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What Where Who When Why How
Agenda Finding the right people Introduction Why focus on who?	 What can go wrong? How to do it Creative recruiting  Q & A WHY HOW
Introduction
Portigal Consulting is a bite-sized California firm that helps companies discover and act on new insights about their customers and themselves
I started my career in coordinating research, learning first-hand how critical planning and recruiting are to success in the field
What to make or do Refine & prototype Launch Iterate & improve Typical development lifecycle
Take a fresh look at people What to make or do Refine & prototype Launch Iterate & improve Where we work
Use existing ideas as hypotheses Where we work What to make or do Refine & prototype Launch Iterate & improve
Where we work Is it working like we hoped? What to make or do Refine & prototype Launch Iterate & improve
Where we work What to make or do Refine & prototype Launch History provides context to explore new ideas Iterate & improve
What to make or do Refine & prototype Launch Iterate & improve Research requires people, regardless
Why focus on who?
Fieldwork Synthesis Ideation Development Everything follows from fieldwork
Putting the customer back in customer insights Competing for your attention: Selling projects Justifying methodology Experimenting with methods Identifying business questions Identifying research questions Fieldwork Travel Analyzing data Client wrangling Turning data into insights Storytelling Socializing findings Inspiring diverse teams Brainstorming …Designing! You can’t have the insights without the customer We focus a lot on the insights part of customer insights, but the customer part is truly foundational Finding the very people you need for insights can become an afterthought on busy teams Strive to put thought and decisions about who to talk to on equal footing early in the process
First you’ve gotta ask There’s another set of reasons why recruiting people is challenging ,[object Object]
It’s hard to get people to do something for you
People will be too busy
People will be too skeptical
It’s even harder when you can’t offer an incentiveMost people are curious, and eager to be a part of something that contributes to progress. It’s rare that anyone is asked to talk about any aspect of their lives in detail – it’s an opportunity that many are eager to have!
What can go wrong?
Consequences of recruiting failures or oversights Mobile technology: the woman was much more comfortable texting and emailing than talking in person… the interview was like pulling teeth Riding lawnmower: the participant’s mower was out of commission – trashed, rusty and stashed in the corner of the lot Over the counter medication: deep in the projects of Baltimore, the participant’s procured the product in question from gang members who steal it from local businesses and re-sell on the streets Pointless interviews waste time and challenge the credibility of the work ,[object Object]
They don’t have the desired relationship with the product/brandEpic FAILS can verge on dangerous ,[object Object]
Hostile individuals resulting from failure to understand the purpose of the visitFull Disclosure: It’s gonna happen ,[object Object],[object Object]
How to do it You need people who are going to provide useful data; people who will inspire you, and inspire your design team and clients They must have the right relationship with whatever it is you’re studying, and they need to be good to spend time with There are four key steps: Establish relevant criteria Write a screener Find a recruiting partner/establish a recruiting strategy Build rapport prior to interview
1. Relevant criteria: How NOT to do it Athletic gear: The archetypal persona the client design towards (brand hero) exists very rarely in the real world, and is better at inspiring marketing than informing design Don’t simply take the client’s customer segmentation or personas and find those people Don’t try to comprehensively represent all users and types of users of a product. It’s not an audit – be selective for quality not quantity
1. Relevant criteria: Relationship to product What is the desired relationship to the product/service or brand?  ,[object Object]
Non-user
Extreme user
Peripheral users
Expert user
Subject matter expert
Wanna-be user
Should-be user
Future user
Past user
HaterThere are interesting insights to be discovered from any of these depending on the business questions you are pursuing
1. Relevant criteria: Relationship to product Dog food: studied professional chefs of human food to understand adjacent trends related to food Portable computing: talked to people who are enthusiasts of the rival brand Financial instrument: equal weight given to people who did NOT choose the product Select a range of relationships ,[object Object]
Create contrast in your sample so you can see influencing factors you would otherwise miss
Think about the sample as a thing to be designed, not “a” customer type to go after
Build the sample as a palette to draw from,[object Object]
Teams make assumptions that need to be challenged
The myth of the primacy of the “end user”Think about the whole system: the chooser, the influencer, the user ,[object Object]
Think about intersectionsConsidering and understanding this helps the team get a broader sense even prior to research who is affected by the product and who is being designed for
1. Relevant criteria: Context of use Mobile devices: a person who commutes via public transport vs. a car-commuter Baby products: suburban Moms with SUVs vs. urban Moms who walk their neighborhoods Fitness equipment: Treadmill owners who are trying to lose weight vs. treadmill owners who are tri-athletes Consider context and adjacent behaviors: owners and users of the same products will use them very differently and their needs will differ – neglecting to recognize this skews research findings ,[object Object]

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FindingTheRightPeople_10Mar2011

Editor's Notes

  1. 5 minutes Introduction 9:00 - 9:0525 minutes Fieldwork and Synthesis Process 9:05 - 9:3040 minutes Fieldwork Exercise 9:30 – 10:1040 minutes Synthesis Exercise 10:10 – 10:5020 minutes Ideation Process 10:50 – 11:1040 minutes Ideation Exercise 11:10 - 11:5010 minutes Wrap Up11:50 - 12:00
  2. Doing qualitative research in search of customer insights that can drive design and innovation...well, it’s squishy. We spend a lot of time justifying it to internal/external clients, talking about what we want to learn (the business questions) and what we want to ask (the research questions), what we’ll do with the data once we get it, how we turn it into actionable insights, (analysis and synthesis) and then figuring out how we will talk about and use the insights and stories to inspire diverse, multi-disciplinary teams.
  3. Doing qualitative research in search of customer insights that can drive design and innovation...well, it’s squishy. We spend a lot of time justifying it to internal/external clients, talking about what we want to learn (the business questions) and what we want to ask (the research questions), what we’ll do with the data once we get it, how we turn it into actionable insights, (analysis and synthesis) and then figuring out how we will talk about and use the insights and stories to inspire diverse, multi-disciplinary teams.
  4. Look at the system - the chooser, the user, the waiter, the bartender, the dishwasher, the parent, the child, the husband, the wife - interesting things don’t exist in a vacuum and the beahviors we want to understand interact with, intersect with, interleave with those of others - we can look at the experience of our “non customer” in order to understand more deeply about the experience with our customer (I’m sure you have stories; I remember the smarthome research hearing the husband tell us how great it was, when we spke to the wife later on, she told us she was going to come home and rip the damn thing out because the lights didn’t work)