WILL EVANS // NORTH AMERICA // SUMMER 2016

NEW MODELSo f p u r p o s e - d r i v e n i n n o v a t i o n i n k n o w l e d g e w o r k

Every exploration is an appropriation.“

– ROLAND BARTHES

”

LET’S STARTWITH AN EXERCISE

LET’S STARTWITH AN EXERCISE

Which is timed!

The central threat to the legal industry has been put into motion by the power of disruptive innovation. The theory of disruptive innovation explains why it is so difficult for organizations to sustain success over time.

“

- CLAYTON CHRISTENSEN

”

WHAT CHALLENGES HAVE WE FACED?

A = What your job description says

B = What you can do

AA

B

Apart from inquiry, apart from the praxis, individuals cannot be truly human. Knowledge emerges only through invention and re-invention, through the restless, impatient, continuing, hopeful inquiry human beings pursue in the world, with the world, and with each other.

- Paulo Freire

“

”

Lean Startup

A p o s t - p o s i t i v i s t a p o l o g e t i c s o f a “ m o v e m e n t ” .

WHAT IS LEAN STARTUP?*

* Lean Startup ≠ Lean

ASSERTIONS OF LEAN STARTUP

• Entrepreneurs are everywhere

• Entrepreneurship is a form of Management

• Cycle: Build-Measure-Learn

• Validated Learnings

7 KEYS TO LEAN STARTUP

1. Uncover your customers’ pain points through research

2. Invalidate your assumptions

3. Formulate hypotheses

4. Collaborative ideation

5. Experiments, NOT solutions

6. Learning isn’t failure

7. Amplify what works

The problem with many projects is that you spend months or years doing research, writing requirements, designing and

building products and services…

and discover no customer cares.

Life is too short to build something nobody wants.

“

- ASH MAURYA

”

IT STARTED WITH A QUESTION

If startups fail from a lack of customers not product development failure…

Then why do we have:

• A process for product development?

• No process for customer development?

TRADITIONAL PRODUCT DEVELOPMENT

TRADITIONAL PRODUCT DEVELOPMENT

DEFINE DESIGN DEVELOPMENT DEPLOYMENT

V e r y l i t t l e l e a r n i n g

S o m el e a r n i n g

M o s t l e a r n i n g h a p p e n s h e r e

“A Startup is a human institution designed to deliver a product or

service under conditions of extreme uncertainty”

– Eric Ries

A startup is a human institution designed to deliver a product or service under conditions of extreme uncertainty.

“

- ERIC RIES

”

Waste is any human activity which absorbs resources, but creates no value.

- James P. Womack & Daniel T. Jones

* Lean Startup ≠ Lean

If you can’t describe what you are doing as a process, you don’t know what you’re doing.

“

- EDWARDS DEMING”

Lean Startup* Cycle

* Lean Startup ≠ Lean

THE CUSTOMER DEVELOPMENT PROCESS

THE CUSTOMER DEVELOPMENT PROCESSin other words…

THE CUSTOMER DEVELOPMENT PROCESS

THE EARLYVANGELIST

1. Has a problem

2. Is aware of having a problem

3. Has been actively looking for a solution

4. Has put together a solution out of piece parts

5. Has or can acquire a budget

HIGH OCCURRENCE

LOW OCCURRENCE

LOW PAIN HIGH PAIN

High FrequencyHigh Pain

High Frequencylow Pain

Low FrequencyHigh Pain

Low Frequencylow Pain

HIGH OCCURRENCE

LOW OCCURRENCE

LOW PAIN HIGH PAIN

High FrequencyHigh Pain

High Frequencylow Pain

Low FrequencyHigh Pain

Low Frequencylow Pain

REMEMBER

Your sole objective is to learn.

1. Clearly articulate & test your assumptions about the customer

2. “Get out of the building”

3. Small cycles

4. Experiments

5. Iterate based on what you learned.

6. Don’t invest in anything that isn’t validated

HOW TO DO IT: LEAN STARTUP META-RULES

“A Product Roadmap is a series of untested hypotheses based on unvalidated assumptions

plotted into an uncertain future baring little resemblance to, or coherence with, reality."

- WILL EVANS

Minimum Viable Product

A MOST MISUNDERSTOOD TERM IN SOFTWARE

MINIMAL VIABLE PRODUCT

A Most Misunderstood Term in Software

WHAT IS AN MVP?The minimum amount of effort you have to do to complete exactly

one turn of the Build-Measure-Learn feedback loop.

SPEED, FOCUS, LEARNING

Speed

FocusLearning

CHASING YOUR TAIL

PREMATURE OPTIMAZATION

RUNNING OUT OF RESOURCES

THE OPTIMAL LEARNING LOOP

Your team should maximize for: Focus Learnings

While Minimizing:Cycle Time

4 KINDS OF MVP

EXPLORATIONAn interaction with the customer that focuses on investigation of his or her problems to understand past behavior and see if it is top of mind.

PITCHAn interaction with the customer that attempt to sell the product to a customer in exchange for some form of currency: time, money, or work.

CONCIERGEDelivering the product as a service to the customer to see if the delivery matches the customer’s expectations.

PROTOTYPE (OR FEATURE FAKE)A small, testable model whose sole purpose is to get feedback from a customer.

In order to reduce waste and speed up learning, you need to pare down your prototypes so that all you have

left is the essence of your product:

The MVP.

YOUR MVP SHOULD BE LIKE A GREAT REDUCTION SAUCE

concentrated, intense, and flavorful

MVPsP

RO

DU

CT

FID

EL

ITY

C O V E R A G E( N UM B ER O F C US T O M ER S)

Low

many

High

Few

(Size = effort and feedback cycle length)

Interview

PaperSketch

PaperMockup

Concierge MVP

A/B TestingThe Product

Software Prototype

Ad-WordsCampaign

Video

STEPS TO MVP

• Start with a single customer

• Start with the Number One Problem

• Eliminate nice-to-haves & don’t-needs

• Repeat Step 3 for your Number Two & Number 3 Problems

• Consider other customer requests – prioritize them as well

• Charge from day one (if you can)

• Focus on learning, not optimization or scaling

Lean UX

Lean UX Cycle

THE LEANUX KATA

• Who is the customer? • What is their problem?• What do you know and how do you know it?• What are your assumptions? How will you test

them? • What have you learned and what should you learn

next?• What is your very next experiment? • How will you measure it?

WHAT IS UX DESIGN?

User experience is about how you design solutions and services that

solve real human needs…

• Articulated context• Focus on people, not technology• Centered on customer’s needs, goals, desires• Clear hierarchy of information and tasks• Focus on simplicity; reduce visual complexity• Provide strong information scent• Use constraints appropriately• Make actions reversible• Provide meaningful feedback

PRINCIPLES OF UX

• Products and services must serve people

• Respect all ways in which value is delivered to customers

• Use technology intelligently to serve the customer experience

Notice that none of these principles are anchored in a specific medium or modality of interation.

VARIANT

Design Thinking

Designers make explicit their sense-making and framing as they attempt to make meaning out of

research through modeling.

A problem well stated is mostly solved.

The problem is stating a problem well is really hard.

WHERE IS DESIGN INNOVATION?

Technologyfeasibility

Businessviability

Human Valuesusability, desirability

DesignInnovation

Design:

CONSTRAINTS

BREAKTHROUGH

XBETTER

SOLUTION

XPROBLEM

EXPLOITATION VS EXPLORATION

DIVERGE CONVERGE

Create Choices Make Choices

KNOWLEDGE FUNNEL

KNOWLEDGE FUNNEL

Our real goal, then, is not so much fulfilling manifest needs by creating a speedier printer or a more ergonomic keyboard; that’s the job of designers. It is helping people to articulate the latent needs they may not even know they have, and this is the challenge of design thinkers.

- TIM BROWN

“

”

FRAMINGSensemaking and Problem Setting

A frame is, simplistically, a point of view; often, and particularly in technical situations, this point of view is deemed “irrelevant” or “biasing” because it implicitly references a non-objective way of considering a situation or idea. But a frame – while certainly subjective and often biasing – is of critical use to the designer, as it is something that is shaped over the long-term aggregation of thoughts and experiences.

- JON KOLKO

“

”

LEAN STARTUP BERRY-PICKING MODEL

Whenever we propose a solution to a problem, we ought to try as hard as we can to overthrow our solution, rather than defend it.

- Karl Popper

SENSEMAKING

SCHEIN’S 3 LEVELS OF CULTURE

What you see and hear

ARTEFACTS

ESPOUSEDVALUES

SHARED, TACIT ASSUMPTIONS

“Culture theatre”

+ Situational Forces

Actual essence of culture

G E N E R A T E S

PROCESS

2

3

EXPLORE PROBLEMS

PROBLEM SETTING

LEARN

SUCCESS

PAIN

1

SELECT

Continuous Improvement

PROBLEM FRAMING

PROBLEM DISCOVERY

EXPLORE CONCEPTS

EXPERIMENT

LEARN

DOUBLE DIAMOND

ExplorationWe have problemsWhat is the context?Who is impacted?Where is the value?

Id eationI have an opportunity for designHow do I make sense of the data?What are our options?What experiments could I run?

Experimen tationI have an innovative solutionWhat is the smallest experiment I could run?How will we know things are getting better?How do I scale the solution?

DOUBLE DIAMOND

ACTIVITY

Phase

EXPLORE

Research

SELECT

Synthesis

EXPERIMENT

Ideation

SELECT & SCALE

Execution

A

Solving the right problems Solving problems the right way

WE KNOW

Should Be

WE GUESS

Could Be

B

LEANUX MANTRA

Repeat after me:

I am not the customer. Only by talking with customers can we uncover people’s pains, needs, and goals, in their context.

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*73

Understanding context involves being-there.

MALKOVICH BIAS

The tendency to believe that everyone uses technology the same way you do.

HOW MUCH RESEARCH?

75

CU

ST

OM

ER

S

I N S I G H T S0 lots

12

A RESEARCH HEURISTIC

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The most striking point of this curve is that zero customers yields zero insights!

CU

ST

OM

ER

S

I N S I G H T S0 lots

12

GOOBING (GET OUT OF THE BUILDING)

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Insights about your customers, their needs, pains, and goals, was never discovered reading a powerpoint at your desk.

You have to get out and talk to people.

Where they do the work.

BEFORE RESEARCH

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• Articulate context, market, segment

• Identify who you are interviewing

• Craft a topic map for your interviews

• Write down your prompts

9 KEYS TO CUSTOMER RESEARCH

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1. One interview at a time

2. Always pair interview (if you can)

3. Introduce yourself

4. Record the conversation

5. Ask general, open-ended questions to get people talking

6. Then ask, “Tell me about the last time you…”

7. Listen more than you talk

8. Separate behavior from narrative (people lie)

9. Be careful of anchoring

GUIDELINES

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• It’s about empathizing.

• Listen, even when people go off topic.

• Context is king – document it, and make sure the context of research maps to the problem being explored.

• Start from the assumption that everything you know is wrong.

YOU NEED TO GATHER.. .

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1. Factual information

2. Behavior

3. Pain

4. Goals

You can document this on the persona board as well as …. photos, video, audio, journals…. document everything.

• Tell me about…

• How do you…

• What are your thoughts on…

• Could you elaborate on…

• Give some examples of…

• Tell me about the last time you…

OPEN-ENDED QUESTIONS START WITH.. .

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DO

• Take notes

• Smile

• Ask open-ended questions

• Get their story

• Shut up and listen

DON’T• Talk about your product

• Ask about future behavior

• Sell

• Ask leading questions

• Talk much

SOME PROTIPS

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7 THINGS TO CONSIDER

7 STEPS

1. Uncover people’s needs and goals

2. Formulate hypotheses

3. Question your assumptions

4. Collaborate to generate ideas

5. Run small, tight experiments

6. Learning isn’t failure

7. Amplify what works

My propositions serve as elucidations in the following way: anyone who understands me eventually recognizes them as nonsensical, when he has used them - as steps - to climb beyond them.

He must, so to speak, throw away the ladder after he has climbed up it.

“

– LUDWIG WITTGENSTEIN”

Will EvansChief Design Officer,

Semantic Foundry

will@semanticfoundry.com

THANKS