Collaboration Les Cles Pour Lever Les Freins A L Innovation
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Collaboration Les Cles Pour Lever Les Freins A L Innovation

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Collaboration, les clés pour lever les freins à l'innovation

Collaboration, les clés pour lever les freins à l'innovation
Angela Vinci

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Collaboration Les Cles Pour Lever Les Freins A L Innovation Collaboration Les Cles Pour Lever Les Freins A L Innovation Presentation Transcript

  • Collaboration: The Key to Unlocking Innovation, Agile Development and the Best of e-Commerce Angela Vinci Director, Product Management Gap Inc San Francisco CA USA Angela_Vinci@gap.com
  • Agenda • Product Development Lifecycle • Identifying Needs • Developing Solutions • Launching & Learning • Toolkit of Innovation Techniques • Generating Ideas • Evaluating Ideas • Rapid Prototyping • Testing and Iterating • Move It or Lose It • Checklist
  • Product Lifecycle And Innovation • What We’ll Discuss Today • The software product development lifecycle • Innovation techniques and process that apply to software development but that can easily be used in other areas • What We Won’t Cover • The technical side of agile development • The software release process itself • Financial modeling and business case development processes
  • Product Development Lifecycle Identifying Developing Launching Needs Solutions & Learning Product Owners & Project Team Members Project Team & Customers & Customers Stakeholders Product Ideation Prioritize Release Report Evaluation Iterate Results
  • IDENTIFYING NEEDS GENERATING & EVALUATING IDEAS
  • Generating Ideas: What problem am I solving for my customer? • Always look for needs through standard sources like: • Competitive Analysis • Sales Data • Customer Feedback through Surveys • Formal Customer Research • Uncover more innovative ideas through customer collaboration by: • Conducting Interviews • Observing Compensating Behaviors • Creating a Community and Inviting Participation • Collaborative Brainstorming
  • Universality Example: Identifying a Customer Need • Customer Behavior: Purchase data showed us customers often placed an order on one of our sites then immediately came back and placed a second order on another of our sites • Customer Feedback: Daily comments in our post- checkout survey told us customers wanted an easier and cheaper way to shop across more than one of our brands • Competitive Landscape: We knew our customers always shopped from many brands, including multiple brands in our family
  • Universality Example: Generating Ideas • Based on the data we knew we had to create a more integrated experience • We needed to determine specifically what we were solving for • Early ideas included: • “Pop-up” shops to allow for easier family shopping at key times like back-to-school and the holiday season • Cross-brand outfits offered on our individual sites
  • Integrated Outfit Prototype for Integrated Outfit
  • Evaluating Ideas: What to Test and When to Test It • Determine the viability of ideas through testing and collaboration with your customer • Start as broadly as possible • Let your customer tell you what they need, not the other way around • Don’t be afraid to be wrong • Test—Then Invest
  • Themed Portal Prototype for Themed Portal
  • Universality Example: Testing & Customer Collaboration • Customer research sessions we set-up with goal of determining what our customers valued and were trying to accomplish • What we saw was: • Interest and enthusiasm is strong for the concept • Many customers were able to brainstorm key features unprompted (Video) • The most compelling feature by far was the universal shopping cart and in particular, the cross brand shipping benefit
  • Universality Example: Idea Evaluation Feature Gap/ON BR Importance Importance One shopping cart/transaction High High Cross Brand Free shipping threshold High High Universal account information and sign in High High Navigation tabs Medium-high Medium Ability to shop categories across brands Medium-high Medium Search multiple brands Medium-high Medium Integrate Piperlime w/outfits or items Medium Medium-high Integrate Piperlime w/in shoe section Medium Medium-high Outfits that integrate brands Medium Low One box delivery Low Low Themed portal Low Low Non-merchandise related editorial Low Low 14
  • DEVELOPING SOLUTIONS LEVERAGING THE POWER OF AGILE
  • Prioritizing Features: Project Team Collaboration • In order to ensure the highest value work happens first it is critical that everyone on the team knows both the project and iteration goals • Product owners should articulate themes and business goals for each phase of the project • Architects or Technical Managers should do the same for technical goals
  • Universality Example: Project Team Collaboration Business Slice Description Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Packages 1. Sister Links - independent aesthetic Package 1 2. BRONG sites accept BRONG SVCs 3. For all new site (and call center) registrants, create a universal account 4. For all current site (and call center) registrants, elevate to Package 2 a universal account 5. Global Session Lite (recognition and link-based prefs) 6. Introduce PLOL SVC - all sites accept all SVCs 7. Normalize Invoice Package 3 8. Cross brand promos: PPC Setup 9. Cross-brand shopping bag, checkout, order status, call center order entry 10. Single fulfillment for BRONG packages 11. Cross brand promos: PPC Runtime 12. True Global Session and Single Sign-on 13. Normalize Shipping Options Package 4 14. Sister Tabs - integrated aesthetic
  • Managing Iterative Development • In order to ensure iterative development can proceed smoothly it is important to foster collaboration within the team • Joint planning sessions which include the product owner, developers and QA • Maintain a consistent iteration cycle including planning meeting and other administrative tasks • Use the tools you need—but no more than what you need • Believe the burn-up
  • Universality Example: Project Team Collaboration
  • LAUNCHING AND LEARNING RESULTS DRIVEN ACTION
  • Results Matter: There’s No Such Thing as Bad Information • Begin With The End • Create your full report as part of the project’s inception • Mock-up all reports needed • Enabling Your Measurements • Always include reporting in the core requirements • Develop and release reporting and metrics with individual features • Use Your Data • Start reporting out what you learn with each release • Leverage data and information gained during the project to prioritize, change or stop remaining development work • Consider additional user testing after features are released
  • Universality Example: Results Matter Customer Collaboration
  • What To Use. When To Use It. INNOVATION TOOLKIT
  • Idea Generation: Sources of Information & Inspiration
  • Idea Generation: Key Questions to Answer • What unmet need are we solving • Are we offering something new • Have we identified the true competition • Does our solution delight but not overshoot • Is this idea viable • Is there financial value
  • Idea Evaluation: Scoring Process • For ideas where no historical data or comparable experience exists determine what assumption would need to hold true to achieve success • Develop a test plan for each assumption • Score each assumption based on your degree of confidence and the risk if you’re wrong • Test the assumptions with the highest scores first
  • Example: Assumption Scorecard
  • Rapid Prototyping: When Good Enough Is Much Better Than Good • Key Questions Only • Determine What You Really Need • Make It—Fast!
  • Example: Lo-Fi Prototype Round 1 • Low investments yield highly valuable information Round 1 Video LINK (25 second mark)
  • Test & Iterate • Test Plan Per Assumption • Low Amount of Investment=High Amount of Learning • Learn It—Don’t Love It (Yet)
  • Example: Test & Iterate Prototype #2
  • Move It or Lose It: What to Keep and What to Lose • It is critically important to change or abandon ideas which don’t hold up to assumption-based testing • If your customers don’t understand or can’t use what you’re offering you haven’t solved their problem, so move on to something that will • Use iterative testing to learn—not to sell your idea • Getting rid of a bad idea early is a success
  • Example: What to Lose “Gets Old” Testing Video: LINK
  • Example: What to Keep Round 3 Testing Video LINK 3
  • Example: What to Keep—Moving Opportunities Forward Confidential - Do Not Distribute 3
  • Toolkit Checklist Phase Goal Tools Identifying Needs Uncover unmet customer Research needs Customer Feedback Observation Idea Generation Generate broad range of Collaborative Brainstorming solutions Community Creation Idea Evaluation Identify key assumptions Assumption List Rank Assumptions Scorecard Iterative Testing Validate assumptions Lo-Fi Prototypes Interviews Idea Progression Refine/Change/Eliminate Progressive Testing Ideas Launch Cost-appropriate Launch Plan Low-investment Strategies Monitor Get Customer Feedback Customer Feedback Data Collection Observation Measure Validate progress against Reporting stated goals
  • QUESTIONS? MERCI BEAUCOUP!