Lean UX
+
UX STRAT
Josh Seiden
@jseiden
www.neo.com
Sept 10, 2013
UX Strat ‘13
Me and my #hashtags
Josh Seiden
www.neo.com
@neo_innovation
@jseiden
#leanUX
#leanStartup
#leanUXbook
1. LEAN UX: WHERE IT COMES FROM
2. LEAN UX + UX STRAT 4EVER
3
4
Old assumptions, new reality
4
4
Old assumptions, new reality
4
4
Old assumptions, new reality
4
Old assumptions, new reality
No more “Model Years”
6
No more “Model Years”
6
SOFTWARE
ENABLES
CONTINUOUS
CHANGE
7
Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile
Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile UX
Agile UX
Agile
Business
Design?
Business?
Design?
Coping with Continuous Production
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
...
Ideas
Build
Product
Measure
Data
Learn
The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Design an Experim...
Lean UX Characteristics
Small, x-functional teams
Small-batch flow
A bias towards making
Continuous Learning
A focus on ou...
LEAN UX
+
UX STRAT
12
OK. Um. How?
HOW WE THINK ABOUT HOW:
1. CONTINUOUS LEARNING
2. ASSUMPTIONS AND HYPOTHESES
3. BIAS TOWARDS MAKING
4. MANAGE OUTCOMES
5. ...
1CONTINUOUS LEARNING
14
LEAD WITH VISION.
TEST RUTHLESSLY IN THE MARKET.
15
EVERYBODY HAS A PLAN
UNTIL THEY GET
PUNCHEDIN
THE FACE
Internet Mouse
Internet Mouse
A system built on continuous learning
18
Risk
Diagram concept: @clevergirl
Learning!
Build it
19
Figure out if it works
Then
Build it
19
Figure out if it works
Then
2ASSUMPTIONS AND HYPOTHESES
20
EVERY PROJECT
STARTS WITH
ASSUMPTIONS
21
CUSTOMER PROBLEM SOLUTION
BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
OUTCOME
CUSTOMER
ACQUISITION
EARLY...
Technique: Write the test first
We believe ______.
We’ll know this is true when we see
§ qualitative outcome and/or
§ qua...
Hypothesis statement
We believe that
[doing this]
for [these people]
will achieve [this outcome].
We’ll know this is true ...
Hypothesis statement: feature
We believe that
creating Internet Mouse

 for people who own “Convergence” TVs
will need a w...
Hypothesis statement: business
We believe that
creating Internet Mouse

 for people who own “Convergence” TVs
will get us ...
3BIAS TOWARDS & ENABLE MAKING
27
MVP = MINIMUM VIABLE PRODUCT
“THE SMALLEST THING YOU CAN
MAKE TO TEST YOUR HYPOTHESIS.”
28
29
Step 1 Step 2 Step 3 Step 4
CALL CENTER
IN-STORE
SOCIAL MEDIA
MOBILE
WEBSITE
Multi-channel UX Strategy
TOUCHPOINTS
What are businesses trying to learn?
31
What are businesses trying to learn?
1. Is there a need / opportunity in the market?
31
What are businesses trying to learn?
1. Is there a need / opportunity in the market?
2. Will people buy my solution?
31
What are businesses trying to learn?
1. Is there a need / opportunity in the market?
2. Will people buy my solution?
3. Do...
MVP: Pre-sales
32
MVP: Call to action button
33
MVP: Concierge / Wizard of Oz
Twitter Bootstrap
Design Systems at GE
36
UI Technology at PayPal
37
Bill Scott
Sr. Director of UI Technology
PayPal
4MANAGE OUTCOMES
38
Output, Outcome, Impact
Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in p...
Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in p...
Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in p...
Output
Outcome
Impact
Don’t manage output.
Instead, focus on outcomes.
Don’t make teams responsible for impact.
Case Study: TheLadders
Case Study: TheLadders
14%
Case Study: TheLadders
Case Study: TheLadders
63%
5A NEW ORGANIZATION
47
Business
Design?
Business?
Design?
Enterprise?
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile
Business model validation
Product validation
Small team
Business model validation
Product validation
Small team
Culture / Infrastructure to support continuous learning
Stakeholde...
AGENDA
1. CONTINUOUS LEARNING
2. ASSUMPTIONS AND HYPOTHESES
3. BIAS TOWARDS MAKING
4. MANAGE OUTCOMES
5. A NEW ORGANIZATIO...
THANK YOU!
@jseiden
www.leanuxbook.com
www.neo.com
51
Lean UX + UX Strat, from UX Strat conference, September 2013
Lean UX + UX Strat, from UX Strat conference, September 2013
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Lean UX + UX Strat, from UX Strat conference, September 2013

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Slides from my talk at UX Strat, 2013. (www.uxstrat.com)

How to use Lean UX methods to execute on business, product, and design strategy.

I presented a slightly altered version a few days later at Fluxible 2013. (http://www.fluxible.ca)

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Lean UX + UX Strat, from UX Strat conference, September 2013

  1. 1. Lean UX + UX STRAT Josh Seiden @jseiden www.neo.com Sept 10, 2013 UX Strat ‘13
  2. 2. Me and my #hashtags Josh Seiden www.neo.com @neo_innovation @jseiden #leanUX #leanStartup #leanUXbook
  3. 3. 1. LEAN UX: WHERE IT COMES FROM 2. LEAN UX + UX STRAT 4EVER 3
  4. 4. 4 Old assumptions, new reality 4
  5. 5. 4 Old assumptions, new reality 4
  6. 6. 4 Old assumptions, new reality 4
  7. 7. Old assumptions, new reality
  8. 8. No more “Model Years” 6
  9. 9. No more “Model Years” 6
  10. 10. SOFTWARE ENABLES CONTINUOUS CHANGE 7
  11. 11. Business Design? Business? Design? Coping with Continuous Production Business? Agile
  12. 12. Business Design? Business? Design? Coping with Continuous Production Business? Agile UX Agile UX Agile
  13. 13. Business Design? Business? Design? Coping with Continuous Production Business?Lean Startup Lean Startup Agile UX Agile UX Agile
  14. 14. Ideas Build Product Measure Data Learn
  15. 15. The Lean UX Cycle State your desired outcomes Declare your assumptions Hypothesize: write the test first Design an Experiment Make an MVP Get out of the building Team synthesis Repeat Ideas Build Product Measure Data Learn
  16. 16. Lean UX Characteristics Small, x-functional teams Small-batch flow A bias towards making Continuous Learning A focus on outcomes Ideas Build Product Measure Data Learn
  17. 17. LEAN UX + UX STRAT 12 OK. Um. How?
  18. 18. HOW WE THINK ABOUT HOW: 1. CONTINUOUS LEARNING 2. ASSUMPTIONS AND HYPOTHESES 3. BIAS TOWARDS MAKING 4. MANAGE OUTCOMES 5. A NEW ORGANIZATION 13
  19. 19. 1CONTINUOUS LEARNING 14
  20. 20. LEAD WITH VISION. TEST RUTHLESSLY IN THE MARKET. 15
  21. 21. EVERYBODY HAS A PLAN UNTIL THEY GET PUNCHEDIN THE FACE
  22. 22. Internet Mouse
  23. 23. Internet Mouse
  24. 24. A system built on continuous learning 18 Risk Diagram concept: @clevergirl Learning!
  25. 25. Build it 19 Figure out if it works Then
  26. 26. Build it 19 Figure out if it works Then
  27. 27. 2ASSUMPTIONS AND HYPOTHESES 20
  28. 28. EVERY PROJECT STARTS WITH ASSUMPTIONS 21
  29. 29. CUSTOMER PROBLEM SOLUTION BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE CUSTOMER OUTCOME CUSTOMER ACQUISITION EARLY ADOPTER 360° ASSUMPTIONS
  30. 30. Technique: Write the test first We believe ______. We’ll know this is true when we see § qualitative outcome and/or § quantitative outcome § That improves this KPI.
  31. 31. Hypothesis statement We believe that [doing this] for [these people] will achieve [this outcome]. We’ll know this is true when we see [this market feedback].
  32. 32. Hypothesis statement: feature We believe that creating Internet Mouse for people who own “Convergence” TVs will need a way to control the computer from their couches We’ll know this is true when we see people buying Convergence TVs.
  33. 33. Hypothesis statement: business We believe that creating Internet Mouse for people who own “Convergence” TVs will get us in the internet business. We’ll know this is true when we see pre-orders from our retail channel partners.
  34. 34. 3BIAS TOWARDS & ENABLE MAKING 27
  35. 35. MVP = MINIMUM VIABLE PRODUCT “THE SMALLEST THING YOU CAN MAKE TO TEST YOUR HYPOTHESIS.” 28
  36. 36. 29
  37. 37. Step 1 Step 2 Step 3 Step 4 CALL CENTER IN-STORE SOCIAL MEDIA MOBILE WEBSITE Multi-channel UX Strategy TOUCHPOINTS
  38. 38. What are businesses trying to learn? 31
  39. 39. What are businesses trying to learn? 1. Is there a need / opportunity in the market? 31
  40. 40. What are businesses trying to learn? 1. Is there a need / opportunity in the market? 2. Will people buy my solution? 31
  41. 41. What are businesses trying to learn? 1. Is there a need / opportunity in the market? 2. Will people buy my solution? 3. Does my solution work? 31
  42. 42. MVP: Pre-sales 32
  43. 43. MVP: Call to action button 33
  44. 44. MVP: Concierge / Wizard of Oz
  45. 45. Twitter Bootstrap
  46. 46. Design Systems at GE 36
  47. 47. UI Technology at PayPal 37 Bill Scott Sr. Director of UI Technology PayPal
  48. 48. 4MANAGE OUTCOMES 38
  49. 49. Output, Outcome, Impact
  50. 50. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to trace. Example: A new log-in page.
  51. 51. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to trace. Example: A new log-in page. § Outcome: the change in the world after we deliver output. Harder to trace. Example: increase user log-in rate.
  52. 52. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to trace. Example: A new log-in page. § Outcome: the change in the world after we deliver output. Harder to trace. Example: increase user log-in rate. § Impact: the change we see over time. Very hard to trace. Example: Our service is profitable.
  53. 53. Output
  54. 54. Outcome
  55. 55. Impact
  56. 56. Don’t manage output. Instead, focus on outcomes. Don’t make teams responsible for impact.
  57. 57. Case Study: TheLadders
  58. 58. Case Study: TheLadders 14%
  59. 59. Case Study: TheLadders
  60. 60. Case Study: TheLadders 63%
  61. 61. 5A NEW ORGANIZATION 47
  62. 62. Business Design? Business? Design? Enterprise? Business?Lean Startup Lean Startup Agile UX Agile UX Agile
  63. 63. Business model validation Product validation Small team
  64. 64. Business model validation Product validation Small team Culture / Infrastructure to support continuous learning Stakeholders Small-chunk, outcome-based, predictable funding $$$
  65. 65. AGENDA 1. CONTINUOUS LEARNING 2. ASSUMPTIONS AND HYPOTHESES 3. BIAS TOWARDS MAKING 4. MANAGE OUTCOMES 5. A NEW ORGANIZATION 50
  66. 66. THANK YOU! @jseiden www.leanuxbook.com www.neo.com 51

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