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Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
Creating an Experience-Driven Strategy: full 2011 UPA presentation
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Creating an Experience-Driven Strategy: full 2011 UPA presentation

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These are the full lecture slides from the 2011 UPA workshop I delivered with Georgia Spangenberg.

These are the full lecture slides from the 2011 UPA workshop I delivered with Georgia Spangenberg.

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  • Vietnam War Moratorium/ Vietnam War Out Now Rally, November 15, 1969/April 24, 1971Few wars have gotten Americans as riled up as the Vietnam War and the 500,000 and more who turned out to both of these historic marches certainly proved that. The anti-war movement in this country is forever linked to the many protests against the Vietnam War.AP photo
  • In the half century and more of Einstein's work in science, one discovery stands above all as his greatest achievement. It is his general theory of relativity. In it, Einstein found a new way to think of the gravity that pulls apples from their trees and keeps the moon in orbit around our earth. There are no forces pulling on them, he saw. They are merely responding to a curvature in the geometrical fabric of space and time.This discovery of this theory is somehow more than mere science. It is not the fitting of a formula to a set of data or the succumbing to the weight of unanswerable evidence. General relativity was an achievement of creative imagination. Through it, Einstein found the boundary of science and art. There he wrote equations linking space, time, matter and gravity every bit as beautiful as Shakespeare's sonnets, but written in the universal language of mathematics. The evidence that favors general relativity is no where near as strong or thorough as that which speaks for quantum theory. Yet we favor general relativity simply because no conception this beautiful should be wrong. And it survives because no theorist in the many decades since 1915 has been imaginative enough to find a theory that does better than general relativity. Every time a new test is devised Einstein's theory wins. Einstein's search for general relativity spanned eight years, 1907-1915. Some periods were quiet and some were more intense. The moments when the great transition occurred, came sometime between the late summer of 1912, when Einstein moved from Prague to Zurich, and early 1913. If we could choose one time at which to look over Einstein's shoulder and watch him work on general relativity, it would be this time.And that is just what we can do. For, found among his papers when Einstein died in 1955 was a small, brown notebook containing his private calculations from just this time. This is the Zurich notebook.
  • Image 6Amish BarnraisingPhoto Creditswww.discoverlancasterpa.com / Terry RossDescription/NotesAn Amish community gathers together to construct a barn for a fellow family - an amazing feat that is typically accomplished within a few days' time.
  • "I Have a Dream" is a 17 minute public speech by Martin Luther King, Jr. delivered on August 28, 1963, in which he called for racial equality and an end to discrimination. The speech, from the steps of the Lincoln Memorial during the March on Washington for Jobs and Freedom, was a defining moment of the American Civil Rights Movement. Delivered to over 200,000 civil rights supporters,[1] the speech was ranked the top American speech of the 20th century by a 1999 poll of scholars of public address.[2]
  • John Trumbull's Declaration of Independence is a 12-by-18-footoil-on-canvas painting in the United StatesCapitolRotunda that depicts the presentation of the draft of the Declaration of Independence to Congress. It was based on a much smaller version of the same scene, presently held by the Yale University Art Gallery.[1] Trumbull painted many of the figures in the picture from life and visited Independence Hall as well to depict the chamber where the Second Continental Congress met. The oil-on-canvas work was commissioned in 1817, purchased in 1819, and placed in the rotunda in 1826.The painting is often described as the "Signing of the Declaration of Independence", but this is an error. The painting actually shows the five-man drafting committee presenting their draft, an event that took place on June 28, 1776, and not the signing of the document, which took place later.[2]The painting shows 42 of the 56 signers of the Declaration; Trumbull originally intended to include all 56 signers, but was unable to obtain likenesses for all of them. He also decided to depict several participants in the debate who did not sign the document, including John Dickinson, who declined to sign. Because the Declaration was debated and signed over a period of time when membership in Congress changed, the men in the painting had never all been in the same room at the same time.Thomas Jefferson seems to be stepping on the foot of John Adams in the painting, which many think is supposed to symbolize their relationship as political enemies. However, upon closer examination of the painting, it can be seen that their feet are merely close together. This part of the image was correctly depicted on the two-dollar bill version.
  • You will bring about the destruction of the German war machine, the elimination of Nazi tyranny over the oppressed peoples of Europe, and security for ourselves in a free world. Your task will not be an easy one. Your enemy is well trained, well equipped, and battle-hardened. He will fight savagely....The free men of the world are marching together to victory. I have full confidence in your courage, devotion to duty, and skill in battle. We will accept nothing less than full victory. Good luck, and let us all beseech the blessings of Almighty God upon this great and noble undertaking." ~General Dwight D. Eisenhower giving the D-Day order on June 6, 1944.
  • “And so, my fellow Americans: ask not what your country can do for you—ask what you can do for your country. My fellow citizens of the world: ask not what America will do for you, but what together we can do for the freedom of man.”
  • Transcript

    • 1. Creating an Experience-Driven Strategy
      Creating and using capstone statements to articulate, evangelize, and adhere to your strategy.
      presented by
      Dante Murphy and Georgia Spangenberg
    • 2. Background
      Introduction: the evolution of a process for social change
    • 3. The Need for a New Approach
      Many strategic initiatives include diverse information sources…
      primary and secondary research
      domain knowledge and subject-matter expertise
      established constraints and conventions
      project and organizational history
      …and a wide network of contributors…
      designers
      strategists
      stakeholders
      technologists
      …who fail to achieve their potential because…
      information is siloed
      communication is intermittent
      meetings do not foster innovation
    • 4. Objectives of the Synthesis Framework
      Consolidate information sources
      focus on information relevant to the project
      leverage the contextual knowledge of the presenter
      provide a common baseline of understanding
      Facilitate collaboration
      ensure equal opportunity to contribute
      strengthen commitment through collective decision-making
      maximize efficiency and timeliness
      Deliver executable innovation
      apply “idealized design” tactics across the environment
      align with the needs and values of key customers
      achieve significant, extensible ROI
    • 5. Breaking out of the silos
      Why does information that is clearly critical to the success of the project stay locked in a silo?
      There are too many meetings, and not every participant can make all of them
      It is impractical for a domain expert to share all of her knowledge and experience
      Information is consumed and interpreted differently by individuals on the project team
      An idealized process…
      Eliminates iteration by developing the strategy in a single unified flow
      Enables experts to share their knowledge contextually and efficiently
      Activates an effective “group mind” that ensures mutual understanding and agreement through consistent and open participation
    • 6. Replacing communication with collaboration
      What stymies effective communication?
      Most media do not convey emotional, contextual, and temporal information effectively
      Participants are fearful of being perceived as foolish, frivolous, or impertinent
      Agendas and alliances divide participants into factions
      An idealized process…
      Allows communication to happen in real time, face to face
      Encourages a volume of ideas and a diversity of perspective that is inclusive and tolerant
      Facilitates consensus and sustainable agreements
      Attributes all outcomes to the team
    • 7. Innovating in real time
      Why are meetings and presentations unsuitable vessels for innovation?
      Neither generally promotes divergent thinking
      Most involve a single dominant presenter or a Q&A format
      Participants frequently do not know what is expected of them
      Short meetings preclude immersion, and long meetings invite fatigue
      An idealized process…
      Involves divergent, emergent, and convergent thinking
      Requires full and active participation from every attendee
      Presents an actionable, directional objective that may evolve during the course of the session
      Is a contiguous, activity-oriented event with a finite time requirement
    • 8. Process capstone statement
      The resulting process…
      …maximizes the accessibility and value of all available information...
      … through progressive disclosure…
      … and transparent collaboration, that…
      …requires equal and active participation…
      …from experts across many disciplines..
      …with diverse professional and personal perspectives, that…
      …triggers a thematically aligned suite of innovative concepts…
      …to emerge and evolve…
      …in real time, that…
      …represents meaningful value…
      …to client business objectives…
      …and customer goals, that…
      …results in a plan…
      …that is accurately prioritized…
      …and meaningfully phased.
    • 9. Selected case studies
      Healthcare professional online services platform for global healthcare client
      Our client came to us asking for a company portal. Our instincts and anecdotal observations told us this was not what their audience wanted. The research supported us…but what should we propose as an alternative? We needed a quick way to generate a new idea. This was the origin of the strategy statement and the prioritized release plan.
      Global digital marketing strategy for global healthcare client
      The size and scope of this project necessitated an approach that thrived on complexity, context, and collaboration. We added structured notes and the synthesis framework to our existing process, distilling over 11,000 observations into a single volume of planning, design, and execution guidelines.
      Social media research and partnership plan for global healthcare client
      Exploring the possibilities afforded by social media in a heavily regulated environment required an approached designed to deliver innovation. Adding the knowledge market as the final piece of the process enabled the inclusion of a greater variety of research inputs and unified the synthesis process.
    • 10. Today you will…
      take meaningful notes that will enrich research observation and facilitate innovation
      collaborate to synthesize observations into insights using an integrated, flexible process
      use storytelling to elicit features and behaviors
      craft a capstone statement that defines specific tactics, addresses target audiences, and articulates a unified strategic objective
      present your strategy and tactics for constructive critique
    • 11. Taking structured notes
      Section 1: get more out of your research observations
    • 12. Observation is NOT a passive activity
      Active observation yields a lot more data
      A focused acuity that keeps participants energized and vigilant
      A greater volume of observations applies a quantitative veneer to qualitative research
      There is no inherent success metric to standard note-taking
      Our minds are inherently editorial
      Most note-takers only write down what they think is important or meaningful at the time it happens
      Thinking interferes with observation
      Our observations often have meaning to others
      In a collaborative process, you owe it to the group to record everything you see so that others can respond to it based upon their expertise, experience, perspective, and personality
    • 13. The categories
      Functional Needs
      “I need to make Thanksgiving dinner for my in-laws.”
      Emotional Drivers
      “I am afraid they will be disappointed by my cooking.”
      Current Behaviors
      “For big events, I usually call a caterer.”
      Desired Experiences
      “I wish I had an experienced chef to help me.”
      Ideas and Solutions
      Maybe she could do what she is an expert at…a personal favorite recipe, or decorating, or dessert, and put the focus on that…
    • 14. Structure can be flexible
      Most observations can align with one of the listed categories
      Accuracy is less important than capturing as many observations as possible
      The template provides a consistent language and shorthand
      The template reminds us of the elements of an experience-driven strategy
      Column labels enable most observations to be recorded much more quickly
      An example:
      Full text (42 words):
      “Doctor Jones needs to get the correct dosing for the drug, but doesn’t use the manufacturer’s website because they require him to register before he can see that information and he doesn’t want to get a lot of SPAM, so he uses Medscape instead.”
      Structured template (7 words):
      Functional Need: “dosing”
      Emotional Driver: “fear of SPAM”
      Current Behavior: “Medscape”
      Desired Experience: “no login”
    • 15. The template
      The more you use structured notes, the more natural it becomes. Let’s start by practicing now.
    • 16. The collaborative synthesis framework
      Section 2: refine observations into insights
    • 17. The elements of the framework
      Knowledge Market presentations by subject-matter experts
      Affinity Mapping observations into insight groups
      Delphic Sort of insight groups into coherent themes
      Story-Plotting tactics for key audiences
      A Capstone Statement that aggregates key tactics into a unified strategy
    • 18. The Knowledge Market
      Subject-matter experts share key knowledge with the entire core team, providing all participants the same baseline information while understanding and internalizing each others’ perspectives
      Each presenter shares information such as customer personas, business metrics, technology constraints and brand guidelines
      Presentations are short (10-20 minutes each) and focused only on information of immediate relevance to the project
      Participants record their observations into a structured template
      Functional needs
      Emotional drivers
      Current behaviors
      Desired experiences
      Individual ideas and impressions
      Observations are numbered and carried forward into subsequent activities
      Time estimate: 1-2 hours
    • 19. Affinity Mapping
      Participants group and apply labels to their collected observations using printed sheets that make the collected wisdom of the group visible and tangible
      Each observation from the knowledge market is printed on a single sheet of paper in random order
      Sheets are distributed to participants in equal-sized stacks
      Participants create or find clusters and apply labels that describe a common thread to the collected insights
      The activity is led by a facilitator, who encourages active discussion and editing, combining, or splitting clusters
      When a participant gets stuck, she trades stacks with another participant
      Every observation must be placed and every cluster must be given a label
      Time estimate: 30 minutes
    • 20. Delphic Sort
      Participants review initial clusters through two rounds of review and revision, ensuring distribution of perspective
      Each participant selects a cluster and goes through observation, shifting observations between clusters, creating new clusters, or modifying the label of the cluster
      The facilitator encourages open discussion, tracks the progress of the activity, and urges action over analysis
      Once a participant has completed a cluster, he initials the cluster label and moves on to another cluster
      Activity continues until each cluster has been reviewed and initialed by two different participants
      Any cluster which represents a theme that is beyond the scope of the project can be excluded, but only by unanimous consent of the group
      Time estimate: 30 minutes
    • 21. Story-Plotting
      Participants create stories that articulate the realities of the current situation for a cluster and describe idealized solutions that represent possibilities or address fears for specific audiences
      The facilitator distributes the completed clusters among the participants, mindful of the relative “weight” of each
      For each cluster, a “story-plot” cover sheet is distributed
      Participants map each observation to a quadrant of the story-plot
      Individually, participants draft a brief narrative about their cluster that describes the situation and offers an innovative design solution for a specific targeted audience
      Participants report their stories to the group
      Group members respond with constructive or additive feedback
      The activity continues until every cluster has been reported
      Time estimate: 60-90 minutes
    • 22. The Capstone Statement
      The team works together to craft a single sentence that defines the expected outcome and audiences of the project
      The facilitator may display a “mad-lib” template to use as a starting point
      The facilitator projects the working draft onto a screen for all to see
      The group works together to formulate, modify, and finalize the strategy statement
      The statement indicates:
      the overarching objective of the project
      the key tactics it contains
      the audiences it serves
      the benefits those audiences will derive from it
      the timing of its completion
      Time estimate: 30 minutes
    • 23. Timing and Effort
      The process can be as short as a single day, but should never take more than a week
      Sample timeline:
      Pre-requisite: collect or complete all inputs
      Knowledge Market on morning of Day 1
      Print all observation sheets over lunch break on Day 1
      Complete all activities through strategy statement afternoon of Day 1
      Project management team drafts phased release plan on Day 2
      Team re-convenes on Day 3 to finalize plan
    • 24. Group Exercise
      Using the provided sets of observations…
      Affinity map the observations into clusters
      Announce new clusters as you create them
      Verbalize your process
      Don’t over-think it, just get it done
      Delphic sort each cluster
      Aim for coherent themes
      Get help and give feedback
    • 25. Using storytelling
      Section 3: apply innovation and vision to problems and opportunities
    • 26. What is storytelling?
      Storytelling uses the story triangle to activate the collective experience, expertise, and imagination of the team
      The storyteller interacts with the story, modifying it based upon his perceptions of the audience and his prior experience
      The audience interacts with the story, interpreting it and visualizing details based upon their own experiences
      The audience and the storyteller interact, responding to literal, contextual, and non-verbal feedback
      Storytelling resource
      Storytelling for User Experience
      by Kevin Brooks and Whitney Quesenbery
    • 27. Plotting the insights
      At this stage of the process, you will have around 15 stacks of insights labeled with unifying themes.
      The facilitator places a story-plot template on top of every stack
      Each participant assigns the numbered observations in the stack to a position on the grid
      Brief notes should accompany each unique concept on the grid to facilitate the creation of the narrative later in the activity
      Duplicate or similar observations can be clustered or arranged to represent a continuum
      Let’s take a few minutes to do this with the stacks you’ve been provided.
    • 28. Deriving meaning from insights
      Group insights by theme and time
      Grouping illustrates the “density” of an observation
      Position determines whether a solution is literal or requires discovery
      Once all observations are placed, the participant adds another layer of analysis and meta-information
      Identify areas of opportunity for innovation or differentiation
      Articulate tactics that deliver meaning or value
      Attribute the story elements to a customer profile or persona
    • 29. A sample completed story-plot
    • 30. Framing out the narrative
      Drive to action in the future
      The strategy and resulting design live in the near future
      defined by today’s capabilities
      focused on today’s issues
      contextualized by today’s cultural and regulatory realities
      Realize possibilities, avoid fears and anxieties
      Focus not only on what your product or service can do, but what customers can and will do for themselves
      start with customer goals
      work back to the enabling content, tool, service or feature
      Understand that as a product or service market matures, features give way to usability and desirability
    • 31. Telling the story
      Stories are about real people doing real things
      Every story must align with a specific customer profile or persona
      Avoid “magic bullet” stories that are more representative of the dreams of the client than of the goals of the customer
      Stories do not have to be complete narratives; vignettes are usually best to illustrate a tactical opportunity
      How many stories do you need?
      Every cluster of observations has at least one meaningful story
      Only tell multiple stories when each one illuminates a unique customer goal or design element
      The goal of each story is to provide fodder for group discussion and ideation, not to represent an articulated solution
    • 32. Group exercise
      Create your narrative
      Plot insights against the grid
      Analyze the plot and develop themes
      Outline a real story about a real customer
      Present the story to the group
      Use the medium most comfortable to you
      Don’t worry about how an idea will work, only that it is meaningful
      Telling the story is “putting the ball in play”
      Invite and encourage teammates to enrich and evolve your story
      Capture compelling elements
      Rich opportunities
      Differentiating tactics
      Unanticipated customer profiles
    • 33. Creating a strategy statement
      Section 4: unify your project team
    • 34. Elements of the capstone statement
      The capstone statement…
      …describes key tactics, such as content, tools, services, and features…
      …aligned with measurable objectives and articulated goals…
      …of existing and prospective business and customer audiences.
      A template helps to align and unify the many elements derived from the storytelling phase
      Different types of elements
      Different levels of detail
      Different priorities
    • 35. Sample template
      The <thing you are creating> will…
      …provide <a specific kind of value>…
      …to <a targeted customer segment>…<or two>…<or three>…
      …by providing <tactic one>…<tactic two>…<tactic three>…
      …<at some specified time>…
      …<under some specific conditions>…
      …that <achieves some business objective>…<and another>…
      …supporting <the client’s>…<position in the market>.
    • 36. Who writes the statement?
      Collaborative writing
      Project a template and live-edit
      Use a whiteboard
      “Magnetic poetry” method
      The role of the lead strategist
      Alternately, an experienced strategist can draft a strategy statement to present to the group for critique and refinement
      The most important thing is that only one statement is in play; the goal is for the team to be unified.
    • 37. Sample :: US healthcare professional information platform
      The e-Services Platform is…
      …a common set of content and tools that provide services and information to physicians in support of their patients and practice…
      …and enhances their relationship with <client>…
      …available on the physician section of each <client> brand website,
      …and accessible by mobile devices…
      …with content and services organized according to their timeliness…
      …supported by a physician profile which grows over time…
      …informed by explicitly stated preferences, search terms entered and acted upon, and other online patterns of use…
      …designed to provide increasingly personalized content and tools, based on the evolution of the physician profile…
      …which can be accessed on each individual brand site, or can be aggregated in a personal, customizable physician landing page…
      …that includes personal messages and alerts, physician-specified links to content and tools, and access to information that does not have a dedicated brand website or outlet.
    • 38. Sample :: Global digital communications strategy
      The Global Online Customer Experience Strategy…
      …informs and recommends up-to-date content, usable tools and timely services that are…
      …validated, corroborated or aggregated from multiple sources…
      … able to be annotated, rated, shared or provided by HCPs or HCCs…
      …transparent in source and genuine in intention…
      …localized with regard to language, standards of practice and care, cultural conventions and regulatory guidelines…
      …responsive to the evolving boundary of where digital interactions are welcome…
      …and are quickly and easily accessible across prevalent online channels and digital devices, including mobile.
      …enables trusting and collaborative relationships between and among…
      …healthcare professionals…including pharmacists, nurses, medical assistants, and other practice extenders…
      …and healthcare consumers…including caregivers and those who manage care for others…
      …merging live and digital interactions, inclusive of human contact…
      …while recognizing and supporting the emotional needs of patients, caregivers and families.
      …articulates the value of treatment and prevention to improving patient outcomes…
      …by clarifying the benefits of treatment and prevention versus the risks of unchecked progression of disease…
      …through enhanced communication, education, and monitoring…
      …designed for individuals with diverse learning styles and levels of understanding…
      …that uses approaches that enhance engagement and retention…
      …and personalized for the specific concerns and context of each audience.
      …facilitates partnership in the healthcare relationship…
      …enabling healthcare consumers to become more proactive in managing their own health…
      …and enabling healthcare professionals to maximize their contribution to patient care.
      …evolves a relationship of value and trust with <client>…
      …that is cognizant of the time limitations faced by all HCPs and HCCs…
      …and is conscious of the financial pressures faced by patients and payers.
    • 39. Sample :: Social media strategy for pharma manufacturer
      Social Media is…
      …the confluence of peers and information…
      …influencing attitudes and behaviors…
      …by amplifying immediacy, plurality, breadth, and depth of interaction…
      …characterized by an elastic mix of transient and enduring relationships…
      …that can be shaped and controlled by the user.
    • 40. Let’s try one…
      The <thing you are creating> will…
      …provide <a specific kind of value>…
      …to <a targeted customer segment>…<or two>…<or three>…
      …by providing <tactic one>…<tactic two>…<tactic three>…
      …<at some specified time>…
      …<under some specific conditions>…
      …that <achieves some business objective>…<and another>…
      …supporting <the client’s>…<position in the market>.
    • 41. Presenting a detailed strategy
      Section 5: formulate a meaningful, executable plan
    • 42. Getting tactical
      The divergent and emergent thinking about the strategy is now, for the most part, complete. The rest of the creativity will happen during design. To get there, you need a tactical plan.
      Identify and list each unique tactic
      Rate each tactic on
      Customer value
      Business value
      Feasibility
      Develop weighting formula
      Modify formula and ratings until consensus is reached
      Group list segments into releases and apply timing
      Create a tactical map
    • 43. Extracting the tactics
      Most of the tactics by now have been described, either in the project brief or as part of the storytelling or capstone exercises.
      Each tactic should be
      Independent
      Finite
      Aligned to a customer
      Traceable to its origin
    • 44. Rate the tactics
      Use a group rating exercise to help determine priority of each tactic
      • Keep business and customer ratings separate
      • 45. It’s OK to have multiple ratings for any audience type
      • 46. Just remember that you have to come up with a formula, so don’t make ratings any more complex than they have to be
      • 47. Rate from 1-5, where 5 is highest
      • 48. Don’t haggle over decimal points
      • 49. Do a first pass, then go back and re-calibrate
    • Create the valuation formula
      Creating a valuation formula will help articulate the criteria you are using and provide direction on items that are unclear or in contention
      Your formula can include conditional clauses
      Use exponents to give specific factors greater influence
      Use subtraction to zero to establish baselines
      Iteratively modify the formula and your ratings until the list looks right
      The purpose of the formula is to explain prioritization that you believe is correct
    • 50. Align tactics to categories
      At any time during the process you can begin aligning specific tactics to meaningful categories
    • Create a tactical map
      To gain approval from the client or key stakeholders, it may help to create a conceptual overview of the strategy.
      Represents all of the key tactics
      May also include constraints or guidelines
      Aligns tactics with audiences
      Represents priority or scheduled release
    • 55. Sample tactical map :: e-Services Platform
    • 56. Sample tactical map :: Global Online Customer Experience
    • 57. Finalizing the strategy
      The creation of the tactical map signals clear consensus among project team members on direction and execution.
      Where possible, prioritization and phasing should be done with the whole project team present
      If not, remember to get their feedback before presenting the strategy to stakeholders
      In the time remaining, feel free to practice any of the techniques we’ve covered and ask any questions you might have.
      Also, please be sure to fill out a session evaluation, and sign our mailing list for updates and additional resources related to this material.
    • 58. “Ask…what together we can do for the freedom of man.”
      Closing
    • 59. Thanks!
      Dante MurphyGlobal Experience Director, Digitas Health
      @dantemurphy
      oxbyd.wordpress.com
      Georgia SpangenbergSenior Information Architect, Razorfish Health
      @247ux

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