Better Product Definition with Lean UX and Design Thinking

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  • 1. BETTER PRODUCTDEFINITION WITHLEAN UX &DESIGN THINKINGCrisp - May 2013
  • 2. @neo_innovation || @jboogie
  • 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. @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. @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. @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. @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. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
  • 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. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
  • 11. @jboogiehttp://blog.capwatkins.com/formspring-a-postmortem@neo_innovation || @jboogie
  • 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. @jboogieKey questions:How long do we wait beforelaunch?@neo_innovation || @jboogie
  • 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. REQUIREMENTSARE ACTUALLYASSUMPTIONS@jboogie@neo_innovation || @jboogie
  • 16. @jboogieDo you know thisproduct manager?@neo_innovation || @jboogie
  • 17. @jboogie@neo_innovation || @jboogie
  • 18. @jboogie@neo_innovation || @jboogie
  • 19. Requirements = Assumptions@jboogie@neo_innovation || @jboogie
  • 20. Requirements = AssumptionsWe know We believe@jboogie@neo_innovation || @jboogie
  • 21. Requirements = AssumptionsWe know We believeLet’s build it! Let’s test it!@jboogie@neo_innovation || @jboogie
  • 22. DESIGN THINKINGCAN HELP!@jboogie@neo_innovation || @jboogie
  • 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. I’VE HEARD GOODTHINGS ABOUTTHIS LEAN UXTHING TOO@jboogie@neo_innovation || @jboogie
  • 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. PRIORITIZELEARNING OVERGROWTH@jboogie@neo_innovation || @jboogie
  • 27. @jboogieEarly product definition assumptionsinclude…@neo_innovation || @jboogie
  • 28. @jboogieEarly product definition assumptionsinclude…Who is our customer?@neo_innovation || @jboogie
  • 29. @jboogieEarly product definition assumptionsinclude…Who is our customer?What pain points do they have related to ourproduct or service?@neo_innovation || @jboogie
  • 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. @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. @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. @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. @jboogie…which we then turn into hypotheses…@neo_innovation || @jboogie
  • 35. @jboogie…which we then turn into hypotheses…We believe that@neo_innovation || @jboogie
  • 36. @jboogie…which we then turn into hypotheses…We believe that[building this feature]@neo_innovation || @jboogie
  • 37. @jboogie…which we then turn into hypotheses…We believe that[building this feature][for these people]@neo_innovation || @jboogie
  • 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. @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. @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. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  • 42. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  • 43. @jboogieCase Study: TheLaddersRequirement: Provide each paying customerwith a personal job search assistantavailable via email and phone@neo_innovation || @jboogie
  • 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. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  • 46. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?@neo_innovation || @jboogie
  • 47. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptions@neo_innovation || @jboogie
  • 48. @jboogieCase Study: TheLaddersHow could we have better defined ourproducts?Articulated our assumptionsDefined our hypotheses@neo_innovation || @jboogie
  • 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. @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. @jboogieWhat problem are you trying to solve?@neo_innovation || @jboogie
  • 52. @jboogieWhat problem are you trying to solve?How will you solve it?@neo_innovation || @jboogie
  • 53. @jboogieWhat problem are you trying to solve?How will you solve it?How do you know it will work?@neo_innovation || @jboogie
  • 54. @jboogieHow does this change the way a teamapproaches a project?@neo_innovation || @jboogie
  • 55. @jboogieHow does this change the way a teamapproaches a project?The measure of progress changes…@neo_innovation || @jboogie
  • 56. @jboogieHow does this change the way a teamapproaches a project?The measure of progress changes……from output to outcome.@neo_innovation || @jboogie
  • 57. @jboogieYou can launch features…and they canstill suck.@neo_innovation || @jboogie
  • 58. @jboogieOutput@neo_innovation || @jboogie
  • 59. @jboogieOutcome@neo_innovation || @jboogie
  • 60. @jboogieImpact@neo_innovation || @jboogie
  • 61. @jboogieMany companies currently manage tooutput.Instead, they need to focus on outcome andnot task teams with responsibility forimpact.@neo_innovation || @jboogie
  • 62. @jboogieCase Study: TheLadders@neo_innovation || @jboogie
  • 63. @jboogieCase Study: TheLadders14%@neo_innovation || @jboogie
  • 64. @jboogie@neo_innovation || @jboogie
  • 65. @jboogie@neo_innovation || @jboogie
  • 66. MAKE DECISIONSBASED ONOBJECTIVEOBSERVATIONS@jboogie@neo_innovation || @jboogie
  • 67. @jboogieKill@neo_innovation || @jboogie
  • 68. @jboogiePivot@neo_innovation || @jboogie
  • 69. @jboogieDouble-down@neo_innovation || @jboogie
  • 70. @jboogieCase Study: Lenddo@neo_innovation || @jboogie
  • 71. @jboogieCase Study: Lenddo@neo_innovation || @jboogie
  • 72. @jboogieCase Study: Lenddo@neo_innovation || @jboogie
  • 73. MITIGATE RISK BYNOT BUILDINGTHINGS PEOPLEDON’T WANT@jboogie@neo_innovation || @jboogie
  • 74. @jboogieCase Study: Sesame Street@neo_innovation || @jboogie
  • 75. @jboogieCase Study: Sesame StreetEntering a new market@neo_innovation || @jboogie
  • 76. @jboogieCase Study: Sesame StreetEntering a new marketHeavy investment@neo_innovation || @jboogie
  • 77. @jboogieCase Study: Sesame StreetEntering a new marketHeavy investmentHigh risk@neo_innovation || @jboogie
  • 78. @jboogieCase Study: Sesame StreetEntering a new marketHeavy investmentHigh riskLong term initiative@neo_innovation || @jboogie
  • 79. @jboogieCase Study: Sesame Street@neo_innovation || @jboogie
  • 80. @jboogieCase Study: Sesame StreetIn-class observation@neo_innovation || @jboogie
  • 81. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content test@neo_innovation || @jboogie
  • 82. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sorting@neo_innovation || @jboogie
  • 83. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sortingV3 = clickable prototype@neo_innovation || @jboogie
  • 84. @jboogieCase Study: Sesame StreetIn-class observationV1 = PDF content testV2 = card sortingV3 = clickable prototypeNot a line of codewritten@neo_innovation || @jboogie
  • 85. @jboogie@neo_innovation || @jboogie
  • 86. @jboogieCase Study: Agile UX NYC 2012@neo_innovation || @jboogie
  • 87. @jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?@neo_innovation || @jboogie
  • 88. @jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?Lots of up front costs@neo_innovation || @jboogie
  • 89. @jboogieCase Study: Agile UX NYC 2012Would anyone attend our conference?Lots of up front costsIncreasing fidelity of tests@neo_innovation || @jboogie
  • 90. @jboogieCase Study: Agile UX NYC 2012@neo_innovation || @jboogie
  • 91. LEAN UX ANDDESIGN THINKINGARE NOT JUST FORDESIGNERS@jboogie@neo_innovation || @jboogie
  • 92. @jboogieCross-functional teams…@neo_innovation || @jboogie
  • 93. @jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplines@neo_innovation || @jboogie
  • 94. @jboogieCross-functional teams…Bring perspective to the product definitionprocess from all disciplinesPossess increased empathy for the user@neo_innovation || @jboogie
  • 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. @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. @jboogie@neo_innovation || @jboogie
  • 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. @jboogieCase Study: PayPal@neo_innovation || @jboogie
  • 100. @jboogieCase Study: PayPal@neo_innovation || @jboogie
  • 101. @jboogieDefining the right product…@neo_innovation || @jboogie
  • 102. @jboogieDefining the right product…Reduces the time spent building the wrongproduct@neo_innovation || @jboogie
  • 103. @jboogieDefining the right product…Reduces the time spent building the wrongproductBuilds team-wide momentum & sharedunderstanding@neo_innovation || @jboogie
  • 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. @jboogieBy shifting the way we work…@neo_innovation || @jboogie
  • 106. @jboogieBy shifting the way we work…Requirements are assumptions@neo_innovation || @jboogie
  • 107. @jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomes@neo_innovation || @jboogie
  • 108. @jboogieBy shifting the way we work…Requirements are assumptionsFocus on outcomesWork together to come up with ideas@neo_innovation || @jboogie
  • 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. @jboogieThank you!jeff@neo.com@jboogiewww.leanuxbook.com@neo_innovation || @jboogiewww.neo.com