The Jobs-To-Be-Done theory states that companies should focus on the "jobs" or tasks customers want done, rather than the products themselves. Understanding the customer's job enables better innovation to meet unmet needs. Companies can also define their markets and products around the jobs they help complete. Focusing on getting the customer's job done better positions a company for long-term success.
The document summarizes a presentation given by Bob Moesta and Chris Spiek of The Re-Wired Group on October 28th, 2013 about understanding customers' "jobs-to-be-done" rather than just focusing on products and their features. It introduces the concept of a "job" as what a customer is trying to accomplish rather than just the product or solution itself. The presentation discusses frameworks for understanding the context of customers' problems and analyzing the timeline of their decision-making process, including the forces that drive them to try new solutions or maintain the status quo. It also briefly mentions the Kano model of quality as it relates to jobs-to-be-done analysis.
My motto this year is "Evolve & Disrupt". I did a couple of keynotes on the matter recently, so I'm sharing this presentation to illustrate how I handle the "fuzzy front-end" of product development, aside from the Lean Startup stuff everybody talks about. Don't be fooled by the funny (and a bit irreverent) cartoons; Jobs To Be Done is a major breakthrough with a lot of practical applications. I have been working solidly on it for the last year and it is totally influencing how I see the world.
This deck was presented on 28th January 2017 at Chiang Mai Startup Events. It covers questions such as "What is JTBD framework"? and "How does JTBD help businesses understand the WHY rather than the WHAT?" It is based on Tony Ulwick's presentation.
Understanding is everything. JTBD is the best framework for product marketing and management, but it can seem a bit hard to grasp. USEFUL can help your team to do that.
Jobs-to-be-done, a goal-driven solution frameworkClément Génin
The fast food chain wanted to increase milkshake sales. Initially they focused on improving the product but sales did not increase. They then focused on customers and market segments but still saw no results. Researchers realized people were buying milkshakes to alleviate boredom during their commute. Interviews found taste was unimportant; ease of consumption with one hand and portability were priorities. Installing a self-serve kiosk made purchasing more convenient for commuters and increased sales without changing the product. The document discusses how focusing on jobs-to-be-done, rather than products, customers, or segments, provides a framework for understanding user needs and developing effective solutions.
The Jobs-To-Be-Done theory states that companies should focus on the "jobs" or tasks customers want done, rather than the products themselves. Understanding the customer's job enables better innovation to meet unmet needs. Companies can also define their markets and products around the jobs they help complete. Focusing on getting the customer's job done better positions a company for long-term success.
The document summarizes a presentation given by Bob Moesta and Chris Spiek of The Re-Wired Group on October 28th, 2013 about understanding customers' "jobs-to-be-done" rather than just focusing on products and their features. It introduces the concept of a "job" as what a customer is trying to accomplish rather than just the product or solution itself. The presentation discusses frameworks for understanding the context of customers' problems and analyzing the timeline of their decision-making process, including the forces that drive them to try new solutions or maintain the status quo. It also briefly mentions the Kano model of quality as it relates to jobs-to-be-done analysis.
My motto this year is "Evolve & Disrupt". I did a couple of keynotes on the matter recently, so I'm sharing this presentation to illustrate how I handle the "fuzzy front-end" of product development, aside from the Lean Startup stuff everybody talks about. Don't be fooled by the funny (and a bit irreverent) cartoons; Jobs To Be Done is a major breakthrough with a lot of practical applications. I have been working solidly on it for the last year and it is totally influencing how I see the world.
This deck was presented on 28th January 2017 at Chiang Mai Startup Events. It covers questions such as "What is JTBD framework"? and "How does JTBD help businesses understand the WHY rather than the WHAT?" It is based on Tony Ulwick's presentation.
Understanding is everything. JTBD is the best framework for product marketing and management, but it can seem a bit hard to grasp. USEFUL can help your team to do that.
Jobs-to-be-done, a goal-driven solution frameworkClément Génin
The fast food chain wanted to increase milkshake sales. Initially they focused on improving the product but sales did not increase. They then focused on customers and market segments but still saw no results. Researchers realized people were buying milkshakes to alleviate boredom during their commute. Interviews found taste was unimportant; ease of consumption with one hand and portability were priorities. Installing a self-serve kiosk made purchasing more convenient for commuters and increased sales without changing the product. The document discusses how focusing on jobs-to-be-done, rather than products, customers, or segments, provides a framework for understanding user needs and developing effective solutions.
How to work with the JTBD framework and why UXers need to be using itCarmen Brion
Presenting the reasons to use JTBD as part of product development and presenting the main areas on the JTBD Framework.
How to define the customer isn't covered.
This document discusses the Job to be Done (JTBD) framework for understanding customer needs and requirements. It explains that the first step is to probe deeply into the underlying jobs the customer is trying to accomplish without focusing on existing products. Key aspects of the framework include understanding current customer approaches and pain points, identifying real competition, defining criteria for success, obstacles to adoption, and stakeholders. The conclusion emphasizes the importance of talking to the right customers to understand why they do what they currently do and what would satisfy their needs.
Jobs to be Done is a framework that views innovation through understanding customers' needs, pain points, and goals they are trying to accomplish, known as "jobs". The theory was developed by Tony Ulwick and Clayton Christensen to help companies focus on solving specific customer problems. By understanding customers' most important and difficult jobs, companies can create products that help customers complete tasks more easily and effectively. The templates provided are meant to help identify and prioritize customers' key jobs to determine where to focus innovation efforts.
An introduction to the Jobs to Be Done customer research/insights framework, with a focus on how product managers can put Jobs to Be Done into practice with key tools such as customer interviews, surveys, prototyping, and A/B testing.
Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-t...vonreventlow
Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer. We found key for success is to add focus on emotions. And the result to be a condensed job description as more work is required to detail the solutions that it becomes testable against objectives and barriers.
Jobs to Be Done :: Overview and Interview TechniqueBrian Rhea
Jobs to Be Done (JTBD) is a powerful product design framework that is gaining ground in startup communities across in the US. Companies like Basecamp and Intercom are using JTBD to heavily influence their product and marketing efforts with great success.
If you'd like to go deeper, visit https://hirebrianrhea.com/jobs-to-be-done-course to receive a free email course on Jobs to Be Done.
Who:
Brian Rhea (Product Lead at Revve) and Jason Hall (Chief Revenue Officer at Mocavo) have been actively practicing the JTBD framework and have implemented a number of their findings in their respective roles.
How:
In this workshop, we will present an overview of the JTBD framework, the main tools (forces diagram & timeline) and then conduct a JTBD interview with an audience participant to show you how it's done.
This document discusses how to identify customers' "jobs-to-be-done" to better understand what they want from a product. It recommends conducting interviews focused on the situations where customers need help, their struggles with current solutions, and what's important to them. Analyzing these interviews can reveal the jobs, emotions, and criteria driving customer purchases to inform product strategy and messaging.
Get More Traction for Your Product Using Jobs-To-Be-Donepascallaliberte
The Jobs-To-Be-Done theory (by Clayton Christensen of Harvard Business School) says this: people don’t buy your product, they hire your product for a job.
Understand the job, understand why people switch to your product, and marketing your product will be much less of a guessing game.
This presentation was given on:
- April 7, 2017: hosted by Invest Ottawa
- May 25, 2017: hosted by Impact Hub Ottawa
Slides updated with narration. Links from the presentation are at:
http://pascallaliberte.me
Using Jobs to be Done to Create a Sustainable Growth StrategyAlan Klement
In 2018 at the Elevate conference in Toronto, Alan Klement discusses how he and others use Jobs to be Done (JTBD) theory to create sustainable growth strategy
This document summarizes a workshop on Jobs To Be Done (JTBD) thinking. It discusses asking customers what job they are hiring a product to do rather than just asking for improvements. The document provides examples of mapping customer journeys and identifying the functional, personal, social and emotional jobs customers hire products to do. It also discusses finding customers' switching moments when their current solution no longer works and a new solution is pulling them versus habits and anxieties holding them back. The workshop teaches designing marketing strategies based on understanding the job(s) a product solves and where in the customer journey to provide reassurances and promote pushes and pulls.
This document discusses how jobs-to-be-done (JTBD) research can be combined with user experience (UX) research. It provides an overview of JTBD theory and frameworks, then discusses how JTBD interviews and analysis can be used alongside typical UX methods to better understand user needs. As an example, it analyzes research done with Format trial users who did not become paying customers. Their JTBD revealed two main jobs: making site building/maintenance less of a hassle, and helping promote their work. By mapping trial users' timelines and the forces influencing them, Format can focus on increasing progress and reducing habits/anxieties preventing continued use.
Business Model Innovation via JTBD MethodologyPralabh Verma
Project aimed to develop alternative business model to bring new products to market using Jobs-to-be-done methodology. This project helped to answer following business questions for the organisation:
a. How to gain critical mass for a new product
b. How to develop new product launch model for self sustainablity
c. How to develop orgnaisation wide process capability for innovation
CRO & Jobs To Be Done - Jon Hayes @ CRO ProsJon Hayes
It can be incredibly difficult to manage a website when the product you are trying to sell is something many consumers don’t understand well. Let alone trying to optimise that experience especially when it’s multi channel and there are various teams involved.
So how do you build meaningful experiments that will take your website to the next level? We hear the phrase customer centricity used all the time but how can we bring that ideal into the optimisation process to start driving the big improvements the organisation wants?
The Jobs To Be Done framework may just be the key to helping you focus on the changes that will really matter to your customers.
Jon Hayes has been in the digital space for a decade. He started by working with several agencies before shifting over to the financial services sector to build digital experiences their customers would finally enjoy.
How to Make Products People Want: The Outcome-Driven Approach To InnovationJean-Francois Hector
Most digital innovations fail because teams lose sight of what customers really want to achieve.
Outcome-Driven Innovation is a powerful way of thinking that puts your customers’ needs at the centre of every conversation.
This simple method will give you the clarity you need to focus on the right opportunities and make better design decisions.
Designing products against customer jobsMartin Jordan
The document discusses how using a Jobs-to-be-Done framework can help product teams develop solutions that meet customer needs. It provides an overview of Jobs-to-be-Done concepts and tools that can be applied at different stages of lean product development, such as using retrospective interviews to understand customer jobs, job maps to visualize the customer journey, and job stories to communicate requirements. The document recommends starting with customer interviews to understand their jobs and iteratively improving products based on Jobs-to-be-Done insights.
Getting started with Job to be Done researchFirmhouse
This document provides an overview of how understanding "Jobs to be Done" can help companies create real customer value and develop innovative products and services. It defines a Job to be Done as the progress a customer is trying to make in a given circumstance. Understanding the goals, actions, pains, and gains associated with different Jobs can help identify opportunities. The document outlines techniques for discovering Jobs through customer interviews, analyzing qualitative data to group common Jobs, and implementing Jobs-based insights through experimentation, identifying opportunities, shaping the customer experience, and adapting marketing. The key thinkers credited with developing the Jobs to be Done framework include Christensen, Blank, Ulwick, Klement, and others from jobstobedone.org.
This document discusses the Jobs-To-Be-Done (JTBD) framework for understanding customer needs and innovating products. The key points are: 1) Customers hire products and services not just to buy them but to get a job done. 2) Understanding the functional, social, and emotional criteria customers use in choosing solutions. 3) Analyzing customer "switching moments" when they explicitly choose a new solution. 4) Using timelines and forces diagrams as tools to deeply understand the jobs and frame new opportunities.
This document discusses the concept of "Jobs To Be Done" (JTBD), which focuses on understanding customer motivations and struggles rather than products. The key principles of JTBD are:
1) Customers want solutions that help improve their lives, not just products.
2) People have "jobs" or struggles they want addressed, not products.
3) Customers define competition based on what helps them make progress, not just product features.
4) Innovation opportunities exist when customers find workaround behaviors.
The document discusses the concept of "jobs to be done" which refers to the core tasks and goals customers want to accomplish. It provides examples of functional, emotional, and social jobs. The document then outlines steps for defining products and services based on customer jobs, which includes defining customers, understanding job needs, finding opportunities, and creating value propositions. Personas and empathy maps are suggested for understanding different customer types. The rest of the document gives examples of mapping out jobs, outcomes, segmentation, and the stages of a job.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
How to work with the JTBD framework and why UXers need to be using itCarmen Brion
Presenting the reasons to use JTBD as part of product development and presenting the main areas on the JTBD Framework.
How to define the customer isn't covered.
This document discusses the Job to be Done (JTBD) framework for understanding customer needs and requirements. It explains that the first step is to probe deeply into the underlying jobs the customer is trying to accomplish without focusing on existing products. Key aspects of the framework include understanding current customer approaches and pain points, identifying real competition, defining criteria for success, obstacles to adoption, and stakeholders. The conclusion emphasizes the importance of talking to the right customers to understand why they do what they currently do and what would satisfy their needs.
Jobs to be Done is a framework that views innovation through understanding customers' needs, pain points, and goals they are trying to accomplish, known as "jobs". The theory was developed by Tony Ulwick and Clayton Christensen to help companies focus on solving specific customer problems. By understanding customers' most important and difficult jobs, companies can create products that help customers complete tasks more easily and effectively. The templates provided are meant to help identify and prioritize customers' key jobs to determine where to focus innovation efforts.
An introduction to the Jobs to Be Done customer research/insights framework, with a focus on how product managers can put Jobs to Be Done into practice with key tools such as customer interviews, surveys, prototyping, and A/B testing.
Practical Experience with Christensen's Innovation Methodology JOBS(R) Jobs-t...vonreventlow
Clayton Christensen's Jobs-to-be-done approach describe a series of steps to create innovation systematically. This deck describes the application of the methodology to the creation of the Avaya Flare User Experience, the Avaya Digital Video Device and the related enterprise cloud offer. We found key for success is to add focus on emotions. And the result to be a condensed job description as more work is required to detail the solutions that it becomes testable against objectives and barriers.
Jobs to Be Done :: Overview and Interview TechniqueBrian Rhea
Jobs to Be Done (JTBD) is a powerful product design framework that is gaining ground in startup communities across in the US. Companies like Basecamp and Intercom are using JTBD to heavily influence their product and marketing efforts with great success.
If you'd like to go deeper, visit https://hirebrianrhea.com/jobs-to-be-done-course to receive a free email course on Jobs to Be Done.
Who:
Brian Rhea (Product Lead at Revve) and Jason Hall (Chief Revenue Officer at Mocavo) have been actively practicing the JTBD framework and have implemented a number of their findings in their respective roles.
How:
In this workshop, we will present an overview of the JTBD framework, the main tools (forces diagram & timeline) and then conduct a JTBD interview with an audience participant to show you how it's done.
This document discusses how to identify customers' "jobs-to-be-done" to better understand what they want from a product. It recommends conducting interviews focused on the situations where customers need help, their struggles with current solutions, and what's important to them. Analyzing these interviews can reveal the jobs, emotions, and criteria driving customer purchases to inform product strategy and messaging.
Get More Traction for Your Product Using Jobs-To-Be-Donepascallaliberte
The Jobs-To-Be-Done theory (by Clayton Christensen of Harvard Business School) says this: people don’t buy your product, they hire your product for a job.
Understand the job, understand why people switch to your product, and marketing your product will be much less of a guessing game.
This presentation was given on:
- April 7, 2017: hosted by Invest Ottawa
- May 25, 2017: hosted by Impact Hub Ottawa
Slides updated with narration. Links from the presentation are at:
http://pascallaliberte.me
Using Jobs to be Done to Create a Sustainable Growth StrategyAlan Klement
In 2018 at the Elevate conference in Toronto, Alan Klement discusses how he and others use Jobs to be Done (JTBD) theory to create sustainable growth strategy
This document summarizes a workshop on Jobs To Be Done (JTBD) thinking. It discusses asking customers what job they are hiring a product to do rather than just asking for improvements. The document provides examples of mapping customer journeys and identifying the functional, personal, social and emotional jobs customers hire products to do. It also discusses finding customers' switching moments when their current solution no longer works and a new solution is pulling them versus habits and anxieties holding them back. The workshop teaches designing marketing strategies based on understanding the job(s) a product solves and where in the customer journey to provide reassurances and promote pushes and pulls.
This document discusses how jobs-to-be-done (JTBD) research can be combined with user experience (UX) research. It provides an overview of JTBD theory and frameworks, then discusses how JTBD interviews and analysis can be used alongside typical UX methods to better understand user needs. As an example, it analyzes research done with Format trial users who did not become paying customers. Their JTBD revealed two main jobs: making site building/maintenance less of a hassle, and helping promote their work. By mapping trial users' timelines and the forces influencing them, Format can focus on increasing progress and reducing habits/anxieties preventing continued use.
Business Model Innovation via JTBD MethodologyPralabh Verma
Project aimed to develop alternative business model to bring new products to market using Jobs-to-be-done methodology. This project helped to answer following business questions for the organisation:
a. How to gain critical mass for a new product
b. How to develop new product launch model for self sustainablity
c. How to develop orgnaisation wide process capability for innovation
CRO & Jobs To Be Done - Jon Hayes @ CRO ProsJon Hayes
It can be incredibly difficult to manage a website when the product you are trying to sell is something many consumers don’t understand well. Let alone trying to optimise that experience especially when it’s multi channel and there are various teams involved.
So how do you build meaningful experiments that will take your website to the next level? We hear the phrase customer centricity used all the time but how can we bring that ideal into the optimisation process to start driving the big improvements the organisation wants?
The Jobs To Be Done framework may just be the key to helping you focus on the changes that will really matter to your customers.
Jon Hayes has been in the digital space for a decade. He started by working with several agencies before shifting over to the financial services sector to build digital experiences their customers would finally enjoy.
How to Make Products People Want: The Outcome-Driven Approach To InnovationJean-Francois Hector
Most digital innovations fail because teams lose sight of what customers really want to achieve.
Outcome-Driven Innovation is a powerful way of thinking that puts your customers’ needs at the centre of every conversation.
This simple method will give you the clarity you need to focus on the right opportunities and make better design decisions.
Designing products against customer jobsMartin Jordan
The document discusses how using a Jobs-to-be-Done framework can help product teams develop solutions that meet customer needs. It provides an overview of Jobs-to-be-Done concepts and tools that can be applied at different stages of lean product development, such as using retrospective interviews to understand customer jobs, job maps to visualize the customer journey, and job stories to communicate requirements. The document recommends starting with customer interviews to understand their jobs and iteratively improving products based on Jobs-to-be-Done insights.
Getting started with Job to be Done researchFirmhouse
This document provides an overview of how understanding "Jobs to be Done" can help companies create real customer value and develop innovative products and services. It defines a Job to be Done as the progress a customer is trying to make in a given circumstance. Understanding the goals, actions, pains, and gains associated with different Jobs can help identify opportunities. The document outlines techniques for discovering Jobs through customer interviews, analyzing qualitative data to group common Jobs, and implementing Jobs-based insights through experimentation, identifying opportunities, shaping the customer experience, and adapting marketing. The key thinkers credited with developing the Jobs to be Done framework include Christensen, Blank, Ulwick, Klement, and others from jobstobedone.org.
This document discusses the Jobs-To-Be-Done (JTBD) framework for understanding customer needs and innovating products. The key points are: 1) Customers hire products and services not just to buy them but to get a job done. 2) Understanding the functional, social, and emotional criteria customers use in choosing solutions. 3) Analyzing customer "switching moments" when they explicitly choose a new solution. 4) Using timelines and forces diagrams as tools to deeply understand the jobs and frame new opportunities.
This document discusses the concept of "Jobs To Be Done" (JTBD), which focuses on understanding customer motivations and struggles rather than products. The key principles of JTBD are:
1) Customers want solutions that help improve their lives, not just products.
2) People have "jobs" or struggles they want addressed, not products.
3) Customers define competition based on what helps them make progress, not just product features.
4) Innovation opportunities exist when customers find workaround behaviors.
The document discusses the concept of "jobs to be done" which refers to the core tasks and goals customers want to accomplish. It provides examples of functional, emotional, and social jobs. The document then outlines steps for defining products and services based on customer jobs, which includes defining customers, understanding job needs, finding opportunities, and creating value propositions. Personas and empathy maps are suggested for understanding different customer types. The rest of the document gives examples of mapping out jobs, outcomes, segmentation, and the stages of a job.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
The document provides an overview of design thinking methodology and how it can be combined with LEAN principles for product development. It discusses the key stages of design thinking - empathizing to understand user needs, defining insights, ideating potential solutions, prototyping ideas, and testing prototypes with users. It also explains how minimum viable products and build-measure-learn cycles from LEAN can help accelerate the design process. The presentation aims to illustrate how design thinking and LEAN can be applied together to more efficiently develop products that meet user needs.
Intro to Lean Startup and Customer Discovery for AgilistsShashi Jain
This is a short presentation I made to the Portland Agile and Scrum group giving a light introduction to Lean Startup, Customer Discovery, and how you use them together to create a product-market fit.
The Minimum Loveable Product: Go Beyond the Minimum Viable ProductDialexa
Minimum Viable Products (MVP) rarely make "good" products. We discuss an alternative: the Minimum Loveable Product. In the world of platform engineering, coordinating your software (and perhaps hardware teams) to deliver a valuable product that your target audience will use is critical to success.
http://by.dialexa.com/beyond-the-minimum-viable-product-why-you-should-build-a-minimum-loveable-product
IXDA Chicago May 2015 : Recruiting Wunderland Judi WunderlichIxDA Chicago
The document provides tips for user experience careers, including articulating your problem-solving process, creating an online portfolio, knowing your specializations and goals, demonstrating passion, and basics for interviews. It recommends explaining your thought process for projects, having a responsive website portfolio showing work quality, being prepared to discuss interests and long-term goals, showing enthusiasm for user experience design, and properly following up after interviews.
Design thinking process is a creative problem solving approach that emphasizes empathy, collaboration, and experimentation to create innovative solutions.
The engineering design process consists of 8 steps: 1) define the problem, 2) do background research, 3) brainstorm solutions, 4) choose the best solution, 5) develop the solution, 6) build a prototype, 7) test and redesign, and 8) repeat the process as needed until the best solution is found. Engineers follow these steps to systematically solve problems by researching user needs, generating ideas, testing solutions, and improving designs.
Speed Design Studio is a variant of Will Evan’s Design Studio Process and was designed collaboratively by Jabe Bloom and Will Evan’s at TLCLabs
Speed Design Studio was modified from the original based on insights from Cognitive Edge methods and is focused on extremely rapid iterations in an attempt to emerge team level understandings of design problems and solution language.
Due to efforts applied to tighten cycle times, Speed Design Studio can be taught in a 1-2 hr workshop.
The document discusses the author's goal of enhancing their skills in information design through learning and applying design thinking techniques. It notes the benefits of embracing ideas without judgment, and references resources available through the course and at work that can help generate new ideas and solutions to provide information to customers in a way that delights them. The author plans to create a prototype and checklist incorporating design thinking practices to apply to their work.
7 Wonders of Engineering Design ProcessGOVINDYADAV56
Have Dreams Bigger Than The Universe? If Yes then come and Join #SDNx an Open Learning Platform That Is Designed To Provide Space Awareness Activities, Educational Programs, Research & Development Of Space Exploration Technologies And Major Space Industry Events To Serve The Global Space Community.
Define Before Diving: An intro to Product StrategyAnna Youngs
Watch webinar here: https://youtu.be/RbpGjNh9Mj0
Defining your product and what you expect from it can be as important as creating the product itself. It is what allows a company to align their strategic vision with short-term and long-terms results, allowing companies to reach their users and market in a more direct and clear way, instead of producing a product whose strategy is too general and ambiguous.
Lydia and Anna, Product Design Managers at Novoda, gave a talk at Codurance on the essential concepts of product strategy and the steps to a product definition, the key phases and importance of design thinking and the innovation value it adds plus research methods and tools to analyse the obtained information. We also learn about the huge value of clear communication and good practices when working with the rest of the team.
This talk provides an enriching and useful insight for companies and stakeholders looking for a more effective way of making their vision a reality and wanting to know more about the components of a good product strategy.
Startup with the right approach. Design Thinking can be implemented for your startup business for efficiency, rapid prototyping, solving complex problems and yes, its not just for only designers. You holistic design strategy for your startup.
Presented by Subhashish Karmakar
https://www.linkedin.com/in/subhasishk/
Design thinking is a creative process for solving human problems centered around empathy, ideation, and prototyping. It involves observing users to understand their needs and pain points, then brainstorming and testing solutions to prioritize features that address customer needs. The key steps are to empathize with users, define problems, ideate many solutions, and prototype ideas to gather feedback before planning development. Design thinking helps startups foster collaboration, get to market faster with clear goals focused on user needs rather than "pet features."
The document discusses design thinking workshops and innovation. It describes design thinking as a human-centered approach to innovation that integrates user needs, technology possibilities, and business requirements. The design thinking process involves learning about users, defining problems from their perspective, brainstorming solutions, testing ideas with users, and building representations to show others. Workshops bring together multi-disciplinary teams to generate ideas through techniques like user flows, post-its, dot voting, and prototyping. The document provides tips for effective workshops and follow-ups like documenting solutions and testing concepts. It also discusses conducting design thinking outside of workshops through smaller sessions, remote collaboration, and individual processes.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
The document discusses the foundations of Lean UX which include design thinking, agile software development, and the Lean Startup method. It emphasizes that Lean UX teams should be cross-functional, small, co-located, and focus on outcomes rather than outputs. The principles of Lean UX are to remove waste, conduct continuous discovery with customers, embrace failure for learning, and get team members out of the office to engage with users.
The Design Sprints are a 2-5 days process for answering critical business questions through design, prototyping, and testing ideas with customers.
In this keynote I present you the Google Venture Design Sprints Methodology.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
International Upcycling Research Network advisory board meeting 4Kyungeun Sung
Slides used for the International Upcycling Research Network advisory board 4 (last one). The project is based at De Montfort University in Leicester, UK, and funded by the Arts and Humanities Research Council.
5. 1. Share
• More eyes =
More perspective =
More ideas and feedback =
Better solutions
• Embrace cross-discipline
collaboration
6. Share with
an Engineer
Well, anything is possible…
Might not be possible to build in
an acceptable amount of time
7. • Designers can give input on
usability and direction
• Support might know other
related user frustrations
• Support can suggest
possible test users
Share with
Design &
Support
8. • Check copy guidelines and
brand are followed
• Plan future marketing
• Can suggest test users
Share with
Marketing
& Sales
16. Screen
testers
• Bad data is worse than
no data
• Build the right product
Google Forms
Information Technology
What does your company do?
Product Manager
What’s your role?
10-50
How big is the company?
Send
28. Figma
https://www.figma.com/
Silicon Valley Product Group - blog
https://svpg.com/articles/
The Mom Test
How to talk to customers & learn if your
business is a good idea when everyone is
lying to you, by Rob Fitzpatrick
The Mom Test - a book by Rob Fitzpatrick
NNgroup - Why you only need to test
with 5
https://www.nngroup.com/articles/why-
you-only-need-to-test-with-5-users/
NNgroup - How to recruit participants
https://www.nngroup.com/reports/how-
to-recruit-participants-usability-studies/
Links