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BETTER PRODUCTDEFINITION WITHLEAN UX &DESIGN THINKINGCrisp - May 2013
@neo_innovation || @jboogie
@jboogie“While the initial launch andtraction proved extremelyexciting, it misled us intobelieving there was a largermarke...
@jboogie“100,000 have registered andover 230,000 people visit eachmonth.”http://techcrunch.com/2012/01/22/post-mortem-for-...
@jboogie“People often tell me “I likePlancast, but I never have anyplans to share.”http://techcrunch.com/2012/01/22/post-m...
@jboogie“Most social networks feedprimarily on vanity….Sharingplans, unfortunately, doesn’tpresent the same opportunity to...
@jboogie“…[lack of an invitation feature]…caused a situation wheremany people feel awkwardlyaware of events to which theyd...
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie“…The first big project we worked on ...
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie“…We spent months on that system. We ...
@jboogieKey questions:How long do we wait beforelaunch?@neo_innovation || @jboogie
@jboogieKey questions:How long do we wait beforelaunch?How do we define the rightrequirements for our product?What signals...
REQUIREMENTSARE ACTUALLYASSUMPTIONS@jboogie@neo_innovation || @jboogie
@jboogieDo you know thisproduct manager?@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
Requirements = Assumptions@jboogie@neo_innovation || @jboogie
Requirements = AssumptionsWe know We believe@jboogie@neo_innovation || @jboogie
Requirements = AssumptionsWe know We believeLet’s build it! Let’s test it!@jboogie@neo_innovation || @jboogie
DESIGN THINKINGCAN HELP!@jboogie@neo_innovation || @jboogie
@jboogieDesign Thinking“As a style of thinking, it is generallyconsidered the ability to combine empathy for the context o...
I’VE HEARD GOODTHINGS ABOUTTHIS LEAN UXTHING TOO@jboogie@neo_innovation || @jboogie
@jboogieLean UXInspired by Lean Startup and Agiledevelopment theories, it’s the practice ofbringing the true nature of a p...
PRIORITIZELEARNING OVERGROWTH@jboogie@neo_innovation || @jboogie
@jboogieEarly product definition assumptionsinclude…@neo_innovation || @jboogie
@jboogieEarly product definition assumptionsinclude…Who is our customer?@neo_innovation || @jboogie
@jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduc...
@jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduc...
@jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduc...
@jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduc...
@jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduc...
@jboogie…which we then turn into hypotheses…@neo_innovation || @jboogie
@jboogie…which we then turn into hypotheses…We believe that@neo_innovation || @jboogie
@jboogie…which we then turn into hypotheses…We believe that[building this feature]@neo_innovation || @jboogie
@jboogie…which we then turn into hypotheses…We believe that[building this feature][for these people]@neo_innovation || @jb...
@jboogie…which we then turn into hypotheses…We believe that[building this feature][for these people]will achieve [this out...
@jboogie…which we then turn into hypotheses…We believe that[building this feature][for these people]will achieve [this out...
@jboogieHypothesis: We believe thatcreating the ability for people toshare events will provide them withbetter awareness a...
@jboogieCase Study: TheLadders@neo_innovation || @jboogie
@jboogieCase Study: TheLadders@neo_innovation || @jboogie
@jboogieCase Study: TheLaddersRequirement: Provide each paying customerwith a personal job search assistantavailable via e...
@jboogieCase Study: TheLaddersRequirement: Provide each paying customerwith a personal job search assistantavailable via e...
@jboogieCase Study: TheLadders@neo_innovation || @jboogie
@jboogieCase Study: TheLaddersHow could we have better defined ourproducts?@neo_innovation || @jboogie
@jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptions@neo_innovation || @...
@jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptionsDefined our hypothes...
@jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptionsDefined our hypothes...
@jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptionsDefined our hypothes...
@jboogieWhat problem are you trying to solve?@neo_innovation || @jboogie
@jboogieWhat problem are you trying to solve?How will you solve it?@neo_innovation || @jboogie
@jboogieWhat problem are you trying to solve?How will you solve it?How do you know it will work?@neo_innovation || @jboogie
@jboogieHow does this change the way a teamapproaches a project?@neo_innovation || @jboogie
@jboogieHow does this change the way a teamapproaches a project?The measure of progress changes…@neo_innovation || @jboogie
@jboogieHow does this change the way a teamapproaches a project?The measure of progress changes……from output to outcome.@n...
@jboogieYou can launch features…and they canstill suck.@neo_innovation || @jboogie
@jboogieOutput@neo_innovation || @jboogie
@jboogieOutcome@neo_innovation || @jboogie
@jboogieImpact@neo_innovation || @jboogie
@jboogieMany companies currently manage tooutput.Instead, they need to focus on outcome andnot task teams with responsibil...
@jboogieCase Study: TheLadders@neo_innovation || @jboogie
@jboogieCase Study: TheLadders14%@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogie
MAKE DECISIONSBASED ONOBJECTIVEOBSERVATIONS@jboogie@neo_innovation || @jboogie
@jboogieKill@neo_innovation || @jboogie
@jboogiePivot@neo_innovation || @jboogie
@jboogieDouble-down@neo_innovation || @jboogie
@jboogieCase Study: Lenddo@neo_innovation || @jboogie
@jboogieCase Study: Lenddo@neo_innovation || @jboogie
@jboogieCase Study: Lenddo@neo_innovation || @jboogie
MITIGATE RISK BYNOT BUILDINGTHINGS PEOPLEDON’T WANT@jboogie@neo_innovation || @jboogie
@jboogieCase Study: Sesame Street@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetEntering a new market@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetEntering a new marketHeavy investment@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetEntering a new marketHeavy investmentHigh risk@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetEntering a new marketHeavy investmentHigh riskLong term initiative@neo_innovation || @jbo...
@jboogieCase Study: Sesame Street@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetIn-class observation@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content test@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sorting@neo_innovation || @jboogie
@jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sortingV3 = clickable prototype@neo_in...
@jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sortingV3 = clickable prototypeNot a l...
@jboogie@neo_innovation || @jboogie
@jboogieCase Study: Agile UX NYC 2012@neo_innovation || @jboogie
@jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?@neo_innovation || @jboogie
@jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?Lots of up front costs@neo_innovation || @jboogie
@jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?Lots of up front costsIncreasing fidelity of tests...
@jboogieCase Study: Agile UX NYC 2012@neo_innovation || @jboogie
LEAN UX ANDDESIGN THINKINGARE NOT JUST FORDESIGNERS@jboogie@neo_innovation || @jboogie
@jboogieCross-functional teams…@neo_innovation || @jboogie
@jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplines@neo_innovation || @...
@jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplinesPossess increased em...
@jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplinesPossess increased em...
@jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplinesPossess increased em...
@jboogie@neo_innovation || @jboogie
@jboogie@neo_innovation || @jboogieCompetencies over rolesJeffrey Allen "Jeff Skunk" Baxter (born December 13, 1948) is an...
@jboogieCase Study: PayPal@neo_innovation || @jboogie
@jboogieCase Study: PayPal@neo_innovation || @jboogie
@jboogieDefining the right product…@neo_innovation || @jboogie
@jboogieDefining the right product…Reduces the time spent building the wrongproduct@neo_innovation || @jboogie
@jboogieDefining the right product…Reduces the time spent building the wrongproductBuilds team-wide momentum & sharedunder...
@jboogieDefining the right product…Reduces the time spent building the wrongproductBuilds team-wide momentum & sharedunder...
@jboogieBy shifting the way we work…@neo_innovation || @jboogie
@jboogieBy shifting the way we work…Requirements are assumptions@neo_innovation || @jboogie
@jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomes@neo_innovation || @jboogie
@jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomesWork together to come up with ideas@neo_i...
@jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomesWork together to come up with ideasTest t...
@jboogieThank you!jeff@neo.com@jboogiewww.leanuxbook.com@neo_innovation || @jboogiewww.neo.com
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Better Product Definition with Lean UX and Design Thinking

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Transcript of "Better Product Definition with Lean UX and Design Thinking"

  1. 1. BETTER PRODUCTDEFINITION WITHLEAN UX &DESIGN THINKINGCrisp - May 2013
  2. 2. @neo_innovation || @jboogie
  3. 3. @jboogie“While the initial launch andtraction proved extremelyexciting, it misled us intobelieving there was a largermarket ready to adopt ourproduct.”http://techcrunch.com/2012/01/22/post-mortem-for-plancast/@neo_innovation || @jboogie
  4. 4. @jboogie“100,000 have registered andover 230,000 people visit eachmonth.”http://techcrunch.com/2012/01/22/post-mortem-for-plancast/@neo_innovation || @jboogie
  5. 5. @jboogie“People often tell me “I likePlancast, but I never have anyplans to share.”http://techcrunch.com/2012/01/22/post-mortem-for-plancast/@neo_innovation || @jboogie
  6. 6. @jboogie“Most social networks feedprimarily on vanity….Sharingplans, unfortunately, doesn’tpresent the same opportunity toshow off and incur the samesubsequent happy feelings.”http://techcrunch.com/2012/01/22/post-mortem-for-plancast/@neo_innovation || @jboogie
  7. 7. @jboogie“…[lack of an invitation feature]…caused a situation wheremany people feel awkwardlyaware of events to which theydon’t feel welcome…”http://techcrunch.com/2012/01/22/post-mortem-for-plancast/@neo_innovation || @jboogie
  8. 8. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
  9. 9. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie“…The first big project we worked on was aFormspring button that sites could embed atthe end of blog posts... We had millions ofusers, so we figured it wasn’t a stretch toimagine they browsed other web sites andwould gladly click a Formspring button at theend of a post ... This was just as the FacebookShare and Twitter “Tweet This” buttons wereappearing...”
  10. 10. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
  11. 11. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
  12. 12. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie“…We spent months on that system. We hadto make sure our servers could handle…hugeinflux of traffic, had to design & implementthe feature, make sure the implementationwas easy for publishers, make deals withpublishers, etc.We bet huge.On someone else’s (Facebook and Twitter’s)plan.Flop...”
  13. 13. @jboogieKey questions:How long do we wait beforelaunch?@neo_innovation || @jboogie
  14. 14. @jboogieKey questions:How long do we wait beforelaunch?How do we define the rightrequirements for our product?What signals are we looking forfrom the market?@neo_innovation || @jboogie
  15. 15. REQUIREMENTSARE ACTUALLYASSUMPTIONS@jboogie@neo_innovation || @jboogie
  16. 16. @jboogieDo you know thisproduct manager?@neo_innovation || @jboogie
  17. 17. @jboogie@neo_innovation || @jboogie
  18. 18. @jboogie@neo_innovation || @jboogie
  19. 19. Requirements = Assumptions@jboogie@neo_innovation || @jboogie
  20. 20. Requirements = AssumptionsWe know We believe@jboogie@neo_innovation || @jboogie
  21. 21. Requirements = AssumptionsWe know We believeLet’s build it! Let’s test it!@jboogie@neo_innovation || @jboogie
  22. 22. DESIGN THINKINGCAN HELP!@jboogie@neo_innovation || @jboogie
  23. 23. @jboogieDesign Thinking“As a style of thinking, it is generallyconsidered the ability to combine empathy for the context of a problem,creativity in the generation of insights andsolutions, and rationality to analyze and fitsolutions to the context. ”- Tim Brown, CEO & President, IDEO@neo_innovation || @jboogie
  24. 24. I’VE HEARD GOODTHINGS ABOUTTHIS LEAN UXTHING TOO@jboogie@neo_innovation || @jboogie
  25. 25. @jboogieLean UXInspired by Lean Startup and Agiledevelopment theories, it’s the practice ofbringing the true nature of a product to lightfaster, in a collaborative, cross-functionalway with less emphasis on deliverables andgreater focus on a shared understanding ofthe actual experience being designed.That’s me!I said this.@neo_innovation || @jboogie
  26. 26. PRIORITIZELEARNING OVERGROWTH@jboogie@neo_innovation || @jboogie
  27. 27. @jboogieEarly product definition assumptionsinclude…@neo_innovation || @jboogie
  28. 28. @jboogieEarly product definition assumptionsinclude…Who is our customer?@neo_innovation || @jboogie
  29. 29. @jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduct or service?@neo_innovation || @jboogie
  30. 30. @jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduct or service?How will our product/service solve their painpoints?@neo_innovation || @jboogie
  31. 31. @jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduct or service?How will our product/service solve their painpoints?What features are important?@neo_innovation || @jboogie
  32. 32. @jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduct or service?How will our product/service solve their painpoints?What features are important?What is our differentiation?@neo_innovation || @jboogie
  33. 33. @jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduct or service?How will our product/service solve their painpoints?What features are important?What is our differentiation?What is our business model?@neo_innovation || @jboogie
  34. 34. @jboogie…which we then turn into hypotheses…@neo_innovation || @jboogie
  35. 35. @jboogie…which we then turn into hypotheses…We believe that@neo_innovation || @jboogie
  36. 36. @jboogie…which we then turn into hypotheses…We believe that[building this feature]@neo_innovation || @jboogie
  37. 37. @jboogie…which we then turn into hypotheses…We believe that[building this feature][for these people]@neo_innovation || @jboogie
  38. 38. @jboogie…which we then turn into hypotheses…We believe that[building this feature][for these people]will achieve [this outcome].@neo_innovation || @jboogie
  39. 39. @jboogie…which we then turn into hypotheses…We believe that[building this feature][for these people]will achieve [this outcome].We will know we are successful when wesee [this signal from the market].@neo_innovation || @jboogie
  40. 40. @jboogieHypothesis: We believe thatcreating the ability for people toshare events will provide them withbetter awareness and greaterenjoyment of their social circles.@neo_innovation || @jboogie
  41. 41. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  42. 42. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  43. 43. @jboogieCase Study: TheLaddersRequirement: Provide each paying customerwith a personal job search assistantavailable via email and phone@neo_innovation || @jboogie
  44. 44. @jboogieCase Study: TheLaddersRequirement: Provide each paying customerwith a personal job search assistantavailable via email and phoneHypothesis: We believe that providing apersonal assistant to each customer willdrive up customer satisfaction, renewals andretention rates@neo_innovation || @jboogie
  45. 45. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  46. 46. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?@neo_innovation || @jboogie
  47. 47. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptions@neo_innovation || @jboogie
  48. 48. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptionsDefined our hypotheses@neo_innovation || @jboogie
  49. 49. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptionsDefined our hypothesesRun lightweight tests to validate the need@neo_innovation || @jboogie
  50. 50. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptionsDefined our hypothesesRun lightweight tests to validate the needWhat outcome were we targeting?@neo_innovation || @jboogie
  51. 51. @jboogieWhat problem are you trying to solve?@neo_innovation || @jboogie
  52. 52. @jboogieWhat problem are you trying to solve?How will you solve it?@neo_innovation || @jboogie
  53. 53. @jboogieWhat problem are you trying to solve?How will you solve it?How do you know it will work?@neo_innovation || @jboogie
  54. 54. @jboogieHow does this change the way a teamapproaches a project?@neo_innovation || @jboogie
  55. 55. @jboogieHow does this change the way a teamapproaches a project?The measure of progress changes…@neo_innovation || @jboogie
  56. 56. @jboogieHow does this change the way a teamapproaches a project?The measure of progress changes……from output to outcome.@neo_innovation || @jboogie
  57. 57. @jboogieYou can launch features…and they canstill suck.@neo_innovation || @jboogie
  58. 58. @jboogieOutput@neo_innovation || @jboogie
  59. 59. @jboogieOutcome@neo_innovation || @jboogie
  60. 60. @jboogieImpact@neo_innovation || @jboogie
  61. 61. @jboogieMany companies currently manage tooutput.Instead, they need to focus on outcome andnot task teams with responsibility forimpact.@neo_innovation || @jboogie
  62. 62. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  63. 63. @jboogieCase Study: TheLadders14%@neo_innovation || @jboogie
  64. 64. @jboogie@neo_innovation || @jboogie
  65. 65. @jboogie@neo_innovation || @jboogie
  66. 66. MAKE DECISIONSBASED ONOBJECTIVEOBSERVATIONS@jboogie@neo_innovation || @jboogie
  67. 67. @jboogieKill@neo_innovation || @jboogie
  68. 68. @jboogiePivot@neo_innovation || @jboogie
  69. 69. @jboogieDouble-down@neo_innovation || @jboogie
  70. 70. @jboogieCase Study: Lenddo@neo_innovation || @jboogie
  71. 71. @jboogieCase Study: Lenddo@neo_innovation || @jboogie
  72. 72. @jboogieCase Study: Lenddo@neo_innovation || @jboogie
  73. 73. MITIGATE RISK BYNOT BUILDINGTHINGS PEOPLEDON’T WANT@jboogie@neo_innovation || @jboogie
  74. 74. @jboogieCase Study: Sesame Street@neo_innovation || @jboogie
  75. 75. @jboogieCase Study: Sesame StreetEntering a new market@neo_innovation || @jboogie
  76. 76. @jboogieCase Study: Sesame StreetEntering a new marketHeavy investment@neo_innovation || @jboogie
  77. 77. @jboogieCase Study: Sesame StreetEntering a new marketHeavy investmentHigh risk@neo_innovation || @jboogie
  78. 78. @jboogieCase Study: Sesame StreetEntering a new marketHeavy investmentHigh riskLong term initiative@neo_innovation || @jboogie
  79. 79. @jboogieCase Study: Sesame Street@neo_innovation || @jboogie
  80. 80. @jboogieCase Study: Sesame StreetIn-class observation@neo_innovation || @jboogie
  81. 81. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content test@neo_innovation || @jboogie
  82. 82. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sorting@neo_innovation || @jboogie
  83. 83. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sortingV3 = clickable prototype@neo_innovation || @jboogie
  84. 84. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sortingV3 = clickable prototypeNot a line of codewritten@neo_innovation || @jboogie
  85. 85. @jboogie@neo_innovation || @jboogie
  86. 86. @jboogieCase Study: Agile UX NYC 2012@neo_innovation || @jboogie
  87. 87. @jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?@neo_innovation || @jboogie
  88. 88. @jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?Lots of up front costs@neo_innovation || @jboogie
  89. 89. @jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?Lots of up front costsIncreasing fidelity of tests@neo_innovation || @jboogie
  90. 90. @jboogieCase Study: Agile UX NYC 2012@neo_innovation || @jboogie
  91. 91. LEAN UX ANDDESIGN THINKINGARE NOT JUST FORDESIGNERS@jboogie@neo_innovation || @jboogie
  92. 92. @jboogieCross-functional teams…@neo_innovation || @jboogie
  93. 93. @jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplines@neo_innovation || @jboogie
  94. 94. @jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplinesPossess increased empathy for the user@neo_innovation || @jboogie
  95. 95. @jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplinesPossess increased empathy for the userUnderstand the “why” behind every initiative@neo_innovation || @jboogie
  96. 96. @jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplinesPossess increased empathy for the userUnderstand the “why” behind every initiativeLearn more, faster, by sharing the discoveryand creation process@neo_innovation || @jboogie
  97. 97. @jboogie@neo_innovation || @jboogie
  98. 98. @jboogie@neo_innovation || @jboogieCompetencies over rolesJeffrey Allen "Jeff Skunk" Baxter (born December 13, 1948) is anAmerican guitarist, known for his stints in the rock bands SteelyDan and The Doobie Brothers during the 1970s. More recently, hehas been working as a defense consultant and chairs aCongressional Advisory Board on missile defense.
  99. 99. @jboogieCase Study: PayPal@neo_innovation || @jboogie
  100. 100. @jboogieCase Study: PayPal@neo_innovation || @jboogie
  101. 101. @jboogieDefining the right product…@neo_innovation || @jboogie
  102. 102. @jboogieDefining the right product…Reduces the time spent building the wrongproduct@neo_innovation || @jboogie
  103. 103. @jboogieDefining the right product…Reduces the time spent building the wrongproductBuilds team-wide momentum & sharedunderstanding@neo_innovation || @jboogie
  104. 104. @jboogieDefining the right product…Reduces the time spent building the wrongproductBuilds team-wide momentum & sharedunderstandingEnsures that resources are spent on the rightinitiatives@neo_innovation || @jboogie
  105. 105. @jboogieBy shifting the way we work…@neo_innovation || @jboogie
  106. 106. @jboogieBy shifting the way we work…Requirements are assumptions@neo_innovation || @jboogie
  107. 107. @jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomes@neo_innovation || @jboogie
  108. 108. @jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomesWork together to come up with ideas@neo_innovation || @jboogie
  109. 109. @jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomesWork together to come up with ideasTest those ideas ruthlessly@neo_innovation || @jboogie
  110. 110. @jboogieThank you!jeff@neo.com@jboogiewww.leanuxbook.com@neo_innovation || @jboogiewww.neo.com
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