Design thinking for Business Analysis

Copyright © 2018 IQbusiness
Tshepo & Sipho
@MatjilaTshepo
Design Thinking for Business Analysis

2
Icebreaker: Introduce
Yourself
1) What is your name?
2) What do you want to study next?
3) How are you going to finance the
studies?

AGENDA
3
5
4
3
2
1
PROBLEM SPACE
How to define the
problem
IMPLEMENTATION
Design thinking transformation
SOLUTION SPACE
How to design the right
solutions
CONTEXT
Business Analysis and
Design Thinking – the
Predilection Gap
INTRO
Forces of change

Copyright © 2018 IQbusiness 4
The illiterate of the 21st century will not
be those who cannot read and write,
but those who cannot
learn, unlearn, and relearn
Alvin Toffler | futurist, writer & businessman

Transformational Drivers…
5
Industry
Rivalry
Threat of
new entrants
Bargaining
Power of
Customers
Bargaining
Power of
Suppliers
Threat of substitute
Products and Services

…the holy grail
6Source: Tim Brown

…strategy cascade
7
Board
Executive
Management
Operations
. Top line + Bottom
line focus
. Cost control
. Mckinsey 7S
Model
. Strategy informs
focus areas

McKinsey 7S
model

If…
9
The purpose of business is
to create and keep a
customer.
The role of business analysis is to enable this purpose.
Peter Drucker

10
How can analysts transform
businesses to realise value?

New Tai Chi
Business Analysis
x
Design
Thinking
11
Combining two powerful, enabling tools:
(…with jobs to be done)

Let’s unpack a little bit…
BUSINESS ANALYSIS = The practice of enabling change in an
enterprise by defining needs and recommending solutions that
deliver value to stakeholders.
DESIGN THINKING = “…a method of meeting humans’ needs in
a technologically feasible and strategically viable way.”
12

A fundamental predilection gap
13
Analytical Thinking
Purpose
Proof through induction and
deduction
Approach
• Exploitation of current
knowledge
• Focus on data from the past
• Administration of what is
• Suppression of judgment
Goal
Reliability: the production of
consistent replicable outcomes
Design
Thinking
Business
Analysis
Design Thinking
Purpose
Knowing without reasoning
Approach
• Exploration of new knowledge
• Focus on what might be
• Invention of the future
• Suppression of analysis
Goal
Validity: the production of
outcomes that meet objectives
Source: Roger Martin

…beyond projects
14
Strategic Design Thinking
Product/ Experience/ Service Design Thinking
Source: Adapted from BABOK Guide: Business Analysis Beyond Projects
Business
Analysis
value
model
Design
Thinking
orientations

Design Thinking is about human-
centered innovation
FOCUSON PEOPLE
Talk is cheap, visuals divine
SHOW, DON’T TELL!
A clear vision inspires the team to
ideate and act
DEFINE PROBLEMS CLEARLY
Skills diversity is strength
COLLABORATERADICALLY
Bias toward doing and making
over thinking and meeting.
BE ACTION-ORIENTED
Every phase has relevant inputs &
outputs
BE PROCESSAWARE
Build to think & learn
BE EXPERIMENTAL
…and
mindsets

…supported by an iterative, non-linear process
16Source: Hasso Plattner Institute - Potsdam

…using Method Engineering to unpack
Source: adapted from Thoring & Muller

Understand
Observe Interview
Observe PrototypeDefine
Reframe
Problem or
Opportunity
Validate
Customer
Needs
Generate
Brainstorm
Questions
Generate
Ideas
Ideation
Evaluate
Ideas
Select
Ideas
Test
Develop
prototypes
Gather
Feedback
Iterative
Loop
Feedback on
User Needs
Feedback on
Problem
Definition
Feedback
on
Concept
Feedback
on
Prototype
Feedback on
Design
Challenge
Collect
Information
Business Analysis
Planning and Monitoring
Elicitation and
Collaboration Solution Evaluation
Requirement Life Cycle Management
Strategy Analysis
Requirements Analysis
and Design Definition
Follow the
Design Thinking
Process &
Mindsets
Apply
Business Analysis
Knowledge Areas
&
Underlying
Competencies
Analytical Thinking
and Problem
Solving
Behavioural
Characteristics
Interaction Skills
Communication
Skills
Business
Knowledge
Tools and
Technology
…our Model for DT for Business Analysis
Change Need ValueStakeholderSolution Context
Manage
Business
Analysis
Core Concepts
Mind-
sets

Shall we begin?
…defuzzing the fuzz
19

Copyright © 2018 IQbusinessCopyright © 2018 IQbusiness
Learning:
20

Copyright © 2018 IQbusiness 21C
The goal of the Understand phase is to gather information about the challenge

BIG WHY…bikini moments
22
…Many people jump into action without checking whether they understand the problem.
85%
Of C-suite execs strongly
agreed or agreed that the
flaw carried significant costs
Of C-suite execs strongly
agreed or agreed that their
organisations are bad at
problem diagnosis
87%
Source: Thomas Wedell-Wedellsborg

HOW?
23
Inputs Tasks Techniques Outputs
• Face to Face briefing
• Project initiation document
• Business case
• Conduct document analysis
• Perform secondary (desk) research
• Interview project owner/SME
• Document analysis
• Interviews
• Scope modeling
• Stakeholder mapping
• Design challenge

WHAT?
24
• The project goals & objectives
• Stakeholders affected
• High-level requirements
• Assumptions
• Success criteria

…spot the difference
25

Copyright © 2018 IQbusinessCopyright © 2018 IQbusiness 50
Doing:

• Complete the design brief as directed
27
10 minutes

• How did you find the section?
• How might you incorporate it into your everyday
work
28
10 minutes

BREAK 1

Learning:

The goal of the Observe phase is to gather insights about the user's needs

WHY?
32
Stakeholder
Consumers and Non consumers
Context
Empathise to understand
Motivations
Value
Uncover unmet needs
...the Predilection for intuitive thinking

• Design
challenge
• Take notes, videos, photos
• Interpret respondents’ inputs
• Question-storm
• Observation
• Interviews
• Job shadowing
• Observation notes, photos, videos
• Interview recordings, notes
• Customer insights
HOW?

…continuing to uncover the mystery
34
Gallery Walk:
• Each observer puts up insights against
the wall
• Invite stakeholders to gallery
• Everyone walks through quietly
reviewing and making notes about
posted insights
• Paste notes on site and cluster

Surprising behaviourWorkarounds Alternative usage
WHAT to observe?

Copyright © 2018 IQbusinessCopyright © 2018 IQbusiness 50Copyright © 2017 IQbusiness
Doing:

• Complete an Empathy Map for your persona
10 minutes

Learning:

The goal of the Define phase is to prioritise customer needs

WHY?
41
Articulation of
Customer needs
Analysis of
Customer needs
Validation of
Customer needs
...the Predilection for analytical thinking

• Customer
insights
• Reframe the problem or opportunity
• Validate customer needs
• Jobs-to-be-done • Defined customer goal
• Validated customer needs
• Prioritised customer needs
HOW?

Definition:
Jobs-to-be-done (JTBD) is the higher purpose for which
customers buy products, services, and solutions.
Perspective:
JTBD seeks to uncover customer motivations underlying
purchasing decisions and how the use or consumption of
products and services satisfy their unmet needs.
Technique: Jobs-to-be-done (JTBD)
43
Clayton Christensen

JTBD Method: Outcome-Driven Innovation (ODI)
44
Job Statement
A description of the
Job-to-be-done
Job Map
A visual depiction of
the core functional
job, deconstructed
into its discrete
process or job steps
Outcome Statement
A breakdown of job
steps into customer
needs or outcomes
Opportunity Map
A ranking of
customer outcomes
in order of
importance and
level of satisfaction
Source: Anthony W. Ulwick and Lance A. Bettencourt
The goal of ODI is to identify the best opportunities for innovation.

…job statement
45
Job
Statement
A description of
the Job-to-be-done
Job Map
A visual depiction
of the core
functional job,
deconstructed into
its discrete
process or job
steps
Outcome
Statement
A breakdown of job
steps into
customer needs or
outcomes
Opportunity
Map
A ranking of
customer
outcomes in order
of importance and
level of
satisfaction
• States the task, activity, or goal the customer is trying to get done
• Free from solutions or specifications
• Stable over time
• Describes the unit of analysis
• Relates to a predefined demographic and context
• Encourages organisational synergy
• Inspires collaborative action
Characteristics of a job statement

Crafting a Job Statement (syntax)
46
Job Statement =
verb + object of the verb (noun) + contextual clarifier
Listen To music On the go
Source: Anthony W. Ulwick

• Using the prescribed syntax provided, formulate a Job
Statement
2 minutes

…Job map
49
Job
Statement
A description of
the Job-to-be-done
Job Map
A visual depiction
of the core
functional job,
deconstructed into
its discrete
process or job
steps
Outcome
Statement
A breakdown of job
steps into
customer needs or
outcomes
Opportunity
Map
A ranking of
customer
outcomes in order
of importance and
level of
satisfaction
• Provides discrete steps in the customer’s job to be done
• Provides a methodical line of questioning
• Simplifies data gathering process
• Identifies customer metrics for successful execution of the job
• Assists with business value decision making
• Pinpoints unmet needs
Characteristics of a job map

Job Map: 8 process steps
50
Define
Determining objectives; planning
the approach; assessing
availability of resources to
complete job.
Locate
What inputs or items (both
tangible and intangible) must
be located to do the job.
Prepare
Preparing the inputs and
environment to do the job.
Confirm
Verifying readiness to proceed
with the job to ensure its
successful execution.
Execute
What to do to ensure Successful
execution of the job.
Monitor
What to monitor to ensure that
the job has been successfully
executed.
Modify
What may be altered for the job to
be completed successfully.
Conclude
What to do to finish the job
where the conclusion is not
self-evident.
Source:AnthonyW. Ulwick

Job Map (example)
51Source: Anthony W. Ulwick
Job statement: listen to music on the go.
Job map: process steps

…Outcome statement
52
Job
Statement
A description of
the Job-to-be-done
Job Map
A visual depiction
of the core
functional job,
deconstructed into
its discrete
process or job
steps
Outcome
Statement
A breakdown of job
steps into
customer needs or
outcomes
Opportunity
Map
A ranking of
customer
outcomes in order
of importance and
level of
satisfaction
• Articulates needs per job step.
• Renders needs controllable and manageable.
• A metric customers use to judge performance.
• Monitors solution development against the right product and service
features.
• Ensures consistent delivery of customer value.
• A yardstick for tracking unmet needs.
• Used in a customer survey to identify unmet needs.
• Measurable, controllable, actionable, devoid of solutions, and stabl
over time
Characteristics of an outcome statement

Generating Customer Outcomes (example)
53Source: Anthony W. Ulwick
Job statement: listen to music on the go.
Job map: process steps
Prepare Outcome 1 = It takes too long to arrange the songs in the preferred order.
Outcomes:

Crafting an Outcome Statement (syntax)
Outcome statement =
direction of improvement + performance metric + object of control + contextual clarifier
Source: Anthony W. Ulwick
Minimise The time it takes To arrange songs to play In the preferred order
Prepare Outcome 1 = It takes too long to arrange the songs in the preferred order.
Outcomes:

The customer needs hierarchy
55
Source: Tony Ulwic

Using “Define” and “Locate” job steps:
• Generate 1 customer outcome for each
• Formulate an outcome statement for 1 of the 2 customer outcomes
10 minutes

…Opportunity map
58
Job
Statement
A description of
the Job-to-be-done
Job Map
A visual depiction
of the core
functional job,
deconstructed into
its discrete
process or job
steps
Outcome
Statement
A breakdown of job
steps into
customer needs or
outcomes
Opportunity
Map
A ranking of
customer outcomes
in order of
importance and
level of satisfaction
• Quantifies the degree to which each outcome is over/underserved.
• Data driven method of prioritising customer needs (outcomes).
• Elicits quantitative insights from the enterprise’s market.
• Discover opportunities to get the job done better (underserved outcomes).
• Discover opportunities to get the job done more cheaply (overserved outcomes).
• Opportunity algorithm is used to calculate an opportunity score for each outcome -
priority order.
• Determine the strengths and weaknesses of competing solutions.
Characteristics of an opportunity map

Quantitative data gathering (survey method)
59
• Compile a survey using outcome statements from the job map
• Send the survey to a representative sample of customers (180 – 3000)
• Asks what alternative solution they are using to get the job done
• Asks for rating of outcomes on importance and satisfaction
Source: Tony Ulwick
Sample survey
design

Opportunity map (example)
60Source:Tony Ulwick

WHAT to define…
61
Customer desired outcomes

• Comments on the value of the opportunity map
5 minutes

• Reflect on the Define phase?
• How might you use it in your daily work?
5 minutes

Learning:

The goal of Ideation is to generate solutions to address need(s).

WHY?
• Helps surfaces novel ways to reimagine solutions
• Leverages the power of collective problem solving
67
= Idea babies

HOW?
68
• Validated pain / gain points
• Design options
Generate brainstorming questions Workshop How Might We… Questions
How Might We … Questions Generate ideas Brainstorming Design ideas
Design ideas Evaluate ideas Mind Mapping Clustered ideas
Clustered ideas Select ideas Prioritisation Prioritised solution ideaS

1. Brainstorm question: “How Might We”
69
WHY
•The HMW question purposely maintains a level of ambiguity, and opens up the exploration
space to a range of possibilities.
WHAT
•It's a re-wording of the core users, their needs and your insights about them, that was
uncovered in the Empathise and Define stages.
•“How" suggests that we do not yet have the answer. “How” sets aside prescriptive briefs
and explores a variety of endeavours instead of merely executing on what we “think” the
solution should be.
•“Might" emphasises that our responses may only be possible solutions. It also allows for
exploration of multiple possible solutions, not settling for the first that comes to mind.
•“We" immediately brings in the element of a collaborative effort. It suggests that the idea
for the solution lies in collective teamwork.
HOW
•Begin with your outcome statement or problem statement. Start by rephrasing and framing
your outcome statement as several questions by adding “How Might We” at the beginning.
•Break that larger outcome statement challenge up into smaller actionable and meaningful
questions. Five to ten “How Might We” questions for one outcome statement is a good
starting point.
•Look at your “How Might We” questions and ask yourself if they allow for a variety of
solutions. If they don’t, broaden them. If they are too broad, narrow them down. Aim for a
narrow enough frame to let you know where to start your Brainstorm.
Outcome statement: Minimise
the time it takes to get the songs
in the desired order for listening
How Might We … reduce the time it
takes to curate music?
How Might We … create a framework
for selecting predefined music order?
How Might We … use song selection
history to suggest music order?
How Might We … provide alternative
platforms to make songs available?

2. Generating ideas
70
APPROACH
•Creativity comes from a blend of individual and collective ideation (Alex Osborn,
1950)
•Switching between the two modes of individual and collective ideation sessions
can be seamless—and highly productive.
•Creative thinking techniques help to approach problems from new perspectives.
WHY
•To sit the team down with a blank pieceof paper and ask them to come up with
ideas will likely result in failure. Likewise, to have everyone shout out their own
ideas is likely to result in failure.
BEST PRACTICES
•Set a time limit
•Start with a problem statement, outcome statement, possible questions, a plan, or
a goal and stay focused on the topic.
•Defer judgement or criticism, including non-verbal.
•Encourage weird, wacky and wild ideas
•Aim for quantity
•Build on each others' ideas.
•Be visual.
•One conversation at a time.
Brainstorm Braindump Brainwrite Brainwalk
Challenge
Assumptions
SCAMPER Mindmap
Sketch or
Sketchstorm
Storyboard Analogies Provocation Movement
Bodystorm Gamestorming Cheatstorm Crowdstorm
Co-Creation
Workshops
Prototype Creative Pause
TECHNIQUES

Technique: Brainwalking
Idea Card 1
Idea Card 2
Idea Card 3Idea Card 4
Idea Card 5
WHY
•Brainwriting serves as a means to maximise the initial braindump, or as a way to
refocus if other ideation methods go haywire.
•Brainwalking gets people out of their seats, gets them moving, keeps energy
levels up and mixes things up enough so that the group as a whole does not get
stuck.
WHAT
•Brainwriting involves participants write ideas onto cards and then pass their
idea cards on to the next person. The next person builds on the ideas of the
previous.
•Brainwalking is similar, but participants have to get up from their seats and
move to another spot around the brainstorming table.
•Participants perform this technique in complete silence, building on instead of
criticising, other’s ideas.
HOW
•Brief participants on the problem statement, goals and important user insights.
•Jot down ideas on their idea cards for 3-5 minutes.
•Move on to the next seat or table to continue writing down their ideas on the
other participant’s idea card. Ideally repeat 3-10 times.
•Write as many ideas as possible to maximize the output and variation.
•Afterwards, each participant briefly presents the thoughts on the idea card
he/she ends up with, to spark new streams of thinking or combinations of ideas.
71

3. Evaluating and eliminating ideas
GOAL
•Ideas are evaluated, compared, ranked, clustered and ditched in an
attempt to pull together a few great ideas to act on (‘convergent stage’)
•The aim is spotting potential winners, or combinations of winning
attributes, from a number of ideas.
WHY
•At some point in your ideation session, you’ll have reached a critical
mass of ideas, and it will become unproductive to attempt to keep
pushing for more.
•This is different from the natural creative slumps that teams experience
throughout ideation sessions, and means it is a good point to stop and
focus on pruning.
TECHNIQUES
Post-it Voting or Dot Voting
Four Categories Method
Bingo Selection
Idea Affinity Diagrams
72

4. Selecting ideas
WHY
•To choose ideas which fit into your goals, your research about your users, their needs,
and your insights about them which you’ve condensed into your problem statement—
which is also called your outcome statement.
APPROACH
•Ensure that ideas that have made it elimination exercises are evaluated based on
selection criteria.
•Rank ideas according to how they meet these criteria.
SELECTION CRITERIA
•Does it fit with people's needs? Is there demand?
•Does it really meet the goals set initially?
•Does it meet the requirements in our problem statement/outcome statement?
•Does it answer our “How Might We” questions in a satisfying way?
•Is it different enough from what exists to add additional value?
•Do we have access to the budget—enough to implement even partially?
•Will we be able to roll it out with the available resources?
•Can we get approval from decision makers?
73
TECHNIQUES
Now-Wow-How
Matrix
Six Thinking Hats
Idea Selection
Criteria

Technique “Now Wow How” Matrix
How?
Now Wow!
WHY
•To apply the idea criteria which are right for your current design
challenge.
•To select the best ideas, that can be prototyped and tested.
WHAT
•Matrix contains two axis, with the vertical representing
difficulty of implementation (viability) and the horizontal axis
representing the degree of innovation (innovativeness).
•Now: ideas that can be implemented immediately but which
lack novelty.
•Wow: ideas that can be implemented and are innovative.
•How: ideas that could possibly be implemented in the future.
HOW
•Assign coloured dot stickers to each category.
•Allow group participants to vote on where they think ideas
should be pitched on the scale.
74
EASYIMPOSSIBLE
ORDINARY ORIGINAL

• Generate 2 HMW questions from your Outcome Statement
• Generate 3 ideas for one of the HWW questions
• Evaluate the ideas in terms of defined opportunity / problem
• Select one idea to create a solution with
10 minutes

• How did you find the exercise?
• General comments on how the preceding section would apply to your
work?
10 minutes

Learning:

The goal of the Prototype & Test phase is to bring to life and test potential solution or solutions to a problem(s)
customers are having.

HOW?
80
Prototype Prioritised
solution idea
Develop prototype • Sketches & Diagrams
• Wireframes
• Storyboards & Video Prototyping
• Models / Mock-ups
• Non-interactiveSimulations
• Interactive Simulations
• Business Model Canvas
Low-fidelity or high-fidelity
prototypes
Testing Low-fidelity or
high-fidelity
Prototypes
Gather Feedback • A/B Testing
• Observation Testing
• Live Testing
Testing Feedback

What is it?
A quick, inexpensive and rough visual example or demonstration used to learn about and validate the
feasibility, desirability and viability of alternative solutions
Why use it?
• To evaluate and test the design
• To improve accuracy of understanding
• To explore problems, ideas and opportunities
• To get stakeholder buy-in
1. Prototype
81

Prototype guidelines
Design-thinking is all about action. Once the
team has discussed the basic concept, get
building.1 Just start building
2 Don’t spend too much time
The longer the amount of time spent on building
the prototype becomes, the more emotionally
attached the design team can get to the solution.
Test the prototype against the user behaviours,
expectations and needs.4 Build with the user in mind
All prototypes should have central testing metrics.
The prototype was built in a specific way, to test
and get feedback on the presented solution.
3 Remember what is being tested
82

10 prototyping principles
Source: StrategynAG
1. Make it visual
and tangible
2. Embrace a
beginner’s mindset
3. Don’t fall in love
with first ideas –
create alternatives
4. Feel
comfortable in a
“liquid state”
5. Start with a low
fidelity, iterate and
refine
83

…continued
6. Expose your
work early, seek
criticism
7. Learn faster by
falling early, often
and cheaply
8. Use creativity
techniques
9. Create “Shrek
models”
10. Track
learnings, insights
and progress
84
Source: StrategynAG

• Sketch a prototype of the top idea selected from the pool of ideas
10 minutes

• General comments on how the preceding section would apply to
your work?
5 minutes

2. Testing
88
Prototype & Test CycleWhat is it?
Evaluation of possible solutions that were
developed based on the customer value
propositions in order to:
• Gather user feedback
• Identify limitations and constraints
• Incorporate feedback into next iteration

…continued
Metrics can be
quantitative or
qualitative
The type of metrics
that should be used
are dependant on the
nature of the solution
Metrics have the
ability to show you
what works and what
does not work
A metric is an
actionable unit of
measure that is used to
decide how the next
version of a prototype
will be iterated
How?
Establish clear and measureable metrics

Testing methods
A/B Testing
A/B testing is type of method
where 2 variants of a
prototype are sent to users.
They both fulfil the same
function but do so in a
different manner.
Observation Testing
Observation testing is a
method where users are
observed when they are
testing the prototype.
Live Testing
Live testing is a method
where one version of the
prototype is sent to the
public and users interact
with the prototype.
90

Best practice tips for gathering feedback
 Tailor the feedback according to your prototype
 Test your prototypes on the right people | extreme users
 Ask the right questions & keep an open mind
 Be neutral when presenting your ideas | refrain from trying to sell your idea.
 Adapt while testing | if you think that your planned script for the testing
session does not work well, feel free to deviate from it and improvise during
the testing session
 Let the user contribute ideas | ask your users how the product or service
could be improved for them
91

Evaluation template
92
USABILITY
Where did you find product/service interaction confusing?
USEFULNESS
What features did you like about the product/service?
DESIRABILITY
Would you buy this product/service?
DELIGHTFULNESS
When using or assessing the product/service, how did it make you feel?

• Evaluate the prototype using the “Evaluation Template”
5 minutes

• General comments on how the preceding section would apply to your
work?
5 minutes

Learning:

…make the change

…design
thinking
project
composition
Source: Bert Brautigam

Measuring DT success
KPIs
Business metrics
Market performance of a
product
Technology metrics
Technical performance&
maturity of a product
Experience
metrics
User behaviour when
interacting with product
Qualitativedata
100Source: Bert Brautigam

Recap:

The illiterate of the 21st century will not
be those who cannot read and write,
but those who cannot
learn, unlearn, and relearn
Alvin Toffler | futurist, writer & businessman

Transformational Drivers…
103
Industry
Rivalry
Threat of
new entrants
Bargaining
Power of
Customers
Bargaining
Power of
Suppliers
Threat of substitute
Products and Services

If…
104
The purpose of business is
to create and keep a customer.
The role of business analysis is to enable this purpose.
Peter Drucker

…the holy grail
105Source: Tim Brown

How can analysts transform
businesses to realise value?

New Tai Chi
Business Analysis
x
Design
Thinking
107
Combining two powerful, enabling tools:
(…with jobs to be done)

You need to make the change

THANK YOU…

Contact us
Tshepo Matjila
tmatjila@iqbusiness.net
@MatjilaTshepo
112
Sipho Sepeng
ssepeng@iqbusiness.net

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