Breathe In - Breathe Out
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The process of product discovery has a lot in common with something we do everyday, breathing in and out. This presentation is an experiential exercise in learning how to find the right problem to solve before you commit big money on developing your solution.
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Breathe In - Breathe Out
- 1. Breathe In … Breathe Out An exercise in innovation discovery Joe Kleinwaechter Author, TheStrandedStarfish.com VP, Innovation & Design, Worldpay
- 3. LET’S PLAY Divide into teams of 3.
- 4. Count off within your team (1,2, or 3). 1 2 3
- 5. Your job is to develop a product that will help your customer in preparing one of their favorite meals; one they would typically make at home. You must use the Play Doh to demonstrate your prototype! 1 Creator
- 6. Think of one or more of your favorite meals that you would prepare more often if it were easier to make. 2 Customer
- 7. Your task is to take notes. These notes are key to the exercise. Your instructions are being handed to you now. Do not share them with anyone else. 3 Scribe
- 8. 8 You have 8 minutes to develop your design.
- 9. 8
- 10. 7
- 11. 6
- 12. 5
- 13. 4
- 14. 3
- 15. 2
- 16. 1
- 17. Time’s Up
- 19. TOP 20 REASONS STARTUPS FAIL … Source: CBINSIGHTS -Top 20 Reasons Why Startups Fail #1: No Market NeedWant to guess what the #1 reason is?
- 20. I can’t believe we built the wrong product.
- 21. Discovery
- 25. 44!
- 32. 41Tips + + +
- 34. A TYPICAL PRODUCT MANAGEMENT INTERVIEW
- 41. DIVERGE CONVERGE
- 42. Problem Space Solution Space Cognitive Breathing
- 43. Problem Space Solution Space Where do you think product people fail the most?
- 45. Seven things that will dramatically improve your results. Separation Quality Time Problem ID Backstory Walkthrough Wander Visuals
- 46. Solution Converge Solution Diverge Problem Converge Problem Diverge 1. You gotta keep ‘em separated.
- 47. 70% 5% 15% 10% ProblemSpace 2. Spend far more time in the ‘Problem Diverge’ space. SolutionSpace
- 48. 3. Don’t leave the Problem Space without a problem. Look for: I can’t… I would, but… I used to… I tried to… If I could only… Frank would use his rice cooker more often except that it takes up too much counter space so he has to pack it away and often forgets about it. Then it is just too much hassle to unpack it. Solution Converge Solution Diverge Problem Converge Problem Diverge
- 49. 4. Go for the backstory. Empathy Context Motivation Values Leads Backstories can provide: Tell me about what it was like at breakfast in your house when you were growing up?
- 50. 5. Do a walkthrough. Walkthroughs find gaps. Don’t talk about it, physically do it! Let’s imagine this is your kitchen. Show me how you would make your favorite omelet.
- 51. 6. Don’t be afraid to wander. Not all who wander are lost.
- 52. 7. Watch for visual clues. The eyes always tell a story. Look for the Duchenne smile. Watch for lean-in and lean-out Practice body mapping.
- 53. I tell them, “Look how much fun this is. Let’s do this again.”
- 54. Trade roles!
- 55. You have 15 minutes to develop your design. 15
- 71. Time’s Up
- 73. Seven things that will dramatically improve your results. Separation Quality Time Problem ID Backstory Walkthrough Wander Visuals
- 74. BREATHE IN … BREATHE OUT Joe Kleinwaechter VP, Innovation & Design, Worldpay Author – TheStrandedStarfish.com joe.kleinwaechter@gmail.com
Editor's Notes
- Tell me about yourselves. What kind of audience do we have. Ask about experience in Design Thinking
- What do you think of this quote? [Note: We’ll revisit this slide later to demonstrate why I am not a fan of this quote, and the fact that it is highly unlikely Ford even said this]
- [The next 5 slides prep for the initial 8 minute exercise]
- Here are the questions we will place on a separate handout that only the Scribes will see: What was the Creator’s first question? Did the Creator get the Customer to demonstrate a task or did she/he just ask questions? How long did it take before the Creator started using the clay? Did the Creator ask for any backstory information? For instance, “Tell me about when you were first introduced to this meal.” Did the Creator ask any why questions, like “What makes this your favorite meal?” Did the Creator ever pivot on his original idea? Did you feel the Creator was responding to visual clues the Customer provided? What problem did the Creator solve for her/his Customer?
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
- [If you are playing these slides, they are setup to advance every minute as a timer. You can skip these by pressing any key to advance manually]
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- Let’s discuss the exercise. We will use the Scribes as the ones providing the readout. I will be taking notes so that we can incorporate their discoveries throughout the exercise as examples. What was the Creator’s first question? Did the Creator get the Customer to demonstrate a task or did she/he just ask questions? How long did it take before the Creator started using the clay? Did the Creator ask for any backstory information? For instance, “Tell me about when you were first introduced to this meal.” Did the Creator ask any why questions, like “What makes this your favorite meal?” Did the Creator ever pivot on his original idea? Did you feel the Creator was responding to visual clues the Customer provided? What problem did the Creator solve for her/his Customer?
- [This is a build slide. You will need to play this slide in order to get the answer.] Reveal: No Market Fit
- Seriously, the main reason startups fail is that there isn’t a market need for what they built? How did that happen? How does a company spend that much money building a product only to find there isn’t a need? It’s because they weren’t asking the right questions at the right time.
- The process of asking the right questions at the right time and determining what is important to the potential consumer is called Discovery. Discovery is a critical component of Design Thinking.
- [Note: These next 12 slides are intended to go very quickly, creating a bit of anxiety of how complicated many in the industry have made the process of discovery. We will later demonstrate the simplicity of the BIBO model in comparison] Everybody wants to know how to do customer interviews so badly, they are even relying on Quora.
- Good news – there are a ton of resources
- Apparently there are 5 steps. No 8. No, a different 5
- 1. There are 44 ultimate questions must ask 2. Apparently, only 10 of them are any good. 3. and 3 of them are better than the great ones.
- And some bad questions
- Be careful, though, as there are 3 ways to fail
- and you can waste your time
- Keep in mind that it is an art
- that requires structure
- Good news – I’ve got some tips to help you.
- 41 in fact
- Oh, you’ll need to do 100 of these a day.
- [This is just a static image of the video so that we don’t accidentally show the video in the nest slide before we are ready] A typical product management interview reminds me of the scene from The Notebook where Noah (Ryan Gosling) asks Allie (Rachel McAdams) a very simple question.
- [Build: Must be played in order to watch] But, alas, this is still what many of our customer interviews turn into.
- The challenge is with all of these trees of information, we are missing the forest of what we are trying to accomplish. We are overcomplicating what should be a fairly simple process.
- The reason I dislike this quote is because the real thing people wanted was to go faster. Somehow we have abused this to mean that “customers don’t know what they want.” They may not know what they want, but they absolutely know what problems they want to solve.
- Stop for a minute. I want you to pay attention to your breathing. How fast are you breathing? Is your stomach moving in and out or just your chest? [Insert story of going to a vocal pathologist and learning I was breathing wrong]
- [Build: This slide must be played to make sense] Here’s the average respiration for adults living in the United States.
- [Build: This slide must be played to make sense] Here’s the recommended respiration rate. Practice with me. How does it feel? Because we breathe quickly we often breathe shallow – with our chest instead of through our chest (sometimes called belly breathing) This simple mistake led to my vocal problems. It an also lead to higher blood pressure, stress and a number of other pulmonary issues. It came to me that our creative problem solving process behaves very much like breathing. It’s something we think we do well, when in reality it leaves much to be desired. As I thought about it further I realized that much of the thinking we use in product design, product management, and engineering follows the same pattern of flow as our breathing.
- [Build: This slide must be played to make sense] Explain convergent versus divergent thinking.
- [Build: This slide must be played to make sense] Our problem solving skills actually can be divided into 2 separate respiration cycles – one diverge/converge cycle for the problem space, the other for the solution space. I’ve developed the term Cognitive Breathing to represent this natural diverge/converge, problem/solution space cycle.
- The exercise we just performed took in all of these stages (to some degree). If you were like most, you spent very little time in the divergent problem space and then jumped to problem convergence because you had already figure out what problem to work on. Many will rush the first process so that they can get to their comfort zone, the solution space.
- OK, nice theory, but how can I use that?
- Watch their expressions for clues Look for unmet aspirations “What is one thing you would like to be able to make but typically don’t?”
- Be cognizant of the stage you are in and don’t leave until it is time.
- Spend 75% of your time in the problem space.
- Be cognizant of the stage you are in and don’t leave until it is time.
- Backstories provide richness and often a lot of hidden information that you wouldn’t otherwise get.
- Backstories provide richness and often a lot of hidden information that you wouldn’t otherwise get. Ask questions about their environment. Is the kitchen small? How is it laid out? What time of the day? What are some constraints?
- Wandering helps prevent confirmation bias and many other cognitive biases. It also helps you see what others have not.
- Wandering helps prevent confirmation bias and many other cognitive biases. It also helps you see what others have not.
- Let’s repeat our original exercise.
- Creator -> Customer Customer -> Scribe Scribe > Creator
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- Let’s compare results to the first round
- Remember to incorporate these seven practical ideas to change your discovery succcess rate.