Would you use this? UX South Africa 2016
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if you're an innovator, "Would you use this" is a question you really want to answer. But you can't ask it in a usability test. Usability tests can evaluate comprehension and ease of use, but test respondents can't reliably predict their own future behaviour. If you base your strategic choices on experiments where you ask them to do that, you can cause serious damage to your company. But using the JTBD change making forces, and the MAO model, you can start to explore the factors that influence people's actions systematically . You can find out *when* and *why* people will use your new product idea, which is enough to work out whether your product is on the right track.
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Would you use this? UX South Africa 2016
- 2. San Francisco Orlando Denver Seattle Los Angeles Mexico City Cape Town Johannesburg Washington DC Toronto Brussels Amsterdam Camp Hill Sao Paulo New York Belfast Edinburgh Lisbon Paris Madrid Zurich Milan Dublin Bengaluru Delhi Mumbai Hyderabad Gothenburg WarsawMunich Łódź Stockholm London Perth Singapore Luxembourg Shanghai Adelaide Melbourne Brisbane Canberra Auckland Sydney Tokyo Studio Delivery Center Hub 24 Countries 26 Studios 5500+ Global Headcount 1100+ US Headcount 1500+ US India Headcount 41K+ APAC 71K+ EMEA 89K+ Americas 202K+ Global 150+ Countries Deloitte Digital Footprint Deloitte Footprint 205SAEXPERTS
- 3. DIGITAL. BUTALWAYSCENTREDONPEOPLE. DIGITALEXPERIENCES DIGITALATTHECOREDIGITALTRANSFORMATION Centre on the customer Deliver Intelligence Orchestrate Change Ignite Innovation Implement Platforms Define Strategy Gather insights Create Experiences Optimize Impact 1:1 Personalise interactions
- 4. WOULDYOUUSETHIS?The most important thing you can’t ask in a usability test.
- 5. WHATTHEYSAID ANDWHATTHEYDID I tested a website that aimed to gather donations of time and resources for NGOs. My NGO-manager respondents all said they’d come back and finish their profiles. But stats showed that none of them ever did. An lovely children’s home: Brotherhood of Blessed Gérard. They didn’t participate in the testing, they just published a nice picture. But you should support them.
- 6. Self reported claims are unreliable, as are speculations about future behaviour. Jakob Nielsen Human-Centred Design guru “ DON’TASKPEOPLEWHATTHEYTHINKTHEYWOULDDO
- 7. We can’t envision change easily. Imagined futures are too much like the present. We can predict our emotional responses. We don’t realise that we will feel different about things in the future to how we feel now. So don’t go shopping for the week, when you’re feeling hungry. WEAREALLBAD ATIMAGININGTHEFUTURE flickr.com/photos/ironypoisoning/
- 8. Most conventional focus groups actually measure the wrong thing.[…] They measure what people think when participating in a focus group. Professor Gerald Zaltman Harvard Business School “
- 10. ANDTHEN… Coca Cola launched New Coke. It bombed. People said that messing with Coke was messing with America. Pepsi’s sales climbed. Coca Cola concluded it was because Pepsi tasted better. Old Coke came straight back. These days, Coca Cola Classic has around 17.6% of Market share and Pepsi has 8.5%. http://adage.com/article/cmo-strategy/pepsi-passes-diet-coke-market-share/297790/ And more people are buying water and tea.
- 11. BADEXPERIMENTS WILLMISLEADYOU 1. Drink a bottle, not a sip. A sip of Pepsi is nice. But if you’re drinking a bottle, Coke is better. Do a representative test to get the right information. 2. No one drinks Coca-Cola blind. What they “taste” is influenced by their belief in the Coca Cola brand. Mess with it at your peril. Factor in perception and social proof.
- 13. Pay attention to what people do, not what they say. Jakob Nielsen Human-Centred Design guru “ AGOODUSABILITYTEST ISBASEDONAGOOD PROTOTYPE,ANDOBSERVATION.
- 14. CANYOUUSETHIS? Understand it, learn it, remember it, operate it. And that’s why a good usability test focusses on
- 15. BUTTHEREISMORETHANEASEOFUSETOTHINKABOUT BJ Fogg, Professor of Persuasive Tech Stanford University Easy to doHard to do Low High No action: Triggers fail here Ability Motivation Action! Triggers succeed here
- 16. EXAMPLE:ATRANSFORMATIONALINNVATION? Around 2000, select investors became aware of an amazing new innovation to invest in. Jeff Bezos “You have a product so revolutionary, you’ll have no problem selling it.” Steve Jobs Offered $63 million for a 10% share. John Doerr Invested $80 million. Told Time magazine “it would become more important than the internet.”
- 17. SEGWAY Target: 10,000 units a week. After six years: 30,000 units sold altogether. Still not profitable after a decade. https://www.flickr.com/photos/izik/
- 18. MOSTAPPSCAN’T KEEPTHEIRUSERS “The average app loses 77% of its DAUs within the first 3 days after the install. Of the >1.5 million apps in the Google Play store, only a few thousand sustain meaningful traffic.” — Andrew Chen, Silicon Valley researcher and commentator
- 19. An invention needs to make sense in the world in which it is finished, not the world in which it is started. Ray Kurzweil Author, Inventor, Futurist “ PREDICTION?IMAGINATION?
- 20. We shape our tools and then the tools shape us. Winston Churchill British prime minister “ ADOPTIONOFANINNOVATION CHANGESTHEADOPTIONOF THATINNOVATION
- 21. NETWORKEFFECTSANDSOCIALPROOF In a world where everyone tweets, Twitter makes sense. In a world where no-one tweets, Twitter makes no sense. It’w worth trying when you hear of others doing it. And it’s less valuable when people are saying it’s dead.
- 22. USELEANSTARTUPTO DISCOVERSOLUTIONS THATGETTRACTION BUILD MEASURE LEARNWatch and learn from end users as often as possible, for inspiration and validation. Build in small increments and focus on quality. Experiment and prove your idea as you build it.
- 23. Remember that our higher order objective is to validate our ideas the fastest, cheapest way possible. Actually building and launching a product idea is generally the slowest, most expensive way to validate the idea. Marty Cagan Product Management trailblazer “
- 24. CHEAPMVPEXPERIMENTS Qual/F2F • Lab test a mockup • Concierge • Wizard of Oz • Storyboard • Prototype spaces • Catalogue/data sheet/ home page Quant/online • Call to action • Ad tracking • Video and link • Split testing
- 25. ONLYF2FDISCUSSIONSCANLETYOUUNDERSTANDWHY WHY? Understand root causes to address. Stimulate ideas for how to address them.
- 28. 2001: WOULDYOUUSE RADIOTIMESONLINE? OVERADIALUPMODEM? In 2000, dial-up Internet connections accounted for 74% of all U.S. residential Internet connections.
- 31. UNDERSTANDTHE JOBSTOBEDONE A customer job could be: • The tasks they are trying to perform and complete, • The problems they are trying to solve, • Or the needs they are trying to satisfy. What is the job that a customer will hire your product to do?
- 32. JTBD’S“CHANGE-MAKINGFORCES” NEW BEHAVIOUR EXISTING BEHAVIOUR Push from the old solution Attraction to the new solution Attraction to the old solution Push about the new solution
- 35. ABEHAVIOURCHANGEMODEL:MOTIVATION,ABILITY,OPPORTUNITY MOTIVATION ABILITY Knowledge, skill, usability Habit Beliefs and re-evaluations INTENTION! OPPORTUNITY Triggers Timing Attitude towards behaviour Social norms Ölander and Thøgersen, Aarhus Business school ACTION!
- 36. SO… NEW BEHAVIOUR EXISTING BEHAVIOUR MOTIVATION OPPORTUNITY ABILITY MOTIVATION OPPORTUNITY ABILITY
- 38. If you can’t retain a healthy percentage of your users past ninety days, you don’t have product market fit yet. Fred Wilson Union Square Ventures “ CONVERSIONISNOTENOUGH
- 40. ABILITYANDOPPORTUNITY:HABITSAREKEY Icons made by Icons8 from flaticon.com Cue Routine Reward triggers provides becomes associated with…
- 41. ANEXTENDEDBEHAVIOURCHANGECHECKLIST Goals Benefits Self/issue awareness Attitudes and emotions Fears Social norms Cognitive biasses Self-efficacy Willpower, mindfulness Knowledge, skill, usability Habits Resources: time, money, devices… Social support Triggers Optimal time Usual time MOTIVATION ABILITY OPPORTUNITY Sebastian Dieterding, Gaming and motivation expert
- 42. http://j.mp/maomodel Sebastian Dieterding, Gaming and motivation expert BEHAVIOUR CHANGE FORCES
- 43. ADVANCEDVERSION NEW BEHAVIOUR EXISTING BEHAVIOUR Attitudes and emotions Fears Resources: time, money, devices… Pains Cost Goals Social norms Knowledge, skill, usability Gains Usual time, Habits, Triggers Self/issue awareness Attitudes and emotions Fears Resources: time, money, devices… Pains Cost Goals Social norms Knowledge, skill, usability Gains Optimal time Triggers Self-efficacy
- 46. “Let’s map out the story of the last time you did this task.” 1
- 47. “So, that time when you were doing this job… Imagine you’d discovered this.” 2
- 48. “At each key moment, What’s good about the new way? And bad? And what’s better about the old way…”3 NEW BEHAVIOUR EXISTING BEHAVIOUR MOTIVATION OPPORTUNITY ABILITY MOTIVATION OPPORTUNITY ABILITY
- 49. AND/OR “Think of some time you spent in the last week, that you will use for doing this thing instead.”3 OPPORTUNITY Triggers Timing “What will remind you to use this?”
- 50. OPENYOURMIND, LISTENFORWEAKSIGNALS What humans are best at doing is interpreting all new information so that their prior conclusions are left intact. “ Warren Buffet World’s most successful investor
- 51. Customers buy strength, not lack of weakness.“ Ben Horowitz Entrepreneur and VC BECAUSETOSUCCEED,YOU’LLHAVE TOBECOMPLETELYAWESOME