Business Design: A Category on the Rise?
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User centricity, hypothesising and prototyping. These are some of the core principles of Design Thinking. By empathising with a group of people, these principles promise to reduce uncertainty about what problems to solve for whom and how.
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Business Design: A Category on the Rise?
- 2. 1508
- 5. Business Design ā A category on the rise?
- 7. Balancing empathy for your users with empathy for your business A definition of business design
- 8. Empathy for the user is design thinking 101 A definition of business design
- 10. Create Build Think Fall in love with the problem, then the solution
- 11. Think Build Create Base your concept on facts, not opinions
- 12. Think Create Agile development also means constant learning Build
- 13. Design thinking 101 Who has what problem? User Problem User Aspiration Solution
- 14. Empathy for the business emerged through practice A definition of business design
- 15. When design thinking meets business Strengths Pitfalls Consequences User centric We fall in love with the problem, then the solution. Overenthusiasm Falling too much in love with the user. Strategic disconnect Why is this user problem relevant to the business? Hypothesis driven Every solution is a hypothesis until otherwise proven effective. Vague formulations Formulating hypotheses with unclear cause-and- effect relationships. Business impact How does solving the problem benefit the business? Prototype and test We prototype, test and learn to only move forward based on insights. Inefficient testing Testing usability through aesthetic prototypes before having proved value from actual usage. Market validation Do we know someone would actually adopt this solution?
- 16. Business design 101 Who has what problem and why should you solve it? User Problem User Aspiration Solution Strategy
- 18. 1 Let strategy shape the problem space Five steps of doing business design
- 19. Interpretating strategy What is your strategy and what parts are we adressing? When working with strategy, we often meet various types of ambiguity. Strategic goal Customer satisfaction Strategic goal Streamline portfolio Strategic goal Self-service portal Strategy 2025 Strategy
- 20. Focus areas Digital first Focus areas Seamless user journey Strategic goal Customer satisfaction Strategy 2025 Strategy Interpretating strategy What is your strategy and what parts are we adressing? However tempting, refrain from reformulating the strategy until we have more substance to build upon.
- 21. 2 Prioritise which problems to solve Five steps of doing business design
- 22. Prioritising problems What user problems should we solve to realise the strategy? Strategy 2025 Strategy Focus areas Digital first Focus areas Seamless user journey Strategic goal Customer satisfaction
- 23. Focus areas Digital first Prioritising problems What user problems should we solve to realise the strategy? Ensure that user problems: ā¢ align with strategy ā¢ have clear target groups* ā¢ are based on evidence ā¢ reflect root causes ā¢ are not order-like * Target groups can be both internal and external Strategic goal Customer satisfaction Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā User Problem / Existing customer āI need an app instead of having to go to my desktopā
- 24. Focus areas Digital first Prioritising problems What user problems should we solve to realise the strategy? Narrow down the number of problems to solve is a necessity ā we canāt solve everything, at once. Strategic goal Customer satisfaction Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā
- 25. 3 Inform strategy through user problems Five steps of doing business design
- 26. Focus areas Digital first Informing strategy If these are the problems we want to solve, what is our strategy then? Strategic goal Customer satisfaction Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā
- 27. Focus areas How might we, empower our members digitally? Informing strategy If these are the problems we want to solve, what is our strategy then? Strategic goal Improve customer ease of mind Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā
- 28. 4 Let problems shape the solution space Five steps of doing business design
- 29. Focus areas How might we, empower our members digitally? Creating solutions How do we best solve the user problem at hand? Strategic goal Improve customer ease of mind Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā
- 30. Focus areas How might we, empower our members digitally? Creating solutions How do we best solve the user problem at hand? We like to use the user aspiration to clearly define the solution space before embarking on conceptual development workshops and the like. Strategic goal Improve customer ease of mind Strategy 2025 Strategy User Aspiration / Existing customer āEven during turbulent times, Iām on top of things and act proactivelyā User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā User Aspiration / Existing customer āNot that I think about it an awful lot, but I know my future self is being taken care ofā
- 31. Focus areas How might we, empower our members digitally? Creating solutions How do we best solve the user problem at hand? When the solution space is defined, you can either revisit previous ideas or concepts or create new ones through conceptual development workshops, as e.g. a design sprint. Strategic goal Improve customer ease of mind Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā User Aspiration / Existing customer āNot that I think about it an awful lot, but I know my future self is being taken care ofā Solution Feel good updates Solution The difficult convo Solution A day in the life of 70-y/o-you User Aspiration / Existing customer āEven during turbulent times, Iām on top of things and act proactivelyā
- 32. 5 Prioritise solutions based on hypotheses Five steps of doing business design
- 33. Focus areas How might we, empower our members digitally? Prioritise solutions based on hypotheses Which solutions do we continue with to solve the user problems? Before prioritising amongst the solutions, we recommend formulating hypotheses. Strategic goal Improve customer ease of mind Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā User Aspiration / Existing customer āNot that I think about it an awful lot, but I know my future self is being taken care ofā Solution Feel good updates Solution The difficult convo Solution A day in the life of 70-y/o-you User Aspiration / Existing customer āEven during turbulent times, Iām on top of things and act proactivelyā
- 34. User experience We believe [our solution to be comprehended in a certain way by the user] User behaviour which will lead to [the user committing to and applying the solution] Business impact and impact our business by [moving the needle on a strategic goal] Prioritise solutions based on hypotheses Which solutions do we continue with to solve the user problems?
- 35. Target group Existing customers A day in the life of 70- y/o-you User experience We believe that our customers are curious to understand what the daily life of their future selves will look like User behaviour which will lead to our customers to assess whether they need to book a meeting with an advisor to discuss their pension plan Business impact and impact our business by increasing customer ease of mind by aligning expectations for retirement with their pension plans Hypothesis Solution Description An self-service tool on the website that allows the user to understand what kind of life they will be able to lead after retirement based on current pension plan. Prioritise solutions based on hypotheses Which solutions do we continue with to solve the user problems?
- 36. Focus areas How might we, empower our members digitally? Prioritise solutions based on hypotheses Which solutions do we continue with to solve the user problems? With a clear definition of your solution, you begin prototyping it to enable testing of the hypothesis. Strategic goal Improve customer ease of mind Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā User Aspiration / Existing customer āNot that I think about it an awful lot, but I know my future self is being taken care ofā Solution Feel good updates Solution The difficult convo Solution A day in the life of 70-y/o-you User Aspiration / Existing customer āEven during turbulent times, Iām on top of things and act proactivelyā
- 37. And now what? Five steps of doing business design
- 38. Focus areas How might we, empower our members digitally? Strategic goal Improve customer ease of mind Strategy 2025 Strategy User Problem / Existing customer āI fear for my savings during these times of inflation and unstable financial marketsā User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā User Aspiration / Existing customer āNot that I think about it an awful lot, but I know my future self is being taken care ofā Solution Feel good updates Solution The difficult convo Solution A day in the life of 70-y/o-you User Aspiration / Existing customer āEven during turbulent times, Iām on top of things and act proactivelyā Strategic goal Streamline portfolio Strategic goal Self-service portal User Problem / Existing customer āI need an app instead of having to go to my desktopā Focus areas Seamless user journey A clear narrative
- 39. Solution Feature 1 User Problem / Existing customer āI couldnāt tell you right here, right now, whether Iām on track for a joyful retirementā User Problem / Existing customer āI have no idea how much I will receive in pension after retiringā User Problem / Existing customer āI have no idea how much I will need to sustain my life style at the age of 70 ā whatever that isā User Problem / Existing customer āI donāt know how much Iām saving for my pension and what it will amount to in 40 yearsā Breaking down the problem When diving into the solution space, we may need to break the problem into smaller pieces, that various features of our solution solve. Solution Feature 2 Solution Feature 3 Solution A day in the life of 70-y/o- you
- 40. Five business design practices
- 41. Is business design here to stay?
- 42. Is business design here to stay? Yes, if we avoid just making old wine on new bottles Not just a rebranding of known business frameworks Yes, if we actually change current ways of working Start talking problems instead of solutions
- 43. User Problem User Problem User Problem User Problem Focus area Focus area Strategic goal Strategy User Problem User Problem Focus area Strategic goal Is business design here to stay? Hopefully, business design is the start of design-driven strategy, where strategies are build upon the user problems to be solved
- 44. Final notes
- 45. Most important take away Who has what problem and why should you solve it? User Problem User Aspiration Solution Strategy
- 46. www.dynamicroadmap.com Sign up for beta or Join waitlist Curious to know more?
- 47. Questions? Thanks for listening š
Editor's Notes
- Companies exist because theyāve found profitability in serving a set of customers. Profitability simply means the extent to which youāre able to earn more money then you spent. This, history will show, is quite the slippery slope and profit maximisation are at the root of many if not all of our current climate and societal problems. Business doesnāt have to mean profit maximisation. Today, we know a sustainable business is sustainable for the planet and the people as well.
- As a design agency, any and everything we do is based on the same mindset: design thinking. Therefore our definition and understanding of Business Design is also based on the pillars of design thinking.
- Design is much more than colours and shapes. It is a methodology put to use, nomatter whether youāre a visual, graphic, user experience or something else designer.
- This is the prompt we always go into any project with. Usually our customers have a solution in mind, making this question even more important. We include the āUser Aspirationā here, because we use it for more clearly defining the solution space. To preserve time, we sometimes wait with these until we know that the corresponding problem is in scope.
- The need for business design for us has emerged through the projects we do with our clients.
- During projects
- This is the extended prompt, where weāve started spending much more time on the latter, the business design perspective. So much that we sometimes have projects, where all we do is trying to arrange the strategic arguments for efficient execution.
- Whatever is in the strategy gets attention, energy and budget. It guides the company. We use strategy to shape the problem space, by
- What you see here is made with inspiration from a mix of various strategies and maybe you can recognise this? It can be quite hard to tell what company this is. Thatās quite normal. These examples also show case some of the ambiguity we are dealing with, which leaves a lot of room for interpretation, e.g.: Customer satisfaction: what should we do with it? Lacks actionability Streamline portfolio: what portfolio and in order to what? Lacks direction Self-service: solutionism, the most dangerous thing to find in a strategy, because it diminishes the solution space and potentially ignores the problem space.
- Usually, there are more levels to a strategyā same things about lack of direction, actionability and the danger of solutionism apply. These examples also show case some of the ambiguity we are dealing with, which leaves a lot of room for interpretation, e.g.: Digital first: what should be and why? Seamless user journey: whoās journey and why seamless?
- This is quite new to classic strategy work, where solutions to make, activities to carry out or targets to realise often take precedence. The need for tangibility is so strong, that it ends up in the strategy ā jumping straight to the solution space, neglecting the actual user problems to solve. Itās hard to measure the succeess of efforts, that had no clear beneficiary or understanding of the beneficiaris problems.
- What do we do, if we donāt have any insights about the usersā problems? We do research.
- When I wrote this I thought this was such a stupid sentence, because its so obvious. But then I remembered how often Iāve seen the solution space being shaped by opinions, macro trends and what not. Not a single user problem in sight.
- Sometimes weāre in a situation, where the problems we want to solve, donāt really match the strategy. Maybe there is a place that seems suitable, but isnāt quite perfect.
- It is a delicate subject ā changing a strategy ā which is why I usually suggest doing this as a re-interpretation of the strategy, now that we have substance to do so: user problems. Strategic goal: more actionable (improve), gives a clear direction (ease of mind) and does not suggest a solution Focus area: more actionable (empower), gives a clear direction (empower, digitally), is posed as a question to invite for curiosity and does not suggest a solution
- When I wrote this I thought this was such a stupid sentence, because its so obvious. But then I remembered how often Iāve seen the solution space being shaped by opinions, macro trends and what not. Not a single user problem in sight.
- The nice thing about the hypothesis card is, that we can clearly define what we set out to test and how.
- Imagine we had hypotheses for alle three, then you prioritise which one to start working with.
- You have an overview of the things you are doing ā and the things you arenāt doing You can keep track of the things you learn from user tests and the way you concept evolve, e.g. new problems/solutions, killed promblems/solutions Often times, when we dive into a specific solution, we create an overview like this for the underlying problems of the problem weāre working with.