the funnelâŚ
And different metrics you need to pay attention to at each stage to monitor performance.
You can improve your funnel by working in sprints, identifying the metric you want to improve, creating experiments, and measuring results.
How to Use The Customer Funnel: ⢠Identify what customer behavior matters for each stage of
your customer funnel. ⢠Get baseline data, and identify bottlenecks. ⢠Create some hypotheses for influencing the metric you want
to improve. Rank by level of effort, cost and potential impact. ⢠Implement the experiment and track the results. ⢠Repeat.
https://www.udemy.com/the-ultimate-guide-to-funnel-optimization/
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FRAMEWORK THINKING sean johnson @intentionally
THE FOGG BEHAVIOR MODELHow to create more persuasive products and experiences.
HARD TO DO
HIGH MOTIVATION
According to the Fogg Behavior Model, there are three elements necessary to create behavior change: motivation, ability and the appropriate trigger.
LOW MOTIVATION
EASY TO DO
ACTIVATION THRESHOLD
TARGET BEHAVIOR
TRIGGERS FAIL HERE
TRIGGERS WORK HERE
Pleasure and Pain Will doing this action bring me immediate
pleasure or avoid immediate pain? !
Hope and Fear Will this action lead to a positive future outcome for me, or avoid an undesirable
future outcome? !
Social Acceptance or Rejection Will this action make me more accepted
in my community, or prevent me from being rejected by them?
If you can sufficiently increase motivation, people are willing to do even difficult things. 6 factors you can leverage to increase motivation:
Time: Can I do this quickly?
Money: Is this expensive or inexpensive?
Physical Effort: Is this physically difficult to do?
Brain Cycles: Does this require me to think really hard?
Social Deviance: Do I have to break standard societal norms to do this?
Routine: Does this require me to adopt a new routine?
Similarly, if you can increase ability by identifying the barriers preventing someone from taking action, you dramatically increase the
likelihood of your desired result. The factors driving ability include:
Sparks: For people with low motivation but high ability. This trigger includes a motivation-
based element to increase motivation and take action that moment. !
Facilitators: For people with motivation but not ability, facilitators make the desired task easier
to do in that moment. !
Signals: If motivation and ability are both sufficiently high, you simply need to provide the proper signal to remind them to take the desired behavior at the appropriate time.
Finally, by deploying the appropriate trigger at the right time, to create the catalyst that drives your desired behavior. There are three triggers
you can deploy, depending on the relationship the user has between motivation and ability.
THE LIFT MODELA systematic framework for identifying and prioritizing
conversion optimization opportunities.
FRAMEWORK THINKING sean johnson @intentionally
Conversion Optimization is about more than tactics and tips. You can change the color of your button, but without a higher level of thinking youâll likely miss larger opportunities to improve. The LIFT Model helps you think about conversion more meaningfully.
Value Proposition: The promise you make to customers. The most important factor. !CONVERSION DRIVERS
Relevance: Is this what the visitor thought they were going to see? !Clarity: Is it clear what action you want them to take? !Urgency: Is there a reason they should take action now? !CONVERSION INHIBITORS
Anxiety: Are you doing anything to give the user pause about taking the next step? !Distraction: Are you doing anything to divert the userâs attention from the action you want them to take?
The LIFT Model lets you look at your pages from each lens, identifying ways to remove conversion blockers and leverage conversion drivers more effectively.
45.5% IMPROVEMENT
How to use the LIFT Model: ⢠Identify a page youâd like to improve and evaluate it
using each of the factors in the LIFT Model. ⢠Create hypotheses for improving the page using
your findings. ⢠Implement the experiment and track the results. ⢠Repeat.
WHAT OTHER FRAMEWORKS SHOULD PEOPLE LEARN ABOUT?
Leave them in the comments on SlideShare, or send them to me on Twitter at @intentionally
FRAMEWORK THINKING sean johnson @intentionally