0
Innovation
The story of the process of a process in 3 parts
        Seed, Prototype, & Incubation
                   James...
but first...
TAT – THE ASTONISHING TRIBE

Founded in Sweden 2002
• 150 employees

Presence
• Offices in Korea, Sweden and USA
• Macnica...
Design ♥ Technology
TAT – OFFERING OVERVIEW


         TAT Products                       TAT Services




                             Techno...
TAT Design Offer




       We can take a project from start to final implementation

       Iterative UI Development in...
Part 1 SEEDING      - fall ’07
The good ole days
Innovation is a buzz word.
Easy to talk about and easy to understand importance
But so difficult to do.

Startups and othe...
Innovation is a hassle!
•Insignificant revenue
•High Risk
•Might even cannibalize on the current products
•Lost Focus - ti...
Acquire
•Most common method today
•Acquisition of external ideas or innovators
•Company a vessel to hold this new idea as ...
TAT decided in August 2007 to formalize how we innovate
and create an innovation process, because we felt we had
done it, ...
Goal: “with minimal investment, create as much value as
possible for TAT by finding relevant new products or ideas that
wo...
What about staffing?
What about staffing?
Wild West of mobile.

We got an espresso machine and fueled 3 months
of ideas and research

but we also started building a...
Facilitating Innovation
Idea Seeds
( nd idea)
                                           Sketching
                       ...
idea seed template
                                                                     Name:
                            ...
IDEA FACILITATION
Transfer your idea to someone else

First questions ...



WHO
HOW
WHAT
IDEA FACILITATION
Transfer your idea to someone else

First questions ...



WHO                      (makes it, uses it, ...
CO
                              NS
                         UM
                      ER
               EX
            PE
...
6
                 MARKET FIT


CO




                                            TY
  NS




                           ...
6
                 MARKET FIT


CO




                                            TY
  NS




                           ...
Part 2 PROTOTYPING         - spring ’08
Crystalizing the process
NABC
NABC
need
approach
benefits:cost
competition/alternatives
MARKET FIT
CO




                                                 TY
   NS




                                          ...
This is how “p_disabled” looks. !
“To lower its frequenzy maybe some
graphical design should be made to
 ensure users ends...
ROLES - The Innovation Relay Race
Entrepreneurs
Idea Seeder
Idea Champion
Thesis Workers

Leaders
Project Leader
Project t...
Entrepreneurs -> Leaders ->Managers
seeds -> prototypes -> incubation

Process Steering - Heads of innovation
VALUE
... we were creating all sorts.
Time to deliver.
Part 3 INCUBATING
                - autumn ‘08
Part 3 INCUBATING                            - autumn ’08
Or how I learned to love Sales & Marketing
Prototypes to Incubated Products
Analytics
LIME
Physics Engines
Content & Services Development
...
Sales & Marketing can sell thought
leadership and differentiation!
Baskets transformed into sales strategy

Ideas are chea...
Be Agile in your bandwidth
When times are tough you will have to change roles
quickly

Take this time to create a roadmap
The Value of Waiting
Product Management starts to see value

Sketches & Prototypes need the market to catch up

“Market Fi...
Gravity to incremental innovation
Your smart innovative people will be in demand!

Thesis workers -Not just cheap work - P...
SUMMARY
Important to sketch & build the process - not copy one

Transfer and record the idea

Market Fit, Technical Feasib...
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
Disruptive processes for creating astonishing  user interfaces
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Disruptive processes for creating astonishing user interfaces

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James Haliburton - Head of Innovation, The Astonishing Tribe

Disruptive processes for creating astonishing user interfaces (and experiences learned from driving global UI innovation…)

James is the Concept Lead and Head of Innovation at TAT in Malmö Sweden, where he is part of the team which makes astonishing UIs possible for mobile devices. Presently James is delivering inspirational seminars to mobile operators and manufacturers around the globe discussing strategies on how to best make meaningful experiences out of emerging technologies for our mobile world

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Transcript of "Disruptive processes for creating astonishing user interfaces"

  1. 1. Innovation The story of the process of a process in 3 parts Seed, Prototype, & Incubation James Haliburton Concept Lead & Head of Innovation @ TAT
  2. 2. but first...
  3. 3. TAT – THE ASTONISHING TRIBE Founded in Sweden 2002 • 150 employees Presence • Offices in Korea, Sweden and USA • Macnica Networks, partner in Japan Customers • Working with leading mobile OEM:s, leading operators, automotive segment and internet suppliers • Some offical customers are Samsung, Sony Ericsson, Motorola, S60, Google, T-Mobile and Orange. Proven technology • Installed base >250 million devices worldwide • This year in >10% of all mobile phones • and 20% of all touchscreen mobile phones Long track-record within UIs • Been in the UI Business since the first colour displays
  4. 4. Design ♥ Technology
  5. 5. TAT – OFFERING OVERVIEW TAT Products TAT Services Technology Technology Evaluation Design Concept Design Concept Evaluation Prototype Prototype Product Support Offering Offering TAT Academy Expert Services Expert Services Professional Services
  6. 6. TAT Design Offer  We can take a project from start to final implementation  Iterative UI Development in close co-operation with customer  UI Design of an entire device  Expert services within specific areas
  7. 7. Part 1 SEEDING - fall ’07 The good ole days
  8. 8. Innovation is a buzz word. Easy to talk about and easy to understand importance But so difficult to do. Startups and others with nothing to lose are innovative and create things from thin air, but big corporations and established bodies struggle.
  9. 9. Innovation is a hassle! •Insignificant revenue •High Risk •Might even cannibalize on the current products •Lost Focus - time that could be spent on optimizing todays company! •When the ideas are “young” they are of course immature and not all questions are answered •Scrutinization often kills the idea. At the same time we know that it is important and that we need to innovate - so what to do?
  10. 10. Acquire •Most common method today •Acquisition of external ideas or innovators •Company a vessel to hold this new idea as well as the old business. Create an “Innovation Department” •Usually named R&D, which is separated both physically, and in terms of organization and what to focus on. This has the mentioned advantages, but also some disadvantages, namely; •the distance focus on business and making money usually. •Wandering around the corridors with a cup of coffee as if they had all the time in the world.
  11. 11. TAT decided in August 2007 to formalize how we innovate and create an innovation process, because we felt we had done it, but we had lost touch with our roots and were just polishing the current products to shine. Hampus Jakobsson, one of the founders, got the task at hand and started to find resources both internally and externally to set this up. I came in shortly after to help establish the process.
  12. 12. Goal: “with minimal investment, create as much value as possible for TAT by finding relevant new products or ideas that would address TAT’s current customers or similar actors needs”. So not to incrementally improve TAT’s products and not to open up new markets with TAT’s existing products.
  13. 13. What about staffing?
  14. 14. What about staffing?
  15. 15. Wild West of mobile. We got an espresso machine and fueled 3 months of ideas and research but we also started building a process
  16. 16. Facilitating Innovation Idea Seeds ( nd idea) Sketching (de ne idea) Prototyping (test it) Incubation (make it) TAT (deliver it) TAT Project Thesis Work First Meeting Concept De nition Idea Burst Con uence Paper Prototypes Re-Identify Champion Is there a NABC? TAT Individual In Person Value Propostion(s) Paper Scenarios / Use Cases ev iew / De ned NABC Concep tion R Project Mgt ned t dua Identifying Champion Gra e External Source D Prototyping Testing Plan n lo p atio Tenk Process u ro al ty Incubator ev pi Value Proposition Formed By-Product Value ng Recruitment testing Presentations Workshops testing Ide Shared Knowledge a S ee Papers ds I de External Contacts aS ed e s n tio de a ve z lop ali ment/stab Idea Seeds Idea Seeds
  17. 17. idea seed template Name: Date: TITLE:____________________________________________________________ TAGLINE:_________________________________________________________ Sum up the concept in an easy to remember tagline. DESCRIPTION:_____________________________________________________ __________________________________________________________________ Describe your concept. Is it a service, __________________________________________________________________ application, something else? Include what it __________________________________________________________________ does, and how it should __________________________________________________________________ be implemented. NEED/PROBLEM:___________________________________________________ Who needs this and __________________________________________________________________ why? Highlight what problem you are solving. __________________________________________________________________ SCENARIO:________________________________________________________ If possible, give an example of the concept __________________________________________________________________ in use. __________________________________________________________________ Some concepts are best PICTURE / STORYBOARD: described in a sketch or picture. List the benefits to the users, TAT, and/or BENEFITS DRAWBACKS customer that this idea provides. What are the drawbacks? Will it be expensive? Does it take a long time to use? Will the user have to learn to use a new interface? What do people use COMPETITION / ALTERNATIVES:______________________________________ now to solve the problem? What other __________________________________________________________________ options might they have __________________________________________________________________ in the future? State what this concept WHAT IT!S NOT:____________________________________________________ is definitely not! __________________________________________________________________
  18. 18. IDEA FACILITATION Transfer your idea to someone else First questions ... WHO HOW WHAT
  19. 19. IDEA FACILITATION Transfer your idea to someone else First questions ... WHO (makes it, uses it, sells it) HOW (to make it, to use it, to sell it) WHAT (is it, is the point, does it do)
  20. 20. CO NS UM ER EX PE RI EN CE PASSION TE MARKET FIT CH NI CA LF EA SIB ILI TY
  21. 21. 6 MARKET FIT CO TY NS ILI PASSION SIB UM ER EA 6 LF EX 8 CA PE RI NI EN CH CE TE
  22. 22. 6 MARKET FIT CO TY NS ILI PASSION SIB UM 1 ER EA 6 LF EX 8 CA PE RI NI EN CH CE TE
  23. 23. Part 2 PROTOTYPING - spring ’08 Crystalizing the process
  24. 24. NABC
  25. 25. NABC need approach benefits:cost competition/alternatives
  26. 26. MARKET FIT CO TY NS ILI PASSION IB U ME AS Converging the prototype R FE EX L CA PE RI I HN EN C CE TE
  27. 27. This is how “p_disabled” looks. ! “To lower its frequenzy maybe some graphical design should be made to ensure users ends up here as little as possible in this demo.” Distribution of key presses. “Maybe this pop-up should disappear on any click, not just the back button?”
  28. 28. ROLES - The Innovation Relay Race Entrepreneurs Idea Seeder Idea Champion Thesis Workers Leaders Project Leader Project team Basket Leader Managers Weekly Steering Group (Stakeholders in the idea - sales, marketing, engineers, designers) Basket Group (Mgt.) - What ideas should we come up with Product Management
  29. 29. Entrepreneurs -> Leaders ->Managers seeds -> prototypes -> incubation Process Steering - Heads of innovation
  30. 30. VALUE ... we were creating all sorts. Time to deliver.
  31. 31. Part 3 INCUBATING - autumn ‘08
  32. 32. Part 3 INCUBATING - autumn ’08 Or how I learned to love Sales & Marketing
  33. 33. Prototypes to Incubated Products Analytics LIME Physics Engines Content & Services Development ...
  34. 34. Sales & Marketing can sell thought leadership and differentiation! Baskets transformed into sales strategy Ideas are cheap - give them away and people will give you money to make them
  35. 35. Be Agile in your bandwidth When times are tough you will have to change roles quickly Take this time to create a roadmap
  36. 36. The Value of Waiting Product Management starts to see value Sketches & Prototypes need the market to catch up “Market Fit” is the slowest to judge.
  37. 37. Gravity to incremental innovation Your smart innovative people will be in demand! Thesis workers -Not just cheap work - Passionate invention! Open (kind of) Innovation is Important! Partners - Choose partners whose interests align with yours
  38. 38. SUMMARY Important to sketch & build the process - not copy one Transfer and record the idea Market Fit, Technical Feasibility, Consumer Experience & Passion NABC Have a structure for the relay race Where other values than products? Create & Deliver New Value References & Inspiration Bill Buxton - Sketching User Experience Innovation (SRI) Agile Software Development
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