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

  • 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
  • Background
    Introduction: the evolution of a process for social change
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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.
  • 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.
  • 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
  • Taking structured notes
    Section 1: get more out of your research observations
  • 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
  • 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…
  • 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”
  • The template
    The more you use structured notes, the more natural it becomes. Let’s start by practicing now.
  • The collaborative synthesis framework
    Section 2: refine observations into insights
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • Using storytelling
    Section 3: apply innovation and vision to problems and opportunities
  • 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
  • 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.
  • 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
  • A sample completed story-plot
  • 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
  • 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
  • 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
  • Creating a strategy statement
    Section 4: unify your project team
  • 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
  • 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>.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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>.
  • Presenting a detailed strategy
    Section 5: formulate a meaningful, executable plan
  • 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
  • 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
  • Rate the tactics
    Use a group rating exercise to help determine priority of each tactic
    • Keep business and customer ratings separate
    • It’s OK to have multiple ratings for any audience type
    • Just remember that you have to come up with a formula, so don’t make ratings any more complex than they have to be
    • Rate from 1-5, where 5 is highest
    • Don’t haggle over decimal points
    • 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
  • Align tactics to categories
    At any time during the process you can begin aligning specific tactics to meaningful categories
    • Phases in a timeline
    • Modules in a system
    • Project teams
    • Audiences
    • Geographies
  • 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
  • Sample tactical map :: e-Services Platform
  • Sample tactical map :: Global Online Customer Experience
  • 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.
  • “Ask…what together we can do for the freedom of man.”
    Closing
  • Thanks!
    Dante MurphyGlobal Experience Director, Digitas Health
    @dantemurphy
    oxbyd.wordpress.com
    Georgia SpangenbergSenior Information Architect, Razorfish Health
    @247ux