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1
STRATEGY TO EXECUTION
Shipping products while adapting to new infomation
JONNY SCHNEIDER
Principal, ThoughtWorks UK

Ser...
2
Predicting
the future
is hard.
http://upload.wikimedia.org/wikipedia/commons/0/03/Edison_and_phonograph_edit1.jpg
2
Predicting
the future
is hard.
http://upload.wikimedia.org/wikipedia/commons/0/03/Edison_and_phonograph_edit1.jpg
The ph...
3
…many plans are built on projections
of future prices and costs that are
almost invariably wrong
—Michael E. Porter
http...
4
43% Average project cost over-run
71%
→ came in over budget
→ exceeded time estimates
→ underestimated scope
$
55b Annua...
Adapt,
don’t predict.
https://www.flickr.com/photos/jonathancohen/4766990832
½ business
½ design
½ business
½ design
My job is to create viable digital products
I’m Jonny Schneider
That people love to use
7
Technology
7
Technology
I work with Technology teams,
because I like to ship
Also, engineering is design
EXPLOREUNDERSTAND CREATEDEFINE
strategy
and tactics
initial
vision
solution
LEARN BUILD
MEASURE
DEFINE STRATEGY EXECUTE SO...
9
Divergent ConvergentEmergent
You’ll never find anything… unless you’re looking for something.
— Dave Gray, xPLANE
10
AGILE
Build the 

thing right
LEAN
Build the 

right things
+DESIGN
THINKING
Explore

problem/solution
+
EXPLORE CREATEDEFINEUNDERSTAND
Observe customer behaviour, business processes and technology
A search for meaningful quest...
Designers don’t search for a solution until they have
determined the real problem, and even then, instead
of solving that ...
EXPLORE CREATEUNDERSTAND DEFINE
Formulate the first expression a strategy for future success
Synthesise new knowledge and a...
Strategy is about action,
about doing something…
there is no greater tool for
sharpening strategic ideas
than the necessit...
CREATEEXPLOREUNDERSTAND DEFINE
Try something, learn something, invest incrementally to pursue success
Clear goals frame a ...
EXPLOREUNDERSTAND DEFINE CREATE
Refine, hone and optimise the proposition
As the right solution becomes clear, focus on fide...
17
Theory into practice.
18
TRIGGER
REDUCE COST
OF ACQUISITION
SIMPLIFY
THE BUSINESS
BUSINESS
IMPERATIVES
It starts with high-level imperatives
Thi...
18
TRIGGER
REDUCE COST
OF ACQUISITION
SIMPLIFY
THE BUSINESS
UNDERSTAND
CURRENT CONDITION
OBSERVATION AND
JOINING THE DOTS
...
18
TRIGGER
Process
Analysis
Operational
Research
Observation
Customer
Research
Behavioural 

Analysis
Value Stream
Mapping...
18
TRIGGER
Process
Analysis
Operational
Research
Observation
Customer
Research
Behavioural 

Analysis
Value Stream
Mapping...
18
TRIGGER
Process
Analysis
Operational
Research
Observation
Customer
Research
Behavioural 

Analysis
Value Stream
Mapping...
VISION AND STRATEGY
(HYPOTHESES)
FIRST EXPRESSION
OF STRATEGY
VISION AND STRATEGY
(HYPOTHESES)
prototypes
quantitative
analytics
qualitative
fieldwork
marketing
experiments
innovation
l...
VISION AND STRATEGY
(HYPOTHESES)
prototypes
quantitative
analytics
qualitative
fieldwork
marketing
experiments
innovation
l...
VISION AND STRATEGY
(HYPOTHESES)
prototypes
quantitative
analytics
qualitative
fieldwork
marketing
experiments
innovation
l...
VISION AND STRATEGY
(HYPOTHESES)
prototypes
quantitative
analytics
qualitative
fieldwork
marketing
experiments
innovation
l...
20
Lessons From The Trenches
(Global Blue Experience Report)
Lessons from the trenches.
21
LessonOne
Test the right things, 

in small chunks,
within a real system.
bit.ly/hypothesis-driven Good start,
but it’s harder than it sounds
This sounds okay,
but it’s not very easy to test
evolved version of hypothesis template
30
AWARE, INFORMED AND ON-BOARDED
We believe that
Better informing travellers about...
LessonTwo
Aim for learning,
not validation.
Aspirational Customer Journey
Aspirational Customer Journey
Product Hypotheses
Aspirational Customer Journey
Product Hypotheses
Design Experiments
Aspirational Customer Journey
Product Hypotheses
Design Experiments
User Story Map
Aspirational Customer Journey
Product Hypotheses
Design Experiments
User Story Map
Data/feedback
10
HUNDREDS
of ideas
12 FOUNDATION
HYPOTHESES
maximum reach
foundation touch-points
mapped to revenue funnel
3 OF 12
valid...
LessonThree
Changing people is harder
than changing software.
© 2015 ThoughtWorks, Ltd. All rights reserved.
HEAD OF 

CUSTOMER

SUCCESS
FOUNDER
TECHNOLOGY

DISRUPTOR
PRACTICALLY
CURIO...
© 2015 ThoughtWorks, Ltd. All rights reserved.
A few good reads from friends
http://bit.ly/uxscot-lean
http://bit.ly/uxsco...
31
Lessons From The Trenches
(IAG Experience Report)
A few other helpful things.
32
Saddle Row Example
Get familiar with lean techniques
Practice Customer Development on a fictitious business
Train your t...
33
2
DESCRIPTION AND NOTES: write, draw or sketch how your idea works.
1
CATEGORY
OPERATIONAL BENEFIT
CONVERSION FUNNEL PR...
34
Questions?
http://thedogist.com
JONNY SCHNEIDER
Principal, ThoughtWorks UK

Service Design and Product Strategy
@jonnyschneider
jschneider@thoughtworks.co...
Strategy to Execution by Jonny Schneider - ThoughtWorks
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Strategy to Execution by Jonny Schneider - ThoughtWorks

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Predicting the future is hard. Most software projects come in over budget. We need to stop predicting, and rather adapt. Using design thinking, lean and agile practices will help explore, test and build - the right thing.

Published in: Business, Software, Technology
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Strategy to Execution by Jonny Schneider - ThoughtWorks

  1. 1 STRATEGY TO EXECUTION Shipping products while adapting to new infomation JONNY SCHNEIDER Principal, ThoughtWorks UK
 Service Design and Product Strategy @jonnyschneider jschneider@thoughtworks.com
  2. 2 Predicting the future is hard. http://upload.wikimedia.org/wikipedia/commons/0/03/Edison_and_phonograph_edit1.jpg
  3. 2 Predicting the future is hard. http://upload.wikimedia.org/wikipedia/commons/0/03/Edison_and_phonograph_edit1.jpg The phonograph was imagined only for dictation, not entertainment In 1908, he remarked that the aircraft had no future In 1912, his vision for concrete furniture and homes wasn’t shared Even Thomas Edison got it really wrong
  4. 3 …many plans are built on projections of future prices and costs that are almost invariably wrong —Michael E. Porter https://www.flickr.com/photos/worldeconomicforum/5397052359
  5. 4 43% Average project cost over-run 71% → came in over budget → exceeded time estimates → underestimated scope $ 55b Annual waste https://www.flickr.com/photos/jonathancohen/4766990832 Chaos Report, Standish Group, 2004. of projects
  6. Adapt, don’t predict. https://www.flickr.com/photos/jonathancohen/4766990832
  7. ½ business ½ design
  8. ½ business ½ design My job is to create viable digital products I’m Jonny Schneider That people love to use
  9. 7 Technology
  10. 7 Technology I work with Technology teams, because I like to ship Also, engineering is design
  11. EXPLOREUNDERSTAND CREATEDEFINE strategy and tactics initial vision solution LEARN BUILD MEASURE DEFINE STRATEGY EXECUTE SOLUTION Understand why & define how Create the outcome Adapted and extended from British Design Council. A way of thinking, not a framework The ‘Double Diamond’, adapted from Industrial Design Brings strategy closer to execution
  12. 9 Divergent ConvergentEmergent You’ll never find anything… unless you’re looking for something. — Dave Gray, xPLANE
  13. 10 AGILE Build the 
 thing right LEAN Build the 
 right things +DESIGN THINKING Explore
 problem/solution +
  14. EXPLORE CREATEDEFINEUNDERSTAND Observe customer behaviour, business processes and technology A search for meaningful questions Paint a picture of the ecosystem
  15. Designers don’t search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they converge upon their proposal. —Donald Norman
  16. EXPLORE CREATEUNDERSTAND DEFINE Formulate the first expression a strategy for future success Synthesise new knowledge and assess the opportunities Do just enough to enable action to occur
  17. Strategy is about action, about doing something… there is no greater tool for sharpening strategic ideas than the necessity to act. —Richard P. Rumelt
  18. CREATEEXPLOREUNDERSTAND DEFINE Try something, learn something, invest incrementally to pursue success Clear goals frame a search for the right solutions
  19. EXPLOREUNDERSTAND DEFINE CREATE Refine, hone and optimise the proposition As the right solution becomes clear, focus on fidelity Go to market, but don’t stop learning
  20. 17 Theory into practice.
  21. 18 TRIGGER REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS BUSINESS IMPERATIVES It starts with high-level imperatives This helps us to understand the current condition
  22. 18 TRIGGER REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS BUSINESS IMPERATIVES They’re often vague, and not immediately actionable So, we need to go see, make observations, and join the dots
  23. 18 TRIGGER Process Analysis Operational Research Observation Customer Research Behavioural 
 Analysis Value Stream Mapping Customer Archetypes Design Thinking
 Ideation Context Map Service Blueprint & OPPORTUNITIES EMERGENT PROBLEMS REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS BUSINESS IMPERATIVES There are a lot of ways to do that When we do, opportunities emerge from understanding
  24. 18 TRIGGER Process Analysis Operational Research Observation Customer Research Behavioural 
 Analysis Value Stream Mapping Customer Archetypes Design Thinking
 Ideation Context Map Service Blueprint & OPPORTUNITIES EMERGENT PROBLEMS ASSESS VIABILITY, SELECT FOR IMPACT DEFINE TARGET CONDITION REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS BUSINESS IMPERATIVES Based on new insight, how might we succeed? Assess and select the most promising options Formulate your hypotheses
  25. 18 TRIGGER Process Analysis Operational Research Observation Customer Research Behavioural 
 Analysis Value Stream Mapping Customer Archetypes Design Thinking
 Ideation Context Map Service Blueprint & OPPORTUNITIES EMERGENT PROBLEMS ASSESS VIABILITY, SELECT FOR IMPACT DEFINE TARGET CONDITION REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS Kano Analysis Value Proposition Opportunity Assessment Hypothesis Elaboration Devil’s Advocate Innovation Accounting Weighting Matrix Evaluation Frameworks Pirate Metrics Prioritisation UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS FIRST EXPRESSION OF STRATEGY BUSINESS IMPERATIVES Again, there are many ways to do that Now define the target condition and first expression of strategy Accept that it’s fuzzy and incomplete
  26. VISION AND STRATEGY (HYPOTHESES) FIRST EXPRESSION OF STRATEGY
  27. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative fieldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY EXPERIMENTS EXPLORE WITH EXPERIMENTS This is about reducing uncertainty, not absolute truth Experiments are a cheap way to get more information Try something. Learn. Invest in the next experiment
  28. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative fieldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY REFINE AND ADAPT STRATEGY EXPERIMENTS EXPLORE WITH EXPERIMENTS Refine and adapt to what is learned As learning increases, fidelity increases
  29. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative fieldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY REFINE AND ADAPT STRATEGY CREATE SOFTWARE SOLUTIONS do PLAN AND MANAGE DELIVERY check EXPERIMENTS EXPLORE WITH EXPERIMENTS As confidence increase, create the real solution Move from exploring opportunities, to exploiting product solutions
  30. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative fieldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY REFINE AND ADAPT STRATEGY new discoveries WORKING SOLUTIONS CREATE SOFTWARE SOLUTIONS do PLAN AND MANAGE DELIVERY check EXPERIMENTS EXPLORE WITH EXPERIMENTS Even though we’re building a solution, it’s still an experiment Continue to refine, adapt and experiment
  31. 20 Lessons From The Trenches (Global Blue Experience Report) Lessons from the trenches.
  32. 21 LessonOne Test the right things, 
 in small chunks, within a real system.
  33. bit.ly/hypothesis-driven Good start, but it’s harder than it sounds
  34. This sounds okay, but it’s not very easy to test
  35. evolved version of hypothesis template 30 AWARE, INFORMED AND ON-BOARDED We believe that Better informing travellers about Tax Free Refund steps and process ! Will result in an increase in repeated usage of the Global Blue app We will know we’ve succeed when IN PROTOTYPE REAL Number of ‘active/engaged’ users increases by Accuracy of submitted forms increases by PLAN Acquisition 6% 30% This was to measure customer acquisition All experiments are not created equal But it’s not about product/market fit at all… It’s about optimising the execution of a sign-up flow
  36. LessonTwo Aim for learning, not validation.
  37. Aspirational Customer Journey
  38. Aspirational Customer Journey Product Hypotheses
  39. Aspirational Customer Journey Product Hypotheses Design Experiments
  40. Aspirational Customer Journey Product Hypotheses Design Experiments User Story Map
  41. Aspirational Customer Journey Product Hypotheses Design Experiments User Story Map Data/feedback
  42. 10 HUNDREDS of ideas 12 FOUNDATION HYPOTHESES maximum reach foundation touch-points mapped to revenue funnel 3 OF 12 validated 4 OF 12 in progress 5 OF 12 to be started
  43. LessonThree Changing people is harder than changing software.
  44. © 2015 ThoughtWorks, Ltd. All rights reserved. HEAD OF 
 CUSTOMER
 SUCCESS FOUNDER TECHNOLOGY
 DISRUPTOR PRACTICALLY CURIOUS SYNTHETIC THINKER BUILDER OF BRIDGES MASTER OF GETTING WORK DONE PRAGMATIC DETERMINATION FLEXIBLE RULE BENDER BOUNDARY PUSHER EMOTIONALLY INTELLIGENT AFFABLE PURSUES COMMON VISION RELATIONSHIP MAVEN FRONT-END ENGINEERING INTERACTION DESIGN VISUAL DESIGN CUSTOMER RESEARCH SERVICE DESIGN DIGITAL PRODUCT STRATEGY BUSINESS ARCHITECTURE TECHNOLOGY ARCHITECTURE SOFTWARE DEVELOPMENT RETAIL STRATEGY ORGANISATION DESIGN DELIVERY ASSURANCE DIGITAL TRANSFORMATION right PEOPLE right SKILLS Change needs to be owned, not imposed Know your limits, don’t be a hero Different phase of product development require different mindsets
  45. © 2015 ThoughtWorks, Ltd. All rights reserved. A few good reads from friends http://bit.ly/uxscot-lean http://bit.ly/uxscot-insights
  46. 31 Lessons From The Trenches (IAG Experience Report) A few other helpful things.
  47. 32 Saddle Row Example Get familiar with lean techniques Practice Customer Development on a fictitious business Train your team to think big, start small, and act fast
  48. 33 2 DESCRIPTION AND NOTES: write, draw or sketch how your idea works. 1 CATEGORY OPERATIONAL BENEFIT CONVERSION FUNNEL PRIMARY FOCUS STREAMLINE OPERATIONS cost reduction Acquisition Activation Retention Revenue Referral Commercial (viability, financial) process improvement CUSTOMER ARCHETYPE TYPE OF BENEFIT IMPROVE EXISTING PROPOSITION Digital Natives Family Traveller Affluent Indulger Mainstream Traveller Value Vacationer Purposeful Business High Flying Globe Trotter Flying Practitioner Air Warrior Value Business __________ __________ __________ pain relief Technology (feasibility, innovation) CREATE NEW 
 PROPOSITION gain creator Experience (desirable to customer) TITLE: A little structure can goes a long way http://bit.ly/uxscot-idea-cards
  49. 34 Questions? http://thedogist.com
  50. JONNY SCHNEIDER Principal, ThoughtWorks UK
 Service Design and Product Strategy @jonnyschneider jschneider@thoughtworks.com THANKS

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