SlideShare une entreprise Scribd logo
1  sur  67
Télécharger pour lire hors ligne
Stephen Gay
Innovation Catalyst
@ Intuit
Design for Delight
Chat about...
• Why Design for Delight?
• Our Journey
• 3 Core Principles
• 6 Methods
Canadian living in Silicon Valley
15+ years of experience
@ Intuit
Design Strategist & Innovation Catalyst
Why
Design for Delight?
#1 driver of new customer
purchases of Intuit products
Word of Mouth
Delight promotes Word of Mouth
• Flawless planning
• Avoid failure
• Rigorous analysis
• Presentations
• Arm’s length customer research
• Periodic
• Thinking
• Enlightened TRIAL & ERROR
• Fail FAST
• Rigorous TESTING
• Lightweight EXPERIMENTS
• DEEP CUSTOMER IMMERSION
• CONTINUOUS
• DOING
TO: Designing for Delight
(aka Design Thinking)
FROM: Traditional
Thinking
TO: Designing for Delight
(aka Design Thinking)
4	
  +	
  4	
  =	
  	
  8
8	
  	
  = 	
  	
  4 + 4
2 + 6
12 – 4
4 x 2
24 / 3
Discovery of what
is “right”.
The so-called
“correct” answer
Discovery of
what WORKS.
An infinity of
POSSIBLE
answers
FROM: Traditional
Thinking
Our Journey
’07
Beyond Ease
NPS Flat
“Intuit is the most well run,
no growth company in the valley.”
’07
Beyond Ease
NPS Flat
‘08
Delight Forums
’09
Catalyst
& Session Pilots
’10
Innovation Catalysts
’07
Beyond Ease
NPS Flat
‘08
Delight Forums
FY ‘10
75 Catalysts
FY ‘09
10 Catalysts 120 Catalysts
FY ‘11
FY ‘12
170 Catalysts
FY ‘13
200 Catalysts
Cross functional group of D4D experts, working across the company to apply
D4D in the day-to-day to achieve Delight
’09
Catalyst
& Session Pilots
’10
Innovation Catalysts
’11
D4D Sessions
’07
Beyond Ease
NPS Flat
‘08
Delight Forums
’09
Catalyst
& Session Pilots
’10
Innovation Catalysts
’11
D4D Sessions
’12
Everyday D4D
’07
Beyond Ease
NPS Flat
‘08
Delight Forums
2012 #56
2011 #84
2010 ---
3 Core Principles
Know your customer
better than they know
themselves.
Observed customer pain...
...drives to a solution.
It is hard to understand your
customer from your office…
Connect with where they are
coming from…
1. Be the customer
2. Watch the customer
3. Talk with the customer
Purpose of Deep Customer Empathy
• See the customer from a different perspective
• Understand what really matters
To get one great idea, you
have to create lots.
Your first idea is usually not
your best.
Divergent
Thinking
Create
Choices
Convergent
Thinking
Make
Choices
Purpose of Going Broad to Narrow
• Create options before making choices
• Explicit criteria = better choices
• The foundation for innovating new ways of
doing things
Watching how our customers
behave is far better than our
opinion.
Rough Experiments to Test Ideas
Get Feedback Early and Often
Build Physical Prototypes to Experiment
Experiment in the Lab & Field
Purpose of Rapid Experiments with Customers
• To learn what will improve customers lives
• To learn what the pros and cons of different
approaches are
• To make better decisions
6 Methods
SAY
DO
THINK
FEEL
D4D | Empathy Map
The Empathy Map
Problem Statement
•  I"am"________________________________."
•  I"am"trying"to"_________________________,"
but"_________________________________"
because"_____________________________,"
which"makes"me"feel"__________________."
“Who”"with"3"characteris=cs"
Outcome/Job"
Problem/Barrier"
Root"Cause"
Emo=on"
The Problem Statement Brainstorming
The 2x2 The Storyboard Visioning
The Empathy Map
SAY
DO
THINK
FEEL
D4D | Empathy Map
What%mo(vates%me%is:%
______________________________%
You have research findings and want the team to
understand what they mean at a deeper level.
WHY
use it
WHEN
to use it
•To sink into a user’s perspective and related emotions.
•To uncover underlying motivations and beliefs that
drive behaviors and words.
• Feelings are key to delivering delight.
Time: 20-30 minutes per user
1.PLAN: Set out Sharpie markers and Post-Its
2.UNPACK FIELD RESEARCH: What ‘s surprising? Individually,
write down your top 3 observations.Then, as a group, share each user’s story
out loud, one at a time.Take notes on Post-Its, capturing observations,
quotes, and inferences.
3.WALK THE MAP: Sticking Post-Its in the appropriate areas, starting
with the explicit (say, do) and then to the implicit (feel, think) for each
observation.“What did this person...
SAY? (quotes and keywords)
DO? (actions and behaviors)
FEEL? (infer emotions using words/facial expression)
THINK? (infer beliefs, logic – if I do this, then...)
HOW
to do it
The Problem Statement
Problem Statement
•  I"am"________________________________."
•  I"am"trying"to"_________________________,"
but"_________________________________"
because"_____________________________,"
which"makes"me"feel"__________________."
“Who”"with"3"characteris=cs"
Outcome/Job"
Problem/Barrier"
Root"Cause"
Emo=on"
I	
  am	
  an	
  overweight	
  employee	
  with	
  a	
  full-­‐4me	
  
job	
  and	
  a	
  toddler	
  at	
  home.
I	
  am	
  trying	
  to	
  get	
  regular	
  exercise,
but	
  I	
  can’t	
  find	
  the	
  4me
because	
  I	
  spend	
  	
  all	
  of	
  my	
  free	
  4me	
  playing	
  
with	
  my	
  daughter	
  ,
which	
  makes	
  me	
  feel	
  powerless	
  to	
  control	
  my	
  
weight.
You have a hypothesis, or understanding, about the customer
problem and need to articulate it to gain shared-vision or
customer feedback.
WHY
use it
WHEN
to use it
Enables stakeholders to clarify the problem, the root causes and
associated emotions. Use the problem statement with the target
customer to get feedback on how well this statement reflects
their problem, and how painful this problem is relative to others,
from their perspective.
Time: 5-10 minutes per Problem Statement
1.WRITE the problem statement template on a large board or poster
(or print the problem statement template).
2.Each team member should GENERATE their own problem
statement, filling in the 5 phrases.
3.SHARE all problem statements with group
4.CHOOSE which problem statement(s) to test with customers
HOW
to do it
Brainstorming
You want to generate a bunch of ideas, form a variety of
perspectives – quickly.
WHY
use it
WHEN
to use it
•To generate many new ideas -- quickly
• Incorporate diverse perspectives
• Probe more deeply into a problem or opportunity area
Time: 30-40 minutes
1.SET CONTEXT by grounding participants in the problem or opportunity space,
project history, personas and insights.
2.WARM UP. Use a group exercise to get energy up.
3.FOCUS ATTENTION by writing a provocative “How Might We...?” or “What
ways can...?” question on the board.
4.QUIET IDEATION. To balance different thinking styles, spend 2-3 minutes
capturing ideas individually, one idea per Post-It. Use Sharpies.
5.ENGAGE EACH PARTICIPANT by asking them to share an idea.
6.REINFORCE the idea by repeating and clarifying it, then sticking it on the board.
7.BROADEN:When ideation slows, build on ideas.
8.CLUSTER ideas into themes.
HOW
to do it
The 2x2
These are the best
ideas for the
project goals
When you have a number of ideas, and need to evaluate them to
narrow your focus.
Explore relationships and tensions between two goals, values,
motivations, or other characteristics. Prioritize your ideas using
criteria important to you and your customers.
WHY
use it
WHEN
to use it
1.EXPERIMENT with word pairs for axis labels. Often, it takes a few
iterations to arrive at useful labels for analyzing ideas.
2.PLACE idea Post-Its in the appropriate quadrants.You should have
Post-Its in all quadrants. If you find they are all clustered in one
quadrant, brainstorm another axis label.
3.PHOTOGRAPH the populated 2x2 and the related notes.
4.ITERATE. Develop multiple versions of 2x2’s to uncover
additional insights and refine your point of view on which ideas to
explore first.
HOW
to do it
The Storyboard
1.  Customer Problem
3. Customer
Benefit
2. PROPOSED
SOLUTION
&
EXPERIENCE!
When you have an idea and want feedback on how well it solves
the customer problem, meets the customer’s criteria, or delivers a
big customer benefit.
WHEN
to use it
Enables your team to iterate quickly on new concepts before
spending time designing or building high-fidelity mockups.
Storyboards can also be used to gain deeper insight into the
customer’s experience.
WHY
use it
Time: 60 minutes per iteration,
including customer feedback
1.SELECT an idea or problem to storyboard
2.DETERMINE WHAT YOU WANT TO LEARN:
1.ASK the team “What would be good about this solution?” Be very specific (e.g.,
“Make it Easy” is too broad)
2.NARROW to the top 2-3 reasons.This is the hypothesis that you’ll test for this
idea.
3.CREATE A SCRIPT. Place a Post-It in each cell.
1.Write the customer BENEFIT in the last cell.
2.Describe the customer PROBLEM in the first 1-2 cells
3.Use the cells in-between to show how the story unfolds
(your SOLUTION).
4.REPLACE each Post-It with a sketch of a key scene of the story.
5.PILOT your storyboard: Have someone who doesn’t know the story read it aloud and
tell you what’s confusing. Revise.
6.GET CUSTOMER FEEDBACK. Have the customer tell you what is happening in
each cell.Then get their reaction to the problem, idea, and the benefit.
HOW
to do it
Visioning
•You need to articulate and align your team on an inspiring
overarching vision.
•You need to bring deeper meaning to an existing vision
statement.
WHEN
to use it
•To establish the emotional connection to why this outcome is
important for you and your team.
•To understand the relationship between current state and where
you want to be.
WHY
use it
Time: 90+ minutes
“D4D is our number 1
weapon in attaining growth
and there is no #2”
- Scott Cook
Thank you

Contenu connexe

Tendances

Design Thinking - Bootcamp
Design Thinking - BootcampDesign Thinking - Bootcamp
Design Thinking - BootcampJan Schmiedgen
 
NYT Product Discovery Activity Guide
NYT Product Discovery Activity GuideNYT Product Discovery Activity Guide
NYT Product Discovery Activity GuideAl Ming
 
The Startup Design Toolkit - a design-thinking approach to startups and produ...
The Startup Design Toolkit - a design-thinking approach to startups and produ...The Startup Design Toolkit - a design-thinking approach to startups and produ...
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
 
Design thinking & healthcare
Design thinking & healthcareDesign thinking & healthcare
Design thinking & healthcarespicyben
 
Design Thinking 101 by Natalie Nixon of Figure 8 Thinking
Design Thinking 101 by Natalie Nixon of Figure 8 ThinkingDesign Thinking 101 by Natalie Nixon of Figure 8 Thinking
Design Thinking 101 by Natalie Nixon of Figure 8 ThinkingNatalie W. Nixon, PhD
 
Design with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business ModelsDesign with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business ModelsPemo Theodore
 
Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011Eric Ries
 
DIY Service Design, the toolkit (euroIA 2014, Brussels)
DIY Service Design, the toolkit (euroIA 2014, Brussels)DIY Service Design, the toolkit (euroIA 2014, Brussels)
DIY Service Design, the toolkit (euroIA 2014, Brussels)Koen Peters
 
Design Sprints for Innovation
Design Sprints for InnovationDesign Sprints for Innovation
Design Sprints for InnovationDave Hogue
 
Evolution of Design & Service Design
Evolution of Design & Service DesignEvolution of Design & Service Design
Evolution of Design & Service DesignChallis Hodge
 
What is Design Thinking?
What is Design Thinking?What is Design Thinking?
What is Design Thinking?Michael Melnick
 
The role of service design in organizations
The role of service design in organizations The role of service design in organizations
The role of service design in organizations Carol Massá
 

Tendances (20)

Design Thinking - Bootcamp
Design Thinking - BootcampDesign Thinking - Bootcamp
Design Thinking - Bootcamp
 
Service Design Doing
Service Design DoingService Design Doing
Service Design Doing
 
NYT Product Discovery Activity Guide
NYT Product Discovery Activity GuideNYT Product Discovery Activity Guide
NYT Product Discovery Activity Guide
 
The Startup Design Toolkit - a design-thinking approach to startups and produ...
The Startup Design Toolkit - a design-thinking approach to startups and produ...The Startup Design Toolkit - a design-thinking approach to startups and produ...
The Startup Design Toolkit - a design-thinking approach to startups and produ...
 
IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016
 
Lean startup 101
Lean startup 101Lean startup 101
Lean startup 101
 
Design thinking & healthcare
Design thinking & healthcareDesign thinking & healthcare
Design thinking & healthcare
 
Design Thinking Method Cards
Design Thinking Method CardsDesign Thinking Method Cards
Design Thinking Method Cards
 
Service Design
Service Design Service Design
Service Design
 
Design thinking
Design thinkingDesign thinking
Design thinking
 
Design Thinking
Design ThinkingDesign Thinking
Design Thinking
 
Design Thinking 101 by Natalie Nixon of Figure 8 Thinking
Design Thinking 101 by Natalie Nixon of Figure 8 ThinkingDesign Thinking 101 by Natalie Nixon of Figure 8 Thinking
Design Thinking 101 by Natalie Nixon of Figure 8 Thinking
 
Design with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business ModelsDesign with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business Models
 
Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011
 
DIY Service Design, the toolkit (euroIA 2014, Brussels)
DIY Service Design, the toolkit (euroIA 2014, Brussels)DIY Service Design, the toolkit (euroIA 2014, Brussels)
DIY Service Design, the toolkit (euroIA 2014, Brussels)
 
Design Thinking
Design ThinkingDesign Thinking
Design Thinking
 
Design Sprints for Innovation
Design Sprints for InnovationDesign Sprints for Innovation
Design Sprints for Innovation
 
Evolution of Design & Service Design
Evolution of Design & Service DesignEvolution of Design & Service Design
Evolution of Design & Service Design
 
What is Design Thinking?
What is Design Thinking?What is Design Thinking?
What is Design Thinking?
 
The role of service design in organizations
The role of service design in organizations The role of service design in organizations
The role of service design in organizations
 

Similaire à Design for Delight - The Innovation Catalysts

Design for Delight - Innovation Overview
Design for Delight - Innovation OverviewDesign for Delight - Innovation Overview
Design for Delight - Innovation OverviewStephen Gay
 
How to write a great advertising creative brief.
How to write a great advertising creative brief. How to write a great advertising creative brief.
How to write a great advertising creative brief. David Bell
 
A Primer For Design Thinking For Business
A Primer For Design Thinking For BusinessA Primer For Design Thinking For Business
A Primer For Design Thinking For Businesssean carney
 
Creative problemsolving
Creative problemsolvingCreative problemsolving
Creative problemsolvingJatindra Malik
 
Analytical Thinking And Innovation
Analytical Thinking And InnovationAnalytical Thinking And Innovation
Analytical Thinking And InnovationJeff Brooks
 
Creative Problem Solving
Creative Problem SolvingCreative Problem Solving
Creative Problem SolvingZahyd Shuja
 
How to turn an idea into bz opportunity final
How to turn an idea into bz opportunity finalHow to turn an idea into bz opportunity final
How to turn an idea into bz opportunity finalChris Zobrist
 
Introduction to The Lean Startup
Introduction to The Lean StartupIntroduction to The Lean Startup
Introduction to The Lean StartupDanny Boice
 
CYCLES Course (1): Course Introduction
CYCLES Course (1): Course Introduction CYCLES Course (1): Course Introduction
CYCLES Course (1): Course Introduction Bryan Cassady
 
Formulate stronger hypotheses
Formulate stronger hypothesesFormulate stronger hypotheses
Formulate stronger hypothesesCarmen Brion
 
Session 3 103_iae
Session 3 103_iaeSession 3 103_iae
Session 3 103_iaeAlex Kinder
 
Creative Behaviour - BA2011
Creative Behaviour - BA2011Creative Behaviour - BA2011
Creative Behaviour - BA2011IIBA UK Chapter
 
15 clever thinking tools to create winning ideas quickly
15 clever thinking tools to create winning ideas quickly15 clever thinking tools to create winning ideas quickly
15 clever thinking tools to create winning ideas quicklyChris Thomason
 
Introduction to Design thinking 2015 by Vedran Antoljak
Introduction to Design thinking 2015 by Vedran AntoljakIntroduction to Design thinking 2015 by Vedran Antoljak
Introduction to Design thinking 2015 by Vedran AntoljakVedran Antoljak
 
Design thinking and Role Playing
Design thinking and Role PlayingDesign thinking and Role Playing
Design thinking and Role PlayingJoud Khattab
 
How to Produce Kick-Ass Ideas
How to Produce Kick-Ass IdeasHow to Produce Kick-Ass Ideas
How to Produce Kick-Ass IdeasInitiative
 

Similaire à Design for Delight - The Innovation Catalysts (20)

Design for Delight - Innovation Overview
Design for Delight - Innovation OverviewDesign for Delight - Innovation Overview
Design for Delight - Innovation Overview
 
How to write a great advertising creative brief.
How to write a great advertising creative brief. How to write a great advertising creative brief.
How to write a great advertising creative brief.
 
A Primer For Design Thinking For Business
A Primer For Design Thinking For BusinessA Primer For Design Thinking For Business
A Primer For Design Thinking For Business
 
Creative problemsolving
Creative problemsolvingCreative problemsolving
Creative problemsolving
 
Analytical Thinking And Innovation
Analytical Thinking And InnovationAnalytical Thinking And Innovation
Analytical Thinking And Innovation
 
How Might We...
How Might We...How Might We...
How Might We...
 
Creative Problem Solving
Creative Problem SolvingCreative Problem Solving
Creative Problem Solving
 
How to turn an idea into bz opportunity final
How to turn an idea into bz opportunity finalHow to turn an idea into bz opportunity final
How to turn an idea into bz opportunity final
 
Action research for Teachers
Action research for Teachers Action research for Teachers
Action research for Teachers
 
Introduction to The Lean Startup
Introduction to The Lean StartupIntroduction to The Lean Startup
Introduction to The Lean Startup
 
CYCLES Course (1): Course Introduction
CYCLES Course (1): Course Introduction CYCLES Course (1): Course Introduction
CYCLES Course (1): Course Introduction
 
Formulate stronger hypotheses
Formulate stronger hypothesesFormulate stronger hypotheses
Formulate stronger hypotheses
 
Session 3 103_iae
Session 3 103_iaeSession 3 103_iae
Session 3 103_iae
 
Creative Behaviour - BA2011
Creative Behaviour - BA2011Creative Behaviour - BA2011
Creative Behaviour - BA2011
 
Managing Creativity
Managing CreativityManaging Creativity
Managing Creativity
 
15 clever thinking tools to create winning ideas quickly
15 clever thinking tools to create winning ideas quickly15 clever thinking tools to create winning ideas quickly
15 clever thinking tools to create winning ideas quickly
 
Introduction to Design thinking 2015 by Vedran Antoljak
Introduction to Design thinking 2015 by Vedran AntoljakIntroduction to Design thinking 2015 by Vedran Antoljak
Introduction to Design thinking 2015 by Vedran Antoljak
 
Becoming Effective Problem Solvers
Becoming Effective Problem SolversBecoming Effective Problem Solvers
Becoming Effective Problem Solvers
 
Design thinking and Role Playing
Design thinking and Role PlayingDesign thinking and Role Playing
Design thinking and Role Playing
 
How to Produce Kick-Ass Ideas
How to Produce Kick-Ass IdeasHow to Produce Kick-Ass Ideas
How to Produce Kick-Ass Ideas
 

Plus de Stephen Gay

UX Leadership: Helping Teams Design Onboarding Experience Using 3 Frameworks
UX Leadership: Helping Teams Design Onboarding Experience Using 3 FrameworksUX Leadership: Helping Teams Design Onboarding Experience Using 3 Frameworks
UX Leadership: Helping Teams Design Onboarding Experience Using 3 FrameworksStephen Gay
 
SF Design Week - First Use Playbook
SF Design Week - First Use PlaybookSF Design Week - First Use Playbook
SF Design Week - First Use PlaybookStephen Gay
 
Conversational UI: How to walk the talk
Conversational UI: How to walk the talkConversational UI: How to walk the talk
Conversational UI: How to walk the talkStephen Gay
 
Natural User Interface Workshop
Natural User Interface WorkshopNatural User Interface Workshop
Natural User Interface WorkshopStephen Gay
 
Adopting VUI in a GUI world - Enterprise UX Meetup
Adopting VUI in a GUI world - Enterprise UX MeetupAdopting VUI in a GUI world - Enterprise UX Meetup
Adopting VUI in a GUI world - Enterprise UX MeetupStephen Gay
 
Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI world
 Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI world Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI world
Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI worldStephen Gay
 
Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovation
 Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovation Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovation
Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovationStephen Gay
 
Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)
Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)
Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)Stephen Gay
 
Mobile World Congress 2011 - MWC
Mobile World Congress 2011 - MWCMobile World Congress 2011 - MWC
Mobile World Congress 2011 - MWCStephen Gay
 
Game Thinking - The Business of Gaming (Gamification)
Game Thinking - The Business of Gaming (Gamification)Game Thinking - The Business of Gaming (Gamification)
Game Thinking - The Business of Gaming (Gamification)Stephen Gay
 
Life Cycle - Stephen Gay
Life Cycle - Stephen GayLife Cycle - Stephen Gay
Life Cycle - Stephen GayStephen Gay
 
Design Risk - Stephen Gay
Design Risk - Stephen GayDesign Risk - Stephen Gay
Design Risk - Stephen GayStephen Gay
 

Plus de Stephen Gay (12)

UX Leadership: Helping Teams Design Onboarding Experience Using 3 Frameworks
UX Leadership: Helping Teams Design Onboarding Experience Using 3 FrameworksUX Leadership: Helping Teams Design Onboarding Experience Using 3 Frameworks
UX Leadership: Helping Teams Design Onboarding Experience Using 3 Frameworks
 
SF Design Week - First Use Playbook
SF Design Week - First Use PlaybookSF Design Week - First Use Playbook
SF Design Week - First Use Playbook
 
Conversational UI: How to walk the talk
Conversational UI: How to walk the talkConversational UI: How to walk the talk
Conversational UI: How to walk the talk
 
Natural User Interface Workshop
Natural User Interface WorkshopNatural User Interface Workshop
Natural User Interface Workshop
 
Adopting VUI in a GUI world - Enterprise UX Meetup
Adopting VUI in a GUI world - Enterprise UX MeetupAdopting VUI in a GUI world - Enterprise UX Meetup
Adopting VUI in a GUI world - Enterprise UX Meetup
 
Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI world
 Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI world Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI world
Evangelizing and Designing Voice User Interface: Adopting VUI in a GUI world
 
Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovation
 Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovation Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovation
Mobile Voice 2012 – Evangelizing Voice: Lessons learned in design innovation
 
Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)
Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)
Ignite Potential – Value exchange networks (Stephen Gay and Rich Radka)
 
Mobile World Congress 2011 - MWC
Mobile World Congress 2011 - MWCMobile World Congress 2011 - MWC
Mobile World Congress 2011 - MWC
 
Game Thinking - The Business of Gaming (Gamification)
Game Thinking - The Business of Gaming (Gamification)Game Thinking - The Business of Gaming (Gamification)
Game Thinking - The Business of Gaming (Gamification)
 
Life Cycle - Stephen Gay
Life Cycle - Stephen GayLife Cycle - Stephen Gay
Life Cycle - Stephen Gay
 
Design Risk - Stephen Gay
Design Risk - Stephen GayDesign Risk - Stephen Gay
Design Risk - Stephen Gay
 

Dernier

Pharmaceutical Packaging for the elderly.pdf
Pharmaceutical Packaging for the elderly.pdfPharmaceutical Packaging for the elderly.pdf
Pharmaceutical Packaging for the elderly.pdfAayushChavan5
 
Iconic Global Solution - web design, Digital Marketing services
Iconic Global Solution - web design, Digital Marketing servicesIconic Global Solution - web design, Digital Marketing services
Iconic Global Solution - web design, Digital Marketing servicesIconic global solution
 
cda.pptx critical discourse analysis ppt
cda.pptx critical discourse analysis pptcda.pptx critical discourse analysis ppt
cda.pptx critical discourse analysis pptMaryamAfzal41
 
'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,
'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,
'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,Aginakm1
 
group_15_empirya_p1projectIndustrial.pdf
group_15_empirya_p1projectIndustrial.pdfgroup_15_empirya_p1projectIndustrial.pdf
group_15_empirya_p1projectIndustrial.pdfneelspinoy
 
西北大学毕业证学位证成绩单-怎么样办伪造
西北大学毕业证学位证成绩单-怎么样办伪造西北大学毕业证学位证成绩单-怎么样办伪造
西北大学毕业证学位证成绩单-怎么样办伪造kbdhl05e
 
办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一
办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一
办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一z xss
 
General Knowledge Quiz Game C++ CODE.pptx
General Knowledge Quiz Game C++ CODE.pptxGeneral Knowledge Quiz Game C++ CODE.pptx
General Knowledge Quiz Game C++ CODE.pptxmarckustrevion
 
Color Theory Explained for Noobs- Think360 Studio
Color Theory Explained for Noobs- Think360 StudioColor Theory Explained for Noobs- Think360 Studio
Color Theory Explained for Noobs- Think360 StudioThink360 Studio
 
FiveHypotheses_UIDMasterclass_18April2024.pdf
FiveHypotheses_UIDMasterclass_18April2024.pdfFiveHypotheses_UIDMasterclass_18April2024.pdf
FiveHypotheses_UIDMasterclass_18April2024.pdfShivakumar Viswanathan
 
Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...
Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...
Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...mrchrns005
 
办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书
办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书
办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书zdzoqco
 
TYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOn
TYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOnTYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOn
TYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOnbeetchunknown
 
Making and Unmaking of Chandigarh - A City of Two Plans2-4-24.ppt
Making and Unmaking of Chandigarh - A City of Two Plans2-4-24.pptMaking and Unmaking of Chandigarh - A City of Two Plans2-4-24.ppt
Making and Unmaking of Chandigarh - A City of Two Plans2-4-24.pptJIT KUMAR GUPTA
 
专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degree
专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degree专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degree
专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degreeyuu sss
 
2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degree
2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degree2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degree
2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degreeyuu sss
 
MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...
MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...
MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...katerynaivanenko1
 
10 must-have Chrome extensions for designers
10 must-have Chrome extensions for designers10 must-have Chrome extensions for designers
10 must-have Chrome extensions for designersPixeldarts
 
DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...
DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...
DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...Rishabh Aryan
 
10 Best WordPress Plugins to make the website effective in 2024
10 Best WordPress Plugins to make the website effective in 202410 Best WordPress Plugins to make the website effective in 2024
10 Best WordPress Plugins to make the website effective in 2024digital learning point
 

Dernier (20)

Pharmaceutical Packaging for the elderly.pdf
Pharmaceutical Packaging for the elderly.pdfPharmaceutical Packaging for the elderly.pdf
Pharmaceutical Packaging for the elderly.pdf
 
Iconic Global Solution - web design, Digital Marketing services
Iconic Global Solution - web design, Digital Marketing servicesIconic Global Solution - web design, Digital Marketing services
Iconic Global Solution - web design, Digital Marketing services
 
cda.pptx critical discourse analysis ppt
cda.pptx critical discourse analysis pptcda.pptx critical discourse analysis ppt
cda.pptx critical discourse analysis ppt
 
'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,
'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,
'CASE STUDY OF INDIRA PARYAVARAN BHAVAN DELHI ,
 
group_15_empirya_p1projectIndustrial.pdf
group_15_empirya_p1projectIndustrial.pdfgroup_15_empirya_p1projectIndustrial.pdf
group_15_empirya_p1projectIndustrial.pdf
 
西北大学毕业证学位证成绩单-怎么样办伪造
西北大学毕业证学位证成绩单-怎么样办伪造西北大学毕业证学位证成绩单-怎么样办伪造
西北大学毕业证学位证成绩单-怎么样办伪造
 
办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一
办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一
办理(UC毕业证书)查尔斯顿大学毕业证成绩单原版一比一
 
General Knowledge Quiz Game C++ CODE.pptx
General Knowledge Quiz Game C++ CODE.pptxGeneral Knowledge Quiz Game C++ CODE.pptx
General Knowledge Quiz Game C++ CODE.pptx
 
Color Theory Explained for Noobs- Think360 Studio
Color Theory Explained for Noobs- Think360 StudioColor Theory Explained for Noobs- Think360 Studio
Color Theory Explained for Noobs- Think360 Studio
 
FiveHypotheses_UIDMasterclass_18April2024.pdf
FiveHypotheses_UIDMasterclass_18April2024.pdfFiveHypotheses_UIDMasterclass_18April2024.pdf
FiveHypotheses_UIDMasterclass_18April2024.pdf
 
Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...
Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...
Business research proposal mcdo.pptxBusiness research proposal mcdo.pptxBusin...
 
办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书
办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书
办理卡尔顿大学毕业证成绩单|购买加拿大文凭证书
 
TYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOn
TYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOnTYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOn
TYPES-OF-VOLCANOES-AND-VOLCANIC-ERUPTIOn
 
Making and Unmaking of Chandigarh - A City of Two Plans2-4-24.ppt
Making and Unmaking of Chandigarh - A City of Two Plans2-4-24.pptMaking and Unmaking of Chandigarh - A City of Two Plans2-4-24.ppt
Making and Unmaking of Chandigarh - A City of Two Plans2-4-24.ppt
 
专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degree
专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degree专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degree
专业一比一美国亚利桑那大学毕业证成绩单pdf电子版制作修改#真实工艺展示#真实防伪#diploma#degree
 
2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degree
2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degree2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degree
2024新版美国旧金山州立大学毕业证成绩单pdf电子版制作修改#毕业文凭制作#回国入职#diploma#degree
 
MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...
MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...
MT. Marseille an Archipelago. Strategies for Integrating Residential Communit...
 
10 must-have Chrome extensions for designers
10 must-have Chrome extensions for designers10 must-have Chrome extensions for designers
10 must-have Chrome extensions for designers
 
DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...
DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...
DAKSHIN BIHAR GRAMIN BANK: REDEFINING THE DIGITAL BANKING EXPERIENCE WITH A U...
 
10 Best WordPress Plugins to make the website effective in 2024
10 Best WordPress Plugins to make the website effective in 202410 Best WordPress Plugins to make the website effective in 2024
10 Best WordPress Plugins to make the website effective in 2024
 

Design for Delight - The Innovation Catalysts

  • 1. Stephen Gay Innovation Catalyst @ Intuit Design for Delight
  • 2. Chat about... • Why Design for Delight? • Our Journey • 3 Core Principles • 6 Methods
  • 3. Canadian living in Silicon Valley 15+ years of experience @ Intuit Design Strategist & Innovation Catalyst
  • 5. #1 driver of new customer purchases of Intuit products Word of Mouth
  • 7.
  • 8.
  • 9. • Flawless planning • Avoid failure • Rigorous analysis • Presentations • Arm’s length customer research • Periodic • Thinking • Enlightened TRIAL & ERROR • Fail FAST • Rigorous TESTING • Lightweight EXPERIMENTS • DEEP CUSTOMER IMMERSION • CONTINUOUS • DOING TO: Designing for Delight (aka Design Thinking) FROM: Traditional Thinking
  • 10. TO: Designing for Delight (aka Design Thinking) 4  +  4  =    8 8    =    4 + 4 2 + 6 12 – 4 4 x 2 24 / 3 Discovery of what is “right”. The so-called “correct” answer Discovery of what WORKS. An infinity of POSSIBLE answers FROM: Traditional Thinking
  • 13. “Intuit is the most well run, no growth company in the valley.”
  • 15.
  • 16. ’09 Catalyst & Session Pilots ’10 Innovation Catalysts ’07 Beyond Ease NPS Flat ‘08 Delight Forums
  • 17.
  • 18. FY ‘10 75 Catalysts FY ‘09 10 Catalysts 120 Catalysts FY ‘11 FY ‘12 170 Catalysts FY ‘13 200 Catalysts Cross functional group of D4D experts, working across the company to apply D4D in the day-to-day to achieve Delight
  • 19.
  • 20. ’09 Catalyst & Session Pilots ’10 Innovation Catalysts ’11 D4D Sessions ’07 Beyond Ease NPS Flat ‘08 Delight Forums
  • 21.
  • 22. ’09 Catalyst & Session Pilots ’10 Innovation Catalysts ’11 D4D Sessions ’12 Everyday D4D ’07 Beyond Ease NPS Flat ‘08 Delight Forums
  • 23.
  • 26.
  • 27. Know your customer better than they know themselves.
  • 29. ...drives to a solution.
  • 30. It is hard to understand your customer from your office…
  • 31. Connect with where they are coming from… 1. Be the customer 2. Watch the customer 3. Talk with the customer
  • 32. Purpose of Deep Customer Empathy • See the customer from a different perspective • Understand what really matters
  • 33. To get one great idea, you have to create lots. Your first idea is usually not your best.
  • 35. Purpose of Going Broad to Narrow • Create options before making choices • Explicit criteria = better choices • The foundation for innovating new ways of doing things
  • 36. Watching how our customers behave is far better than our opinion.
  • 37. Rough Experiments to Test Ideas
  • 38. Get Feedback Early and Often
  • 39. Build Physical Prototypes to Experiment
  • 40. Experiment in the Lab & Field
  • 41. Purpose of Rapid Experiments with Customers • To learn what will improve customers lives • To learn what the pros and cons of different approaches are • To make better decisions
  • 43. SAY DO THINK FEEL D4D | Empathy Map The Empathy Map Problem Statement •  I"am"________________________________." •  I"am"trying"to"_________________________," but"_________________________________" because"_____________________________," which"makes"me"feel"__________________." “Who”"with"3"characteris=cs" Outcome/Job" Problem/Barrier" Root"Cause" Emo=on" The Problem Statement Brainstorming The 2x2 The Storyboard Visioning
  • 46. You have research findings and want the team to understand what they mean at a deeper level. WHY use it WHEN to use it •To sink into a user’s perspective and related emotions. •To uncover underlying motivations and beliefs that drive behaviors and words. • Feelings are key to delivering delight. Time: 20-30 minutes per user
  • 47. 1.PLAN: Set out Sharpie markers and Post-Its 2.UNPACK FIELD RESEARCH: What ‘s surprising? Individually, write down your top 3 observations.Then, as a group, share each user’s story out loud, one at a time.Take notes on Post-Its, capturing observations, quotes, and inferences. 3.WALK THE MAP: Sticking Post-Its in the appropriate areas, starting with the explicit (say, do) and then to the implicit (feel, think) for each observation.“What did this person... SAY? (quotes and keywords) DO? (actions and behaviors) FEEL? (infer emotions using words/facial expression) THINK? (infer beliefs, logic – if I do this, then...) HOW to do it
  • 48. The Problem Statement Problem Statement •  I"am"________________________________." •  I"am"trying"to"_________________________," but"_________________________________" because"_____________________________," which"makes"me"feel"__________________." “Who”"with"3"characteris=cs" Outcome/Job" Problem/Barrier" Root"Cause" Emo=on"
  • 49. I  am  an  overweight  employee  with  a  full-­‐4me   job  and  a  toddler  at  home. I  am  trying  to  get  regular  exercise, but  I  can’t  find  the  4me because  I  spend    all  of  my  free  4me  playing   with  my  daughter  , which  makes  me  feel  powerless  to  control  my   weight.
  • 50. You have a hypothesis, or understanding, about the customer problem and need to articulate it to gain shared-vision or customer feedback. WHY use it WHEN to use it Enables stakeholders to clarify the problem, the root causes and associated emotions. Use the problem statement with the target customer to get feedback on how well this statement reflects their problem, and how painful this problem is relative to others, from their perspective. Time: 5-10 minutes per Problem Statement
  • 51. 1.WRITE the problem statement template on a large board or poster (or print the problem statement template). 2.Each team member should GENERATE their own problem statement, filling in the 5 phrases. 3.SHARE all problem statements with group 4.CHOOSE which problem statement(s) to test with customers HOW to do it
  • 53. You want to generate a bunch of ideas, form a variety of perspectives – quickly. WHY use it WHEN to use it •To generate many new ideas -- quickly • Incorporate diverse perspectives • Probe more deeply into a problem or opportunity area Time: 30-40 minutes
  • 54. 1.SET CONTEXT by grounding participants in the problem or opportunity space, project history, personas and insights. 2.WARM UP. Use a group exercise to get energy up. 3.FOCUS ATTENTION by writing a provocative “How Might We...?” or “What ways can...?” question on the board. 4.QUIET IDEATION. To balance different thinking styles, spend 2-3 minutes capturing ideas individually, one idea per Post-It. Use Sharpies. 5.ENGAGE EACH PARTICIPANT by asking them to share an idea. 6.REINFORCE the idea by repeating and clarifying it, then sticking it on the board. 7.BROADEN:When ideation slows, build on ideas. 8.CLUSTER ideas into themes. HOW to do it
  • 56. These are the best ideas for the project goals
  • 57. When you have a number of ideas, and need to evaluate them to narrow your focus. Explore relationships and tensions between two goals, values, motivations, or other characteristics. Prioritize your ideas using criteria important to you and your customers. WHY use it WHEN to use it
  • 58. 1.EXPERIMENT with word pairs for axis labels. Often, it takes a few iterations to arrive at useful labels for analyzing ideas. 2.PLACE idea Post-Its in the appropriate quadrants.You should have Post-Its in all quadrants. If you find they are all clustered in one quadrant, brainstorm another axis label. 3.PHOTOGRAPH the populated 2x2 and the related notes. 4.ITERATE. Develop multiple versions of 2x2’s to uncover additional insights and refine your point of view on which ideas to explore first. HOW to do it
  • 60.
  • 61. 1.  Customer Problem 3. Customer Benefit 2. PROPOSED SOLUTION & EXPERIENCE!
  • 62. When you have an idea and want feedback on how well it solves the customer problem, meets the customer’s criteria, or delivers a big customer benefit. WHEN to use it Enables your team to iterate quickly on new concepts before spending time designing or building high-fidelity mockups. Storyboards can also be used to gain deeper insight into the customer’s experience. WHY use it Time: 60 minutes per iteration, including customer feedback
  • 63. 1.SELECT an idea or problem to storyboard 2.DETERMINE WHAT YOU WANT TO LEARN: 1.ASK the team “What would be good about this solution?” Be very specific (e.g., “Make it Easy” is too broad) 2.NARROW to the top 2-3 reasons.This is the hypothesis that you’ll test for this idea. 3.CREATE A SCRIPT. Place a Post-It in each cell. 1.Write the customer BENEFIT in the last cell. 2.Describe the customer PROBLEM in the first 1-2 cells 3.Use the cells in-between to show how the story unfolds (your SOLUTION). 4.REPLACE each Post-It with a sketch of a key scene of the story. 5.PILOT your storyboard: Have someone who doesn’t know the story read it aloud and tell you what’s confusing. Revise. 6.GET CUSTOMER FEEDBACK. Have the customer tell you what is happening in each cell.Then get their reaction to the problem, idea, and the benefit. HOW to do it
  • 65. •You need to articulate and align your team on an inspiring overarching vision. •You need to bring deeper meaning to an existing vision statement. WHEN to use it •To establish the emotional connection to why this outcome is important for you and your team. •To understand the relationship between current state and where you want to be. WHY use it Time: 90+ minutes
  • 66. “D4D is our number 1 weapon in attaining growth and there is no #2” - Scott Cook