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REDESIGN
DESIGN
Product Leaders - 9 June 2017 - V4.
2
WHAT IS
DESIGN?
3
4
5
DECIDE
WHAT TO DO
DOING
THE JOB
SHAREHOLDERS
MANAGEMENT
DESIGN
PRODUCTION
7
IT WORKED WELL IN PHYSICAL
PRODUCT ECONOMY
8
IDEATE PROTOTYPE TEST DISTRIBUTIONPRODUCTION
9
SCALE AND EFFICIENCY
FINAL PRODUCT
10
BLUEPRINT
11
12
13
DESIGN AS A PLAN
14
A WORLD OF
DIGITAL PRODUCTS
15
— STEVE BALLMER
on USA Today - April 2007
There’s no chance that the
iPhone is going to get any
significant market shar...
16
LET’S GET
TO KNOW
EACH OTHER
17
MATTEO CAVUCCI
@matteomced
18
19
WHAT ABOUT YOU?
20
DESIGN IN THE
DIGITAL ERA
21
DIGITAL PRODUCTS
ARE DIFFERENT
22
— ALBERTO BRANDOLINI
Introducing Eventstorming
Few people have done more
harm to software development
than those advoca...
23
DIGITAL PRODUCTS
HAVE LESS FRICTION
24
PHYSICAL FIX
DIGITAL FIX
25
MARKET NEEDS ARE IMPOSSIBLE
TO CONTROL & PREDICT
26
RESILIENCE
AND ADAPTABILITY
27
SHAREHOLDERS DESIGNER
DEV TEAM
USER TESTING ?
DESIGN
ARTIFACT
PRODUCTION
ENVIRONMENT
PO / PM
USERS
QA
THE WATER-SCRUM-F...
28
28
INCEPTION
CODING
REQUIREMENTS DESIGN CHECK
COST OF CHANGE
PEOPLE
29
USER
RESEARCH
30
— NATURE
August 2015
Over half of psychology studies
fail reproducibility test.
31
WHY IT FAILS
Subject selection bias
Poor experimental control
Inconsistent measurement
Demand characteristics
Inadequat...
32
DESIGN FOCUS IS
BEFORE THE LAUNCH
33
PEOPLE DON'T KNOW WHAT
THEY WANT UNTIL THEY USE IT
in their context!
34
35
COMPLEX
ADAPTIVE
SYSTEM
A DIFFERENT
IDEA OF DESIGN
36
37
AGILE
SOFTWARE
DEVELOPMENT
38
INABILITY TO EXERT CONTROL
OVER OUR ENVIRONMENT
39
INSPECT & ADAPT
YOU BUILD IT, YOU RUN IT
40
DEVOPS
41
DEVOPS
IS NOT
DEVELOPER
OPERATIONS
42
DEVOPS IS
ABOUT
FEEDBACK
43
44
— JEZ HUMBLE
The devOps manifesto
Teams run software products
that run from inception
to retirement.
DESIGNOPS
45
46
DESIGNOPS AS
CONTINUOUS DESIGN
47
TWO WAY
CONVERSATION
the company the people
48
GUT FEELINGS FAST FEEDBACK
49
HYPOTHESIS
DRIVEN
DEVELOPMENT
50
HYPOTHESIS
We believe that making the
offer teaser more prominent
Will result in an increase
number of booking for toni...
51
52
Aspirational Customer Journey
Product Hypothesis
Design Experiments
User Story Map
Data / Feedback
YOU RUN IT, YOU DESIGN IT
53
54
ONE EXPERIMENT
IS EASY
EXPERIMENTS
AT SCALE IS HARD
55
OPTIONALITY
experiment A
experiment B
Design generation
Weak design are eliminated or
combined. Strong design are
furth...
56
EXPERIMENTS REQUIRE AUTOMATION
AND ORGANISATIONAL STRUCTURES
57
AUTOMATE
DESIGN
DECISIONS
58
MINIMIZE EFFORTS MAXIMIZE FEEDBACK
59
60
ENABLE OTHERS TO DESIGN
61
COMPASSES OVER MAPS
62
DESIGN INFRASTRUCTURES
Support autonomy
Coherency (over consistency)
Ensure quality
Remove impediments
Enforce accounta...
63
SPEAKING LISTENING
64
BUILD OBSERVE
65
DESIGN AS A SERVICE
PRODUCT
TEAM
Cross functional
End-to-end value creation
Domain experts
May (or may not!) include a ...
66
DESIGN AS A SERVICE
STRATEGY
PRODUCT
TEAM
pull not push!
feedback!
67
DESIGN AS A SERVICE
PRODUCT
TEAM
PRODUCTION
ENVIRONMENT
USERS
feedback!
co-creation
of value
pull not push!
feedback!
S...
68
DESIGN AS A SERVICE
DESIGNOPS
TEAM
PRODUCT
TEAM
PRODUCTION
ENVIRONMENT
USERS
feedback!
feedback!
pull not push!
co-crea...
69
DESIGN AS A SERVICE
Include designers
Include developers
Include data analysts
Provide the design infrastructure
Observ...
70
The creation of a
standardised brick library is
an act of social engineering.
— JŌICHI ITŌ
Whiplash: How to Survive Our...
71
GOVERNANCE
72
CONNECTING THE DOTS
“Design as planning”
paradigm
73
CONNECTING THE DOTS
“Design as planning”
paradigm
uncertainty
of markets
74
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
75
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practice...
76
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practice...
77
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practice...
78
DESIGNOPS
ENABLE OTHERS TO DESIGN
Minimize the effort required by designers and non
designers to produce high quality d...
THANK YOU
Matteo Cavucci
mcavucci@thoughtworks.com
@matteomced
80
— ENZO MARI
Everyone should design: in
the end, it's the best way to
not be designed.
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Redesign design

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Over the next years, how we design, prototype, and test services and products will change dramatically. We are transitioning from a traditional, industrial mindset of design as a rigid planning process towards the experience of design as a continuous and evolving conversation between makers and users. This talk, based on real-life experiences, explores how design is changing in the digital age, beyond the initial delivery of specifications and blueprints, to an adaptive co-creation process that evolves iteratively over time. The emergent idea of designOps is dissolving the boundaries between planning, discovery, building and operating phases, leading to results that are more in tune with the true needs of users.

Published in: Design

Redesign design

  1. 1. REDESIGN DESIGN Product Leaders - 9 June 2017 - V4.
  2. 2. 2 WHAT IS DESIGN?
  3. 3. 3
  4. 4. 4
  5. 5. 5 DECIDE WHAT TO DO DOING THE JOB
  6. 6. SHAREHOLDERS MANAGEMENT DESIGN PRODUCTION
  7. 7. 7 IT WORKED WELL IN PHYSICAL PRODUCT ECONOMY
  8. 8. 8 IDEATE PROTOTYPE TEST DISTRIBUTIONPRODUCTION
  9. 9. 9 SCALE AND EFFICIENCY
  10. 10. FINAL PRODUCT 10
  11. 11. BLUEPRINT 11
  12. 12. 12
  13. 13. 13 DESIGN AS A PLAN
  14. 14. 14 A WORLD OF DIGITAL PRODUCTS
  15. 15. 15 — STEVE BALLMER on USA Today - April 2007 There’s no chance that the iPhone is going to get any significant market share. No chance.
  16. 16. 16 LET’S GET TO KNOW EACH OTHER
  17. 17. 17 MATTEO CAVUCCI @matteomced
  18. 18. 18
  19. 19. 19 WHAT ABOUT YOU?
  20. 20. 20 DESIGN IN THE DIGITAL ERA
  21. 21. 21 DIGITAL PRODUCTS ARE DIFFERENT
  22. 22. 22 — ALBERTO BRANDOLINI Introducing Eventstorming Few people have done more harm to software development than those advocating that is like “building a house”.
  23. 23. 23 DIGITAL PRODUCTS HAVE LESS FRICTION
  24. 24. 24 PHYSICAL FIX DIGITAL FIX
  25. 25. 25 MARKET NEEDS ARE IMPOSSIBLE TO CONTROL & PREDICT
  26. 26. 26 RESILIENCE AND ADAPTABILITY
  27. 27. 27 SHAREHOLDERS DESIGNER DEV TEAM USER TESTING ? DESIGN ARTIFACT PRODUCTION ENVIRONMENT PO / PM USERS QA THE WATER-SCRUM-FALL
  28. 28. 28 28 INCEPTION CODING REQUIREMENTS DESIGN CHECK COST OF CHANGE PEOPLE
  29. 29. 29 USER RESEARCH
  30. 30. 30 — NATURE August 2015 Over half of psychology studies fail reproducibility test.
  31. 31. 31 WHY IT FAILS Subject selection bias Poor experimental control Inconsistent measurement Demand characteristics Inadequate consideration of statistical power Partial reporting Post-hoc cherry picking of significant results
  32. 32. 32 DESIGN FOCUS IS BEFORE THE LAUNCH
  33. 33. 33 PEOPLE DON'T KNOW WHAT THEY WANT UNTIL THEY USE IT in their context!
  34. 34. 34
  35. 35. 35 COMPLEX ADAPTIVE SYSTEM
  36. 36. A DIFFERENT IDEA OF DESIGN 36
  37. 37. 37 AGILE SOFTWARE DEVELOPMENT
  38. 38. 38 INABILITY TO EXERT CONTROL OVER OUR ENVIRONMENT
  39. 39. 39 INSPECT & ADAPT
  40. 40. YOU BUILD IT, YOU RUN IT 40
  41. 41. DEVOPS 41
  42. 42. DEVOPS IS NOT DEVELOPER OPERATIONS 42
  43. 43. DEVOPS IS ABOUT FEEDBACK 43
  44. 44. 44 — JEZ HUMBLE The devOps manifesto Teams run software products that run from inception to retirement.
  45. 45. DESIGNOPS 45
  46. 46. 46 DESIGNOPS AS CONTINUOUS DESIGN
  47. 47. 47 TWO WAY CONVERSATION the company the people
  48. 48. 48 GUT FEELINGS FAST FEEDBACK
  49. 49. 49 HYPOTHESIS DRIVEN DEVELOPMENT
  50. 50. 50 HYPOTHESIS We believe that making the offer teaser more prominent Will result in an increase number of booking for tonight We know we have succeeded when offer conversions increases by 10%
  51. 51. 51
  52. 52. 52 Aspirational Customer Journey Product Hypothesis Design Experiments User Story Map Data / Feedback
  53. 53. YOU RUN IT, YOU DESIGN IT 53
  54. 54. 54 ONE EXPERIMENT IS EASY EXPERIMENTS AT SCALE IS HARD
  55. 55. 55 OPTIONALITY experiment A experiment B Design generation Weak design are eliminated or combined. Strong design are further developed. Further narrowing and integration
  56. 56. 56 EXPERIMENTS REQUIRE AUTOMATION AND ORGANISATIONAL STRUCTURES
  57. 57. 57 AUTOMATE DESIGN DECISIONS
  58. 58. 58 MINIMIZE EFFORTS MAXIMIZE FEEDBACK
  59. 59. 59
  60. 60. 60 ENABLE OTHERS TO DESIGN
  61. 61. 61 COMPASSES OVER MAPS
  62. 62. 62 DESIGN INFRASTRUCTURES Support autonomy Coherency (over consistency) Ensure quality Remove impediments Enforce accountability Reduce risk
  63. 63. 63 SPEAKING LISTENING
  64. 64. 64 BUILD OBSERVE
  65. 65. 65 DESIGN AS A SERVICE PRODUCT TEAM Cross functional End-to-end value creation Domain experts May (or may not!) include a designer
  66. 66. 66 DESIGN AS A SERVICE STRATEGY PRODUCT TEAM pull not push! feedback!
  67. 67. 67 DESIGN AS A SERVICE PRODUCT TEAM PRODUCTION ENVIRONMENT USERS feedback! co-creation of value pull not push! feedback! STRATEGY
  68. 68. 68 DESIGN AS A SERVICE DESIGNOPS TEAM PRODUCT TEAM PRODUCTION ENVIRONMENT USERS feedback! feedback! pull not push! co-creation of value pull not push! feedback! STRATEGY
  69. 69. 69 DESIGN AS A SERVICE Include designers Include developers Include data analysts Provide the design infrastructure Observe org design needs Ideate org-wide solutions Scale up local optimised solutions Manage the design system lifecycle […] DESIGNOPS TEAM feedback! pull not push!
  70. 70. 70 The creation of a standardised brick library is an act of social engineering. — JŌICHI ITŌ Whiplash: How to Survive Our Faster Future
  71. 71. 71 GOVERNANCE
  72. 72. 72 CONNECTING THE DOTS “Design as planning” paradigm
  73. 73. 73 CONNECTING THE DOTS “Design as planning” paradigm uncertainty of markets
  74. 74. 74 CONNECTING THE DOTS “Design as planning” paradigm resilience of software uncertainty of markets
  75. 75. 75 CONNECTING THE DOTS “Design as planning” paradigm resilience of software uncertainty of markets current design practices :/
  76. 76. 76 CONNECTING THE DOTS “Design as planning” paradigm resilience of software uncertainty of markets current design practices :/ agile + devops
  77. 77. 77 CONNECTING THE DOTS “Design as planning” paradigm resilience of software uncertainty of markets current design practices :/ agile + devops designOps
  78. 78. 78 DESIGNOPS ENABLE OTHERS TO DESIGN Minimize the effort required by designers and non designers to produce high quality design artefacts. DESIGN FOR LEARNING Complex adaptive systems are unpredictable, and experimenting is part of the design process. CONNECT DESIGN AND OPERATIONS Launching a new product is just the beginning, not the end, of a continuous design process.
  79. 79. THANK YOU Matteo Cavucci mcavucci@thoughtworks.com @matteomced
  80. 80. 80 — ENZO MARI Everyone should design: in the end, it's the best way to not be designed.

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