BETTER PRODUCT 
DEFINITION WITH 
LEAN UX & 
DESIGN THINKING 
Lean IT Summit - Paris 
October 2014 
Monday, October 6, 14
Monday, October 6, 14
Monday, October 6, 14
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
“While the initial launch and 
traction proved extremely 
exciting, it misled us into 
believing there was a lar...
“100,000 have registered and 
over 230,000 people visit each 
month.” 
@jboogie 
http://techcrunch.com/2012/01/22/post-mor...
“People often tell me “I like 
Plancast, but I never have any 
plans to share.” 
@jboogie 
http://techcrunch.com/2012/01/2...
“Most social networks feed 
primarily on vanity….Sharing 
plans, unfortunately, doesn’t 
present the same opportunity to 
...
“…[lack of an invitation feature] 
…caused a situation where 
many people feel awkwardly 
aware of events to which they 
d...
@jboogie 
http://blog.capwatkins.com/formspring-a-postmortem 
@neoinnovate || @jboogie 
Monday, October 6, 14
“…The first big project we worked on was a 
Formspring button that sites could embed at 
the end of blog posts... We had m...
@jboogie 
http://blog.capwatkins.com/formspring-a-postmortem 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
http://blog.capwatkins.com/formspring-a-postmortem 
@neoinnovate || @jboogie 
Monday, October 6, 14
“…We spent months on that system. We had 
to make sure our servers could handle…huge 
influx of traffic, had to design & i...
@jboogi 
e 
Monday, October 6, 14
@jboogi 
e 
software is continuous 
Monday, October 6, 14
@jboogie 
11.6 
Monday, October 6, 14
@jboogie 
Key questions: 
How long do we wait before 
launch? 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Key questions: 
How long do we wait before 
launch? 
How do we define the right 
requirements for our product? 
...
REQUIREMENTS 
ARE ACTUALLY 
ASSUMPTIONS 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@jboogie 
Do you know this 
product manager? 
@neoinnovate || @jboogie 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
Requirements = Assumptions 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
Requirements = Assumptions 
We know We believe 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
Requirements = Assumptions 
We know We believe 
Let’s build it! Let’s test it! 
@neoinnovate ||@ @jbjbooooggieie 
Monday, ...
DESIGN THINKING 
CAN HELP! 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@jboogie 
Design Thinking 
“As a style of thinking, it is generally 
considered the ability to combine 
empathy for the co...
I’VE HEARD GOOD 
THINGS ABOUT 
THIS LEAN UX 
THING TOO 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@jboogie 
Lean UX 
Inspired by Lean Startup and Agile 
development theories, it’s the practice of 
bringing the true natur...
PRIORITIZE 
LEARNING OVER 
GROWTH 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
360° ASSUMPTIONS 
CUSTOMER PROBLEM SOLUTION 
CUSTOMER 
OUTCOME 
CUSTOMER 
ACQUISITION 
EARLY 
ADOPTER 
BUSINESS 
MODEL COM...
360° ASSUMPTIONS 
PROBLEM SOLUTION 
Socially-active, 
young professionals 
CUSTOMER 
OUTCOME 
CUSTOMER 
ACQUISITION 
EARLY...
SOLUTION 
Socially-active, 
young professionals 
CUSTOMER 
OUTCOME 
360° ASSUMPTIONS 
Need to stay aware 
of interesting 
...
Socially-active, 
young professionals 
CUSTOMER 
OUTCOME 
360° ASSUMPTIONS 
Need to stay aware 
of interesting 
events 
CU...
360° ASSUMPTIONS 
Need to stay aware 
of interesting 
events 
CUSTOMER 
ACQUISITION 
Social event sharing 
network 
EARLY ...
Social event sharing 
network 
EARLY 
ADOPTER 
360° ASSUMPTIONS 
Socially-active, 
young professionals 
Need to stay aware...
360° ASSUMPTIONS 
Socially-active, 
young professionals 
Need to stay aware 
of interesting 
events 
Social event sharing ...
COMPETITION KEY COMPETITIVE 
ADVANTAGE 
360° ASSUMPTIONS 
Socially-active, 
young professionals 
Need to stay aware 
of in...
KEY COMPETITIVE 
ADVANTAGE 
360° ASSUMPTIONS 
Socially-active, 
young professionals 
Need to stay aware 
of interesting 
e...
360° ASSUMPTIONS 
Socially-active, 
young professionals 
Need to stay aware 
of interesting 
events 
Social event sharing ...
…which we then turn into hypotheses… 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
…which we then turn into hypotheses… 
@jboogie 
We believe that 
@neoinnovate || @jboogie 
Monday, October 6, 14
…which we then turn into hypotheses… 
@jboogie 
We believe that 
[building this feature] 
@neoinnovate || @jboogie 
Monday...
…which we then turn into hypotheses… 
@jboogie 
We believe that 
[building this feature] 
[for these people] 
@neoinnovate...
…which we then turn into hypotheses… 
@jboogie 
We believe that 
[building this feature] 
[for these people] 
will achieve...
…which we then turn into hypotheses… 
@jboogie 
We believe that 
[building this feature] 
[for these people] 
will achieve...
Hypothesis: We believe that 
creating the ability for people to 
share events will provide them with 
better awareness and...
@jboogie 
Case Study: TheLadders 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Case Study: TheLadders 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Case Study: TheLadders 
Requirement: Provide each paying customer 
with a personal job search assistant 
availab...
@jboogie 
Case Study: TheLadders 
Requirement: Provide each paying customer 
with a personal job search assistant 
availab...
@jboogie 
Case Study: TheLadders 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Case Study: TheLadders 
How could we have better defined our 
products? 
@neoinnovate || @jboogie 
Monday, Octob...
@jboogie 
Case Study: TheLadders 
How could we have better defined our 
products? 
Articulated our assumptions 
@neoinnova...
@jboogie 
Case Study: TheLadders 
How could we have better defined our 
products? 
Articulated our assumptions 
Defined ou...
@jboogie 
Case Study: TheLadders 
How could we have better defined our 
products? 
Articulated our assumptions 
Defined ou...
@jboogie 
Case Study: TheLadders 
How could we have better defined our 
products? 
Articulated our assumptions 
Defined ou...
What problem are you trying to solve? 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
What problem are you trying to solve? 
@jboogie 
How will you solve it? 
@neoinnovate || @jboogie 
Monday, October 6, 14
What problem are you trying to solve? 
@jboogie 
How will you solve it? 
How do you know it will work? 
@neoinnovate || @j...
How does this change the way a team 
approaches a project? 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
How does this change the way a team 
approaches a project? 
@jboogie 
The measure of progress changes… 
@neoinnovate || @j...
How does this change the way a team 
approaches a project? 
@jboogie 
The measure of progress changes… 
…from output to ou...
How does this change the way a team 
approaches a project? 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
How does this change the way a team 
approaches a project? 
@jboogie 
Output: the stuff we make, aka features 
@neoinnovat...
How does this change the way a team 
approaches a project? 
Outcome: a measurable change in customer 
behavior attributabl...
How does this change the way a team 
approaches a project? 
Outcome: a measurable change in customer 
behavior attributabl...
Works as designed is no longer good enough... 
Monday, October 6, 14
You can launch features…and they can 
still suck. 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
@jboogie 
Output 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Outcome 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Impact 
@neoinnovate || @jboogie 
Monday, October 6, 14
Many companies currently manage to output 
- because it’s easy. It’s binary. 
Instead, we need to focus on delivering 
out...
@jboogie 
Case Study: TheLadders 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Case Study: TheLadders 
14% 
@neoinnovate || @jboogie 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
MAKE DECISIONS 
BASED ON 
OBJECTIVE 
OBSERVATIONS 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@jboogie 
Kill 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Pivot 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Double-down 
@neoinnovate || @jboogie 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@jboogie 
The easy parts... 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
The easy parts... 
Measuring: analytics, usage, metrics 
@neoinnovate || @jboogie 
Monday, October 6, 14
Talking to customers: qualitative insight into 
“why” customers are behaving certain ways 
@jboogie 
The easy parts... 
Me...
Talking to customers: qualitative insight into 
“why” customers are behaving certain ways 
Pausing & reflecting: team-wide...
@jboogie 
The hard part... 
@neoinnovate || @jboogie 
Monday, October 6, 14
MITIGATE RISK BY 
NOT BUILDING 
THINGS PEOPLE 
DON’T WANT... 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
Case Study: Children’s media company 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
Case Study: Children’s media company 
Entering a new market 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
Case Study: Children’s media company 
Entering a new market 
Heavy investment 
@neoinnovate || @@jboogie 
jboogie 
Monday,...
Case Study: Children’s media company 
Entering a new market 
Heavy investment 
High risk 
@neoinnovate || @@jboogie 
jboog...
Case Study: Children’s media company 
Entering a new market 
Heavy investment 
High risk 
Long term initiative 
@neoinnova...
Case Study: Children’s media company 
@neoinnovate || @@jboogie 
jboogie 
Monday, October 6, 14
Case Study: Children’s media company 
@jboogie 
In-class observation 
@neoinnovate || @jboogie 
Monday, October 6, 14
Case Study: Children’s media company 
@jboogie 
In-class observation 
V1 = PDF content test 
@neoinnovate || @jboogie 
Mon...
Case Study: Children’s media company 
@jboogie 
In-class observation 
V1 = PDF content test 
V2 = card sorting 
@neoinnova...
Case Study: Children’s media company 
In-class observation 
V1 = PDF content test 
V2 = card sorting 
V3 = clickable proto...
Case Study: Children’s media company 
In-class observation 
V1 = PDF content test 
V2 = card sorting 
V3 = clickable proto...
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
...WHILE 
MAINTAINING 
DELIGHT IN YOUR 
DESIGNS 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Case Study: TwoDo 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Case Study: TwoDo 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Case Study: TwoDo 
Monday, October 6, 14
Case Study: Xiaomi 
Monday, October 6, 14
Case Study: Xiaomi 
Monday, October 6, 14
Case Study: Xiaomi 
100,000 phones released every 
Tuesday at noon 
Monday, October 6, 14
Case Study: Xiaomi 
100,000 phones released every 
Tuesday at noon 
Hours (not days) to collect feedback 
from customers 
...
Case Study: Xiaomi 
100,000 phones released every 
Tuesday at noon 
Hours (not days) to collect feedback 
from customers 
...
@jboogie 
Case Study: Agile UX NYC 2012 
@neo_innovation || @jboogie 
Monday, October 6, 14
@jboogie 
Case Study: Agile UX NYC 2012 
Would anyone attend our conference? 
@neo_innovation || @jboogie 
Monday, October...
@jboogie 
Case Study: Agile UX NYC 2012 
Would anyone attend our conference? 
Lots of up front costs 
@neo_innovation || @...
@jboogie 
Case Study: Agile UX NYC 2012 
Would anyone attend our conference? 
Lots of up front costs 
Increasing fidelity ...
@jboogie 
Case Study: Agile UX NYC 2012 
@neo_innovation || @jboogie 
Monday, October 6, 14
LEAN UX AND 
DESIGN THINKING 
ARE NOT JUST FOR 
DESIGNERS 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@jboogie 
Cross-functional teams… 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Cross-functional teams… 
Bring perspective to the product definition 
process from all disciplines 
@neoinnovate...
@jboogie 
Cross-functional teams… 
Bring perspective to the product definition 
process from all disciplines 
Possess incr...
@jboogie 
Cross-functional teams… 
Bring perspective to the product definition 
process from all disciplines 
Possess incr...
@jboogie 
Cross-functional teams… 
Bring perspective to the product definition 
process from all disciplines 
Possess incr...
Build shared understanding 
Monday, October 6, 14
Build shared understanding 
This is my neighbor...and 
his f&*(ing leaf blower. 
Monday, October 6, 14
Build shared understanding 
This is my neighbor...and 
his f&*(ing leaf blower. 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
@neoinnovate ||@ @jbjbooooggieie 
Competencies over roles 
Je!rey Allen "Je! Skunk" Baxter (born December 13, 1948) is an ...
SOMETHING TO 
CONSIDER... 
@neo_innovation ||@ @jbjbooooggieie 
Monday, October 6, 14
@jboogie 
How can we get feedback sooner? 
@neo_innovation || @jboogie 
Monday, October 6, 14
GREAT! 
HOW DO WE GET 
THESE PROJECTS 
FUNDED? 
@neoinnovate ||@ @jbjbooooggieie 
Monday, October 6, 14
67 
Product validation 
Business model validation 
Small team 
Monday, October 6, 14
67 
Small-chunk, outcome-based, predictable funding 
Product validation 
Business model validation 
Small team 
Stakeholde...
@jboogie 
Defining the right product… 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
Defining the right product… 
Reduces the time spent building the wrong 
product 
@neoinnovate || @jboogie 
Monda...
@jboogie 
Defining the right product… 
Reduces the time spent building the wrong 
product 
Builds team-wide momentum & sha...
@jboogie 
Defining the right product… 
Reduces the time spent building the wrong 
product 
Builds team-wide momentum & sha...
@jboogie 
By shifting the way we work… 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
By shifting the way we work… 
Requirements are assumptions 
@neoinnovate || @jboogie 
Monday, October 6, 14
@jboogie 
By shifting the way we work… 
Requirements are assumptions 
Focus on outcomes 
@neoinnovate || @jboogie 
Monday,...
@jboogie 
By shifting the way we work… 
Requirements are assumptions 
Focus on outcomes 
Work together to come up with ide...
@jboogie 
By shifting the way we work… 
Requirements are assumptions 
Focus on outcomes 
Work together to come up with ide...
THANK YOU! 
@jboogie 
jeff@neo.com 
www.leanuxbook.com 
www.neo.com 
70 
Monday, October 6, 14
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Better product definition with Lean UX and Design Thinking by Jeff Gothelf - Lean IT Summit 2014

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Requirements-driven product definition is a sure-fire way to get 100% of the wrong product launched. The assumptions that requirements are based on are usually not accurate enough to determine the exact solution those requirements dictate. Instead, teams should focus on creating a series of hypotheses that define potential solutions to their business problem and then work together to learn which of these hypotheses are keepers and which ideas to kill. At the Lean IT SUmmit 2014, Jeff Gothelf provided an overview of how to apply the ideas behind Lean UX and Design Thinking to project definition and planning. Video available soon on Institut Lean France youtube channel.

Publié dans : Technologie
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Better product definition with Lean UX and Design Thinking by Jeff Gothelf - Lean IT Summit 2014

  1. 1. BETTER PRODUCT DEFINITION WITH LEAN UX & DESIGN THINKING Lean IT Summit - Paris October 2014 Monday, October 6, 14
  2. 2. Monday, October 6, 14
  3. 3. Monday, October 6, 14
  4. 4. @neoinnovate || @jboogie Monday, October 6, 14
  5. 5. @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/ @neoinnovate || @jboogie Monday, October 6, 14
  6. 6. “100,000 have registered and over 230,000 people visit each month.” @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  7. 7. “People often tell me “I like Plancast, but I never have any plans to share.” @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  8. 8. “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.” @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  9. 9. “…[lack of an invitation feature] …caused a situation where many people feel awkwardly aware of events to which they don’t feel welcome…” @jboogie http://techcrunch.com/2012/01/22/post-mortem-for-plancast/ @neoinnovate || @jboogie Monday, October 6, 14
  10. 10. @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  11. 11. “…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...” @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  12. 12. @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  13. 13. @jboogie http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  14. 14. “…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 http://blog.capwatkins.com/formspring-a-postmortem @neoinnovate || @jboogie Monday, October 6, 14
  15. 15. @jboogi e Monday, October 6, 14
  16. 16. @jboogi e software is continuous Monday, October 6, 14
  17. 17. @jboogie 11.6 Monday, October 6, 14
  18. 18. @jboogie Key questions: How long do we wait before launch? @neoinnovate || @jboogie Monday, October 6, 14
  19. 19. @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? @neoinnovate || @jboogie Monday, October 6, 14
  20. 20. REQUIREMENTS ARE ACTUALLY ASSUMPTIONS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  21. 21. @jboogie Do you know this product manager? @neoinnovate || @jboogie Monday, October 6, 14
  22. 22. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  23. 23. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  24. 24. Requirements = Assumptions @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  25. 25. Requirements = Assumptions We know We believe @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  26. 26. Requirements = Assumptions We know We believe Let’s build it! Let’s test it! @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  27. 27. DESIGN THINKING CAN HELP! @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  28. 28. @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 @neoinnovate || @jboogie Monday, October 6, 14
  29. 29. I’VE HEARD GOOD THINGS ABOUT THIS LEAN UX THING TOO @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  30. 30. @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. @neoinnovate || @jboogie Monday, October 6, 14
  31. 31. PRIORITIZE LEARNING OVER GROWTH @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  32. 32. 360° ASSUMPTIONS CUSTOMER PROBLEM SOLUTION CUSTOMER OUTCOME CUSTOMER ACQUISITION EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  33. 33. 360° ASSUMPTIONS PROBLEM SOLUTION Socially-active, young professionals CUSTOMER OUTCOME CUSTOMER ACQUISITION EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  34. 34. SOLUTION Socially-active, young professionals CUSTOMER OUTCOME 360° ASSUMPTIONS Need to stay aware of interesting events CUSTOMER ACQUISITION EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  35. 35. Socially-active, young professionals CUSTOMER OUTCOME 360° ASSUMPTIONS Need to stay aware of interesting events CUSTOMER ACQUISITION Social event sharing network EARLY ADOPTER BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  36. 36. 360° ASSUMPTIONS Need to stay aware of interesting events CUSTOMER ACQUISITION Social event sharing network EARLY ADOPTER Socially-active, young professionals Increased awareness and attendance at events BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  37. 37. Social event sharing network EARLY ADOPTER 360° ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Increased awareness and attendance at events Meetups, Twitter promos BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  38. 38. 360° ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network Increased awareness and attendance at events Meetups, Twitter promos Silicon Valley techies, VC’s, entrepreneurs BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE Monday, October 6, 14
  39. 39. COMPETITION KEY COMPETITIVE ADVANTAGE 360° ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network Increased awareness and attendance at events ??? Meetups, Twitter promos Silicon Valley techies, VC’s, entrepreneurs Monday, October 6, 14
  40. 40. KEY COMPETITIVE ADVANTAGE 360° ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network ??? Evite, Facebook, Outlook, Meetup Increased awareness and attendance at events Meetups, Twitter promos Silicon Valley techies, VC’s, entrepreneurs Monday, October 6, 14
  41. 41. 360° ASSUMPTIONS Socially-active, young professionals Need to stay aware of interesting events Social event sharing network ??? Evite, Facebook, Outlook, Meetup No invitation feature! Increased awareness and attendance at events Meetups, Twitter promos Silicon Valley techies, VC’s, entrepreneurs Monday, October 6, 14
  42. 42. …which we then turn into hypotheses… @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  43. 43. …which we then turn into hypotheses… @jboogie We believe that @neoinnovate || @jboogie Monday, October 6, 14
  44. 44. …which we then turn into hypotheses… @jboogie We believe that [building this feature] @neoinnovate || @jboogie Monday, October 6, 14
  45. 45. …which we then turn into hypotheses… @jboogie We believe that [building this feature] [for these people] @neoinnovate || @jboogie Monday, October 6, 14
  46. 46. …which we then turn into hypotheses… @jboogie We believe that [building this feature] [for these people] will achieve [this outcome]. @neoinnovate || @jboogie Monday, October 6, 14
  47. 47. …which we then turn into hypotheses… @jboogie 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]. @neoinnovate || @jboogie Monday, October 6, 14
  48. 48. 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. @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  49. 49. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  50. 50. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  51. 51. @jboogie Case Study: TheLadders Requirement: Provide each paying customer with a personal job search assistant available via email and phone @neoinnovate || @jboogie Monday, October 6, 14
  52. 52. @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 @neoinnovate || @jboogie Monday, October 6, 14
  53. 53. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  54. 54. @jboogie Case Study: TheLadders How could we have better defined our products? @neoinnovate || @jboogie Monday, October 6, 14
  55. 55. @jboogie Case Study: TheLadders How could we have better defined our products? Articulated our assumptions @neoinnovate || @jboogie Monday, October 6, 14
  56. 56. @jboogie Case Study: TheLadders How could we have better defined our products? Articulated our assumptions Defined our hypotheses @neoinnovate || @jboogie Monday, October 6, 14
  57. 57. @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 @neoinnovate || @jboogie Monday, October 6, 14
  58. 58. @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? @neoinnovate || @jboogie Monday, October 6, 14
  59. 59. What problem are you trying to solve? @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  60. 60. What problem are you trying to solve? @jboogie How will you solve it? @neoinnovate || @jboogie Monday, October 6, 14
  61. 61. What problem are you trying to solve? @jboogie How will you solve it? How do you know it will work? @neoinnovate || @jboogie Monday, October 6, 14
  62. 62. How does this change the way a team approaches a project? @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  63. 63. How does this change the way a team approaches a project? @jboogie The measure of progress changes… @neoinnovate || @jboogie Monday, October 6, 14
  64. 64. How does this change the way a team approaches a project? @jboogie The measure of progress changes… …from output to outcome. @neoinnovate || @jboogie Monday, October 6, 14
  65. 65. How does this change the way a team approaches a project? @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  66. 66. How does this change the way a team approaches a project? @jboogie Output: the stuff we make, aka features @neoinnovate || @jboogie Monday, October 6, 14
  67. 67. How does this change the way a team approaches a project? Outcome: a measurable change in customer behavior attributable to specific output @jboogie Output: the stuff we make, aka features @neoinnovate || @jboogie Monday, October 6, 14
  68. 68. How does this change the way a team approaches a project? Outcome: a measurable change in customer behavior attributable to specific output @jboogie Output: the stuff we make, aka features Impact: a high-level measure of the business’ health @neoinnovate || @jboogie Monday, October 6, 14
  69. 69. Works as designed is no longer good enough... Monday, October 6, 14
  70. 70. You can launch features…and they can still suck. @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  71. 71. @jboogie Output @neoinnovate || @jboogie Monday, October 6, 14
  72. 72. @jboogie Outcome @neoinnovate || @jboogie Monday, October 6, 14
  73. 73. @jboogie Impact @neoinnovate || @jboogie Monday, October 6, 14
  74. 74. Many companies currently manage to output - because it’s easy. It’s binary. Instead, we need to focus on delivering outcomes. (and not task teams with responsibility for impact) @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  75. 75. @jboogie Case Study: TheLadders @neoinnovate || @jboogie Monday, October 6, 14
  76. 76. @jboogie Case Study: TheLadders 14% @neoinnovate || @jboogie Monday, October 6, 14
  77. 77. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  78. 78. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  79. 79. MAKE DECISIONS BASED ON OBJECTIVE OBSERVATIONS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  80. 80. @jboogie Kill @neoinnovate || @jboogie Monday, October 6, 14
  81. 81. @jboogie Pivot @neoinnovate || @jboogie Monday, October 6, 14
  82. 82. @jboogie Double-down @neoinnovate || @jboogie Monday, October 6, 14
  83. 83. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  84. 84. @jboogie The easy parts... @neoinnovate || @jboogie Monday, October 6, 14
  85. 85. @jboogie The easy parts... Measuring: analytics, usage, metrics @neoinnovate || @jboogie Monday, October 6, 14
  86. 86. Talking to customers: qualitative insight into “why” customers are behaving certain ways @jboogie The easy parts... Measuring: analytics, usage, metrics @neoinnovate || @jboogie Monday, October 6, 14
  87. 87. Talking to customers: qualitative insight into “why” customers are behaving certain ways Pausing & reflecting: team-wide discussion of learnings and progress @jboogie The easy parts... Measuring: analytics, usage, metrics @neoinnovate || @jboogie Monday, October 6, 14
  88. 88. @jboogie The hard part... @neoinnovate || @jboogie Monday, October 6, 14
  89. 89. MITIGATE RISK BY NOT BUILDING THINGS PEOPLE DON’T WANT... @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  90. 90. Case Study: Children’s media company @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  91. 91. Case Study: Children’s media company Entering a new market @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  92. 92. Case Study: Children’s media company Entering a new market Heavy investment @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  93. 93. Case Study: Children’s media company Entering a new market Heavy investment High risk @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  94. 94. Case Study: Children’s media company Entering a new market Heavy investment High risk Long term initiative @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  95. 95. Case Study: Children’s media company @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  96. 96. Case Study: Children’s media company @jboogie In-class observation @neoinnovate || @jboogie Monday, October 6, 14
  97. 97. Case Study: Children’s media company @jboogie In-class observation V1 = PDF content test @neoinnovate || @jboogie Monday, October 6, 14
  98. 98. Case Study: Children’s media company @jboogie In-class observation V1 = PDF content test V2 = card sorting @neoinnovate || @jboogie Monday, October 6, 14
  99. 99. Case Study: Children’s media company In-class observation V1 = PDF content test V2 = card sorting V3 = clickable prototype @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  100. 100. Case Study: Children’s media company In-class observation V1 = PDF content test V2 = card sorting V3 = clickable prototype Not a line of code written @neoinnovate || @@jboogie jboogie Monday, October 6, 14
  101. 101. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  102. 102. ...WHILE MAINTAINING DELIGHT IN YOUR DESIGNS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  103. 103. @neoinnovate ||@ @jbjbooooggieie Case Study: TwoDo Monday, October 6, 14
  104. 104. @neoinnovate ||@ @jbjbooooggieie Case Study: TwoDo Monday, October 6, 14
  105. 105. @neoinnovate ||@ @jbjbooooggieie Case Study: TwoDo Monday, October 6, 14
  106. 106. Case Study: Xiaomi Monday, October 6, 14
  107. 107. Case Study: Xiaomi Monday, October 6, 14
  108. 108. Case Study: Xiaomi 100,000 phones released every Tuesday at noon Monday, October 6, 14
  109. 109. Case Study: Xiaomi 100,000 phones released every Tuesday at noon Hours (not days) to collect feedback from customers Monday, October 6, 14
  110. 110. Case Study: Xiaomi 100,000 phones released every Tuesday at noon Hours (not days) to collect feedback from customers Hours (not days) to get feedback to engineers Monday, October 6, 14
  111. 111. @jboogie Case Study: Agile UX NYC 2012 @neo_innovation || @jboogie Monday, October 6, 14
  112. 112. @jboogie Case Study: Agile UX NYC 2012 Would anyone attend our conference? @neo_innovation || @jboogie Monday, October 6, 14
  113. 113. @jboogie Case Study: Agile UX NYC 2012 Would anyone attend our conference? Lots of up front costs @neo_innovation || @jboogie Monday, October 6, 14
  114. 114. @jboogie Case Study: Agile UX NYC 2012 Would anyone attend our conference? Lots of up front costs Increasing fidelity of tests @neo_innovation || @jboogie Monday, October 6, 14
  115. 115. @jboogie Case Study: Agile UX NYC 2012 @neo_innovation || @jboogie Monday, October 6, 14
  116. 116. LEAN UX AND DESIGN THINKING ARE NOT JUST FOR DESIGNERS @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  117. 117. @jboogie Cross-functional teams… @neoinnovate || @jboogie Monday, October 6, 14
  118. 118. @jboogie Cross-functional teams… Bring perspective to the product definition process from all disciplines @neoinnovate || @jboogie Monday, October 6, 14
  119. 119. @jboogie Cross-functional teams… Bring perspective to the product definition process from all disciplines Possess increased empathy for the user @neoinnovate || @jboogie Monday, October 6, 14
  120. 120. @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 @neoinnovate || @jboogie Monday, October 6, 14
  121. 121. @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 @neoinnovate || @jboogie Monday, October 6, 14
  122. 122. Build shared understanding Monday, October 6, 14
  123. 123. Build shared understanding This is my neighbor...and his f&*(ing leaf blower. Monday, October 6, 14
  124. 124. Build shared understanding This is my neighbor...and his f&*(ing leaf blower. Monday, October 6, 14
  125. 125. @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  126. 126. @neoinnovate ||@ @jbjbooooggieie 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. Monday, October 6, 14
  127. 127. SOMETHING TO CONSIDER... @neo_innovation ||@ @jbjbooooggieie Monday, October 6, 14
  128. 128. @jboogie How can we get feedback sooner? @neo_innovation || @jboogie Monday, October 6, 14
  129. 129. GREAT! HOW DO WE GET THESE PROJECTS FUNDED? @neoinnovate ||@ @jbjbooooggieie Monday, October 6, 14
  130. 130. 67 Product validation Business model validation Small team Monday, October 6, 14
  131. 131. 67 Small-chunk, outcome-based, predictable funding Product validation Business model validation Small team Stakeholders Culture / Infrastructure to support continuous learning $$$ Monday, October 6, 14
  132. 132. @jboogie Defining the right product… @neoinnovate || @jboogie Monday, October 6, 14
  133. 133. @jboogie Defining the right product… Reduces the time spent building the wrong product @neoinnovate || @jboogie Monday, October 6, 14
  134. 134. @jboogie Defining the right product… Reduces the time spent building the wrong product Builds team-wide momentum & shared understanding @neoinnovate || @jboogie Monday, October 6, 14
  135. 135. @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 @neoinnovate || @jboogie Monday, October 6, 14
  136. 136. @jboogie By shifting the way we work… @neoinnovate || @jboogie Monday, October 6, 14
  137. 137. @jboogie By shifting the way we work… Requirements are assumptions @neoinnovate || @jboogie Monday, October 6, 14
  138. 138. @jboogie By shifting the way we work… Requirements are assumptions Focus on outcomes @neoinnovate || @jboogie Monday, October 6, 14
  139. 139. @jboogie By shifting the way we work… Requirements are assumptions Focus on outcomes Work together to come up with ideas @neoinnovate || @jboogie Monday, October 6, 14
  140. 140. @jboogie By shifting the way we work… Requirements are assumptions Focus on outcomes Work together to come up with ideas Test those ideas ruthlessly @neoinnovate || @jboogie Monday, October 6, 14
  141. 141. THANK YOU! @jboogie jeff@neo.com www.leanuxbook.com www.neo.com 70 Monday, October 6, 14

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