Subject To Change: creating great products and services for an uncertain world

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As an introduction to Adaptive Path's new book, Subject to Change, this presentation covers key points from the book on creating great products and services for an uncertain world.

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Subject To Change: creating great products and services for an uncertain world

  1. SUBJECT TO CHANGE creating great products and services for an uncertain world
  2. Media is a mess Craigslist took the classifieds Everyone took a piece of the ads Blogs are taking the readers
  3. Media is a mess Craigslist took the classifieds Everyone took a piece of the ads Blogs are taking the readers Music is in metamorphosis iTunes is the #1 retailer Labels are loosing their grip
  4. Media is a mess Craigslist took the classifieds Everyone took a piece of the ads Blogs are taking the readers Music is in metamorphosis iTunes is the #1 retailer Labels are loosing their grip Travel is turbulent The three top quality carriers are all low-fair airlines
  5. predicting the future has never been easy, but it’s never been more difficult
  6. Predicting the future won’t work.
  7. Predicting the future won’t work. Meeting about it won’t work.
  8. Predicting the future won’t work. Meeting about it won’t work. Instead, seek approaches that will continue to work no matter which prediction comes true.
  9. A Brief History Lesson
  10. tus A new photographic appara
  11. A NEW PHOTOGRAPHIC APPARATUS. This apparatus consists of a box containing a camera, A, and a frame, C, containing the desired number of plates, each held in a small frame of black Bristol board. The camera contains a mirror, M, which pivots upon an axis and is maneuvered by the extreme bottom, B. This mirror stops at an angle of 45°, and sends the image coming from the objective to the horizontal plate, D, at the upper part of the camera. The image thus reflected is righted upon this plate. As the objective is of short focus, every object situated tus new photographic appara beyond a distance of three yards from the apparatus is in A focus. In exceptional cases, where the operator might be nearer the object to be photographed, the focusing would be done by means of the rack of the objective. The latter can also slide up and down, so that the apparatus need not be inclined when buildings or high trees are being photographed. The door, E, performs the role of a shade. When the apparatus has been fixed upon its tripod and properly directed, all the operator has to do is to close the door, P and , raise the mirror, M, by turning the button, B, and then expose the plate. The sensitized plates are introduced into the apparatus through the door, I, and are always brought automatically to the focus of the objective through the pressure of the springs, R. The shutter of the frame, B, opens through a hook, H, with in the pocket, N. After exposure, each plate is lifted by means of the extractor, K, into the pocket, whence it is taken by hand and introduced through a slit, S, behind the springs, R, and the other plates that the frame contains. All these operations are performed in the interior of the pocket, N, through the impermeable, triple fabric of which no light can enter. An automatic marker shows the number of plates exposed. When the operations are finished, the objective is put back in the interior of the camera, the doors, P and E, are closed, and the pocket is rolled up. The apparatus is thus hermetically closed, and, containing all the accessories, forms one of the most practical of systems for the itinerant photographer.
  12. “You press the button, we do the rest.”
  13. 1 2 3
  14. You press the button…
  15. You press the button… ...and we do the rest.
  16. Why is this story important? Because this focus on the customer experience made Kodak successful for years. And when they’ve stumbled it’s been because they lost this focus.
  17. user interface logic data
  18. user interface
  19. user interface MAGIC
  20. user interface logic data
  21. user interface logic data
  22. The experience is the product.
  23. The experience is the product.
  24. The experience is the product. Focus on experience. Focus on the lives of customers. Embrace the complexity. Engage in design as an activity.
  25. The experience is the product. Focus on experience. » Use experience as strategy. Focus on the lives of customers. Embrace the complexity. Engage in design as an activity.
  26. What is an experience strategy?
  27. What is an experience strategy?
  28. “You press the button, we do the rest.”
  29. screenshot by Dharmesh Patel
  30. Our Vision Calendar: to Google The Road portant to h ave one) (it’s im rks for you dar that wo uild a calen • Set out to b ling, and jo yous to use r ually appea the calenda to – Fast, vis formation in etc.) sim ple to get in invitations, – Drop dead creen (reminders, lace oxes on a s life in one p – More than b see your whole so you can – E asy to share ot everyon e o rld where n consumer w e system) • De signed for a on the sam dar (or one has a calen nd publish) Is (import a – Open AP ne s for everyo – Invitation Mana ger arl Sjogre en, Product —pre sented by C
  31. Our Vision Calendar: to Google The Road portant to h ave one) (it’s im rks for you dar that wo uild a calen • Set out to b ling, and jo yous to use r ually appea the calenda to – Fast, vis formation in etc.) sim ple to get in invitations, – Drop dead creen (reminders, lace oxes on a s life in one p – More than b see your whole so you can – E asy to share ot everyon e o rld where n consumer w e system) • De signed for a on the sam dar (or one has a calen nd publish) Is (import a – Open AP ne s for everyo – Invitation Mana ger arl Sjogre en, Product —pre sented by C
  32. rth star? ave a no nce h r ex perie Doe s you
  33. The experience is the product. Focus on experience. » Use experience as strategy. Focus on the lives of customers. » Understand people as people. Embrace the complexity. Engage in design as an activity.
  34. No!
  35. Companies tend to oversimplify their view of people
  36. 4 old ways of thinking
  37. #1 $ At worst: quot;a gullet whose only purpose in life is to gulp products and crap cash.quot; Ruthlessly stolen from The Cluetrain Manifesto
  38. #2 Homo Economicus Highly rational Maximizes utility Quantity!
  39. #2 Homo Economicus Highly rational Maximizes utility Quantity!
  40. #3 Task oriented Goal driven Efficiency!
  41. #3 Type A Personality Task oriented Goal driven Efficiency!
  42. #4 Docile and gullible Stories and messaging Preferences!
  43. #4 Sheep Docile and gullible Stories and messaging Preferences!
  44. Not all wrong, not really right. We are evolving our approaches.
  45. What’s been missing?
  46. The messy complexity of human life
  47. photo by Windell Oskay People regularly mix and match products with little regard for “suggested use.”
  48. They challenge social and cultural boundaries in unexpected ways.
  49. Understand people as people. (Understand them as we understand ourselves.)
  50. What’s been missing? Emotions Context Meaning
  51. Emotion “...because of new scientific advances in our understanding of the brain and of how emotion and cognition are thoroughly intertwined. We scientists now understand how important emotion is to everyday life, how valuable.” — Don Norman, Emotional Design
  52. Emotion
  53. Emotion
  54. Tasks Emotions Goals Context Preferences Meaning
  55. More insight By changing the size and shape of our research filters, more and better information gets through the sifting process.
  56. peo ple? rs as cus tome your ders tand yo u un Do
  57. The experience is the product. Focus on experience. » Use experience as strategy. Focus on the lives of customers. » Understand people as people. Embrace the complexity. » Use systems to support experiences. Engage in design as an activity.
  58. Experiences don’t match the organization
  59. Experiences don’t match the organization
  60. Experiences cross boundaries Finance Co. Statement Phone Print Advisor Web
  61. Experiences cross boundaries Finance Co. Statement Phone Print Advisor Web
  62. Embracing the complexity iterative approaches
  63. Embracing the complexity iterative prototyping approaches and making
  64. Embracing the complexity iterative prototyping deep/wide approaches and making collaboration Finance Co. Statement Phone Print Advisor Web
  65. Embracing the complexity pack in unfold new features up experiences front over time
  66. A safer drug delivery system
  67. A safer drug delivery system
  68. A safer drug delivery system
  69. A safer drug delivery system
  70. A safer drug delivery system
  71. The ClearRx system pill bottle pharmacists ClearRX marketing Customer-facing experience POS system training CRM supply chain IT systems and operations
  72. The ClearRx system nge? pill bottle s cha pharmacists ClearRX marketing ha rnes ng to Customer-facing experience doi at are you Wh POS system training CRM supply chain IT systems and operations
  73. The experience is the product. Focus on experience. » Use experience as strategy. Focus on the lives of customers. » Understand people as people. Embrace the complexity. » Use systems to support experiences. Engage in design as an activity. » Design as an organization competency.
  74. Five ways of thinking of design
  75. Five ways of thinking of design 1. Design as aesthetics
  76. Five ways of thinking of design 1. Design as aesthetics 2. Design as a distinct role
  77. Five ways of thinking of design 1. Design as aesthetics 2. Design as a distinct role 3. Design as a thing
  78. Five ways of thinking of design 1. Design as aesthetics 2. Design as a distinct role 3. Design as a thing 4. Design as a rock star
  79. Five ways of thinking of design 1. Design as aesthetics 2. Design as a distinct role 3. Design as a thing 4. Design as a rock star 5. ???
  80. Design as an activity Design can be an activity that an organization embraces, that everyone can be involved in.
  81. Over 75% of consumers have at least one loyalty card — Jupiter Research How do you create customer loyalty?
  82. “Want loyalty? Get a dog.” — Randy Susan Wagner, CMO of Orbitz
  83. quot;Christmas isn't something you buy from a store… Christmas, perhaps, means a little bit more.”
  84. Meaning more means repeatedly creating notably great experiences True loyalty — and the word-of- mouth that comes with it — evolves natural from the great experience you have with a company over time.
  85. Meaning more means repeatedly creating notably great experiences Notably great experiences are punctuated by a moment of “wow,” when the product or service delights, anticipates the needs of, or pleasantly surprises a person.
  86. The Long Wow Plan and stage the wow experience wow Manage your Evolve your platform for repeatable delivery process Draw from a wide area of unmet needs
  87. 4. Plan and stage the wow experience organize a pipeline of wow moments that can be introduced through your palette of touchpoints over time Before Now Next Later
  88. pack in unfold new features up experiences front over time
  89. wow Synched tracking
  90. { }
  91. { …it’s the eye of the tiger it the thrill of the fight… } wow Powersong!
  92. wow Collaborative running
  93. wow Networked running events
  94. Running shoes iPod nano Tracking tools Pedometer Nike+ website Music
  95. Nike+ Running sportsband shoes iPod nano Tracking tools Pedometer Nike+ website Music Desktop widgets
  96. Nike+ Running sportsband shoes iPod nano Networked running events Tracking tools Pedometer Nike+ website Music Sport iMixes Desktop Collaborative running widgets
  97. Nike+ Running sportsband shoes Synched tracking iPod nano Networked running events Tracking tools Pedometer Voiceover feedback Nike+ website Music Sport iMixes Desktop Collaborative running widgets Powersongs
  98. The Long Wow Plan and stage the wow experience wow Manage your Evolve your platform for repeatable delivery process Draw from a wide area of unmet needs
  99. The Long Wow Plan and stage the wow experience wow wow wow wow wow wow wow wo Manage your Evolve your platform for repeatable delivery process Draw from a wide area of unmet needs
  100. eate at c an cr rm thwow wow wow wo wow wow wowfo g haul? lat wow g a p the lon ildin over u bu nts A re yo ome w ow m
  101. The experience is the product. Focus on experience. » Use experience as strategy. Focus on the lives of customers. » Understand people as people. Embrace the complexity. » Use systems to support experiences. Engage in design as an activity. » Design as an organization competency.
  102. Goals of the book Articulate a new approach to creating products and services in an uncertain world
  103. Goals of the book Articulate a new approach to creating products and services in an uncertain world And address a gaping hole in how companies serve people
  104. 362 firms from “Closing the Delivery Gap” by Bain & Company
  105. 362 firms 95% say they are “customer focused” from “Closing the Delivery Gap” by Bain & Company
  106. 362 firms 95% say they are “customer focused” 80% say they deliver a “superior experience” from “Closing the Delivery Gap” by Bain & Company
  107. 362 firms 95% say they are “customer focused” 80% say they deliver a “superior experience” How many of these firms’ customers agree that they deliver a superior experience? from “Closing the Delivery Gap” by Bain & Company
  108. 362 firms 95% say they are “customer focused” 80% say they deliver a “superior experience” How many of these firms’ customers agree that they deliver a superior experience? 8% from “Closing the Delivery Gap” by Bain & Company
  109. SUBJECT TO CHANGE creating great products and services for an uncertain world Short, but powerful. Easy to read, yet profound. I’ve been searching for just this book: the one perfect book that summarizes the essence of modern  product design. This is it... I will use it in my courses for MBA students. You should use it for, well, for everyone.” — Don Norman, author Design of Everyday Things
  110. SUBJECT TO CHANGE creating great products and services for an uncertain world Short, but powerful. Easy to read, yet profound. I’ve been searching for just this book: the one perfect book that summarizes the essence of modern  product design. This is it... I will use it in my courses for MBA students. You should use it for, well, for everyone.” — Don Norman, author Design of Everyday Things Peter Merholz Brandon Schauer
  111. Additional Photo Credits Slides 71, 72, 75. quot;Basinghill pathquot; David (satguru). http://flickr.com/photos/satguru/2301780965/ Slide 73. quot;Vincent Massey Park - Path?quot; Alison C (Allie in Wonderland). http://flickr.com/photos/allie-in-wonderland/1810364260/ Slide 73. quot;The road/pavement markings.quot; Matt Seppings http://flickr.com/photos/chumpolo/165026463/ Slide 62. quot;Loyal Palquot; (dennis and aimee jonez) http://flickr.com/photos/jonezes/233928794/ Slide 68. quot;blue linequot; Crispin Semmens (conskeptical). http://flickr.com/photos/conskeptical/292241229/ —all photos some right reserved: Creative Commons http://creativecommons.org/licenses/by/3.0/
  112. SUBJECT TO CHANGE creating great products and services for an uncertain world

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