A quick few pages on some key things I took away from this year's Planningness. It's fun and light, and I blatantly stole ideas, quotes and charts from our very lovely speakers. Thank you to everyone who came out! Such a fun time.
prefacehere’s a smattering of highlights and insights fromplanningness 2011. wish I could sum up (and haveattended) all the sessions, but it’s just not possible inone measly deck. I assure you, all were full ofawesome this year.also, a big thank you to all the people who made thisyear amazing and to all the new (and old) friends inthis warm, generous little planningness community.
our ethos (at planningness)get excited and make stuff.
for an effectiveplanningness conference1/3 cup incredible speakers1/3 cup fun, eclectic personalities/participants1/3 cup workshops and lecture + generous dash optimism, perseverance and peoplewho love working as a team
empathy. generosity.make > say.you know this.so more speciﬁcally...
start thinking like/with a producer put the user in the middle ofbusiness design work lean “brief” for behavior change
start thinking like/with aproducerproducers are vital partners to making.working closely and quickly with ourproducer counterparts help us optimizeour work in real-time. @adrianho production as strategy
products and experiencesoften reveal newopportunities for usage afterthey’re built.- adrian ho, zeus joneshttp://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embed production as strategy
http://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embed production as strategy
we don’t work in a vacuum. optimization shouldn’t be reserved for retrospect -- we have to build with the intention to change. we must plan with the assumption of unpredictability and create an environment where adaptive change is not only possible, but required.http://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embed production as strategy
designing a businessfor awhile now, planner folks have said“it’s not what you say, it’s what youdo...” but putting to practice is notalways easy (particularly in the ad biz). @colincolin designing a business
best case scenario: thinkabout how to design thebusiness from the inside out,putting the user in the middle. designing a business
“when we “design a business” wecreate a platform for an experience.by putting the experience ﬁrst, we’recreating a user-centered business,(because the business is the vehicle todeliver the experience)”- colin raney, IDEOhttp://www.slideshare.net/colinraney/planningness-2011 designing a business
http://www.slideshare.net/colinraney/planningness-2011 designing a business
brands that live with experience at it’s core: ...any surprise that most of these live solely in the digital space? the challenge persists to apply this ethos to “ofﬂine”consumer goods/services. which requires radically re-thinking our business offerings and models.http://www.slideshare.net/colinraney/planningness-2011 designing a business
lean strategy. start-ups, design ﬁrms and many other “makers” have lean processes ingrained into their DNA. time and money are often scarce (sound familiar?) so it’s about faster learning. key to making it work is letting go of our traditional long-winded, waterfall processes and learning to be a bit more more ﬂexible. @farrahbostichttp://www.slideshare.net/ﬂbostic/how-to-do-lean-planning lean strategy
why lean? why now?. expectations have shifted: client’s have less money, less patience. couple this with consumer’s expecting more utility and usefulness from brands than ever before.http://www.slideshare.net/ﬂbostic/how-to-do-lean-planning lean strategy
“you need to add value in people’s lives. not just expect them to participate because you goddamn asked them to.” - mel exon, bbh labshttp://www.slideshare.net/ﬂbostic/how-to-do-lean-planning lean strategy
this is a messy process. it’s intentionally not linear. it’s a web of ideas, mapped against central pain points and behaviors. it’s about solving problems. fast.http://www.slideshare.net/ﬂbostic/how-to-do-lean-planning lean strategy
key tenants i. generate the pain points/problems your audience encounters, formulate hypotheses to solve ii. test hypotheses on a small number of individuals iii. you should be proven wrong a few times. rinse, repeat. iv. get involved in building prototypes for the solve(s) that bubble to the tophttp://www.slideshare.net/ﬂbostic/how-to-do-lean-planning lean strategy
“we become so obsessedwith being noticed that weforget to be useful” - ed cotton, bssp @cotton behavioral briefs
brief for behavior change.framing/ﬁnding the question is oftenthe hardest part.i. determine the pain points.ii. understand the behaviors thatcontribute and act in tandem with thepain to get to useful solutionsiii. determine barriersiv. frame up the opportunities behavioral briefs
the founders of instagram on solving the “right” problem behavioral briefs
sounds simple.it’s not....but it’s certainly not impossible. behavioral briefs
we were tasked with one ofthe hardest problems any ofus had.going home. behavioral briefs
planningness has become a safe havenfor open thinking and idealistic dreams.we love our jobs, but it can be hard toleave the cocoon...so we wrote the brief to re-positionplanning in 2015 behavioral briefs
the results.well, you’ll have to wait and see... behavioral briefs
stop trying to own thingsand start making theminstead.
the presentations:since i’ve done (maybe) a mediocrejob summing up some greatpresentations, please do yourself afavor and check them and more outhere:http://planningness.com/planning-ness-2011-presentations/http://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embedhttp://www.slideshare.net/jmarshallroberts/how-to-overcome-cynicism-with-scientiﬁc-psychobabblehttp://www.slideshare.net/ﬂbostic/how-to-do-lean-planninghttp://www.slideshare.net/colinraney/planningness-2011