Daniel Neuberger's UX STRAT Europe presentation

1. Pick A Big Fight -
Attacking A Market Leader
Daniel Neuberger, 5th June 2015
@danielneuberger

2. Strategic Approach
Pick a big fight - How to attack a market leader

3. Battle in a commodified market
„If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position2
Brand Awareness
Main Conversion
Development Methodology
Standing Teams
19%
6%
Scrum
6

4. Battle in a commodified market
„If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position 12
Brand Awareness
Main Conversion
Development Methodology
Standing Teams
19% 85%
6% 11% (estimated)
Scrum Scrum
6 24

5. CommodifiedMarket-
Companylosesdifferentiationacrossit´sproducts,service,sofferings
andcompetesonprice

6. Incommodifiedmarketsthereisoftenonlyonewinner

7. Differentiationisthekey

8. *Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Strategies depending on your ressources/situation/competitor/ect.

9. Frontal attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Strategies depending on your ressources/situation/competitor/ect.

10. Flank attack
Frontal attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Strategies depending on your ressources/situation/competitor/ect.

11. Flank attack
Frontal attack
Encirclement attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Strategies depending on your ressources/situation/competitor/ect.

12. Bypass attack
Flank attack
Frontal attack
Encirclement attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Strategies depending on your ressources/situation/competitor/ect.

13. Bypass attack
Flank attack
Frontal attack
Encirclement attack
Guerrilla attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Strategies depending on your ressources/situation/competitor/ect.

14. What does Strategy mean?
„…toleverageyourcompetitiveadvantage“
MichaelPorter

15. Bypass attack
Flank attack
Frontal attack
Encirclement attack
Guerrilla attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Strategies depending on your ressources/situation/competitor/ect.

16. Flank attack
Encirclement attack
Guerrilla attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies*
Exploration and Innovation is the only possibility
Frontal attack (Feature Level)
Bypass attack (Product Level)

17. Growth
Time
Product Lifecycle
Innovate once and then harvest for years

18. Analog Cameras
Digital Cameras
Growth
Time
Things have changed
Unprecedented global capacity to bring innovation to market

19. Digital Cameras
Analog Cameras
Smartphone
Growth
Time
Things have changed
Unprecedented global capacity to bring innovation to market

20. iPod
iPhone
iPad
Growth
Time
Manage innovation like a farm
Do not stop to innovate

21. Growth
Time
http://www.thoughtworks.com/insights/blog/rise-serial-innovator*
Our Core Strategy - Serial Innovation as a core competency*
Do not stop to innovate

22. Tactical Approach
Pick a big fight - How to attack a market leader

23. Agile is not the answer
Agile = Framework to develop software faster, flexible, iterative, in high quality, …

24. Developingfaster,more
flexible,iterativeandinhigh
qualitythewrongthing
Agile is not the answer
Agile = Framework to develop software faster, flexible, iterative, in high quality, …

25. Confusingproduct
launchwithsuccess
Developingfaster,more
flexible,iterativeandinhigh
qualitythewrongthing
Agile is not the answer
Agile = Framework to develop software faster, flexible, iterative, in high quality, …

26. Itdoesn’tmatterhow
greatyourdeveloper
teamisiftheyaren´t
givensomething
worthwhiletobuild
Confusingproduct
launchwithsuccess
Developingfaster,more
flexible,iterativeandinhigh
qualitythewrongthing
Agile is not the answer
Agile = Framework to develop software faster, flexible, iterative, in high quality, …

27. Itdoesn’tmatterhow
greatyourdeveloper
teamisiftheyaren´t
givensomething
worthwhiletobuild
RoleofDesign
Confusingproduct
launchwithsuccess
Developingfaster,more
flexible,iterativeandinhigh
qualitythewrongthing
Agile is not the answer
Agile = Framework to develop software faster, flexible, iterative, in high quality, …

28. Room Team Process
Where agile fails - building the right product
Basic principles for Serial Innovation

29. Room Team Process
Where agile fails - building the right product
Basic principles for Serial Innovation
It’snotaboutmakingdesignmoreagile.It’saboutmakingagilemoredesign.

30. 30
source: http://hpi.de/studium/design-thinking.html
Room
It is not about delivery it´s about creativity

31. Core Team
It is not about hierarchy, it´s about responsibility
Product
Manager
DesignerDeveloper
Viability/ Desirability
Usability/ Desirability
Feasibility

32. Process
It´s not about delivery it is about discovery
Building The Product Right
Product Discovery
Building The Right Product
Dual Track Agile
Lean Startup
Design Thinking
Iteration 0
Product Design Sprint
Scrum
Kanban
XP
Scrumban
…
…

33. Process
It´s not about delivery it is about discovery
Building The Product Right
Product Discovery
Building The Right Product
Dual Track Agile
Lean Startup
Design Thinking
Iteration 0
Product Design Sprint
Scrum
Kanban
XP
Scrumban
…
…

34. Success & Failure
Pick a big fight - How to attack a market leader

35. Battle in a commodified market
„If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position 12
Brand Awareness
Main Conversion
Development Methodology
Standing Teams
19% 85%
6% 11% (estimated)
Scrum Scrum
6 24

36. Battle in a commodified market
„If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position 12
Brand Awareness
Main Conversion
Development Methodology
Standing Teams
19% 23% 87% 85%
6% 9% 11% (estimated)
Scrum Scrum
6 5 24

37. Flank attack
Encirclement attack
Guerrilla attack
5 general attack strategies*
*Philip Kotler, Marketing Management
DefenderAttacker
Frontal attack (Feature Level)
Bypass attack (Product Level)

38. Bypass attack (Product Level)
Flank attack
Frontal attack (Feature Level)
Encirclement attack
Guerrilla attack
5 general attack strategies*
*Philip Kotler, Marketing Management
DefenderAttacker

39. Bypass attack (Product Level)
Flank attack
Frontal attack (Feature Level)
Encirclement attack
Guerrilla attack
5 general attack strategies*
*Philip Kotler, Marketing Management
DefenderAttacker
Success
Fail

40. The matrix organization
How does companies look like at org level?

41. The shape of innovation
How does innovation looks like at org level?

42. The shape of innovation
How does innovation looks like at org level?
Room

43. The shape of innovation
How does innovation looks like at org level?
Team

44. The shape of innovation
How does innovation looks like at org level?
Process, teamwork

45. The shape of innovation
How does innovation looks like at org level?
Process, customer/market centric

46. The shape of innovation
How does innovation looks like at org level?
Management Leadership imbedded in Team and Process

47. The shape of innovation
How does innovation looks like at org level?
Looks like a network

48. The matrix organization
How does companies look like at org level?

49. The matrix organization
Innovation in one department

50. Innovation on feature level
The matrix organization
Optimization and innovation on feature level succeeded

51. Innovation on feature level
The matrix organization
Vital innovation on product level failed
Innovation on product level

52. The matrix organization
Revolutionary in 1911
• People Are Avoiding Work
• People Need Control
• Separation Of Thinking And Executing
Frederick Winslow Taylor, The Principles Of Scientific Management (1911)

53. CompanyCultureislikethecharacterofagroup
The matrix organization
Organizational structure forms the company culture

54. CompanyCultureislikethecharacterofagroup
The matrix organization
Organizational structure forms the company culture
Youcan’thavenoculture

55. CompanyCultureislikethecharacterofagroup
The matrix organization
Organizational structure forms the company culture
Youcan’thavenoculture
Itinfluenceseveryoneimmediately

56. CompanyCultureislikethecharacterofagroup
The matrix organization
Organizational structure forms the company culture
Youcan’thavenoculture
Itinfluenceseveryoneimmediately
Itformsitselfassoonaspeoplearecomingtogether

57. „The beast“ company culture*
Meet the beast*
„Culture eats strategy for breakfast“ Peter Drucker
http://www.produktbezogen.de/das-biest-unternehmenskultur/*

58. Only two ways to create a true culture of innovation
„There is a difference between knowing the path and walking the path“ Morpheus, Matrix (1999)

59. Only two ways to create a true culture of innovation
1. Top-Down approach
Management must agree to create a culture of
innovation without exceptions

60. Only two ways to create a true culture of innovation
2. Innovation Cell
Innovation Cell operates outside all existing
structures and only reports to C-suite

61. Room Team Process
Building the right product
Basic principles for Serial Innovation
61

62. Room Team Process Culture
Building the right product means building a culture of innovation
Basic principles for Serial Innovation and how to attack a market leader

63. Thank You Very Much!
Daniel Neuberger
dneuberg@thoughtworks.com
www.produktbezogen.de/