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)

More in: Design , Technology , Business
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  • 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