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How to run a pop-up lab : Innovation through rapid R&D (Emerce Retail, Holland)

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How to run a pop-up lab : Innovation through rapid R&D (Emerce Retail, Holland)

  1. 1. How to run a pop-up lab (Innovation through rapid R&D) EMERCE 2015 | Fergus Roche | 19 Mar 2015
  2. 2. Fergus Roche User Experience Director, JOYLAB Getting in contact Tweet me at @ferg4ddc or email me ferg@joylab.co.uk
  3. 3. A B Iteration Perfection VS
  4. 4. A B C Assume nothing Believe nothing Check everything Source: British Police investigation Handbook
  5. 5. UX Retailer Putting innovation at the heart of your organisation
  6. 6. UX Retailer How to innovate… Seven step approach
  7. 7. Customer expectation has now outstripped most retailers setup. Why is this relevant now? Image source
  8. 8. Image: author’s own Lets take an example…
  9. 9. Lets take an example… Image: author’s ownImage: author’s own
  10. 10. So how do you make this?
  11. 11. You change and adapt
  12. 12. You learn through prototyping with real users
  13. 13. Our seven step approach
  14. 14. In reality…
  15. 15. Getting startedSTEP 1 Image source
  16. 16. Getting started Focus your research, agree a research aim. Define your research questions. Build your team. Empower them: get skeleton key to your company. Get your team some space. Prioritise your research questions. STEP 1
  17. 17. Creating research questions e.g. for returns •What is the current experience like for customers? •What are the typical valid and invalid reasons for returns? •What is the breakdown of these reasons? And rate? •Which channels? Rank them. Getting started exerciseSTEP 1
  18. 18. Data accessSTEP 2 Image: author’s own
  19. 19. Data accessSTEP 2 Find the data (locate and buddy up with BI). Assess the data. Organise and (rapidly) analyse the data. Got answer, skip to next step. If no answers, follow the money or invade IT.
  20. 20. Two mindsets… Collection - just show me the numbers e.g. • Total sales for a particular store versus another store • Using Facebook Analytics to gather the geographical source of fans Patterns – making shapes in the data e.g. • Reviewing customer services call logs • Sales data versus CRM data versus audience survey data – compare and contrast alternate sources Data access analysisSTEP 2
  21. 21. Stakeholder powerSTEP 3 Image: author’s own
  22. 22. Stakeholder powerSTEP 3 Gather the stakeholders and experts. Run brainstorming workshops. Assess channel projects. Capture requirements and prioritise. Add detail and re-prioritise.
  23. 23. Running stakeholder workshopsSTEP 3 Learn about stakeholder remits and how these will impact on your plans. Shared any findings you have gathered. Discovered their project plans and understood their priorities. Assessed channel projects. Captured requirements and prioritised them. Do this with the group. Score against your project aim[s]. Start to win hearts and minds for your project.
  24. 24. Typical activities… •Talk to your key stakeholders about your project and ask them who the knowledge experts are •Started to engage the knowledge experts •Found those projects in-flight or coming up that will either be blockers or you can lever for your project •Gathered together your requirements. And prioritised them Stakeholder power exercisesSTEP 3
  25. 25. Real customersSTEP 4 Kirk vs. Spock A.K.A. Qual vs. Quant Image source
  26. 26. Real customersSTEP 4 Recruit real customers – use your CRM / social channels. Survey them. Ask specific research questions. Run qualitative tests e.g. phone interviews, co- design workshops and usability testing. Try to be structured in your research – it is important to develop some robustness in your approach.
  27. 27. Some example activities… •List the questions you would like to ask customers when you survey them •Turn your questions into a survey using an online survey tool. Review and run it. •Think of ways to run a co-design session with real customers and which stakeholders should you also bring along. Plan it out and list out unknowns or things you are unsure about Real customers exercisesSTEP 4
  28. 28. Operations – checking stuffSTEP 5 ADD IMAGE Image: author’s own
  29. 29. Operations – checking stuffSTEP 5 Engage operational staff. Fill in the blanks in your findings with the staff. Run brainstorming sessions with operational staff. Where possible, co-design with operational staff (and customers).
  30. 30. STOP! Gear-shift...
  31. 31. Don’t just find holes. Share solutions too Image source
  32. 32. Design & test. RepeatSTEP 6 Image: author’s own
  33. 33. Why build prototypes? To be pragmatic: not to waste money building something that won’t work. Your omnichannel environment isn’t like anyone else’s. Rapid prototyping can light the way, tailored to you. It will provide consensus and limit your risk.
  34. 34. Prototypes… Fidelity Complexity Images: author’s own
  35. 35. Design & test. RepeatSTEP 6 Created a working prototype of the key requirement(s). Design the solution in collaboration with stakeholders and/or users. Test your prototype to see if it works. Demonstrate your solution to the key stakeholders.
  36. 36. Going Agile across the design phaseSTEP 6
  37. 37. Testing your designsSTEP 6 IN- STOR E TEST ONLIN E TEST LAB TEST
  38. 38. Prototyping for omni-channelSTEP 6 IN- STOR E TEST LAB TEST ONLIN E TEST
  39. 39. Win hearts & mindsSTEP 7 Image: author’s own
  40. 40. STEP 7 Share learnings – take the time to write up and share your findings. Get into dialogue and gain further insight. Win hearts and minds – R&D works best in a permissive culture where its value is understood. Take the time to explain your findings and develop converts. Win hearts & minds
  41. 41. Our seven step approach
  42. 42. Important considerations Budgeting (not included) Resourcing (not included) The method Opportunities
  43. 43. Method: more important than the seven steps Be skeptical. The truth is always slightly to the left. Do just enough. And build momentum. Making mistakes means you’re making decisions. Stay small, go guerrilla. There are known knowns, known unknowns and unknown unknowns – keep this in mind. Don’t lead users, bloody listen!
  44. 44. I wrote a paper all about it Image source
  45. 45. Opportunities – get organised Top 10 R&D spenders, in $B across 2011-2013
  46. 46. 2. Using this method to learn 1. Take control of the learning experience Final take-away today…
  47. 47. Thanks! Fergus Roche UX lead, JOYLAB Getting in contact Tweet me at @ferg4ddc or email me ferg@joylab.co.uk

Editor's Notes

  • My name is…
    We run our practice JOYLAB in the UK.
    I’d like to thank our hosts for inviting me over…
  • Once upon a time there was a Potter Teacher.
    She decided to run an experiment.
    She split her students into two group.
    The first group she told them to make as many pots as they could over the year.
    The second group she told them to make one perfect pot. They had a year.
    Which group do YOU think made the better pot?
    Now I’m not a potter, but this a really relevant to my talk.
  • I read a book recently – RIVERS OF LONDON
    its like Harry Potter joins the Met police in London.
    It’s a great WHODUNNIT.
    But there lots I believe “actual” Police investigation techniques referenced.
    This is one of them…
    Now I’m not a policeman. Never have been. But in my job, this is exactly how it works for me…
  • What I do is User Experience Design – or UX.
    What companies really want me to do is innovate.
    This is what I want to talk about.
    Why I’ve flown over from the UK.
    To talk about a new way of designing retail for the consumer.
  • But how to innovate?
    This talk is about an approach to this.
    Our approach…
  • Things are shifting – and shifting fast.
    When people walk into a store, they now expect all the ecommerce benefits. They think its like Amazon.
    “You know who I am” “You have my data – its all joined up now right?”
    No
    This is what we’re designing for – and we’d better hurry up.
    Because the retailers who are ready for this, or close, will be the winners.
  • This is taken from a project I worked on with Clarks.
    This is what we want to be designing for.
    This is where customer expectation is.
  • This is taken from a project I worked on with Clarks.
    This is what we want to be designing for.
    This is where customer expectation is.
  • You change and adapt. You innovate.
  • You learn
    You prototype
    And you use real users
  • Our way…
    To learn through research. Prototype your design.
    And get real users users to play with it.
    In real environments.
  • From a 4 day hack to a 6 month R+D project
  • What it can really look like
  • OK – so step 1
  • Highlight the project sponsor
    Further on research questions
  • It is critical that you become robust in your approach
    AND don’t just rely on stakeholders and your own gut instinct.
    Remain sceptical and be open to your assumptions being wrong.
    Know that getting access to the data can take a while.
    Invading IT – they often hold the keys. Carrot and stick / project sponsor
  • Don’t get hung up on analytical tools. If you’ve data scientists, great. If you’ve got your trusty spreadsheets, OK. Just start looking at the data
  • Listen, start to empathise.
    Let them into your projects and ideas.
    Skin in the game.
  • Review these as a team. If they are loose and not very detailed that’s okay. You just aren’t ready to continue. Do more research.
  • Let’s be honest, the Enterprise is a better ship with Kirk and Spock.
    You too are about to go boldly forward into the unknown, so you want both Kirk and Spock onboard.
    Kirk is qualitative research – he’s empathy, all human.
    Spock is quantitative – cold, hard logic. He’s all about big data.
  • Don’t just use someone else data that was done two years ago for something else. Do your own research. Now.
  • Review these as a team. If they are loose and not very detailed that’s okay. You just aren’t ready to continue. Do more research.
  • Let’s be honest, the Enterprise is a better ship with Kirk and Spock.
    You too are about to go boldly forward into the unknown, so you want both Kirk and Spock onboard.
    Kirk is qualitative research – he’s empathy, all human.
    Spock is quantitative – cold, hard logic. He’s all about big data.
  • Let’s be honest, the Enterprise is a better ship with Kirk and Spock.
    You too are about to go boldly forward into the unknown, so you want both Kirk and Spock onboard.
    Kirk is qualitative research – he’s empathy, all human.
    Spock is quantitative – cold, hard logic. He’s all about big data.
  • When you start to dig, you will find holes. It’s the nature of research.
    You need to make bridges too: research and design. Take the time to design solutions.
    Create a prototype, something simple that demonstrates your solution in a way that you can both test and demonstrate.
    Don’t just shares holes. Share solutions too.
  • Your omnichannel environment isn’t like anyone else’s. So many variables that together make your situation completely different to that of another retailer.
  • Highlight levels of:
    Fidelity
    Complexity

    It can simulate a reality (the one your after).
    You can play with it.
    Test it.
    Iterate it.
    Help you accurately estimate the real solution.


  • So that’s it!
    Our approach
  • But really its this – theMINDSET.

    <ANCEDOTE>
    This morning on the taxi ride to the airport, an AD came on the radio.
    The ad was for some insurance.
    The ad said 1/5th of new house buyers REGRET buying a house.

    However, that also means that over 80% don’t regret buying there house.

    You need to watch for your own CONFIRMATION BIAS in this. So be skeptical – especially of yourself.
  • So I ended up writing about the seven step process, where it fits in with the UX community and retail…
  • Make R&D part of your cost-base.
    Learn – the landscape is continually changing.
  • If forget everything else, just remember this…
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