Designing for Impact
•Download as PPTX, PDF•
1 like•112 views
In this presentation, I describe how we, as designers, can start to have more impact and influence in our businesses. Using a combination of research, analysis, vision and product-thinking to surface new opportunities and drive the right outcomes for our customers; in service of the business.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Designing for Impact
Similar to Designing for Impact (20)
Recently uploaded
Recently uploaded (20)
Designing for Impact
- 1. Designing for Impact Matt Godfrey - Head of Product Design
- 2. Matt Godfrey Designing for Impact Head of Product Design Redgate Software @matthewgodfrey
- 3. “Have a strong effect on someone or something.” IMPACT
- 4. Design Idealism (purist/artistry) Design Agnosticism (commercial-focus) Design Pragmatism (product-thinking) 04@MatthewGodfreyRedgate Software Designing for Impact Most folks start out here...
- 5. How does Design move past an ideal and have genuine impact? Designing for Impact 05@MatthewGodfrey
- 6. Four Elements of Design Impact 06@MatthewGodfreyRedgate Software Designing for Impact 1 2 3 4 Customer Insight Demand Analysis Creative Vision Product-Thinking
- 7. Customer Insight Identify new opportunities. 07@MatthewGodfreyRedgate Software Designing for Impact 1
- 8. Insights are opportunities for creativity and innovation. Designing for Impact 08@MatthewGodfrey
- 9. Purpose Focus/Scope Exploratory Shaping the problem space, defining markets. Market-focused: New problem space, product-agnostic. Strategic Discover unmet needs/new problems to solve. Problem-focused: Existing problem space, product/service. Tactical Explore and validate solutions to a known problem. Solution-focused: Known problem(s), features & workflows. Operational Evaluate and optimize the chosen solution. Optimization-focused: Existing solution(s), interactions & UI. Source: https://uxdesign.cc/working-with-the-research-funnel-23a5d694b623 Designing for Impact 09@MatthewGodfreyRedgate Software Research Framework
- 10. Designing for Impact 10@MatthewGodfreyRedgate Software The Research Through Line Tend to focus a lot of effort here... And not so much here... And very little here...unless you’re a start-up.
- 11. Designing for Impact 11@MatthewGodfreyRedgate Software System of Research & Strategy
- 12. Demand Analysis Analyse the proposition. 12@MatthewGodfreyRedgate Software Designing for Impact 2
- 13. “We succeed when our customers succeed.” - Redgate Value Designing for Impact 13@MatthewGodfrey
- 14. Designing for Impact 14@MatthewGodfreyRedgate Software Mapping Jobs-to-be-Done
- 15. Designing for Impact 15@MatthewGodfreyRedgate Software Measure Value Realisation
- 16. 1. Explore New products/services. 2. Extend New segments. Enhance New pains/gains. 3. 16@MatthewGodfreyRedgate Software Designing for Impact Explore Growth Strategies
- 17. Creative Vision Envision the future state. 17@MatthewGodfreyRedgate Software Designing for Impact 3
- 18. Designers are uniquely positioned to bring others on a journey of what’s possible. 18@MatthewGodfreyRedgate Software Designing for Impact
- 19. Designing for Impact 19@MatthewGodfreyRedgate Software Storboards & Comic Strips
- 21. Designing for Impact 21@MatthewGodfreyRedgate Software As-Is & To-Be Journeys
- 22. Product-Thinking Designing for Outcomes. 22@MatthewGodfreyRedgate Software Designing for Impact 4
- 23. Our efforts shape others’ expectations. 23@MatthewGodfreyRedgate Software Designing for Impact
- 24. Outputs Outcomes { A change in customer behaviour. } { The ‘busy’ work we do day-to-day. } 24@MatthewGodfreyRedgate Software Designing for Impact
- 25. Business Outcomes Customer Outcomes + = Product-Thinking 25@MatthewGodfreyRedgate Software Designing for Impact
- 26. Product-Thinking is the application of design to enable great customer outcomes, that drive desired business outcomes. 26@MatthewGodfreyRedgate Software Designing for Impact
- 27. Designing for Impact 27@MatthewGodfreyRedgate Software The Design Through Line
- 28. Designing for Impact 27@MatthewGodfreyRedgate Software The Design Through Line
- 29. Designing for Impact 28@MatthewGodfreyRedgate Software The Four Elements at play Qualitative and quantitative insights from primary and secondary research enable us to surface new, customer centric product or portfolio opportunities. The What Is. Jobs-to-be-Done, proposition and journey analysis help to evaluate new opportunities, relative to demand (jobs), supply (proposition) and consumption (journeys). The What Now. Design Thinking, storytelling and concept work enable us to help others imagine/reimagine what’s possible and collectively envision a desired future state. The What Could Be. A focus on measurable outcomes (vs. outputs), strategic alignment and experimentation enable us to design with intent and contribute to efforts that will drive business value. The What Next.
- 30. DESIGN IMPACT Surfacing, analysing and envisioning new opportunities; executing with a focus on delivering key customer and business outcomes.
- 31. 30@MatthewGodfreyRedgate Software Designing for Impact Design Idealism (purist/artistry) Design Agnosticism (commercial-focus) Design Pragmatism (product-thinking) More of us should be here...
Editor's Notes
- So, I’ll first start with a definition... As designer we all talk a lot about impact, but what does that actually mean… Impact is defined as: “Having a strong effect or influence on someone or something”. So, in this talk I’m going to try and describe the role of design, as a function of the business... And how we, as designers, can start to have more impact!
- Before I start though, I wanted to reflect on my own experiences as regards impact... For me, someone's perspective on design and as such, their ability to have impact, falls into one of three categories: Design Idealism - Design purist, exclusively about the art or craft of creating beautiful design work Design Agnosticism - Pure commercial focus, exclusively about creating more revenue at all costs Design Pragmatism - Intersect of solving customer problems to enable business outcomes Most folks, including myself for many years, start out here...
- So how does design move past an ideal and have genuine impact
- SO I believe there are at least 4 elements of design impact, which I’m going to cover in-turn Customer Insight Demand Analysis Creative Vision Product-Thinking
- Customer Insights: Ability to discover, surface and present new opportunities
- Based on a strong belief that “ insights are opportunities for creativity and innovation.” They are the lifeblood of any good product decision - strategic or otherwise Insights are hidden truths that present opportunities for business growth.
- But to do this effectively need to push beyond more tactical efforts to conduct an ongoing programme of strategic enquiry Critical to have a system, tools and resources to enable good, qualitative research to happen in our org A framework (like Emma Boulton's funnels model) allows us to describe and be more explicit about the types of research happening in your org These more exploratory and strategic activities are key to surfacing new, valuable growth opportunities Optimisation vs. new value.
- So we if we look at this model into the wider business context your programme of research can operate across three levels 1. Shaping portfolio - Markets/Problem Spaces: Fundamentals that inform company direction, strategy and portfolio decisions 2. Shaping roadmaps - Problem-Focus: New customer problems/opportunities that define the vision and roadmap for a product/service 3. Shaping backlogs - Solution-Focus Explore, validate and test potential solutions to know problems Most orgs tend to over-index on tactical efforts vs. that which informs more significant growth opportunities.
- But a seam of new insight and opportunity won’t have have impact unless is part of a wider operating model Doing great research, uncovering new insights, but to what end? Has to be aligned with helping the business answer and challenge key assumptions Has to be integrated with your organisation’s strategy and planning process So in this this illustration you’ll see: Signals feed a shared learning backlog Pass through to reference and/or update foundational artefacts (personas, JTBD, Value Props) To evidence, inform and support strategic choices And ultimately shape the vision and roadmap for our products
- One of our core Redgate values But how do we determine success? Success is a product of : 1. Demand - What progress customers are looking to make in their personal or professional lives? 2. Supply - Degree to which your offering helps them make the kind of progress they are looking for? 3. Consumption - Customer’s ability to reliably extract value from your offering?
- At Redgate we use the JTBD framework Artefacts like Job Maps serve as visual tools for mapping customer demand to supply i.e. the jobs are customers are looking to get done - ‘why they hire your product’ vs. what we currently have and position in the market to serve those jobs Mapping allows us to Identify customers unmet & underserved jobs Enables us to make strategic choice about the score and shape of the offering
- Another angle on this is about analysing and measuring consumption and value realisation Knowing the current state of demand and supply, how easy/likely is it that customer can extract value from your product? Do the propositions we deliver to our customers live up to what we are marketing and selling? Can we reliably help customers to these key moments of value (serving their jobs) And ensure they making progress towards their desired outcomes?
- Armed with that analysis we can help determine growth strategies to pursue Strategyzer’s Value Proposition Canvas is a great, cross-functional tool for exploring and validating new/different propositions Visual way of mapping customer segments and their jobs, pains and gains to a current or future proposition Identify at least 3 potential growth strategies Explore - new products/services Extend - extend to reach new segment(s) Enhance - new/more pains & gains (more value/better experience)
- Based on a belief that designers are uniquely positioned to bring others on a journey of what’s possible. Once we know the delta on demand and supply and have identified the next, most valuable opportunity.. How do we help others envision that North Star; focusing on a desired future experience
- Methods like comic strips/storyboards used to project and imagine what might be possible. Escaping the trap of the ‘now’ and anchoring biases Stories are a powerful medium for connecting on a more emotional level Bring the customer front and center - with technology as an enabler Credit to colleague Chris Spalton and his work with the ReOps community
- Similarly, we can use concept cars/design fiction to explore radical, new, future concepts Again, concepts allow us to help other (non-creative types) project beyond the ‘now’ Bringing shape and possibility to imagination and creativity Pushing the boundaries to imagine and reimagine a possible future
- And To-be journeys allow us to map, coordinate and direct the desired customer experience Operating across the boundaries and silos of your org structure to chart a course forwards A blueprint that enables teams and departments to rally towards a better, coordinated customer experience Your product/service is one aspect of a bigger journey Experiences across the e2e will shape your customers relationships with your brand Think relationships vs. transactions
- In other words we’re a product of the work we deliver So if we, as designers, only ever focus on outputs (shiny deliverables), that’s what the business will expect of us
- But, if we understand and can explicitly connect our work to specific business outcomes, we can redefine the value of design We set the expectations of the business, stakeholders and coworkers, so we have to manage them carefully! Think first about the outcomes you're trying to influence and map the work back from there.
- Designers often think about impact from a customer's perspective But for to design in a business context, this has to also be in service of key business goals Product-thinking, from a design perspective, is that happy intersect between the two
- As such, PT is the application of design to enable great customer outcomes, that drive desired business outcomes. Our job is to create great customer outcomes, to create great business outcomes
- So mapping this through, we designers should be able to see how our efforts ladder up and align to strategic outcomes: What are we doing day-to-day to change/influence customers behaviours (tactical outcomes)… That we believe will influence key product metrics (strategic outcomes)... That we believe will contribute to business performance (business impact)
- So, in this oversimplified example… Where the key business driver is reducing churn The strategic outcomes is to increase adoption A tactical outcome is increasing feature usage An initiative is to create a better onboarding experience A possible experiment is a guided product tour
- Bringing it all together, the four elements I’ve covered allow us to: The what is: Bring insights and new opportunities into our planning and strategy process The what now: Analyse through the lense of customer demand and identify unmet or underserved jobs The what could be: Envision what the future might look like if we were to tackle some of these challenges The what next: Through execution, be explicit about connecting design work to key business outcomes
- So to conclude, when we bring these four elements together we, as designers, can start to have more of an impact on our business This all takes time, focus and effort...but I believe every designer is capable of having more impact What could you do tomorrow to be more intentional about how and where you spend your research and design effort?
- We can all be part of masking a difference to both our customers...and the business. These concepts (the customer and our business) are not mutually exclusive. Understand what the business is trying to achieve, find the intersect and map your work through. We all just need to be a little more pragmatic. What can we do to help our customers succeed...in order to help the business succeed.