Morgenbooster - Dynamic Roadmap: Bridging the gap between strategy and execution
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This is the slides for an online webinar regarding how you can implement strategy in a way relevant for the users. The presentation talks about the tool dynamic roadmap.
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Morgenbooster - Dynamic Roadmap: Bridging the gap between strategy and execution
- 1. Design doing is strategy on demand
- 4. Strategizing in an ivory tower is over 😊 😎
- 5. The gap is bigger than ever
- 6. How might we close the gap
- 7. …by creating hypotheses! and become experts in turning assumptions about the future into something we can act on…
- 8. Act on what is Not just on what is
- 9. Happens simultaneously and on demand Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis
- 10. Design Doing
- 11. “Design is something that you do at the end of an engineering process to make things look good!”
- 12. The business value of Design
- 13. Everything around us are designed More or less Products Services Processes Organizations Strategies
- 15. ”All science, all business insight, everything of value in life, originates not with data, but with a brilliant hypothesis”
- 17. Outcome?
- 18. Enhanced user experience Change in behaviour Created business value
- 19. Happens simultaneously and on demand Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis
- 20. Translate any strategy into a set of hypotheses that are actionable, driven by user needs and constantly measured through instant feedback.
- 21. Make sure that the constant validation of hypotheses, user and market needs helps us inform the strategic direction.
- 25. Current state What does the user experience today? Aspiration state What does the user aspire to experience? What’s the problem, really?
- 26. Current state What does the user experience today? Aspiration state What does the user aspire to experience? Initiative Solution A 💡 Initiative Solution B 💡 Initiative Solution C 💡 Fall in love with the problem, then the solution.
- 27. Initiative Solution A 💡 Current state What does the user experience today? Aspiration state What does the user aspire to experience? which will lead to a change in the behaviour of the user] and improve our business by [impacting revenue, costs or the environment] We believe user experience will improve] Everything’s a hypothesis, test it.
- 28. ♥️ Purpose What is the endless game we were born to play? Vision What is our long term vision of the future, right now? ♟ Strategy How do we intend to realise our vision on the short term? Current state What does the user experience today? Aspiration state What does the user aspire to experience? Initiative Solution A Initiative Solution B Initiative Solution C 💡 💡 💡 Make sure to do the right things the right way.
- 29. ♥️ Purpose We empower people through joyful exchanges by exchanging with touches of wonder Vision A convenient payment utility becomes a beloved enabler of a joyful life ♟ Strategy Increase peer-2-peer engagement Current state “You don’t wire money to a friend or family member as a gift – you write a card” Aspiration state “Giving monetary gifts is a fun, new and modern way of surprising a friend or family member” Initiative Monetary Gifts 💡 Initiative Cool solution 1 💡 Initiative Cool solution 2 💡
- 30. which will lead to and improve our business by increasing peer-2-peer engagement and creating a new revenue stream We believe monetary gifts can be as fun and personal to give as physical gift cards Initiative Monetary Gifts 💡 Current state “You don’t wire money to a friend or family member as a gift – you write a card” Aspiration state “Giving monetary gifts is a fun, new and modern way of surprising a friend or family member”
- 31. Keep an overview of your initiatives. ♥️ Purpose What is the endless game we were born to play? Vision What is our long term vision of the future, right now? ♟ Strategy How do we intend to realise our vision on the short term? Focus Area What specific areas do we focus on?🎯 Focus Area What specific areas do we focus on?🎯 💡 💡 💡 💡 💡 💡 💡 💡 💡
- 32. Paving the way with evidence. ♥️ Purpose What is the endless game we were born to play? Vision What is our long term vision of the future, right now? ♟ Strategy How do we intend to realise our vision on the short term? Focus Area What specific areas do we focus on?🎯 Focus Area What specific areas do we focus on?🎯 ✅ 🚫 💡 🚫 🚫 ✅ 💡 💡 💡
- 33. 1. Alignment between strategy and execution 2. Customer centricity 3. Hypothesis-driven approach 4. Overview of initiatives 5. Traceability of activities Summing it all up.
- 34. Workshop kit.
- 36. Use the Dynamic Roadmap canvas to: 1. Write down purpose, vision, strategy and focus areas 2. Write down current and aspiration state of your users 3. Interview users to validate assumptions 4. Map existing services/products and new concepts 5. Prioritise initiatitives, e.g. based on impact and effort 6. Formulate hypotheses for each initiative 7. Prototype, test and learn to validate hypotheses Get started using Dynamic Roadmap.
- 37. Sign-up for our Dynamic Roadmap training session www.1508.dk/training/class-network Found this webinar interesting? Mathias Holdsbjerg-Larsen mlh@1508.dk Oliver Vassard ova@1508.dk Book a demo or sign up for the beta waitlist www.dynamicroadmap.com
Editor's Notes
- Welcome and Thank you all for showing up to this virtual morgenbooster, usually hosted physically here at Christianshavn, Copenhagen, but obviously due to corona we had to go virtual. Today, we are going to do three things: Let you in on what we have learned about executing strategy through design with some of the largest companies in DK and the Nordics 2) Introduce you to what we call the Dynamic Roadmap. A tool that helps you execute your strategy continously by staying user-centric and working with a hypothesis driven approach 3) Show you how you can get started using the Dynamic Roadmap
- Oliver – partner at 1508. Doing business development, strategy and whatever else is needed. Prior to 1508 been building startups. Failing and one success. Mathias – Strategic Design Lead. Before 1508 I worked as a Management Consultant within Digital Strategy and Innovation. Moved to 1508 to get closer to execution than strategy. Please ask questions in the Q/A a long the way. And we will take them after the presentation. And if there are any questions that hasn’t been answered. We will write to you directly. We will be talking for 25-30 min.
- Call our selves a strategic design company. People used to call when they needed a website or an app. Now they call when they need to solve a problem.
- Rapidly changing world. The pandemic has convinced the last few people that we live volatile, uncertain, complex and ambigous) world. Before Covid- 19 – technology in itself was the thing that made us move fast. Covid-19 has actually accelerated top managements eager to digitalise.
- 5-year plans almost become obsolete before they are strategized. It of course still makes sense to set a direction. But going to the ivory tower and trying to figure out what initiatives should be executed 2-3-5 years ahead seems almost rediculous.
- The beauty of a hypothesis is that it can be constantly validated whether it creates value or not. A hypothesis nudges you to continuously get feedback from users and market.
- This is not something new, but a lot of companies seem to have forgotten.
- Hypotheses is the what bridges the gap. A cornerstone of doing Design is working with hypotheses. This is why we call this webinar: Design doing is strategy on demand.
- Let’s talk briefly about design. Respect for design thinking – but this really is doing. We see ourselves at thinkers and doers. We are strategists and craftsmen. One of the most valuable assets a designer brings to the table. Is the ability to navigate uncertainty – and feel great while doing it.
- Nothing could be further from the truth. A few years back every job post had the sentence: ”we are looking for someone with an entrepeneurial mindset. They were actually looking for designers. Design is creative problem solving. And a possible outcome of solving problems in a new manner is innovation – something a lot of companies strive for.
- More than 600 companies particpated in this analysis. Companies that excel at design grow revenues and shareholder returns at nearly twice the rate of their industry peers. Maturity ladder of understanding what design can do for a company. In the first phase, companies view design narrowly, focusing on aesthetics and form: the color, material, and finish of products. In the final phase, companies realize that design infuses everything they do; it transforms the entire company.”
- We usually say: “Everyone designs who changes existing situations into preferred ones”
- Trend… Closing innovation labs. Building internal design capabilities…
- How can you start solving complex problems through Design. A cornerstone of doing Design is working with hypotheses.
- For the past year we have become really interested in how we validate or invalidate hypothesis. And measure how our solutions create value. Even though a lot of companies digitally transform. They keep their legacy output metrics. Output – if you launch a new app your job is done - makes people do what is planned Outcome – what change have your product– makes people do what is needed
- And now the interesting part begins. How can we use the hypotheses to bridge gap between strategy and execution. Or said differently. How can we move away from blindly executing on initaitives, must-win battles and lighthouse projects… …to continuously validating or invalidating hypotheses that are anchored in a strategic direction.
- Product-market-fit
- Map, design and explore business models
- First of all, what is it? Dynamic Roadmap is a tool for companies, departments or teams, who want to execute and inform their strategy continously by taking a user centric and hypothesis-driven approach. Our goal with the tool is to bring your strategic work to live by using the practice of design thinking to stay customer centric and work with hypotheses. It combines a lot of insights we have from working with digital product and service development the last 20 years. It has been developed here at 1508 with many different contributors as well as some brave clients of ours, who've piloted the framework. We won't be able to show the work from our clients, due to it's high level of confidentiality, but we have fabricated an example, that you'll see later on. The Dynamic Roadmap can be used for internal users as well as external.
- Whenever our clients come to us, we always ask: what’s the problem really? Doing so takes the conversation back to the most important part: the user. Usually, if our client doesn’t have insights about the customer already, we begin by generating these insights about the user’s current state. The current state is a description of the users context, situation and the friction that is experienced today. We also try to understand what the customers aspire to experience or define an aspiration state ourselves, that we would like to find out whether we can create. We express the current and aspiration states through actual customer quotes, which is how the Dynamic Roadmap puts the user front and centre. Having the current and aspiration state opens up an oppportunity space, that we can try and bridge.
- Now that we have fallen in love with the problem and validated that it is important to the customer, we can start talking solutions. We usually host a conceptualisation workshop, where we come up with solutions but these can also come from strategic initiatives. After identifying all relevant initiatives, we map them onto the gap between current and aspiration state and prioritise them (a, b, c) – based on e.g. impact, effort, uncertainty, etc. But rather than just beginning to build all these solutions, we want to bring another core element of design thinking into the picture: hypotheses.
- For each initiative, we want to formulate a hypothesis statement – one that we can validate in a structured manner. We formulate a hypothesis that cover 1) user experience, 2) user behavior and 3) how it improves the business. Each of these three parts needs to be validated independently where specific metrics are defined and success criteria are specified.
- Starting with the customer is important – but we also need to make sure, that the problem we intend to solve for the customer is aligned with our strategic goals, vision for our market/industry/sector and purpose. Talking to your customers may bring up all sorts of insights about problems you can solve. You need to both determines which ones are the right ones for your company to solve, strategically and vision-wise. But you also make sure that when you solve it, you do in a way that is true to your companies purpose and values. We ask ourselves: -Is the problem or the value proposition of the product or service we’re thinking about creating address the vision and strategic goals of our company? (Align with your strategy doc) -And if so, how do we solve the problem and stay true to our purpose? (Align with Brand Manuals, Design Guides, Digital Design Systems, tone of Voice guideline, etc.)
- We have created a made up example of MobilePay’s Monetary Gifts. For the sake of the example, let’s assume that MobilePays strategy include a strategic goal about finding new ways of increasing the engagement of B2C customers. As department was made responsible, a team was spawned, research began. They found, that amongst all the things MobilePay was used for, wiring money for a friend of familiy members as a gift, was not one of them. The team decided to try and come up with concepts that could change the minds of their users and make MobilePay a brilliant way of giving gifts to friends and families.
- Again, we don’t know what MobilePay did, but here’s an example of what they could have been thinking.
- Your company, department or team may be working towards realising different parts of your strategy. Or you may find through explorative research, that various customer issues bundle nicely into different focus areas, all aligned with the strategy. Having this overview makes it possible to distribute responsibility to specific teams, who are then responsible for e.g. validating hypotheses about initiatives in a specific lane taking a user from current to aspiration state.
- When working with the Dynamic Roadmap, you will find that some initiatives will get validate and others invalidated. This is what makes the roadmap dynamic. As opposed to conventional strategy, as Oliver said, companies tend to do what is planned – not what is needed. By using the dynamic roadmap, your company only does what can be backed up by evidence from the user itself. Over time, the Dynamic Roadmap also serves a huge collective memory bank with traceability back through the monolith of insights that you have created over time.