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Copyright 2014 COWAN+
INNOVATINGIN THE
ENTERPRISE IIThe 20 MinuteBusiness Case
COWAN+
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Copyright 2014 Cowan Publishing
ALEX COWANAlexanderCowan.com
@cowanSF
ABOUT ME
Entrepreneur (5x)Intrapreneur (1x)
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ALEX COWANAlexanderCowan.com
@cowanSF
ABOUT ME
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Copyright 2014 Cowan Publishing
ABOUT ME
www.alexandercowan.com
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We ask users for their requirements and then do preciselywhat they ask.
The result is a frankensteinian; users revolt.
We need to know what to ask users, how to observe them,how to interpret what they say and do, and then apply ourideas on best practices to deliver something theyll like.
ORDER TAKING VS. CONSULTING
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ORDER TAKING VS. CONSULTING
We needvalues for thisimportantdrop-downmenu. Whatdo you wantthere?
Well, at mylast six jobswe used
{x, y, z}, so Iguess lets gowith that.
X
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Creating a thoughtful, durable system or product thatusers like is hard.
We need to better sell the design process and integrate itmore continuously into our solutions.
BUILDING VS. DESIGNING
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BUILDING VS. DESIGNING
Id like tospend moretime with thefolks insupport tounderstandhow they dothings and seewhat ideasthey have
about howthings shouldwork.
Lets notmake this ascienceproject. Wereshort on time.Lets just get[done/projectcomplete].
X
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We place our faith in the system to solve our problems,but software can only automate and enforce processes.
We need to pair thoughtful design with appropriatetechnology choices.
PAPERING PROBLEMS VS. SOLVING THEM
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PAPERING PROBLEMS VS. SOLVING THEM
Tell me aboutyour ordermanagementprocess andhow thatsworking foryou.
We dontexactly haveone. I washoping thatwould comewith thesystem.
X
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Plans deliver a sense of certainty, but that certainty isfalse.
Systems and process redesign is complex andincremental validation is critical.
Smaller batches with incremental validation are the fastestpath to a good outcome.
BIG BATCHES VS. ITERATION
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BIG BATCHES VS. ITERATION
Heres what Ithink we cando in the nexttwo weeksbased on thepriorities. Thenwe canreview.
Look, I needa plan for thewholeproject.
X
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THE SILVER BULLET?
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THE PLAYBOOK
Note: process inventory mostly applicable just on IT projects
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ALEX COWANAlexanderCowan.com
@cowanSF
SKILLS FOR THE FULL ENTERPRISE CONSULTANT
Specialties
D E
S I G N & U X
S F A
O R D E R M A N A G E M E N T
E X
T E N D E D C R M
B I L L I N G
E N
T E R P R I S E A R C H
.
. . .
D E
V E L O P M E N T
. . .
. . .
A N A L Y T I C S
. . .
. . .
. . .
TechnicalLiteracy
ARCHITECTUREFUNDAMENTALS
App. & PlatformIntegration
ROLES &SYSTEMS
Both Customer &Product Teams
FoundationConcepts
LEANDESIGNTHINKINGPROCESS
DESIGN AGILE
SOFTWAREFUNDAMENTALS
Model-View-Controller
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01 FRAME THE NEED
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01 WHY FRAME?
WHY?
1. Structure.
2. Linkage to success criteria.3. A drive to explicit, discussable designs.4. Linkage to company business model & strategy.
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01 HOW DO YOU SELL IT?CLIENTS DONT WANT TOPAY FOR STRATEGY(Or even design in some cases)- feel they already knowwhat they want- believe the software willessentially just work on its own
WITHOUT IT,SUCCESS IS HARD
- many stakeholders,much legacy perspective- change is hard, evenwhen its clearly alignedwith a strategic focus
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01 DEFINE STRATEGY AND LINK IT TO PROJECT
!"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESAre you sure you know the business?Quickly define it with a clinical positioning statement.
For (target customer) who (statement of the need or opportunity),the (product name) is a (product category) that (statement of keybenefit that is, compelling reason to buy). Unlike (primarycompetitive alternative), our product (statement of primary
differentiation).
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
For homeowners who want the control and affordability of doingtheir own home improvement, the Home Depot is a hardwareretailer that offers comprehensive selection at competitive prices.Unlike hiring professionals, our product helps you save money
and work on your own terms.
Example: Home Depot
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
Exercise: Create a Positioning StatementFor (target customer) who (statement of the need or opportunity),the (product name) is a (product category) that (statement of keybenefit that is, compelling reason to buy). Unlike (primarycompetitive alternative), our product (statement of primary
differentiation).
(5 min.)
see workbook item: Interview with Exec.Director on Background & Business Model
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESAre you sure you know the business?Quickly define it with a clinical positioning statement.
For children (k-12) seeking an expressive experience through thearts, the Childrens Theater is a performing arts institute that offersaffordable programming to low-income schools and children.Unlike private institutions, our product offers national quality
programming with a long track record of success.
Example: United Childrens Theater
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
!"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
ValuePropositions
CustomerSegments
Why do they buy? Who are they?
Broad SelectionCompetitive PricesConvenience
Do-it-yourselfersCasual ShoppersContractors
Example: Home Depot
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
ValuePropositions
CustomerSegments
Why do they buy? Who are they?
?ChildrenParentsTeachers & Admin.
Donors
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
ValuePropositions
CustomerSegments
Why do they buy? Who are they?
ChildrenParentsTeachers & Admin.
Donors
Quality arts educationUnique peer groupAffordability
Outsourcing arts functionCultivating arts locallyBetter Ed. for Low-Income Pupils
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESExercise:1. List your prioritizedCustomer Segments
block and ValuePropositions block2. Map your personas toyour Value Propositions
This work is licensed undertheCreativeCommons Attribution-ShareAlike3.0 Unported License. To view acopy ofthis license, visithttp://creativecommons.org/licenses/by-sa/3.0/orsend aletterto CreativeCommons, 171 Second Street, Suite300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.
Activity_1 Activity_2 Activity_3
Proposition_1Proposition_2Proposition_3
Persona_1Persona_2Persona_3
(3 min)
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
Example :UnitedChildrensTheater
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
!"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;
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AIDA
OR
ttentionnterest
esirection
nboardingetention
How do they rstnd out that you,your propositionexist?How do you breakthrough the noiseoor?
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AIDA
OR
ttentionnterest
esirection
nboardingetention
What is it thatengages them withyour proposition?How will youconnect?
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AIDA
OR
ttentionnterest
esirection
nboardingetention
Are you connectingwith an importantproblem scenario?Is your VP better
enough than thealternative?
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AIDA
OR
ttentionnterest
esirection
nboardingetention
What is absoluteminimum set ofactions required bythe customer tohave you deliver ontheir problem?
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AIDA
OR
ttentionnterest
esirection
nboardingetention
How do theybecome a regular,habitual user? Howwill you know ifthats happening?
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AIDA
OR
ttentionnterest
esirection
nboardingetention
How do youdeepen theirinvolvement?Investment? Howdo you get themtalking about it?
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01 STORYBOARDING AIDA(OR)
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01 STORYBOARDING AIDA(OR)
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?
SAMPLESdedicated personal service (onsite? offsite?)personal servicephone supportweb/email based tickets
web self-help and forums
SAMPLES
CustomerRelationships
Channels
SALEShand sales directhand sales indirectretail
webphonedelivery
PROMOTIONpersonal directpersonal indirectspecialty media
televisionradioAdWords + SEO
SERVICEdirect personalauthorized centerfield contractors
communityweb
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?
CustomerRelationships
Channels
Home Depotpersonal service
Home DepotSALESretail(web)
PROMOTIONmass media:newspapertelevision
radioAdWords + SEO
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?
CustomerRelationships
Channels
? ?
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?
CustomerRelationships
Channels
?Personal ServiceDirect Personal ServiceOnline Community
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?
CustomerRelationships
Channels
?Personal ServiceDirect Personal ServiceOnline Community
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?
CustomerRelationships
Channels
SALESDirectLocal Schools
PROMOTIONParents Auxiliary
SERVICEParents AuxiliaryFacebook
Personal ServiceDirect Personal ServiceOnline Community
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESExample:UnitedChildrensTheater
Exercise :DefineRelationships
& Channels(6 min )
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
!"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;
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!"#$&'()#$*#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;
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01 THREE BUSINESS MODEL TYPES
Infrastructure-DrivenUTILITIES TELECOM COMMODITIES
Scope-DrivenRETAIL BANKING CORP. LAW
Product-Driven
PACKAGED GOODS APP. SOFTWARE MEDIA
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01 THREE BUSINESS MODEL TYPES
INFRASTRUCTUREKimberly-Clark: paper pulp
DuPont: plastics and polymersSCOPEProcter & Gamble: cradle to grave productsBaby Store: everything for babies in one place
PRODUCTEarthBaby, TinyTots, Honest Company:compostable diapers and service
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01 THREE BUSINESS MODEL TYPES: IMPLICATIONS
EXAMPLE AREA INFRASTRUCTURE-DRIVENSCOPE-DRIVEN
PRODUCT-DRIVEN
Sales Process:
Highly standard or exible?
relatively
standardized
relatively exible (ideally Channel
sells)Pricing & Packaging:Highly standardized orcustomizable?
relativelystandardized
relativelycustomizable
relativelystandardized
Customer Support:
How systematic vs.customized?
relatively
systematic
relatively
customized
relatively
systematic
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical?
(5 min)
?Key
Activities
KeyResources
?
What assets are strategic?
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical?
KeyActivities
KeyResources
?Curriculum DevelopmentStudent DevelopmentSchool Programming
Volunteer DevelopmentDonor Development
What assets are strategic?
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical?
(3 min)
KeyActivities
KeyResources
?Curriculum DevelopmentStudent DevelopmentSchool Programming
Volunteer DevelopmentDonor Development
What assets are strategic?
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01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical? What assets are strategic?
KeyActivities
KeyResources
Curriculum DevelopmentStudent DevelopmentSchool Programming
Volunteer DevelopmentDonor Development
Track RecordFacilityDonor Relationships
CurriculumVolunteer Base
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01 DEFINE STRATEGY AND LINK IT TO PROCESSES
Example :United
ChildrensTheater
More onthe
BusinessModel
Canvas:
bit.ly/ nicebmc
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01 DEFINE STRATEGY AND LINK IT TO PROJECT
Who are the buyers/users
and why do they buy/use?What is the end-to-endcustomer experience?
What activities arestrategically important?
FRAMING FOCUSIf a product, you've framed its
relevance and success criteria.
If a process/systemsimprovement, you've framed
what's important.
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01 BUSINESS MODEL TO PROCESS INVENTORY
KeyActivities
FunctionalProcesses
Sub-Processes
PROCESSINVENTORY
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01 HOW DO YOU FRAME / PROCESS?
Unit of structure: the atomic rocessIt has an input transformative
steps
an output
and 3 metrics1. process
2. output3. outcome
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01 HOW DO YOU FRAME / PROCESS?
METRICSProcess: How many doorknobs/hour?Output: Portion of awed doorknobs?
Outcome: Did we validate that customers like the doorknobs?
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01 HOW DO YOU FRAME / PROCESS?
VALIDATING PROCESSESNVA: Non-Value Added Time (wasted time) >> ELIMINATEBVA: Business-Value Added Time (paperwork) >> MINIMIZE
RVA: Real Value-Added Time (work) >> MAXIMIZE
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01 PROCESS DESIGN & HALLWAY CONVERSATIONS
Executive Director
Nice to nally meet youExecutive Director. Cant waitto start. Whats on you A-list?
Lead qualication! Imtransitioning donordevelopment to a newperson and so its agood time for us toconsolidate andstructure bestpractices.
Tell me more about whatyoure doing now
[she does someexplaining]
So the input is a valid lead andthe output is a qualiedopportunity?
Yup
Salesforce Gal
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01 OUR SIMPLE (BUT FRAMED) PROCESS START
input output
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01 OUTPUTS AND CLOSING AN ITERATIONOUTPUT YOULL KNOW YOURE DONE WHEN
BUSINESS MODEL CANVAS You can condently describe (generally):Who are the customers and why do they buy?What is/are the customer journey(s)?What primary activities are strategically important?
(After the 1st iteration, just make sure you can connect whatyoure doing back to those items.)
PROCESS INVENTORY(for process improvement,internal IT, etc.)
The Key Activities describe all the major jobs youre observing.
1st Iteration: You can map at least two processes into theworking set of Key Activities. (Youll layer in more processes inthe next step).
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02 DIAGNOSE USER & BUSINESS PROBLEMS
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02 INPUTS AND STARTING AN ITERATIONINPUT YOULL USE IT FOR
BUSINESS MODEL CANVAS Focusing your diagnosis and anchoring it in whats important toenhancing the rms business model.
PROCESS INVENTORY Structuring your work around the rms Key Activities.
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02 DIAGNOSING USER NEEDS & PROBLEMS
The twin anti-poles of design failure
Doing preciselywhat the user asks
Assuming you know whatsbest and ignoring the user
! " # $ %
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02 DIAGNOSE WELL OR YOULL DETOUR
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02 DIAGNOSING
Find Observe Work ID Map
Get access to workingreal users.
Spend most of your timehere, focusing on 1sthand observation ofspecic examples .
Describe problemscenarios, alternatives
Map yourdiagnosis to the
persona and
problem+processframeworks
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02 DIAGNOSING
Find Observe Work ID Map
Describe problemscenarios, alternatives
Map yourdiagnosis to the
persona and
processframeworks
Get access to workingreal users.
Spend most of your timehere, focusing on 1sthand observation ofspecic examples .
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02 PERSONAS?
PERSONA
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02 EXAMPLE ENTERPRISE PERSONAS (LEONID SYS.)
Ritathe Reseller
Orsonthe Ofce Mgr.
Ignatiusthe IT Guy
Rhondathe Receptionist
Susan theSmall Bus. Owner
Keiththe Key System User
Amythe Assistant
Simonethe Standard User
Chuckthe Call Center Agent
Estebanthe Executive
Mikukothe Mobile User
Cindythe Call Center Manager
Customer Personas (Customers Customer)
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02 EXAMPLE ENTERPRISE PERSONAS (LEONID SYS.)
User Personas
Nietzschethe Network Eng.
Paolathe Provisioner
Sidneythe Sys. Admin.
Percival theProduct Manager
Sventhe Salesperson
Anthonythe Applications Eng.
Itzhakthe IT Developer
Frankthe Field Eng.
Samthe Support Eng.
Saulthe Site Developer
Fritzthe Field Eng. Manager
Brucethe Business Owner
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02 DIAGNOSING PERSONASTHINKS
What is their point of view on your area of interest?What do they like, dislike about it?Whats the difference in their view between how it is and how it should be?
SEES What inuences and informs them about your area of interest?Where do they get that? Peers? Media?
FEELS What are the underlying emotional drivers in the area?How does that inuence what they do and their interest in alternatives?DOES When you observe them, what do they actually do?
(photos help): )
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02 DIAGNOSING PERSONASTHINKS
What is their point of view on your area of interest?What do they like, dislike about it?Whats the difference in their view between how it is and how it should be?
SEES What inuences and informs them about your area of interest?Where do they get that? Peers? Media?
FEELS What are the underlying emotional drivers in the area?How does that inuence what they do and their interest in alternatives?DOES When you observe them, what do they actually do?
(photos help): )Exercise: Draft Think-See-Feel-Do for apersona in a project you did.
(5 min)
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DO EARLY, OFTENTheyre never 100% right. Thewin is to make them your go-totool for thinking about users.
FREQUENCY ! RELEVANCE
THINK-SEE-FEEL-DOKeep things focused andrelevant with think-see-feel-do.
T-S-F-D
SEGMENT BY ROLEOrganizing around roles helpsavoid confusion if some userswear multiple hats.
ROLES
ALEX COWANAlexanderCowan.com
@cowanSF
02 THREE TIPS ON CREATING ENT. PERSONAS
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02 PERSONAS? PROBLEM SCENARIOS?
PROBLEMSCENARIO
ALTERNATIVES
YOUR VALUE
PROPOSITIONS
X
?
!
What are the fundamentalobs that need doing?
How is the user doing thosetoday? How is that working?
What are we implenting
PERSONA
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
Whats on your A-list right nowin Donor Development?
Im spending a lot oftime with our newDevelopment Manager,showing her whatsworked in with donors
in the past and whereto focus month tomonth based on whatwe have going on andour objectives.
Salesforce Gal Executive Director
How are you tracking all that? Just a spreadsheet onour shared drive.
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
Key Activity: Donor Development
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
Anything else on DonorDevelopment? What else hasto get done in the process?
Well, we want torecognize thedonations, let themknow our appreciation.With the new folks and
scaling, we sometimesdrop the ball on that,which we just have gotto x.
Salesforce Gal Executive Director
What do you typically do forrecognition?
Minimum, we send anemail. For the really big
ones, I send a hand-written note.
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistentlyrecognizing donors (forlonger term relationshipdevelopment)
Manual process with nochecks, tracking orautomation
Key Activity: Customer Creation
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
What else on DonorDevelopment?
Its not easy to getwhat I need to managethe business, shortterm and long term.Short term, I need to
where were atquarterly.
Long term, I have myideas but Id like abetter picture of whereour donations have
come from and how weapproached thosedonors.
Salesforce Gal Executive Director
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Reducing the overheadrequired to obtainreliable visibility onsales progress towardsquarterly goals
Manual reportingprocess via Excel(periodically updated)
Maintaining perspectiveon historical relationshipbetween activities anddonor segments
Manually review variousExcel reporting byperiod
Key Activity: Customer Creation
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02 DIAGNOSING
Find Observe Work ID Map
Start with Key Activities(then any childprocesses).Ask Who owns this?Get access to workinglevel users (vs. justmanagement).
Spend most of your timehere, focusing on 1sthand observation ofspecic examples .Start with processowners, then get withother responsible users.
Describe problemscenarios, alternatives
Map yourdiagnosis to the
persona and
processframeworks
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02 SALESFORCE GAL DIAGNOSES WITH DON
Thanks for taking the time.Can you tell me about how youqualify leads?
Sure. Pretty much I [general answer]
Could you walk me through a
recent example?
You bet [more of the
specics SFG needed]So, rst you qualify on whetherthe donor funds the arts, fundslocal education, and thenwhether they have current yearfunds?
Yup
Salesforce Gal Don in Development
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02 SF GAL DIAGNOSES LEAD QUAL. PROCESS
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02 SALESFORCE GAL DIAGNOSES WITH DON
Then what happens? If theyre a possible tbut not this year or notuntil were doingsomething in particular,I mark them as not
qualied yet but makea note to myself to callthem back.
If theyre not for us, Imark them dead.
If they look good I putthem on my priority list.
Salesforce Gal Don in Development
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02 SALESFORCE GAL DIAGNOSES WITH DON
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02 SALESFORCE GAL DIAGNOSES WITH DON
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
Anything else on DonorDevelopment? What else hasto get done in the process?
Well, we want torecognize thedonations, let themknow our appreciation.With the new folks and
scaling, we sometimesdrop the ball on that,which we just have gotto x.
Salesforce Gal Executive Director
What do you typically do forrecognition?
Minimum, we send anemail. For the really big
ones, I send a hand-written note.
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
Anything else on DonorDevelopment? What else hasto get done in the process?
Well, we want torecognize thedonations, let themknow our appreciation.With the new folks and
scaling, we sometimesdrop the ball on that,which we just have gotto x.
Salesforce Gal Executive Director
What do you typically do forrecognition?
Minimum, we send anemail. For the really big
ones, I send a hand-written note.
(10 min)see workbook item: Interview with Exec.Director on Donor Recognition
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
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02 SALESFORCE GAL DIAGNOSES WITH THE ED
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03 PROPOSE SOLUTIONS
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03 INPUTS AND STARTING AN ITERATIONINPUT YOULL USE IT FOR
PERSONAS BY USER ROLEPERSONAS BY CUSTOMERROLE
Establishing how your implementation will benet the business.
Organizing your validation criteria for denitive testing.
PROBLEM SCENARIOS +
ALTERNATIVES
(same as above)
SOLUTION DEFINITIONS Dene your solution in terms that are discussable, actionable,and testable via specic experimentation and related metrics.
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03 THE PROBLEM OF PROPOSING
?
Propose
AgreeDeliver
Its tricky.
We all have tograpple with theright recipe.
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03 THE PROBLEM OF PROPOSING
a. Propose problems + propositionsb. Propose a testable solutionc. Propose small batchesd. Propose accountable reporting
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03 PROPOSING PROBLEMS + PROPOSITIONS
Get agreement (or acceptance)on definition and priority
Provide context for where you
see the best wins
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03 PROPOSING PROBLEMS + PROPOSITIONS
StrategicFraming
ProblemScenario +Alternative +Your Ideas onPropositions
Ranking Wins?ReductionAutomationConsolidationVisibility
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03 PROPOSING PROBLEMS + PROPOSITIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
?
Key Activity: Donor Development
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03 PROPOSING PROBLEMS + PROPOSITIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation of
follow-ups and relatednotices to help prioritizework
Key Activity: Donor Development
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03 PROPOSING PROBLEMS + PROPOSITIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistentlyrecognizing donors (forlonger term relationshipdevelopment)
Manual process with nochecks, tracking orautomation
?
Key Activity: Donor Development
(3 min)
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03 PROPOSING PROBLEMS + PROPOSITIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistentlyrecognizing donors (forlonger term relationshipdevelopment)
Manual process with nochecks, tracking orautomation
The Salesforceimplementation willautomate recognitionand track it for account& sales management.
Key Activity: Donor Development
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03 PROPOSING TESTABLE SOLUTIONS
6.a PIVOT
experimentsdisprovehypothesis
01 IDEA!
02 HYPOTHESIS
03 EXPERIMENTAL DESIGN
04 EXPERIMENTATION
05 PIVOT OR PERSEVERE?
6.b PERSEVERE
experimentsprove hypothesis
Formulate from problem scenario-alternatives-value proposition trios
Organize against valuepropositions
Progressive testingwith users
Change approach or scale
up? (The quicker you get tothis point the easier it is to
make changes.)
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03 PROPOSING TESTABLE SOLUTIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework
0 Day : ?
Key Activity: Donor Development
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03 PROPOSING TESTABLE SOLUTIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework
0 Day : DM inputs last 5prospects; they go intoelds as designedwithout additionalsupport or questions
30 Day : ?
Key Activity: Donor Development
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03 PROPOSING TESTABLE SOLUTIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework
0 Day : DM inputs last 5prospects; they go intoelds as designedwithout additionalsupport or questions
30 Day : logins on atleast 18 working days
90 Day : ?
Key Activity: Donor Development
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03 PROPOSING TESTABLE SOLUTIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework
90 Day : Denitiveresults on salesexecution againststrategic market plan+ Result: 80% newgrowth is in Accountstypes in targetsegments- Result: Most growth isnot in target segmentsand the underlyingreason can be identiedin Opportunity post-mortems
Key Activity: Donor Development
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03 PROPOSING PROBLEMS + PROPOSITIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistentlyrecognizing donors (forlonger term relationship
development)
Manual process with nochecks, tracking orautomation
The Salesforceimplementation willautomate recognition
and track it for account& sales management. ?
Key Activity: Donor Development
(4 min)
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03 PROPOSING PROBLEMS + PROPOSITIONS
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistentlyrecognizing donors (forlonger term relationship
development)
Manual process with nochecks, tracking orautomation
The Salesforceimplementation willautomate recognition
and track it for account& sales management.
0 Day: DM inputssample opportunities(with test addresses);
the recognitioncorrespondence postsas expected
30 Day: ClosedOpportunities arereceiving recognition as
expected and this isvisible
Key Activity: Donor Development
(10 min)
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03 PROPOSE SMALL BATCHES
Stay accountable, butin tighter loops.Frame projects around appropriatelydefined success criteria (strategic &directional).
Avoid the false certainty of the
gantt chart.
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03 PROPOSE ACCOUNTABLE REPORTING
What did we accomplish this week?What will we accomplish next week?What obstacles are impeding ourprogress?
Highlight dependencies on internal/client resources.If you need them, say so. Managers hate surprises.
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03 PROPOSE ACCOUNTABLE REPORTING
What did we accomplish this week?What will we accomplish next week?What obstacles are impeding ourprogress?
Highlight dependencies on internal/client resources.If you need them, say so. Managers hate surprises.
Exercise :Draft aStandup forYour Project(5 min )
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03 OUTPUTS AND CLOSING AN ITERATION
OUTPUT YOULL KNOW YOURE DONE WHEN
PROPOSITIONS (FRAMEDAGAINST PROBLEMSCENARIOS)
Youre condent about the incremental value of the deployment.
You have a sense of where the best wins reside.
VALIDATION CRITERIA You can visualize yourself presenting a denitive set of results.
SOLUTION DEFINITIONS Youre ready to start writing user stories for implementation.
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04 EXECUTE SOLUTIONS
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04 EXECUTE SOLUTIONS
Agile user storiesremain some ofthe best inputs.
PERSONASPROBLEM SCENARIOS
STORIES
Epic Stories
Stories
Test Cases
As a [persona],I want to [do something]so that I can [derive a benet]
Bind them to yoursolution proposition.
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04 A SUMMARY OF THE DELIVERABLES SO FAR
!
THINK SEE
FEEL DO
PERSONAS
Who?
X
PROBLEMSCENARIOS &ALTERNATIVES
What?
PROPOSITIONS& ASSUMPTIONS
What if?
!
USERSTORIES &EARLYEXECUTIONS
How?Scale?
Revise?
PRODUCT &PROMOTION
/
VALIDATIONTESTING
Show me?
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04 A SUMMARY OF THE DELIVERABLES SO FAR
PRODUCT &PROMOTION
/
Did theimplementationdeliver on the story?
!
THINK SEE
FEEL DO
PERSONAS
Do weunderstand thisuser? What theydo and why?
PROPOSITIONS& ASSUMPTIONS
!
Did we makethings better?
X
PROBLEMSCENARIOS &ALTERNATIVES
How does theirwork link to theKey Activities?What is it?Hows it going?
USERSTORIES &EARLYEXECUTIONS
VALIDATIONTESTING
How did theuser react?
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04 SALESFORCE GAL DIAGNOSES A STORY
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04 SALESFORCE GAL DIAGNOSES A STORY
STORY TEST
As a donor manager, I want to recordthe Lead qualications so myself orsomeone else can readily follow up
with them on relevant next steps.
Make sure its possible to qualify and record their charter.?: Should this be a simple yes/no on arts & k-12? If so, in aggregate or separately??: Notion- would it be useful to record the URL if its online?
?: Place to make notes? If so, just one for general, or some kind of prompt or relationship to other items??: Whats in the DMs notes for a typical qualication?
Make sure its possible to qualify current year funds.?: What else is relevant here? Qualify when their new fund year/scal year starts? Size of typical donation?
As a donor manager, I want to record the prospects qualications so Iunderstand if and how I should progress with them.
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04 SALESFORCE GAL DIAGNOSES A STORY
(5 min)
Exercise:Write an epic
and relatedstories aroundthe completion
of personal
donorrecognition.
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04 SALESFORCE GAL DIAGNOSES A STORY
STORY TEST
As the ED, I want to quickly Make sure the donors name and address (email and/or street address) is clearly visible understand the donor and theircontribution so I can follow up
Make sure the donors relationship to United Childrens Theater is clearly visible, including: parent, parent of alumni,alumni, performer, audience member
research. Make sure any past donations are visible
?: Can we review a sample of past letters to see what other details might be pertinent?
As the ED, I want to record when and If the follow-up is written, make sure theres an easy way to attach it and association it to the donor and donation
that in the future and anyone whosdealing with the donor can easily seethis for account visibility.
If the follow up is an email, make sure its logged in the same fashion
As the ED, I want to optionally includevouchers to a future show so weencourage continued involvement andrelationship development.
Make sure the vouchers are recorded and easily redeemable
As the executive director, I want to follow up a donation with a personalizedresponse so we show our appreciation and develop the relationship.
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04 A LITTLE MORE ON STORIES
User stories are NOT specifications or requirements.If you have questions attached to your stories- GOOD!
Find the right people for discussions
about stories and use those to focusthe implementation
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04 OUTPUTS AND CLOSING AN ITERATION
OUTPUT YOULL KNOW YOURE DONE WHEN
USER STORIES You know what to implement and how to validate it with users.
WORKING IMPLEMENTATIONS Users can get through at least the 0 Day validation criteria.
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05 TEST SOLUTIONS
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05 OUTPUTS AND CLOSING AN ITERATIONOUTPUT YOULL USE IT FOR
VALIDATION CRITERIA Establishing success criteria for your testing.
USER STORIES Organizing your the details of your testing.
WORKING IMPLEMENTATIONS Having something to test with users.
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05 VALIDATE SOLUTIONS
Detailed
observationsof a few users
Aggregate
results frommore usersFrequent tweaks
are easier
Dont waste time trying
to achieve statisticallyvalid results
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05 LOG KEY USABILITY QUESTIONS AS YOU GO
brand lattice UI:
Drag and drop isnt yet in common use.Would users get it?
Noted as key assumption and became earlyfocal item in user test
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05 ITERATING BASED ON TEST RESULTS70% of usersdidnt get thedrag and dropin this version
This change inthe annotationwas enough sothey got it
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ALEX COWANAlexanderCowan.com
@cowanSF
05 VALIDATING AGAINST FUNDAMENTALS
ProtDrivers
RevenueDrivers
Tighter Proposition (website, pres., etc.)
Finite Cost
Finite Deliverables
Increased Use of Channels
Ease of Entry
Easy to See What's on MenuUpsell
Intellectual Property Multipliers
Tighter Talent Denition
Simpler Training, Eval., Promotion
Cost of DeliveryCostDrivers
Less Consultative Selling
Simplied ContractingCost of Sales
Standard Project Management
Comparable Post Mortems
EngagementManagement
(example: product-driven consulting)
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05 DEFINE STRATEGY AND LINK IT TO PROCESSES
0 Day: Usability relative to problemscenarios30 Day: Early customer relevance
90 Day: Performance on problemscenarios and engines of growthThis work is licensed underthe CreativeCommons Attribution-ShareAlike3.0 Unported License. To view a copy ofthis license, visithttp://creativecommons.org/licenses/by-sa/3.0/orsend aletterto CreativeCommons, 171 Second Street, Suite300, San Francisco, California, 94105, USA.Thetemplates herearemadeavailableon thesameCC licenseterms as theoriginalcanvas.O ! eringCustomers
Infrastructure
Cost_1Cost_2Cost_3
Partner_1Partner_2Partner_3
Activity_1 Activity_2 Activity_3
Resource_1Resource_2Resource_3
Revenue_1Revenue_2Revenue_3
Relationship_1Relationship_2Relationship_3
Channel_1Channel_2Channel_3
Proposition_1Proposition_2Proposition_3
Persona_1Persona_2Persona_3 REVENUE DRIVERS
0 Day: Usability relative to process design30 Day: Still using it?90 Day: Performance relative to process design metrics
COST DRIVERS
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05 TESTING YOUR SOLUTIONS- COST DRIVERS
0 Day 30 Day ID
DOES IT WORK?Deep testing on realdata with a verysmall set of users.
90 Day
DOES IT STICK?Post deploy, areusers engaged atexpected levels? Ifnot, why not?
DID IT MATTER?Is it delivering on thetarget propositions?
If not, why not?
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05 EXAMPLE TESTS- IT/COST
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation of
follow-ups and relatednotices to help prioritizework
0 Day : DM inputs last 5prospects; they go intoelds as designedwithout additionalsupport or questions
30 Day : logins on atleast 18 working days
90 Day : ?
Key Activity: Donor Development
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05 EXAMPLE TESTS- IT/COST
PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for accounttracking on shared drive
The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation of
follow-ups and relatednotices to help prioritizework
90 Day : Denitiveresults on salesexecution againststrategic market plan+ Result: 80% newgrowth is in Accountstypes in targetsegments- Result: Most growth isnot in target segments
and the underlyingreason can be identiedin Opportunity post-mortems
Key Activity: Donor Development
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05 EXAMPLE TESTS- PRODUCT/REVENUE
PRODUCT RELEVANCE
PROMOTION
see Venture Design!
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05 EXAMPLE TESTS- PRODUCT RELEVANCE
!
THINK SEE
FEEL DO
PERSONAS
Who?
X
PROBLEMSCENARIOS &ALTERNATIVES
What?
PROPOSITIONS& ASSUMPTIONS
What if?
!
USERSTORIES &EARLYEXECUTIONS
How?Scale?
Revise?
PRODUCT &PROMOTION
/
VALIDATIONTESTING
Show me?
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05 EXAMPLE TESTS- PRODUCT/REVENUE
PRODUCT RELEVANCE
PROMOTION
see Venture Design!
Engine of Growth? - Paid: How do sales and marketing investments perform throughthe funnel? What is acquisition cost vs. lifetime value (LTV?) - Sticky: Rate and quantity of repeat usage?
- Viral: Rate of sharing (social media, email, discount codes, etc.).
Dispositions of viral coefcient.
source on Engines of Growth: Lean Startup
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05 OUTPUTS AND CLOSING AN ITERATIONOUTPUT YOULL KNOW YOURE DONE WHEN
TESTED SOLUTIONS You know whether youre solution is ready for the next level ofvalidation (30 day vs. 90 day, etc.)
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06 PACKAGE SOLUTIONS
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MEASUREMENT AND THE BUSINESS CASE
You can guess the temperaturetomorrow and be pretty close.
But out to three signicant digits?
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ALEX COWANAlexanderCowan.com
@cowanSF
MEASUREMENT AND THE BUSINESS CASE
ProtDrivers
RevenueDrivers
Tighter Proposition (website, pres., etc.)
Finite Cost
Finite Deliverables
Increased Use of Channels
Ease of Entry
Easy to See What's on MenuUpsell
Intellectual Property Multipliers
Tighter Talent Denition
Simpler Training, Eval., Promotion
Cost of DeliveryCostDrivers
Less Consultative Selling
Simplied ContractingCost of Sales
Standard Project Management
Comparable Post Mortems
EngagementManagement
(example: product-driven consulting)
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