In this age of business, the speed and quality of a company’s execution matters more than ever before. Design has earned a seat at the executive table and in part because of this designers need the tools to articulate their business impact. It’s important to design in such a way that realistically looks at the potential impact (ROI) and creates consistent design velocity for a company. It’s important that we set certain expectations when setting up a company to increase our chances of success. In this talk, Chloë will teach you how to optimize the design process to rapidly ship products. We will explore what ROI and design velocity are then look at how a growth mindset and power of not knowing are the key to acceleration. Based on this key we will discuss the culture, team structure, processes, technology and tools that empower us to generate business impact. We all want to be more effective at our jobs. You will come away with a framework to help you design as an individual, team leader or organization. Who is this talk for: Designers who want to understand how they can think about design to achieve their goals faster in a more powerful way as well as articulate the value of and advocate for what they are working on to people outside of the design team. Design managers, executives and senior level designs interested in manifesting team environments that create high quality design work while maximizing the impact of design on the business. Startup founders who want to incorporate design thinking into their organization in a way that catalyzes the realization of business goals across all areas of the organization.

1. Design for Business Impact
September 2016 for UX Night | chloebregman.com
I N C R E A S E Y O U R R O I & V E L O C I T Y

2. DESIGN FOR BUSINESS IMPACT
CreativeJuggernaut
Chloë Bregman
@cloudchloe
@creativejuggernaut
chloebregman@gmail.com
chloebregman.com

3. 01
I am here to learn from you.
Design is a dialogue
between the user and the
designer.
Public Presentation Iteration #1.
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DESIGN FOR BUSINESS IMPACT

4. DESIGN FOR BUSINESS IMPACT
KPCB Design in Tech Report 2016 - John Maeda

5. Speed of Value Creation +
Product Market Fit +
Distribution Channel +
Design
MODERN
COMPETITIVE ADVANTAGE

6. DESIGN IS
COMPETITIVE ADVANTAGE
KPCB Design in Tech Report 2016 - John Maeda

7. DESIIntentional Problem Solving & Process To Achieve a Purpose
noun
1. a plan or drawing produced to show the look and function or workings of a
building, garment, or other object before it is built or made. an arrangement
of lines or shapes created to form a pattern or decoration.
2. purpose, planning, or intention that exists or is thought to exist behind an
action, fact, or material object.
verb
1. decide upon the look and functioning of (a building, garment, or other
object), typically by making a detailed drawing of it.
do or plan (something) with a specific purpose or intention in mind.
DE·SIGN
/dəˈzīn/

8. Z"a person's perceptions and responses that
result from the use or anticipated use of a
product, system or service".
This includes all the users' emotions, beliefs, preferences, perceptions, physical
and psychological responses, behaviors and accomplishments that occur
before, during and after use. This also is what makes up a brand experience.
UX = System + User + Context of Use
US·ER
EX·PE·RI·ENCE

9. BUSINESS IMPACT
PROFIT + SOCIAL + SERVICE + GROWTH

10. RETURN ON
INVESTMENT
ROI =
gain from investment – cost of investment
cost of investment
x100

11. DESIGN FOR BUSINESS IMPACT
VELOCITY
A company that consistently makes and implements decisions rapidly
gains a tremendous, often decisive, competitive advantage.
- Steve Blank
Company Vision
Time
Direction
SPEED

12. Generating ROI and Velocity = Rate and Success of Execution
Is not about ideation. It’s about execution.
DISORDER
Complicated
Sense
Analyze
Respond
GOOD PRACTICE
Complex
Probe
Sense
Respond
EMERGENT
Chaotic
Act
Sense
Respond
NOVEL
Simple
Sense
Categorize
Respond
BEST PRACTICE

13. DESIGN FOR BUSINESS IMPACT
I never lose.
I either win
or
I learn.
Nelson Mandela

14. CONTINUOUS LEARNING LOOP
BUILD A FEATURE / PRODUCT
BASED ON ASSUMPTIONS / HYPOTHESIS
TEST
WITH USERS AND CUSTOMERS
ADJUST DESIGN
FROM ACTUAL INFORMATION
INTEGRATE LEARNINGS +INSIGHTS
FORM NEW HYPOTHESIS
OBSERVE
GET FEEDBACK AND METRICS
TO GET ACTUAL INFORMATION
VELOCITY

16. Tom Chi - Prototyping Class

17. Google Design Sprints

18. Google Design Sprints

19. DESIGN FOR BUSINESS IMPACT
LEARNING MINDSET

20. DESIGN FOR BUSINESS IMPACT
GETTING REAL
WITH CONSTRAINTS

21. The knowing section

22. DESIGN FOR BUSINESS IMPACT
SURFACE HIDDEN
ASSUMPTIONS AS A
TEAM

23. RAPID PROTOTYPING
WITH THE SALES TEAM
I’ve got assumptions. Everyone has them. NO one is above them

24. DESIGN FOR BUSINESS IMPACT

25. DESIGN FOR BUSINESS IMPACT
LEARNING
BLOCKERS
CLINGS TO HIDDEN
ASSUMPTIONS
DOESN’T COLLECT
DATA
THE KNOW IT ALL

26. FRAMEWORK FOR
CONTINUOUS
LEARNING
TECHPROCESSTEAM
VISIONCULTURE
MINDSET

27. DESIGN FOR BUSINESS IMPACT
CULTURE

28. DESIGN FOR BUSINESS IMPACT
Don’t F*ck
Up The Culture.
Peter Thiel
VIA Brian Chesky
C E O AirBnB

31. DESIGN FOR BUSINESS IMPACT
EVERYONE
Matters

33. DESIGN FOR BUSINESS IMPACT
SHOW
Don’t Tell

35. DESIGN FOR BUSINESS IMPACT
“What focus means is saying no to
something that every bone in your
body think is a phenomenal idea, and
you wake up thinking about it, but you
end up saying no to it because you're
focusing on something else.
JONY IVE

36. DESIGN FOR BUSINESS IMPACT
CULTURE
MULTI-TASKING
Velocity killer

37. DESIGN FOR BUSINESS IMPACT
VISION & GOALS

38. SHARED
CLEAR
GOALS
COMPANY
TEAM PRODUCT OR FEATURE

39. DESIGN FOR BUSINESS IMPACT
Sentence to summarize the vision for this feature or product.
VISION STATEMENT
TARGET AUDIENCE PROBLEM SOLUTION VALUE
Which market segment
are we designing for?
Hint: It’s not everyone.
Who are the target
prospects, customers or
users?
Which needs does the
product fulfill and how
does it create value for
its customers and users?
Which emotions does it
evoke? Is this a real
problem?
What are the three to
five top features that are
crucial for the success of
this product? Are we
guessing or do we
know? What are the
benefits for selling
points?
VALIDATION
How are we going to test this to know it is adding value? What are our success metrics?
How is the product
going to benefit the
company? Which
company goals is this
going to impact? For
instance - what are it’s
revenue sources? What
is the cost structure?
Which sales channels will
be used?
DESIGN PROBLEM STATEMENT

40. DESIGN FOR BUSINESS IMPACT
TEAM

41. DESIGN FOR BUSINESS IMPACT
TEAM
CULTURE
PSYCHOLOGICALLY
SAFETY - EMPATHY
TAKE YOUR REAL
SELF TO WORK
EVERYONE SPEAKS
EQUALLY

42. TEAM
STRUCTURE AND SKILL SETS
INFORMATIONAL DEFECITS EVERYWHERE
IDEA
COMPONENT TEAMS - INDEPENDANT WORKFLOW
1 or 2 Months Start to Ship
SHIPPED FEATURE
LATE & NOT AS
INVISIONED
UX
Front End
BackEnd
QA
DEVOPS
DELAY + NOT AS EXEPCTED

43. TEAM
STRUCTURE AND SKILL SETS
FEATURE TEAM - CROSS FUNCTIONAL WORKFLOW
PRODUCT
IDEA
based on
hypothesis
WORK
PM
UX
Front End
BackEnd
QA
DEVOPS
RESEARCHER
SHIPPED FEATURE
TESTED IN DESIGN
AWAITING METRICS IN
BETA TESTING OR PRODUCTION
1 or 2 Weeks Start to Ship

44. TEAM
SIZE
+ / -
2 people7 people
SMALL TEAMS OF 1-3 PEOPLE
HAVE 17% LOWER QUALITY BUT 17% MORE PRODUCTIVITY THAN OPTIMAL TEAMS OF 5-9

45. MAKING ANY CHANGES TO THE TEAM RESTARTS NORMING
Adding more people to a late project does not increase velocity. It makes it later. It increases costs, decreases
speed of work reducing the whole teams ROI.
TEAM
COHESION
AND CHURN
60%
BETTER PRODUCTIVITY
40%
BETTER PREDICTABILITY
RALLY AGILE

46. DESIGN FOR BUSINESS IMPACT
PROCESSPROCESS

47. DESIGN FOR BUSINESS IMPACT
PROCESS
NO PROJECTS ONLY PRODUCTS

48. DESIGN FOR BUSINESS IMPACT
PROCESS
RAPID PROTOTYPING

49. DESIGN FOR BUSINESS IMPACT
PROCESS
DESIGN SPRINTS

50. DESIGN FOR BUSINESS IMPACT
PROCESS
AGILE DESIGN & DEVELOPMENT

51. DESIGN FOR BUSINESS IMPACT
TOOLS & TECHNOLOGY

52. DOG FOODING + BETA
TOOLS
TO LEARN
QUICKLY
A/B TESTING +
METRIC MEASUREMENT
PROTOTYPES

53. TECH
TO SHIP
QUICKLY
DESIGN SYSTEMS, PATTERN
LIBRARIES, UI KITS AND
ICON FONTS
COLLABORATION PROCESS
APPROPRIATE CODE BASE / CMS

54. DESIGN FOR BUSINESS IMPACT
Too much slows you down
by at least a factor of 2.
TECHNICAL DEBT
VELOCITY KILLER

55. DESIGN FOR BUSINESS IMPACT
FREE CANDY
Tips & Takeaways

56. DESIGN FOR BUSINESS IMPACT
INCREASE ROI & VELOCITYSPEED AT WHICH WE DELIVER VALUE TO MEET BUSINESS GOALS
THROUGH FASTER CONTINUOUS LEARNING LOOPS
BUILD A FEATURE / PRODUCT
BASED ON ASSUMPTIONS / HYPOTHESIS
TEST
WITH USERS AND CUSTOMERS
ADJUST DESIGN
FROM ACTUAL INFORMATION
INTEGRATE LEARNINGS +INSIGHTS
FORM NEW HYPOTHESIS
OBSERVE
GET FEEDBACK AND METRICS
TO GET ACTUAL INFORMATION

57. DESIGN FOR BUSINESS IMPACT
OPTIMAL TEAM STRUCTURE
CLEAR VISION & GOALS
CULTURE OF LEARNING

58. DESIGN FOR BUSINESS IMPACT
TECHNOLOGY & TOOLS
Framework for Continuous Learning
ITERATIVE WORK PROCESS

59. DESIGN FOR BUSINESS IMPACT
Ask for clearer problems statements as a designer.
Tie the problem you are solving directly to identifiable business goals.
Surface your hidden assumptions. Form hypothesis to validate.
Identify how you are going to iterate and learn.
Validate your work in the lowest fidelity possible.
Be open to not knowing so that you can accept and integrate
whatever results you find.
INCREASE YOUR PERSONAL
ROI & VELOCITY

60. DESIGN FOR BUSINESS IMPACT
ORGANIZATIONAL TRANSFORMATION
AS AN INDIVIDUAL

61. DESIGN FOR BUSINESS IMPACT
Do Team Retros
Adopt a Culture of
Continuous Learning
ORGANIZATIONAL TRANSFORMATION
AS A LEADER

62. DESIGN FOR BUSINESS IMPACT
QUESTIONS

63. DESIGN FOR BUSINESS IMPACT
@cloudchloe
@creativejuggernaut
chloebregman@gmail.com
chloebregman.com
TALK
IT OUTGiveFeedback

64. DESIGN FOR BUSINESS IMPACT
Problem Defined Aligned with Business Goals
Surface Assumptions and Constraints
Hypothesis on Adding Value
Present
Get Actuals Your Feedback
Learn
Uncover Insights
Integrate Learnings
ITERATE!

65. THANK YOU
-
DESIGN FOR BUSINESS IMPACT