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Bob Moesta (Founder, The ReWired Group) - The 5 Skills Of An Innovator

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Bob Moesta (Founder, The ReWired Group) - The 5 Skills Of An Innovator

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This video for this talk from Business of Software Conference USA 2018 will be published here soon: http://businessofsoftware.org/videos

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Bob Moesta (Founder, The ReWired Group) - The 5 Skills Of An Innovator

  1. 1. THE 5 SKILLS OF AN INNOVATOR BOB MOESTA THE RE-WIRED GROUP BUSINESS OF SOFTWARE 2018 - BOSTON
  2. 2. WHO IS BOB MOESTA Engineer Detroit+3500 “Context creates value and contrast creates Meaning” Bob Moesta 3364 Days Left
  3. 3. Service My Time Line W E A P O N S Y S T E M S & N A S A V C & P R I V A T E E Q U I T Y S O F T W A R E , H E A L T H C A R E , R E T A I L , B A N K I N G , C P G , E D U C A T I O N , E T C . A U T O M O T I V E C P G & F O O D , H O M E P R O D U C T S H O M E B U I L D I N G & C O N S T R U C T I O N ADJUNCT PROFESSOR FUTURE BOB 3364 DAYS LEFT
  4. 4. INNOVATORS I HAVE WORKED WITH (MY MENTORS)
  5. 5. (WHAT, WHY, HOW) FOR (WHO, WHEN AND WHERE)
  6. 6. IN THE BEGINNING . . . .
  7. 7. THE MOUNTAIN OF COMPLEXITY “I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity.” Oliver Wendell Holmes – Supreme Court Justice 1902 Simplistic – This Side of Complexity Simplicity - The Other Side of Complexity Complexity & Hard Work
  8. 8. RED-LINE INNOVATION - SIMPLISTIC
  9. 9. 10X GREEN-LINE INNOVATION – EMERGENT LEARNING
  10. 10. RED-LINE VS GREEN-LINE INNOVATION ½ the time ½ the resources 10X the impact
  11. 11. HOW DO THEY DIFFER IN THE WORK? RED-LINE INNOVATORS • FUNCTIONAL PERSPECTIVES, LINEAR PROCESS – GET THE “RIGHT ANSWERS” & FIGHT + POLITICS • “PROBLEM SOLVING” MENTALITY – WAITING & PLAYING “WHACK-A-MOLE” • REQUIREMENTS LIST FOCUSED AND FEATURE LOADING WITH FEATURE CREEP – DO IT ALL, PERFECT • PROTOTYPING TO VERIFY HYPOTHESIS • DESIGNING TO PERFORM, COSTS, MANUFACTURING GREEN-LINE INNOVATORS • CROSS FUNCTIONAL VIEW, NON-LINEAR, AND LOOK FOR CONSTRAINS, TRADE-OFFS, ITERATE FAST • SYSTEMS THINKING, PROACTIVE FAILURE + (FUNCTIONS + VARIATION) ROBUSTNESS • CONSUMER PROGRESS FOCUSED WITH TRADE-OFFS + KANO – GOOD ENOUGH • PROTOTYPING TO LEARN, DISCOVER, COMMUNICATE & FAIL • DESIGNING EXPERIENCES THAT DO JTBD
  12. 12. INNOVATION IS LIKE STANDING ON THE EDGE OF AN ABYSS – EVERYTHING IS POSSIBLE & NOTHING IS POSSIBLE SIMULTANEOUSLY
  13. 13. The 5 Skills of An Innovator E M P A T H E T I C P E R S P E C T I V E C O N S U M E R P R O G R E S S F U N C T I O N A L S Y S T E M S E X P E R I E N C E D E S I G N P R O T O T Y P I N G T O L E A R N
  14. 14. SKILL #1 - EMPATHETIC PERSPECTIVE WAYS TO SEE THE WORLD E M P A T H E T I C P E R S P E C T I V E
  15. 15. DIFFERENT VIEWS - SYMPTOM, PROBLEM, ROOT CAUSES AND SOLUTION E M P A T H E T I C P E R S P E C T I V E
  16. 16. MICRO VS MACRO VIEW E M P A T H E T I C P E R S P E C T I V E Physics Strategy
  17. 17. FLOW OF MONEY, INFORMATION & FINISHED GOODS E M P A T H E T I C P E R S P E C T I V E
  18. 18. SPACE & TIME – WHERE AND WHEN LOOKING BACK & LOOKING FORWARD E M P A T H E T I C P E R S P E C T I V E
  19. 19. GUESSING, “LYING,” RANDOMNESS & “CAUSE & EFFECT” “The World is Random” E M P A T H E T I C P E R S P E C T I V E
  20. 20. I USE PAINTING TO HONE MY PERSPECTIVE SKILLS – 794 AND COUNTING E M P A T H E T I C P E R S P E C T I V E
  21. 21. SKILL #2 - FUNCTIONAL SYSTEMS HOW THINGS WORK F U N C T I O N A L S Y S T E M S
  22. 22. MANY DEFINITIONS AND USES OF THE WORD SYSTEM F U N C T I O N A L S Y S T E M S
  23. 23. LEVELS OF ABSTRACTION F U N C T I O N A L S Y S T E M S “The English Language Blows!” “Unpack meaning down to Action” “Meetings and Marketers are usually full of words not actions” “It is a word world”
  24. 24. F U N C T I O N A L S Y S T E M S
  25. 25. SIPOC A STRUCTURE FOR DISCUSSION F U N C T I O N A L S Y S T E M S
  26. 26. TAGUCHI’S ROBUSTNESS SYSTEM MODEL The Inputs - Signal (Control Factors) The System (Control Factors) The Results /Outcome (Data) Operating Conditions (Noise Factors) Input Noise System Noise Consumer Noise The Function The Measure F U N C T I O N A L S Y S T E M S
  27. 27. OBJECTS ARE NOT FUNCTIONS What is is – Simplistic Bottle & Cap What is does – Simplicity Seals water in Objects Functions F U N C T I O N A L S Y S T E M S
  28. 28. FUNCTIONAL SYSTEMS & SUBSYSTEMS SAFE, RELIABLE FLIGHT F U N C T I O N A L S Y S T E M S
  29. 29. FUNCTIONAL SYSTEMS & SUBSYSTEMS CONTROLLABLE THRUST F U N C T I O N A L S Y S T E M S
  30. 30. SYSTEMS & SUPER-SYSTEMS 31
  31. 31. FUNCTIONAL SYSTEMS IN SPACE AND TIME F U N C T I O N A L S Y S T E M S Altschuller
  32. 32. LOTS OF SYSTEM TOOLS – NOT MANY ON THIS PERSPECTIVE F U N C T I O N A L S Y S T E M S
  33. 33. SKILL #3 – CONSUMER PROGRESS VALUE, BETTER & THE JTBD C O N S U M E R P R O G R E S S The Solution
  34. 34. “CONTEXT CREATES VALUE” “A technology independent set of requirements to design a solution” – Dr. Taguchi C O N S U M E R P R O G R E S S
  35. 35. WE ARE CREATURES OF HABIT C O N S U M E R P R O G R E S S
  36. 36. 37 “THE STRUGGLING MOMENT IS THE SEED FOR ALL INNOVATION” February 2018© 2018 The Re-Wired Group LLC C O N S U M E R P R O G R E S S
  37. 37. WHY DO PEOPLE “SWITCH”? WHAT CAUSES THEM? Time Little Hires (in the moment) Little Hires (in the moment) Trigger Point Big Hire “A” “B” Solution Solution C O N S U M E R P R O G R E S S Context Outcome
  38. 38. JTBD TIMELINE – THE PROCESS OF MAKING PROGRESS C O N S U M E R P R O G R E S S
  39. 39. JTBD FORCES OF PROGRESS – THE CAUSAL SYSTEM C O N S U M E R P R O G R E S S
  40. 40. THE TRADE-OFFS CONSUMER’S REALLY MAKE C O N S U M E R P R O G R E S S
  41. 41. GUESSING + “LYING” + INTERROGATION C O N S U M E R P R O G R E S S
  42. 42. SKILL #4 – EXPERIENCE DESIGN GETTING FUNCTIONAL SYSTEMS TO DO THE JTBD E X P E R I E N C E D E S I G N
  43. 43. USER EXPERIENCE VS USER INTERFACE E X P E R I E N C E D E S I G N
  44. 44. USER INTERFACE VS USER EXPERIENCE E X P E R I E N C E D E S I G N
  45. 45. (WHAT, WHY, HOW) FOR (WHO, WHEN AND WHERE) C O N S U M E R P R O G R E S S F U N C T I O N A L S Y S T E M S E X P E R I E N C E D E S I G N E X P E R I E N C E D E S I G N E X P E R I E N C E D E S I G N
  46. 46. EXPERIENCE – CUSTOMER, USER, SERVICE, PRODUCT PX E X P E R I E N C E D E S I G N
  47. 47. A DYNAMIC VIEW - MAPPING SOCIAL EMOTIONAL & FUNCTION ENERGY OVER TIME TO SATISFY THE JTBD E X P E R I E N C E D E S I G N
  48. 48. LOTS OF RESOURCES – DESIGN PRINCIPLES, PROCESS E X P E R I E N C E D E S I G N
  49. 49. SKILL #5 - PROTOTYPING TO LEARN: UNCOVERING MEANING & DISCOVERING HOW P R O T O T Y P I N G T O L E A R N “Contrast to Create Meaning”
  50. 50. STARTING FROM STUPID – HARD WORK & REPS P R O T O T Y P I N G T O L E A R N
  51. 51. PROTOTYPES ARE . . . . P R O T O T Y P I N G T O L E A R N
  52. 52. MY VIEW ROOTS FROM DEMING & CONTINUOUS IMPROVEMENT P R O T O T Y P I N G T O L E A R N
  53. 53. DIVERGENT & CONVERGENT QUESTIONS P R O T O T Y P I N G T O L E A R N
  54. 54. PROTOTYPING AS A PROCESS & CYCLE - 1987 Inputs •Questions / Problems •Learning Objectives System •Design •Build •Evaluate Outputs •Prototypes •Learnings •New Questions AS A SYSTEM AS A CYCLE P R O T O T Y P I N G T O L E A R N
  55. 55. EACH PROTOTYPING CYCLE CONSISTS OF: • PLAN - ARTICULATING CURRENT THINKING, QUESTIONS & GAPS. • DESIGN - DETAILS REGARDING THE DESIGNING A SET OF PROTOTYPES TO LEARN BY • BUILD - PREPARING ONE OR MORE SETS PROTOTYPES • EVALUATE - TESTING AND EVALUATING THOSE PROTOTYPES • LEARN - SETTING THE STAGE FOR THE SUBSEQUENT CYCLE 56 P R O T O T Y P I N G T O L E A R N
  56. 56. SPEEDING IT UP – WATERFALL VS AGILE VS CONCURRENT Concurrent Development P R O T O T Y P I N G T O L E A R N
  57. 57. GREEN-LINE VS RED-LINE DEVELOPMENT 10X “Waiting" “Interdependent Systems” “A small change was a Fallacy” Simultaneous Development Pushing Limits (cost, performance, speed) to fail Working inside a Robustness Frame Detailed plan, manage to Plan Clear Milestones, Budgeting capacity, Adapting based on learnings Linear, waterfall P R O T O T Y P I N G T O L E A R N Integration is the Key
  58. 58. THE ROLES PROTOTYPES PLAY • THESE ROLES ARE: • LEARNING PROTOTYPES – TO ANSWER CRITICAL DEVELOPMENT QUESTIONS • COMMUNICATION PROTOTYPES – BUILD LANGUAGE AND DEFINITION • INTEGRATION PROTOTYPES – SHOW HOW THINGS COME TOGETHER • MILESTONES PROTOTYPES – SHOW PROJECT PROGRESS P R O T O T Y P I N G T O L E A R N
  59. 59. WHAT TYPE OF PROTOTYPES DO YOU NEED? Physical Conceptual/Analytical Focused Comprehensive Degree to which a prototype is comprehensive (i.e., involving most aspects) as opposed to focused (i.e., relating to one or a few aspects) Degree to which a prototype is physical (i.e., tangible object) as opposed to conceptual/analytical (i.e., non-tangible representation) P R O T O T Y P I N G T O L E A R N How much time and money?
  60. 60. DR. TAGUCHI - PROTOTYPING ON STEROIDS One-Factor-At-A-Time Engineering – Job security 90% more efficient (9/81) + Reproducible + Manage trade-offs P R O T O T Y P I N G T O L E A R N
  61. 61. E M P A T H E T I C P E R S P E C T I V E F U N C T I O N A L S Y S T E M S C O N S U M E R P R O G R E S S E X P E R I E N C E D E S I G N P R O T O T Y P I N G T O L E A R N The 5 Skills of An Innovator How to See the world How Things Work How People Work How it comes together How to Learn • Asking a lot of Questions & Being overly curious • Being humble and saying I do not know (or admitting I am stupid) • How to maximize – do as much as possible with as little as possible as fast as possible – a Detroit thing • Think a lot about Space and Time – Where and when (not just what and how) • Spend a lot of time unpacking and clarifying down to action • Measure is usually the weakest link and the hardest to solve – “No Data in heaven” - Clay
  62. 62. 1986 – A PAINT SYSTEM Paint Rework $150 Million Orange Peel Paint Runs & Drips Paint Problems
  63. 63. ROBUSTNESS SYSTEM MODEL 64 The Inputs - Signal (Control Factors) The System (Control Factors) The Results /Outcome (Data) Operating Conditions (Noise Factors) Input Noise System Noise Consumer Noise The Function The Measure F U N C T I O N A L S Y S T E M S
  64. 64. “ALL PROBLEMS ARE PROBLEMS OF VARIATION” 65 Thickness of paint on Car Paint Runs & Drips”Orange Peel “Focus on reducing the variation (Improving the robustness) of the function, and the problems will go away. If you focus on a Problem, then your just playing ‘Whack a Mole!’” – Dr. Genichi Taguchi E M P A T H E T I C P E R S P E C T I V E
  65. 65. RAN 18 VERY DIFFERENT PROTOTYPES F U N C T I O N A L S Y S T E M S P R O T O T Y P I N G T O L E A R N
  66. 66. THE RESULT – REDUCTION OF REWORK BY 83% SPEED UP LINE BY 14% 67 Thickness of paint on Car Paint Runs & Drips”Orange Peel E M P A T H E T I C P E R S P E C T I V E Before After
  67. 67. “I AM SORRY” FINDING COLLEGE SUCKS AS A PARENT What’s Next? Finding College By Bob Moesta Michael Horn August 2019 C O N S U M E R P R O G R E S S
  68. 68. BONUS SLIDE – SUPPLY-SIDE VS. DEMAND-SIDE INNOVATION 69 Business System Suppliers Inputs Strategy Products Features Benefits Attributes Experiences Specs JTBD Consumer ContextStruggling Moment Desired Outcomes Candidates Hire & Fire Criteria Trade-Offs Current Product Design Requirements • Context • Struggling Moments • Push & Pulls • Anxieties & Habits • Desired Outcomes • Hire & Fire Criteria • Trade-Offs • Basic/Core Quality Supply-Side Demand-Side ProductMarketDisconnect-”TheWall” ASales&MarketingDesign&Development What The Company Can Deliver The Progress the Consumer is Trying to make July 2018© 2018 The Re-Wired Group LLC E M P A T H E T I C P E R S P E C T I V E C O N S U M E R P R O G R E S S F U N C T I O N A L S Y S T E M S E X P E R I E N C E D E S I G N
  69. 69. BONUS EXAMPLE - DO THEY COMPETE? HOW DO THEY CHOOSE?
  70. 70. FOR NON-URGENT MEDICAL ISSUES
  71. 71. SUMMARY OF JTBD 72 The Jobs to be Done Job #1 – Know me, Know my history Job #2 – Quick service, Immediate Results Job #3 – Give me clarity, what’s next JTBD Statement When I have an on-going health concern and I don’t want to make it worse, help me find a provider that understands my medical history, so I can preserve my long term health while getting relief in my current situation/problem When I know what I have, and I am pressed for time, help me get an appointment quickly, so I can get back to doing what is important to me When something is wrong or out of the norm, I am not sure what the problem is, and I am worried, help me figure out what it is so I can know what the next steps are and get back to life What the Job is about • I am sick and I have “chronic”/on-going medical issues • I want an appointment with my trusted advisor who knows me and my medical history • I do not want to have to retell my story to someone new • I am more willing to wait to see the right person • I have been sick long enough • My workarounds/OTC solutions are not working • I know what I have • I am having trouble sleeping • I want an appointment on my schedule • I want a provider that is close to work/home • I do not want to miss work/event/etc. I am going to hit the “time wall” • Minimizing interruptions to my day/life • When something is out of the norm, and not sure what it is • I want to see a professional • I want some clarity about what I have and steps to fix it • My first choice of provider was not available • I want to make sure my problem is not something serious or would become more serious. What we hear when hiring • I want to see my PCP/specialist who has my records • When is my doctor available • I am worried that the new doctor won’t know my history • I worried about interactions of prescriptions • I need an appointment in the early morning or after work • I want an appointment during my lunch hour • I need to get a prescription to clear this up • How long is the wait going to be • I am not sure what I have, but I need to get better • Will the doctor be able to run the tests needed • I have been sick a while and its not getting better on its own
  72. 72. 3 DIFFERENT PATHS AS PEOPLE SIGN IN . . . Job #1 – Know me, Know my history Job #2 – Quick service, Immediate Results Job #3 – Give me clarity, what’s next From 23% satisfaction to 78%
  73. 73. CAROLINA HEALTHCARE SYSTEM – “ON DEMAND CARE” October 2017© 2017 The Re-Wired Group LLC 74 AFTER What it Does!BEFORE: What it is!
  74. 74. CAROLINA HEALTHCARE SYSTEM • THIS CREATIVE DROVE 40% MORE TRAFFIC & USAGE THAN OTHER MORE GENERAL VIRTUAL VISIT CREATIVE – “CARE YOU DEMAND.” • FROM 10K USERS IN FIRST 6 MONTHS TO A 1 MILLION USERS IN 6 MONTHS
  75. 75. DOUBLE BONUS SLIDE - TOOLS OF COOPERATION MAP C O N S U M E R P R O G R E S S F U N C T I O N A L S Y S T E M S How well the team agrees & understands on how the work will get done – Functional Systems How well the team agrees & understands on the results they are trying to achieve – Consumer Progress
  76. 76. 3 SUGGESTIONS TO BECOME A BETTER INNOVATOR
  77. 77. LEARN HOW YOU LEARN – FIND YOUR INNER INNOVATOR SKILLS
  78. 78. PRACTICE, PRACTICE, PRACTICE – EVERYWHERE AND ANY WHERE
  79. 79. FIND MENTORS & BE A MENTOR
  80. 80. MY “BEST” INNOVATION 1990 1987 Struggling Moment Before JTBD Ford Taurus 1987 Ford Taurus 1992
  81. 81. THANK YOU! • BOB MOESTA • @BMOESTA • BMOESTA@REWIREDINC.COM • LINKEDIN: BOB MOESTA

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