Strategy WorkshopAutomotive

Chris RhoadFOUNDER/CEO

Davin SturdivantSENIOR CONSULTANT

DECISION JAM

1219 EMERALD FOREST LNKNOXVILLE, TN 37849

wwww.studiorhoad.com

Design + Strategy For Automotive Brands

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Our in-house team of designers, developers, creators are ready to handle projects at any scale.

Partial Client ListABOUT US

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Our Services and CapabilitiesWe love crafting beautiful, smart and inspired work that is focused on a business’ goals and their customers. We do this across multiple touch points to help organizations achieve their goals.

STRATEGYSTRATEGY

DISCOVERY & RESEARCH

USER EXPERIENCE

BRAND STRATEGY & ARCHITECTURE

POSITIONING

CONTENT STRATEGY

MARKETING CAMPAIGNS

BRANDING & DESIGNBRAND DEVELOPMENT & REBRANDING

LOGO & ID SYSTEMS

BRAND STYLE GUIDES

MESSAGING

COLLATERAL, PRINT & PACKAGING

ENVIRONMENTAL DESIGN

ICONOGRAPHY

DIGITAL DEVELOPMENTWEBSITE DESIGN & DEVELOPMENT

UX/UI

INFORMATION ARCHITECTURE

WIREFRAMING

PROTOTYPES

CUSTOM CONTENT MANAGEMENT

SYSTEMS

IOS APPLICATIONS

WEB APPLICATIONS

ANDROID APPLICATIONS

CONTENT PRODUCTIONSCRIPT DEVELOPMENT

COPYWRITING

STORYBOARDING

ILLUSTRATION

ANIMATION

MOTION GRAPHICS

EXPLAINER VIDEOS

LIVE-ACTION PRODUCTION

POST PRODUCTION & VFX

WHAT WE DO

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Our process gathers existing programs and initiatives, stakeholder input, customer research, and industry trends into a highly engaging and interactive meeting.

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We run collaborative work sessions led by a facilitator to gain deep understanding of your brand. This approach accelerates the strategic process in general, and builds consensus throughout the entire engagement.

Story.

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DECISION JAM

Moral of the story

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Moral of the storyWe should have gotten a Gerbil.

DECISION JAM

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Making any decision is better than making no decision.

DECISION JAM

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The Hidden Cost Of Indecision

DECISION JAM

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DECISION JAM

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DECISION JAM

Sony Canon

DECISION JAM

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DECISION JAM

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DECISION JAM

RIP

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[Problem]

Cross functional teams find it hard to align with common business objectives.

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[Problem]Teams often work towards unclear goals as project scope changes repeatedly.

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[Problem]Teams lack real data on which to base business decisions, instead relying on endless internal discussions.

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[Problem]Teams have pressure to be ‘innovative and creative’ but don’t know how to start.

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[Problem]Product development cycles run too long, causing teams to lose enthusiasm and focus.

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Decision Jam

Concept Sprint

DECISION JAM

Big Enough To Warrant Blocking Off A Whole Week

Costly Enough That It Has To Go Well

Needs To Be Validated Quickly Before Starting Long Initiative

Not: Something Two People Can Handle On Their Own

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Examples

DECISION JAM

Problems With User Engagement On Particular Product

Thinking About Adding Subscription Service

Creating Brand New product

THURSDAY

Use feedback fromtesting to create clear next steps

Test the prototypewith 5 real users

WEDNESDAY

Recruit and schedule user tests

Design and build the Prototype

TUESDAY

Define the prototype with

a storyboard

Curate and vote on best solutions

MONDAY

Produce a mass of solutions

Define the challenge

WORKSHOPWORKSHOP

Design Jam.

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DECISION JAM

Determine Business Segment

LOGO�35

Start with the positives - 5mins

Everybody in the team sits at a table and without discussion they spend 5 minutes writing all the pros, successes, wins or aspects that are propelling the business forward.

STEP 1

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Present Positives - 2mins

Each Team member stand up at a wall/whiteboard to very quickly explain each positives as they stick them to the surface. Nobody else in the team is allowed to speak here. 2 minutes per person.

STEP 2

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Write down the problem - 7mins

Everybody in the team sits at a table and without discussion they spend 7 minutes writing all the challenges, annoyances, mistakes or concerns Once the 7 minutes are up, each person will have a pile of problem post-its in front of them.

STEP 1

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Present Problems - 4mins

Each team member stand up at a wall/whiteboard to very quickly explain each problem as they stick them to the surface. Nobody else in the team is allowed to speak here. 4 minutes per person.

STEP 2

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Select Problems to Solve— 6mins

Everybody must now vote on the challenges they consider to be the most pertinent to solve, Each participant get 2 red dotsParticipants can vote on your own and/or put more than one dot on a single option.

STEP 3

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Organize Problem— 3mins

Without discussion the moderator quickly takes the voted problems and arranges them in order of priority.

STEP 4

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HMW Challenges - 6mins

The moderator should quickly rewrite the Top 3 problems as quickly as possible as How Might We’s, making sure they are still prioritized before moving on. The top voted HMW problem will be used to produce solutions. If there are two just start with the one on the left.

STEP 5

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Produce Solutions — 7mins

Write as many possible ways to tackle the How Might We challenge without any discussion. We’re aiming for Quantity over Quality Solutions don’t have to be written in any particular way– but they must be understandable to people reading. Don’t stop writing. If you get stuck, imagine how Uber, Google, Apple, or Amazon would solve this?

STEP 6

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Present Solutions — 4mins

Each Team member stand up at a wall/whiteboard to very quickly explain each solution as they stick them to the surface. Nobody else in the team is allowed to speak here. 4 minutes per person.

STEP 6

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Vote on Solutions — 10mins

The moderator now gives each team member is strip of six dots to vote on the solutions they think would best to test the solution in the short term within the next week.

STEP 7

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Prioritise Solutions - 30 Secs

The team now has 30 seconds to make a prioritized list of solutions  Ignore anything with the less than two votes.

STEP 8

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Decide what to execute on — 10 Mins

We use a simple effort/impact scale to determine which solutions to try ASAP, and which should be added to a to-do list, or backlog. Participants are allowed the vote on the placement of the Solution by saying “higher / lower” or “left / right”. Nothing more.

STEP 9

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Solutions into Actionable Tasks — 5 Mins

The person who wrote the solution to give actionable steps toward testing the solution. When I say actionable, I really mean something that could be executed on in the timeframe of 1–2 weeks. Assign person responsibility to execute on implementation of solution.

STEP 10

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Structure and Discipline Create the Freedom

As for the solutions that didn’t make it in to the “Sweet Spot”? We actually turn all the high impact solutions into actionable post-its and add them to our backlog so they don’t get forgotten. What you might see happening is that the sweet spot actions actually end up solving problems in a way that the higher effort solutions become obsolete and you can later rip them apart!

Conclusion.

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That’s it! In a short amount of time, your team has been able to define important challenges, produce solutions and prioritize what to execute on almost entirely without discussion! Executing and testing is what matters.

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Decision Jam www.studiorhoad.com/services/decision-jam/

Concept Sprint www.studiorhoad.com/services/concept-sprints/

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Thank you.865 789 0100 CHRIS@STUDIORHOAD.COM