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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) ...

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

  • 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 Agile
  • Ideas Build Product Measure Data Learn
  • 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
  • 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
  • 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. A NEW ORGANIZATION 13
  • 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 ADOPTER 360° ASSUMPTIONS
  • 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.
  • 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].
  • 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.
  • 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.
  • 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. Does my solution work? 31
  • 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 page.
  • 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.
  • 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.
  • 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 Stakeholders Small-chunk, outcome-based, predictable funding $$$
  • AGENDA 1. CONTINUOUS LEARNING 2. ASSUMPTIONS AND HYPOTHESES 3. BIAS TOWARDS MAKING 4. MANAGE OUTCOMES 5. A NEW ORGANIZATION 50
  • THANK YOU! @jseiden www.leanuxbook.com www.neo.com 51