The document emphasizes the importance of viewing organizational goals through the lens of customer needs rather than product offerings, articulating a framework for agile customer thinking. It encourages understanding customer preferences through storytelling rather than direct questioning, highlighting the need for organizational insights to enhance customer value. The document outlines a structured approach for teams to identify project goals, measure success, and test hypotheses related to customer challenges.

1. SEEING THE WORLD THROUGH THE EYES OF
YOUR CUSTOMERS, NOT YOUR PRODUCTS
DIGITAL
DESIGN
THINKING
AGILE
CUSTOMER
THINKING

2. THERE IS A GAP BETWEEN WHAT
WE WANT OUR ORGANIZATIONS
TO BECOME AND WHAT WE PUT
INTO THEM TO GET THERE.
Our imagination is shaped by the
tools we use to see the world; the
data we collect, the experiences we
engage in and the stories we share.
“Our tools are not time machines”
- Helge Tennø

3. AGILE CUSTOMER THINKING

4. BUYING SUCCESS (TRAFFIC) IS LIMITED
TO THE CAMPAIGN ITSELF — AND WE ARE
PRODUCING LIMITED LEARNING.
1. Why did it work / what did people find valuable?
2. Can we replicate the success?
3. Can we scale it to other activities, formats,
services or relationships?
4. Can we share any insights or learning with the
rest of the organization so that they can grow as
well?
THE ULTIMATE GOAL
IS CUSTOMER VALUE

5. ExerciseWORKSHOP
GRAB YOUR PEN AND POST-IT

6. “When asked direct questions about their interests and
preferences, people tend to give answers they believe the
questionnaire wants to hear.Again, this is not because they
intend to mislead. It is because people respond to these
questions within their cortexes, the part of the brain that
contains intelligence rather than emotion or instinct”
- Clotaire Rapaille,The Culture Code
“We tend to throw out the most meaningful and most
revolutionary if we ask people about their preferences” -
Malcolm Gladwell
If we ask for peoples opinions, they will start inventing
details and stereotypically correct details. If we ask them to
retell a story we can get much closer to the truth.
(Dave Snowden, Cognitive Edge, Cynefin, SenseMaker)
“A distributed network doesn’t know what it’s going to do
until input hits it.And when you are the input variable…
So the entire premise of building a higly efficient top down
bureaucratic system, that is built around the idea of being
able to predict the actions of [a customer network] … goes
out the window.” - Chris Fussel, McChrystal Group
@AERIALS 2015
FRAMEWORK:
A. People dont know what
they want — until you give
it to them
B. What do people find
valuable? (the yolk)

7. The Corporate Perspective
TASK 1
A. WRITE THE TITLE OF ONE
OF YOUR CURRENT PROJECTS
Pick one post-it note and write one project title of a project you are
currently working on

8. The Corporate Perspective
TASK 1
A. WRITE THE TITLE OF ONE
OF YOUR CURRENT PROJECTS
Write a short sentence summarizing what your organization
is trying to accomplish with this project
B. WHAT IS THE PURPOSE
OF THE PROJECT?

9. The Corporate Perspective
TASK 1
A. WRITE THE TITLE OF ONE
OF YOUR CURRENT PROJECTS
Write a few of the projects success measures / KPI’s
B. WHAT IS THE PURPOSE
OF THE PROJECT?
C. HOW WILL THE SUCCESS OF
THE PROJECT BE MEASURED

10. The Corporate Perspective
TASK 1
A. WRITE THE TITLE OF ONE
OF YOUR CURRENT PROJECTS
B. WHAT IS THE PURPOSE
OF THE PROJECT?
C. HOW WILL THE SUCCESS OF
THE PROJECT BE MEASURED
Summarize briefly how what you are outputting in order
to achieve the project goals
D. HOW DO YOU DO THIS?

11. Customer Job-to-be-done
PART 2
WRITE DOWN WHICH SITUATION THE CUSTOMER IS IN AND WHICH PROGRESS THEY ARE TRYING TO ACHIEVE OR
STRUGGLE THEY ARE TRYING TO OVERCOME
A. WHAT IS THE CUSTOMER TRYING TO SOLVE?

12. REMEMBER, WE ARE NOT
PUBLISHERS OR PRODUCER.
WE ARE:
SOLVING
CUSTOMER
PROBLEMS

14. REMEMBER, WE ARE NOT
PUBLISHERS OR PRODUCER.
WE ARE:
SOLVING
CUSTOMER
PROBLEMS

15. Customer Job-to-be-done
PART 2
WRITE DOWN WHICH SITUATION THE CUSTOMER IS IN AND WHICH PROGRESS THEY ARE TRYING TO ACHIEVE OR
STRUGGLE THEY ARE TRYING TO OVERCOME
A. WHAT IS THE CUSTOMER TRYING TO SOLVE?

16. Customer Job-to-be-done
PART 2
B. HOW DO WE SOLVE THIS PROBLEM?
Write three suggestions on individual post-it notes. For how you will solve this problem.
Adjustment / evolution / revolution
A. WHAT IS THE CUSTOMER TRYING TO SOLVE?

18. Customer Job-to-be-done
PART 2
B. HOW DO WE SOLVE THIS PROBLEM?
Write three suggestions on individual post-it notes. For how you will solve this problem.
Adjustment / evolution / revolution
A. WHAT IS THE CUSTOMER TRYING TO SOLVE?

19. Customer Job-to-be-done
PART 2
C. PICK THE MOST CRITICAL HYPOTHESIS
Pick the most important hypothesis to continue with
B. HOW DO WE SOLVE THIS PROBLEM?
A. WHAT IS THE CUSTOMER TRYING TO SOLVE?

20. Assumptions
PART 3
A.FOR THE HYPOTHESIS TO BE TRUE, THIS
ASSUMPTION about the customer HAS TO
BE TRUE
Write 3X assumptions that has to be true for the customer hypothesis to be true.

21. Assumptions
PART 3
A.FOR THE HYPOTHESIS TO BE TRUE, THIS
ASSUMPTION about the customer HAS TO
BE TRUE
Choose the most important customer assumption
B. PICK THE MOST CRITICAL
CUSTOMER ASSUMPTION

22. Assumptions
PART 3
A.FOR THE HYPOTHESIS TO BE TRUE, THIS
ASSUMPTION about the customer HAS TO
BE TRUE
C. HOW CAN WE TEST THIS ASSUMPTION?
B. PICK THE MOST CRITICAL
CUSTOMER ASSUMPTION

23. HYPOTHESIS ASSUMPTION
CUSTOMER
JOB-TO-BE-DONE
LEARN / CHANGE
1
2
3
4
5
6
How do we implement and
how do we measure?
How do we organize?

25. Discuss
PART 4
TURN TO THE PERSON
NEXT TO YOU AND DISCUSS:
HOW CAN YOU APPLY THIS
ON MONDAY?

26. Thank you!