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)

Published in: Design, Technology, Business

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

  1. Lean UX + UX STRAT Josh Seiden @jseiden www.neo.com Sept 10, 2013 UX Strat ‘13
  2. Me and my #hashtags Josh Seiden www.neo.com @neo_innovation @jseiden #leanUX #leanStartup #leanUXbook
  3. 1. LEAN UX: WHERE IT COMES FROM 2. LEAN UX + UX STRAT 4EVER 3
  4. 4 Old assumptions, new reality 4
  5. 4 Old assumptions, new reality 4
  6. 4 Old assumptions, new reality 4
  7. Old assumptions, new reality
  8. No more “Model Years” 6
  9. No more “Model Years” 6
  10. SOFTWARE ENABLES CONTINUOUS CHANGE 7
  11. Business Design? Business? Design? Coping with Continuous Production Business? Agile
  12. Business Design? Business? Design? Coping with Continuous Production Business? Agile UX Agile UX Agile
  13. Business Design? Business? Design? Coping with Continuous Production Business?Lean Startup Lean Startup Agile UX Agile UX Agile
  14. Ideas Build Product Measure Data Learn
  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. 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. LEAN UX + UX STRAT 12 OK. Um. How?
  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. 1CONTINUOUS LEARNING 14
  20. LEAD WITH VISION. TEST RUTHLESSLY IN THE MARKET. 15
  21. EVERYBODY HAS A PLAN UNTIL THEY GET PUNCHEDIN THE FACE
  22. Internet Mouse
  23. Internet Mouse
  24. A system built on continuous learning 18 Risk Diagram concept: @clevergirl Learning!
  25. Build it 19 Figure out if it works Then
  26. Build it 19 Figure out if it works Then
  27. 2ASSUMPTIONS AND HYPOTHESES 20
  28. EVERY PROJECT STARTS WITH ASSUMPTIONS 21
  29. CUSTOMER PROBLEM SOLUTION BUSINESS MODEL COMPETITION KEY COMPETITIVE ADVANTAGE CUSTOMER OUTCOME CUSTOMER ACQUISITION EARLY ADOPTER 360° ASSUMPTIONS
  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. 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. 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. 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. 3BIAS TOWARDS & ENABLE MAKING 27
  35. MVP = MINIMUM VIABLE PRODUCT “THE SMALLEST THING YOU CAN MAKE TO TEST YOUR HYPOTHESIS.” 28
  36. 29
  37. Step 1 Step 2 Step 3 Step 4 CALL CENTER IN-STORE SOCIAL MEDIA MOBILE WEBSITE Multi-channel UX Strategy TOUCHPOINTS
  38. What are businesses trying to learn? 31
  39. What are businesses trying to learn? 1. Is there a need / opportunity in the market? 31
  40. What are businesses trying to learn? 1. Is there a need / opportunity in the market? 2. Will people buy my solution? 31
  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. MVP: Pre-sales 32
  43. MVP: Call to action button 33
  44. MVP: Concierge / Wizard of Oz
  45. Twitter Bootstrap
  46. Design Systems at GE 36
  47. UI Technology at PayPal 37 Bill Scott Sr. Director of UI Technology PayPal
  48. 4MANAGE OUTCOMES 38
  49. Output, Outcome, Impact
  50. Output, Outcome, Impact § Output: the software we build. The materials we produce. Easy to trace. Example: A new log-in page.
  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. 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. Output
  54. Outcome
  55. Impact
  56. Don’t manage output. Instead, focus on outcomes. Don’t make teams responsible for impact.
  57. Case Study: TheLadders
  58. Case Study: TheLadders 14%
  59. Case Study: TheLadders
  60. Case Study: TheLadders 63%
  61. 5A NEW ORGANIZATION 47
  62. Business Design? Business? Design? Enterprise? Business?Lean Startup Lean Startup Agile UX Agile UX Agile
  63. Business model validation Product validation Small team
  64. Business model validation Product validation Small team Culture / Infrastructure to support continuous learning Stakeholders Small-chunk, outcome-based, predictable funding $$$
  65. AGENDA 1. CONTINUOUS LEARNING 2. ASSUMPTIONS AND HYPOTHESES 3. BIAS TOWARDS MAKING 4. MANAGE OUTCOMES 5. A NEW ORGANIZATION 50
  66. THANK YOU! @jseiden www.leanuxbook.com www.neo.com 51

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