Go Faster with Design Thinking
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(Ruben Spekle, Senior Program Architect) In this session, we will explore the approach, methods and tools of Design Thinking to speed up the delivery of new capabilities. A design led approach to projects can make solutions highly usable and create services your customers and employees love to use!
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Go Faster with Design Thinking
- 1. Salesforce Innovation Week 2017 Design thinking
- 3. Experience Design Group Experience Design | Proprietary and Confidential ©2017 Salesforce
- 4. Part of the Cloud Services offering at Salesforce, we’re a group of passionate user champions who design and build transformational products and experiences. Who we are Experience Design | Proprietary and Confidential ©2017 Salesforce
- 5. Experience Design | Proprietary and Confidential ©2017 Salesforce A few of our partners.
- 6. Experience Design | Proprietary and Confidential ©2017 Salesforce Let’s talk about Experience Design.
- 7. Design is everywhere. Experience Design | Proprietary and Confidential ©2017 Salesforce
- 8. Bad design happens... Experience Design | Proprietary and Confidential ©2017 Salesforce
- 9. Bad design happens... Experience Design | Proprietary and Confidential ©2017 Salesforce
- 10. Bad design happens... Experience Design | Proprietary and Confidential ©2017 Salesforce
- 11. Bad design happens... Experience Design | Proprietary and Confidential ©2017 Salesforce
- 13. Empathy - Event map Event $ $ $ $
- 14. Concepts - Value proposition
- 15. Concepts - Customer journey map
- 16. Employees are users too
- 18. Concepts - Adcept testing
- 19. My precious...
- 21. User testing
- 22. Event design Empathy Concepts Flow
- 24. The road to hell DO Too little THINK Too much FRAME Too late Oh - that did not go well… Let’s make a new strategy
- 25. Continuous delivery model DO1-2 weeks THINK 6-10 weeks FRAME 6-12 months Product event Vision event
- 26. DOING How do we build usable solutions on the salesforce platform in a fast and efficient pace? Build usable products on our platform THINKING How do our customers define the right solutions that are relevant, viable and feasible? Define viable, relevant and feasible products leveraging our platform FRAMING How do our customers transform their organization to support their continued success? Reorganize to transform in the most sensible manner Customer How we help
- 27. Operating model framework 5. Talent & organization 1. Actionable empathy 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes
- 28. 5. Talent & organization 1. Actionable empathy 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes Actionable empathy is the WHY of your operating model 1. Actionable empathy
- 29. 5. Talent & organization 1. Actionable empathy 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes 5. Talent & organization 2. Culture 3. Governance 4. Processes Then comes the HOW
- 30. 5. Talent & organization 1. Actionable empathy 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes And only then comes the WHAT 6. Tools & technologies 7. Success criteria, metrics & motivators
- 31. 5. Talent & organization 1. Actionable empathy 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes Organization Roles & responsibilities Skills & capabilities Learning Product delivery Concept discovery Strategy Cycles Cadence Servant management Thought leadership Backlogs Team values Employee satisfaction Professional motivations Measurement principles Success criteria Key performance indicators Incentives Tools & templates Guidelines & Blueprints Systems, sites & apps Decision making support
- 32. 5. Talent & organization 1. Actionable empathy 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes Organization Roles & responsibilities Skills & capabilities Learning Product delivery Concept discovery Strategy Cycles Cadence Servant management Thought leadership Backlogs Team values Employee satisfaction Professional motivations Measurement principles Success criteria Key performance indicators Incentives Tools & templates Guidelines & Blueprints Systems, sites & apps Decision making support Normally 90% of the focus goes here
- 33. 5. Talent & organization 1. Actionable empathy 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes Organization Roles & responsibilities Skills & capabilities Learning Product delivery Concept discovery Strategy Cycles Cadence Servant management Thought leadership Backlogs Team values Employee satisfaction Professional motivations Measurement principles Success criteria Key performance indicators Incentives Tools & templates Guidelines & Blueprints Systems, sites & apps Decision making support And go thewrong way round
- 34. 5. Talent & organization Work with your customers jobs 6. Tools & technologies 7. Success criteria, metrics & motivators 2. Culture 3. Governance 4. Processes Learn - Your operating model is about constant learning. Experiment - All elements are open for prototyping, experiments and iterations. Focus – On solving the most valuable problems. Focus on outcome rather than the output.