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Jackman Reinvents: Design Thinking Workshop at HumberLaunch Part 2

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Jackman Reinvents: Design Thinking Workshop at HumberLaunch Part 2

  1. 1. © 2016 Jackman Reinvention Inc.Page 1 Design Thinking Workshop Humber Launch Startup Shop. Tuesday, April 12th, 2016 JAC_Design Thinking Workshop_part2_041116vtv2
  2. 2. PART 1 - TUESDAY, APRIL 5TH •  Design Thinking •  Research and Insights •  Creative Ideation Homework PART 2 - TUESDAY, APRIL 12TH •  Business viability •  Prototyping principles •  Team exercise •  Team presentations Workshop Agenda
  3. 3. PART 2 - TUESDAY, APRIL 12TH Today’s Agenda 1.  About Jackman & Introductions 2.  Homework Sharing and Q&A 3.  Workshop 1 Recap - Andres, Amye, Mike 4.  Management Consulting + Q&A – Caitlin 5.  Prototype + Q&A - Andres 6.  Activity 7.  Validate & Measure - Amye 8.  Panel Anonymous Q&A 05 mins 10 mins 10 mins 15 mins 15 mins 30 mins 15 mins 25 mins
  4. 4. Page 4 Design Thinking. Workshop 1 Recap
  5. 5. Problem SolvingDesirability Viability Design Thinking Components. Innovation Business Rationality Ideation Creativity Human Empathy
  6. 6. Page 6 EMPATHIZE Research techniques 
 to create empathy 
 with the user. IDEATE Use the customer experience insights 
 to discover value creation moments. DEFINE Filter ideas using business criteria. PROTOTYPE Build something 
 quick that represent your hypothesis. DESIGN THINKING. Components & Process. JAC_Design Thinking Workshop_part2_041116vtv2
  7. 7. Page 7 Research. Workshop 1 Recap
  8. 8. Page 8 Ace Hotel. JAC_Design Thinking Workshop_part2_041116vtv2
  9. 9. Behavioural What people do Attitudinal What people say Qualitative Few Quantitative Many Ethnography Online Surveys Digital Analytics Focus Groups Shop-alongs In-Depth Interviews Observation
  10. 10. Page 10 The four phases of research. JAC_Design Thinking Workshop_part2_041116vtv2 1. Exploration 2. Deep Dive 3. Assessment 4. Refinement
  11. 11. Page 11 Creative Ideation. Workshop 1 Recap
  12. 12. Page 12 Creative Ideation Recap. JAC_Design Thinking Workshop_part2_041116vtv2 1. “Do the pig” •  Multiple viewpoints. •  Create empathy. 2. Reframe the Question •  Wrong question leads to wrong answer 3. No bad ideas •  McDonald’s Theorem
  13. 13. Page 13 Management Consulting. Caitlin Herold
  14. 14. “I have learned fifty-thousand ways it cannot be done and therefore I am fifty-thousand times nearer the final successful experiment.” - Thomas Edison
  15. 15. Page 15 . . Determining if your idea is viable and keeping it viable. 1. Find the white space. 3. Don’t wander aimlessly. 2. Know your capabilities. 4. Don’t ignore the numbers. 5. Be flexible and evolve. JAC_Design Thinking Workshop_part2_041116vtv2
  16. 16. Page 16 1. Find white space. JAC_Design Thinking Workshop_part2_041116vtv2 Questions to ask yourself: 1.  Am I solving for an existing problem? •  Or, am I trying to find a problem for my solution? 2.  Will a solution serve a market need? •  Or, is it just interesting to solve? 3.  Does anyone care about getting this problem solved? •  Are they willing to pay for a solution? 4.  Are there other solutions on the market? •  What does your solution do differently? Is it easier to use? Does it cost less? 42% of start-ups fail because 
 of a lack of market need. 19% of start-ups fail because 
 they get outcompeted.
  17. 17. Page 17 2. Know your capabilities. JAC_Design Thinking Workshop_part2_041116vtv2 People your team needs: 1.  The Leader Start-ups are typically democracies but you need a final decision-maker. 2.  The Doer They’re the ones who roll-up their sleeves and get tasks accomplished. 3.  The Industry Veteran It may be a new idea but you need someone who knows the ins and outs of the industry. 4.  The Salesperson You have a brilliant idea but if you don’t have someone to sell it to investors and customers, it’s not going anywhere. 5.  The Finance Guy The second most common reason start-ups fail is they run out of cash. Enough said.
  18. 18. Page 18 3. Don’t wander aimlessly. JAC_Design Thinking Workshop_part2_041116vtv2 A business plan is the blueprint for your start-up’s formation, operation, and success. 1.  The Business What are we creating? A product? A service? 2.  The Customer Who’s the right customer? / How will they find us? / How will we find them? 3.  The Team What partners will we involve in this project? Why? / How will we share revenue between partners? 4.  Execution What tools or materials will we need to get this built? / Is there any way to create a really fast prototype? / How much is this going to cost? / Where are we getting the money? 5.  Evaluation How will we know it’s working? / What is our measurement of success?
  19. 19. Page 19 4. Don’t ignore the numbers. JAC_Design Thinking Workshop_part2_041116vtv2 Cost of Goods Sold < Price Customers are Willing to Pay Cost of Acquiring a Customer < Lifetime Value of a Customer Money does not grow on trees.
  20. 20. Page 20 5. Be flexible and evolve. JAC_Design Thinking Workshop_part2_041116vtv2 It’s a cycle. Customers’ needs change. The market changes. Ideas evolve (and improve). IDEATE DEFINE TEST PROTOTYPE OBSERVE
  21. 21. Page 21 Prototype. Andres Ospina
  22. 22. “How long do you think it would take you to prototype Google glass headset display?”
  23. 23. Prototyping Rule #1: Find the quickest path to experience.
  24. 24. The purpose of prototyping is to validate your ideas.
  25. 25. Page 34 . . Lean & Effective Prototyping. JAC_Design Thinking Workshop_part2_041116vtv2 3. Sketch1. Storytelling 2. Map the Story 4. Build & Test
  26. 26. Page 35 1. Storytelling. JAC_Design Thinking Workshop_part2_041116vtv2 How: •  Storytelling starts with empathy. •  Identify key principles •  Your audience is the hero of your story (not you, not your product). •  Transform your idea into the core message of your story.
  27. 27. Page 36 2. Map the story. JAC_Design Thinking Workshop_part2_041116vtv2 How: •  Prototype your core idea. •  Mental model. •  Consider the user context and mood. •  Prioritize your content. •  Connect the dots.
  28. 28. Page 37 3. Sketch the story. JAC_Design Thinking Workshop_part2_041116vtv2 How: •  It’s a way to communicate your idea. •  Sketching is an expression of thinking and problem-solving. •  If possible, sketch with users and stakeholders. •  Anyone can sketch. •  Wireframing.
  29. 29. Page 38 4. Build & Test. JAC_Design Thinking Workshop_part2_041116vtv2 How: •  Create an MVP. •  Use prototyping tools. •  Get out of the building and let the users interact with your story. •  Listen, observe and learn from the users. •  Bring learnings to Design Thinking Step 1.
  30. 30. Page 39 Tips & quotes. JAC_Design Thinking Workshop_part2_041116vtv2 •  You can’t predict the future, but you can test your ideas to create it. •  It’s a theory until you put it in front of your users. •  Prototype the idea, not the product. •  Get feedback early, easily and cheaply. •  Co-design with the user. •  The moment you think you made it, in that moment, you stop learning.
  31. 31. Sashimi: Bite-sized, raw, digestible.
  32. 32. Innovation is iteration. Fall forward.
  33. 33. “STAY HUNGRY, STAY FOOLISH” - Steve Jobs, Stanford University 2005
  34. 34. Activity
  35. 35. Page 46 Activity. 1.  Review with your team the outcome of the research and creative ideation. 2.  Making use of the management consulting principles, select the most viable idea. 3.  Prototype your idea using the templates provided. 4.  Share your team process and outcome (optional). JAC_Design Thinking Workshop_part2_041116vtv2
  36. 36. Page 47 Validate & Measure. Amye Parker
  37. 37. Page 48 The four phases of research. JAC_Design Thinking Workshop_part2_041116vtv2 1. Exploration 2. Deep Dive 3. Assessment 4. Refinement
  38. 38. Page 49 3. Assessment. Questions Answered •  Which of the First Fast Steps initiatives worked (or did not work) and why? •  How are the initiatives impacting CX and customer behavior? •  Are there other opportunities to improve the initiatives tested? Methods Used •  Which of the First Fast Steps initiatives worked (or did not work) and why? •  How are the initiatives impacting CX and customer behavior? •  Are there other opportunities to improve the initiatives tested? Content & Deliverables •  Quantify success of FFS / Prototype initiatives. •  Measure impact of initiatives on consumer attitudes and experience journey. •  Identify areas that require refinement or further testing through research. 1 2 3 4 JAC_Design Thinking Workshop_part2_041116vtv2
  39. 39. Page 50 Assessment: Impact. JAC_Design Thinking Workshop_part2_041116vtv2 Pre & Post •  When measuring the impact of FFS / Prototypes, comparing pre and post is an important step. Measure •  Results show which initiatives are most effective at improving, changing or creating consumer behaviours. Identify •  Used to identify strengths and weaknesses of FFS / Prototypes. 1 2 3 4
  40. 40. Page 51 Assessment: Improvement. JAC_Design Thinking Workshop_part2_041116vtv2 Opportunities •  Leverages consumer input to explore and identify new initiatives, or improvements for existing FFS / Prototypes. Exploratory •  Research can be more exploratory in nature, and encourages consumers to think without barriers or limits. Feasibility •  Insights and input is grouped into themes and assessed for feasibility. 1 2 3 4
  41. 41. Page 52 4. Refinement. Questions Answered •  Are there key consumer indicators that require ongoing tracking? •  What else do we need to uncover about the EP’s target customer segments? •  Does the strategy require further information for refinement? Methods Used •  Any of the previously mentioned primary, secondary and digital methods. •  Decisions around method will be made based on context and needs. Output •  Ongoing support and refinement to initiatives as needed through execution. •  Maintain communication with internal team to ensure awareness of initiatives and knowledge gaps which may required research support. 1 2 3 4 JAC_Design Thinking Workshop_part2_041116vtv2
  42. 42. Page 53 Refinement: Tracking. Key Performance Indicators •  Once a strategy has been rolled out, key performance indicators, brand perceptions and consumer attitudes should be tracked. Fine Tune •  Providing a consistent stream of insights helps fine tune and tweak the strategy to regularly evolve and maintain strength. 1 2 3 4 JAC_Design Thinking Workshop_part2_041116vtv2
  43. 43. Page 54 Refinement: Refresh. JAC_Design Thinking Workshop_part2_041116vtv2 DEEP DIVE ASSESS REPEAT REFINE EXPLORE Evolve •  It’s possible a strategy may need a more comprehensive evolution, particularly if business results are not being seen. Repeat •  When results are lacking, the strategy can be refined to a larger degree by revisiting the research process. 1 2 3 4
  44. 44. PanelAnonymous Q&A
  45. 45. Thank you. Page 56 JAC_Design Thinking Workshop_part2_041116vtv2

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