better product definition with lean ux and design thinking
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BETTER PRODUCT DEFINITION WITH LEAN UX & DESIGN THINKING
Crisp - May 2013
@neo_innovation || @jboogie
@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/
@neo_innovation || @jboogie
@jboogie
“100,000 have registered and over 230,000 people visit each month.”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neo_innovation || @jboogie
@jboogie
“People often tell me “I like Plancast, but I never have any plans to share.”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neo_innovation || @jboogie
@jboogie
“Most social networks feed primarily on vanity….Sharing plans, unfortunately, doesn’t present the same opportunity to show off and incur the same subsequent happy feelings.”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neo_innovation || @jboogie
@jboogie
“…[lack of an invitation feature]…caused a situation where many people feel awkwardly aware of events to which they don’t feel welcome…”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neo_innovation || @jboogie
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neo_innovation || @jboogie
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neo_innovation || @jboogie
“…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 wasn’t 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...”
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neo_innovation || @jboogie
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neo_innovation || @jboogie
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neo_innovation || @jboogie
“…We spent months on that system. We had to make sure our servers could handle…huge 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 else’s (Facebook and Twitter’s) plan.
Flop...”
@jboogie
Key questions:
How long do we wait before launch?
@neo_innovation || @jboogie
@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?
@neo_innovation || @jboogie
REQUIREMENTS ARE ACTUALLY ASSUMPTIONS
@jboogie@neo_innovation || @jboogie
@jboogie
Do you know this product manager?
@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
Requirements = Assumptions
@jboogie@neo_innovation || @jboogie
Requirements = Assumptions
We know We believe
@jboogie@neo_innovation || @jboogie
Requirements = Assumptions
We know We believe
Let’s build it! Let’s test it!
@jboogie@neo_innovation || @jboogie
DESIGN THINKING CAN HELP!
@jboogie@neo_innovation || @jboogie
@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
@neo_innovation || @jboogie
I’VE HEARD GOOD THINGS ABOUT THIS LEAN UX THING TOO
@jboogie@neo_innovation || @jboogie
@jboogie
Lean UX
Inspired by Lean Startup and Agile development theories, it’s 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.
That’s me!I said this.
@neo_innovation || @jboogie
PRIORITIZE LEARNING OVER GROWTH
@jboogie@neo_innovation || @jboogie
@jboogie
Early product definition assumptions include…
@neo_innovation || @jboogie
@jboogie
Early product definition assumptions include…Who is our customer?
@neo_innovation || @jboogie
@jboogie
Early product definition assumptions include…Who is our customer?
What pain points do they have related to our product or service?
@neo_innovation || @jboogie
@jboogie
Early product definition assumptions include…Who is our customer?
What pain points do they have related to our product or service?
How will our product/service solve their pain points?
@neo_innovation || @jboogie
@jboogie
Early product definition assumptions include…Who is our customer?
What pain points do they have related to our product or service?
How will our product/service solve their pain points?
What features are important?
@neo_innovation || @jboogie
@jboogie
Early product definition assumptions include…Who is our customer?
What pain points do they have related to our product or service?
How will our product/service solve their pain points?
What features are important?
What is our differentiation?
@neo_innovation || @jboogie
@jboogie
Early product definition assumptions include…Who is our customer?
What pain points do they have related to our product or service?
How will our product/service solve their pain points?
What features are important?
What is our differentiation?
What is our business model?@neo_innovation || @jboogie
@jboogie
…which we then turn into hypotheses…
@neo_innovation || @jboogie
@jboogie
…which we then turn into hypotheses…
We believe that
@neo_innovation || @jboogie
@jboogie
…which we then turn into hypotheses…
We believe that [building this feature]
@neo_innovation || @jboogie
@jboogie
…which we then turn into hypotheses…
We believe that [building this feature] [for these people]
@neo_innovation || @jboogie
@jboogie
…which we then turn into hypotheses…
We believe that [building this feature] [for these people] will achieve [this outcome].
@neo_innovation || @jboogie
@jboogie
…which we then turn into hypotheses…
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].
@neo_innovation || @jboogie
@jboogie
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.
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
Requirement: Provide each paying customer with a personal job search assistant available via email and phone
@neo_innovation || @jboogie
@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
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
How could we have better defined our products?
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
How could we have better defined our products?
Articulated our assumptions
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
How could we have better defined our products?
Articulated our assumptions
Defined our hypotheses
@neo_innovation || @jboogie
@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
@neo_innovation || @jboogie
@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?
@neo_innovation || @jboogie
@jboogie
What problem are you trying to solve?
@neo_innovation || @jboogie
@jboogie
What problem are you trying to solve?
How will you solve it?
@neo_innovation || @jboogie
@jboogie
What problem are you trying to solve?
How will you solve it?
How do you know it will work?
@neo_innovation || @jboogie
@jboogie
How does this change the way a team approaches a project?
@neo_innovation || @jboogie
@jboogie
How does this change the way a team approaches a project?
The measure of progress changes…
@neo_innovation || @jboogie
@jboogie
How does this change the way a team approaches a project?
The measure of progress changes…
…from output to outcome.
@neo_innovation || @jboogie
@jboogie
You can launch features…and they can still suck.
@neo_innovation || @jboogie
@jboogie
Output
@neo_innovation || @jboogie
@jboogie
Outcome
@neo_innovation || @jboogie
@jboogie
Impact
@neo_innovation || @jboogie
@jboogie
Many companies currently manage to output.
Instead, they need to focus on outcome and not task teams with responsibility for impact.
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
@neo_innovation || @jboogie
@jboogie
Case Study: TheLadders
14%@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
MAKE DECISIONS BASED ON OBJECTIVE OBSERVATIONS
@jboogie@neo_innovation || @jboogie
@jboogie
Kill
@neo_innovation || @jboogie
@jboogie
Pivot
@neo_innovation || @jboogie
@jboogie
Double-down
@neo_innovation || @jboogie
@jboogie
Case Study: Lenddo
@neo_innovation || @jboogie
@jboogie
Case Study: Lenddo
@neo_innovation || @jboogie
@jboogie
Case Study: Lenddo
@neo_innovation || @jboogie
MITIGATE RISK BY NOT BUILDING THINGS PEOPLE DON’T WANT
@jboogie@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
Entering a new market
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
Entering a new market
Heavy investment
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
Entering a new market
Heavy investment
High risk
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
Entering a new market
Heavy investment
High risk
Long term initiative
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
In-class observation
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
In-class observation
V1 = PDF content test
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
In-class observation
V1 = PDF content test
V2 = card sorting
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
In-class observation
V1 = PDF content test
V2 = card sorting
V3 = clickable prototype
@neo_innovation || @jboogie
@jboogie
Case Study: Sesame Street
In-class observation
V1 = PDF content test
V2 = card sorting
V3 = clickable prototype
Not a line of code written
@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
@jboogie
Case Study: Agile UX NYC 2012
@neo_innovation || @jboogie
@jboogie
Case Study: Agile UX NYC 2012
Would anyone attend our conference?
@neo_innovation || @jboogie
@jboogie
Case Study: Agile UX NYC 2012
Would anyone attend our conference?
Lots of up front costs
@neo_innovation || @jboogie
@jboogie
Case Study: Agile UX NYC 2012
Would anyone attend our conference?
Lots of up front costs
Increasing fidelity of tests
@neo_innovation || @jboogie
@jboogie
Case Study: Agile UX NYC 2012
@neo_innovation || @jboogie
LEAN UX AND DESIGN THINKING ARE NOT JUST FOR DESIGNERS
@jboogie@neo_innovation || @jboogie
@jboogie
Cross-functional teams…
@neo_innovation || @jboogie
@jboogie
Cross-functional teams…
Bring perspective to the product definition process from all disciplines
@neo_innovation || @jboogie
@jboogie
Cross-functional teams…
Bring perspective to the product definition process from all disciplines
Possess increased empathy for the user
@neo_innovation || @jboogie
@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
@neo_innovation || @jboogie
@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
@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
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.
@jboogie
Case Study: PayPal
@neo_innovation || @jboogie
@jboogie
Case Study: PayPal
@neo_innovation || @jboogie
@jboogie
Defining the right product…
@neo_innovation || @jboogie
@jboogie
Defining the right product…
Reduces the time spent building the wrong product
@neo_innovation || @jboogie
@jboogie
Defining the right product…
Reduces the time spent building the wrong product
Builds team-wide momentum & shared understanding
@neo_innovation || @jboogie
@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
@neo_innovation || @jboogie
@jboogie
By shifting the way we work…
@neo_innovation || @jboogie
@jboogie
By shifting the way we work…
Requirements are assumptions
@neo_innovation || @jboogie
@jboogie
By shifting the way we work…
Requirements are assumptions
Focus on outcomes
@neo_innovation || @jboogie
@jboogie
By shifting the way we work…
Requirements are assumptions
Focus on outcomes
Work together to come up with ideas
@neo_innovation || @jboogie
@jboogie
By shifting the way we work…
Requirements are assumptions
Focus on outcomes
Work together to come up with ideas
Test those ideas ruthlessly
@neo_innovation || @jboogie
@jboogie
Thank you!
@jboogie
www.leanuxbook.com
@neo_innovation || @jboogie
www.neo.com