This slide deck provides an overview on to plan, play and post-process in-person Innovation Games and Gamestorming Games.

1. In-Person Innovation Games®
Overview and Game Flows
Version 1.1
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2. www.conteneo.co
Customer Needs
Requirements
Product Usage
Future Products
Innovation Games®
To understand…
… then consider these games
Product Box
Buy a Feature
Me and My Shadow
Give Them A Hot Tub
Remember The Future
20/20 Vision
Speed Boat
Spider Web
Show And Tell
Start Your Day
The Apprentice
Prune The Product Tree

3. Product Box
Activity:
Ask your customers to
imagine that they’re selling
your product at a tradeshow,
retail outlet, or public market.
Give them a few cardboard
boxes and ask them to literally
design a product box that they
would buy. The box should
have the key marketing
slogans that they find
interesting. When finished,
pretend that you’re a
skeptical prospect and ask
your customer to use their
box to sell your product to
you.
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Goal:
Identify the most
exciting, sellable
features.

4. Speed Boat
Activity:
Draw a boat on a whiteboard
or sheet of butcher paper.
You’d like the boat to really
move fast. Unfortunately, the
boat has a few anchors
holding it back. The boat is
your system, and the features
that your customers don’t like
are its anchors.
Customers write what they
don’t like on an anchor. They
can also estimate how much
faster the boat would go when
that anchor was cut.
Estimates of speed are really
estimates of pain.
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Goal:
Identify what
customers don’t like
(about your process
or system).

5. Prune The Product Tree
Activity:
Start by drawing a very large tree
on a whiteboard. Thick limbs
represent major areas of
functionality within your system.
The edge of the tree – its outermost
branches – represent the features
available in the current release.
Write potential new features on
several index cards, ideally shaped
as leaves. Ask your customers to
place desired features around the
tree. Observe how the tree gets
structured – does one branch get
the bulk of the growth? Does an
underutilized aspect become
stronger?
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Goal:
Build a product
according to your
plans.

6. Spider Web
Activity:
Put the name of your product or
service in the center of a circle. Ask
your customers to draw other
products and services, ask them to
tell you when, how, and why these
are used. Ask them to draw lines
between the different products and
services.
As your customers reviews when
and where they user your offering,
you can capture the various inter-relationships
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that exist between the
different products and service that
they use throughout the day.
Goal:
Clarify the operating
context for your
products and
services.

7. Start Your Day
Activity:
Ask your customer to describe the
daily, weekly, monthly , and yearly
events that are related to their use of
your product on pre-printed, poster-sized
calendars or a simple timeline
on poster paper. Ask them to
describe events in time frames
appropriate for your project. Special
event that are unique to an industry
or sector (like a conference), or days
in which everything goes horribly
wrong and they’re looking for help.
While they’re doing this, be alert for
how your product helps – or hinders
– their day.
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Goal:
Understand how and
when your customer
uses your product.

8. Remember the Future
Activity:
Hand each of your customers a few
pieces of paper. Ask them to imagine
that it is sometime in the future and
that they’ve been using your product
almost continuously between now
and that future date (month, year,
whatever). Then ask them to write
down exactly what your product will
have done to make them happy or
successful or rich or safe or secure
or art – choose what works best for
your product.
Key point – ask “What will the
system have done?” not “What
should the system do?”
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Goal:
Understand your
customer’s definition
of success.

9. Buy a Feature
Activity:
Create a list of features with an
estimated cost. The cost can be
development effort or actual cost
you intend to charge for the
feature. Customers buy features
that they want.
Features are priced high enough
that no singe customer can buy the
features. This helps motivate
customers to negotiate between
themselves as to which features
are most important. Observation of
this negotiation provides great
insight into what customers are
willing to pay for.
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Goal:
Prioritize features.

10. Show and Tell
Activity:
Ask your customers to bring
examples of artifacts created or
modified by your product or service.
Ask them to tell you why these
artifacts are important, and when
and how they’re used.
Pay careful attention to anything
that surprises you – artifacts you
expected them to create or modify
that they have ignored, artifacts that
aren’t used, or artifacts used in
unexpected ways.
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Goal:
Identify the most
important artifacts
created by your
product.

11. Me and My Shadow
Activity:
Shadow your customer while they
use your product or service.
Literally. Sit next to them and watch
what they do. Periodically ask them
“Why are you doing that?” and
“What are you thinking?” Take along
a camera or camcorder and record
key activities. Ask for copies of
important artifacts created or used
by your customer while they are
doing the work.
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Goal:
Identify your
customer’s hidden
needs.

12. Give Them A Hot Tub
Activity:
Write several features on note cards,
one feature per card. Include several
completely outrageous features. If
you’re making a portable MP3
player, try adding features like
“heats coffee”, “cracks concrete” or
“conditions dog hair”. If you’re
making a system that manages
payroll, try adding features like
“plans family reunions” or
“refinishes wooden floors”. If you’re
building an office building, add a hot
tub in the lobby. Observe what
happens with a customer uncovers
one of these outrageous features.
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Goal:
Use outrageous
features to discover
hidden
breakthroughs.

13. 20/20 Vision
Activity:
When you’re getting fitted for
glasses, your optometrist will often
ask you to compare between two
potential lenses by alternately
showing each of them.
Start by writing one feature each on
large index cards. Shuffle the pile
and put them face down. Take the
first one form the top and put it on
the wall. Take the next one and ask
your customers if it is more or less
important than the one on the wall.
Place it above or below, depending
on its relative importance. Repeat
this with all of your feature cards.
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Goal:
Prioritize features.

14. The Apprentice
Activity:
Ask your engineers and product
developers to perform the “work” of
the system that they are building. If
they’re building a new data entry
system, have them do the work of the
current data entry operators. If
they’re building workflow
management software for furniture
delivery people, have them deliver
furniture. If they’re building a system
to analyze vehicle performance data,
ask them to change the oil in the car.
They gain knowledge of the customer
experience and some degree of
empathy for the real problem that
your customer is trying to solve.
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Goal:
Create empathy for
the customer
experience.

15. Categorizing the Games
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16. Degree of Open-Ended Exploration
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17. Innovation Games Organized
Degree of Scalability
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18. Innovation Games Organized
Time-Frame of Action
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19. Innovation Games Organized
Degree of Customer Preparation
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20. Innovation Games Organized
Degree of Market Preparation
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21. Innovation Games Organized
Degree of Physical Preparation
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22. Market Research
Techniques to Develop
Understanding
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23. Market Research
• Market research is an ongoing process of
finding answers to questions that enhance
your understanding of your customers /
markets / offerings
• reduces guesswork; increases confidence
• ongoing because you, your customers, and the
larger product ecosystem are not static
• Creates quality segmentations
• Guides product management
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24. What Kinds of Data?
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Primary
Data designed to answer
your specific question(s) as
best as possible.
Qualitative / “open ended” / “VOC”
- Focus Groups
- Interviews (phone, in-person)
- Innovation Games®
- Customer Advisory Boards
Quantitative / “facts, choices ”:
- Questionnaires / Surveys
Secondary
Previously collected and
published data that may or
may not address your
specific question(s).
Free, often under-utilized:
- Internal company records
- Government data
- Libraries
For sale, often market focused:
- Syndicated or private data

25. The Market Lifecycle
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Introductory
Stage
Growth
Stage
Maturity
Stage
Decline Stage
Total
Market
Sales
Time
What kinds of questions
exist in the market lifecycle?

26. The Product Development Lifecycle
What kinds of questions
exist in the product lifecycle?
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27. What Kinds of Questions?
What do
customers want in
the next release?
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How big is
my market?
Which packaging
design will
increase sales?
Which
distribution
channel is best
for my market?
How are we
perceived relative to
competitors?
How are customers
changing? How can
I prepare for this?
What features
should be in the
next release?
What kind of
products could
we add to our
product mix?

28. Effective Market Research Is…
• Systematic Planned, well-organized,
with a goal and a method
• Objective Minimal Researcher or
Method Bias
• Focused On specific questions
• Actionable Results are obtained
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29. The Innovation Games Process
What are your questions?
What will you do with the answers?
What data is needed to
answer the questions?
Select and prepare for the
Plan for and play the game.
- select & invite participants
- organize internal team
- handle the logistics
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Acquire the data.
appropriate game.
Process / analyze the data.
Present results and take action.

30. Techniques Relative
To Number of Participants
Segment / Sample
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1
10K
Number of Customers
~10
~30
~100
~1K
100K
Focus Groups, Customer Advisory Boards
Innovation Games
Interviews, Questionnaires, Conjoint Analysis
Questionnaires
Large Scale Questionnaires, Surveys

31. Why Qualitative Primary Research?
• Generates deeper understanding through
contextual, multi-faceted, verbal/non-verbal
communication
• Strengthens customer relationships
• Builds empathy within the team
• Creates possibilities by letting you explore
“what you don’t know you don’t know”
• Creates vivid, concrete language and
commitment to solve customers problems
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32. Logistics and Planning
More Detail Review
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33. Innovation Game Timeline
Playing
Preparing Action!
2 – 6 mon 6 - 12 wks 1 wk 1 – 2 wks 1 – 3 wks
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Process
Game
Results
Send Letter
to
Participants
Phase One
Five W’s
Phase Two
Invite & Prep
Final
Prep
Process
Observer
Note Cards
(same/next day)
Post-Processing

34. Preparing For The Game
• Each game has unique preparation
requirements. The book provides necessary
details on each game.
• Your role as an IGCF will often require you to
help clients prepare for the game.
• Checklists are your friend.
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35. Handling Logistics, Part One
• Where?
• When?
• How long? Typically ½ day per game
• Materials? Refer to book
• Will you pay for their travel?
• Will you coordinate their travel?
• What is the overall agenda?
• Refer to checklists in the book.
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36. Selecting Participants
• Segment and select participants:
• who will help you answer your question
• will be open to playing the game
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37. Market Segmentation
• The process of dividing a total market into
groups consisting of entities who have similar
attributes
• product needs / problems they’re solving
• demographics / social class / purchase behavior…
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• Many uses:
• market sizing how big? how much money?
• promotion: how do I reach them?
• product mgmt: how do I serve them?

38. Many Ways To Segment
Very
Strong
>= 3 yr
<= 1 yr
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Strong
Very Weak
Weak
Knowledge of Security
2 – 3 yr
1 – 2 yr
Experience With Product
Motivated
Indifferent
Forced
Perceived Motivation To Use Product

39. Inviting Participants
• Draft a letter, include other internal
stakeholders as necessary
• Make certain letter has key information
• Refer to the book for sample letters
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40. Organizing The Team: Roles
Role Description
Greeter Greets participants, invites them into the session, establishes a warm
rapport. Typically the product manager who “owns” the offering that is
the subject of the game.
Facilitator Runs the session. Key responsibilities.
1. Answers questions from participants. Note that it is important that
ONLY the facilitator answer questions to maintain consistency.
2. Keeps client team patient.
3. Ensures participants complete on time.
Helper “gopher” for the facilitator. Is ready, willing, and able to help with
anything that might be needed.
Observers Observers watch participants, taking notes on 3x5 cards. These cards
will be collected and processed after the session. Observers should
refrain from speaking with participants.
Photographer One observer should be the designated photographer, taking lots and
lots of photos of the event.
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41. Organizing The Team
• Cross-functional teams are best
• Technical support
• Development / Engineering
• Channel partners
• Sales and Marketing
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42. Observer Tips
• Write down anything you hear or
see that you think is important
• What do users say?
• How do users react?
• How does your team react?
• One observation per card
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43. Handling Logistics, Part Two
• Book the space / hotel
• Do you need an event the evening before?
Often useful for people who have to travel.
• Do you have all your equipment?
• Have you practiced your game?
• Do you have food / refreshments?
• Is the room properly configured?
• Is your team prepared?
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44. Preparing The Room…
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45. Facilitating a Game
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46. Facilitating The Game
• What is facilitation?
• What makes a good facilitator
• Know your subject
• Be yourself
• Stay cool – BREATHE!!!
• Be prepared
• Expect the unexpected
• Neutrality!
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47. Setting The Stage
• General guidelines:
• no right or wrong answers
• designed to provide insight, not answers
• a conversation – ideally, everyone participates
• Game specific introductions
• practice introductions as appropriate for the game
that you’re playing
• Things to (generally) avoid:
• video taping participants
• too many employees on your internal team
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48. Speaking Guidelines:
What To Say / What Not To Say
• Avoid making any promises on priorities.
• Avoid commitments to specific features/deliverables.
• Never talk negatively about your product or your
competitor’s products.
• Never say “That should be easy”. It sets expectations
too high and can kill any negotiation opportunities.
• Never say “That is too hard”. It can prematurely stop
conversation about what the customer really wants
and ways to achieve this. Besides, hard  money
• Listen nonjudgmentally. They are your customers.
They’re not stupid. They’re not lazy.
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49. Essential Roles For the Facilitator
(from www.qrca.org)
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• A professional knows how to:
• Establish rapport with respondents
• Probe beyond rationalizations to uncover genuine motivations
• Interpret and build on what they hear
• Maintain flexibility in guiding the discussion without losing sight of the
objectives
• “Turn on a dime” – adapt their approach when they and the clients encounter
unexpected issues or insights
• Manage the energy level and personality dynamics of the discussion
• Avoid creating bias among respondents
• A professional is prepared for challenging situations, and is able to:
• Get around respondents’ defensive behavior
• Effectively handle talkers and non-talkers
• Keep unexpected issues from sabotaging the discussion
• Notice contradictions that don’t "ring true"
• Handle sensitive topics with diplomacy
• Recognize problem respondents and act appropriately

50. Essential Roles For the Facilitator
(from www.qrca.org)
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• A professional brings:
• Mastery of multiple techniques
• Experience in diverse disciplines
• Knowledge about relevant trends in other categories and industries
• A professional does more than moderate. They also:
• Help sharpen the focus and clarify the objectives of the research
• Ensure objectivity from the design stage through final analysis
• Stay focused on clients' business issues, to ensure the research findings are relevant and
actionable
• Build a positive working relationship with clients
• Help keep the research team objective about the topic
• Stand up to pressure when necessary based on the research learning
• A professional ensures high standards by:
• Protecting client confidentiality
• Protecting respondent confidentiality and anonymity
• Staying committed to non-discriminatory recruiting
• Being considerate and respectful of respondents and their differences

51. Processing Results
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52. Processing The Results
• Gathering all participant materials
• Review photos
• Transcribing results
• Process the results
• Who said what?
• What patterns emerge?
• What “outliers” or “surprises” emerged?
• Decide how you will take action
• Refer to the book for processing specific games
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53. Analyzing Observer Note Cards
• A chance for your team to capture their
insights while fresh
• Group according to logical categories
• Prioritize: what is most important?
• Include all cards (negative and positive)
• Examine each comment
• Questions
• Are there any trends?
• Is proposed solution viable?
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54. Sharing The Results
• Did your customer sessions meet your goals?
• Are you willing to accept the judgment of your
actual customers?
• sometimes this can kill a product that you are
attached to as a PM
• Communicate the results to management
• Do you need to:
• Adjust your near-term release plans / MRD?
• Adjust your longer product road map?
• Adjust your business case?
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55. Reviewing The Game
• What worked so well you should do again?
• What worked so poorly that you should avoid
doing again?
• What would you like to try different? Why?
• Ask stakeholders and participants
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56. The Thank You Letter
Review sample letter
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57. Innovation Games® and CABs
• “An overarching rule is that presentation
should be minimized and discussion
maximized. Have customers do things. If you
restrict customers to an audience or
discussant role, the councils lose a great deal
of energy”.
• -- Edward F. McQuarrie
• Customer Visits: Building a Better Market
Focus
Innovation Games® are a great fit
for your Customer Advisory Board!
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58. Additional Resources
• Product Development and Management
Association (pdma.org)
• Center for Creative Leadership (ccl.org)
• Agile Alliance (agilealliance.org)
• MIT Center for Innovation in Product
Development (http://cipd.mit.edu/)
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59. www.conteneo.co © Copyright 2014 Conteneo, Inc. 59
Conteneo, Inc.
480 San Antonio Road, Suite 202
Mountain View, CA 94040
Please visit us at www.conteneo.co and www.innovationgames.com!