Jackman Reinvents: Design Thinking Workshop at HumberLaunch Part 2

© 2016 Jackman Reinvention Inc.Page 1
Design Thinking Workshop
Humber Launch Startup Shop.
Tuesday, April 12th, 2016
JAC_Design Thinking Workshop_part2_041116vtv2

PART 1 - TUESDAY, APRIL 5TH
•  Design Thinking
•  Research and Insights
•  Creative Ideation
Homework
•  Business viability
•  Prototyping principles
•  Team exercise
•  Team presentations
Workshop
Agenda

Today’s
Agenda 1.  About Jackman & Introductions
2.  Homework Sharing and Q&A
3.  Workshop 1 Recap - Andres, Amye, Mike
4.  Management Consulting + Q&A – Caitlin
5.  Prototype + Q&A - Andres
6.  Activity
7.  Validate & Measure - Amye
8.  Panel Anonymous Q&A
05 mins
10 mins
10 mins
15 mins
15 mins
30 mins
15 mins
25 mins

Design Thinking.
Workshop 1 Recap

Problem SolvingDesirability
Viability
Design
Thinking
Components.
Innovation
Business
Rationality
Ideation
Creativity
Human
Empathy

EMPATHIZE
Research techniques  
to create empathy  
with the user.
IDEATE
Use the customer
experience insights  
to discover value
creation moments.
DEFINE
Filter ideas using
business criteria.
PROTOTYPE
Build something  
quick that represent
your hypothesis.
DESIGN THINKING.
Components & Process.

Research.
Workshop 1 Recap

Ace Hotel.

Behavioural
What people do
Attitudinal
What people say
Qualitative
Few
Quantitative
Many
Ethnography
Online Surveys
Digital Analytics
Focus Groups
Shop-alongs
In-Depth Interviews
Observation

The four phases of research.
1. Exploration 2. Deep Dive 3. Assessment 4. Refinement

Creative Ideation.
Workshop 1 Recap

Creative Ideation Recap.
1. “Do the pig”
•  Multiple viewpoints.
•  Create empathy.
2. Reframe the Question
•  Wrong question leads to
wrong answer
3. No bad ideas
•  McDonald’s Theorem

Management Consulting.
Caitlin Herold

“I have learned fifty-thousand
ways it cannot be done and
therefore I am fifty-thousand
times nearer the final
successful experiment.”
- Thomas Edison

.
Determining if your idea is viable and keeping it viable.
1. Find the
white space.
3. Don’t wander
aimlessly.
2. Know your
capabilities.
4. Don’t ignore
the numbers.
5. Be flexible
and evolve.

1. Find white space.
Questions to ask yourself:
1.  Am I solving for an existing problem?
•  Or, am I trying to find a problem for
my solution?
2.  Will a solution serve a market need?
•  Or, is it just interesting to solve?
3.  Does anyone care about getting this
problem solved?
•  Are they willing to pay for a solution?
4.  Are there other solutions on the market?
•  What does your solution do differently?
Is it easier to use? Does it cost less?
42%
of start-ups fail because  
of a lack of market need.
19%
of start-ups fail because  
they get outcompeted.

2. Know your capabilities.
People your team needs:
1.  The Leader
Start-ups are typically democracies but you need a final decision-maker.
2.  The Doer
They’re the ones who roll-up their sleeves and get tasks accomplished.
3.  The Industry Veteran
It may be a new idea but you need someone who knows the ins and outs
of the industry.
4.  The Salesperson
You have a brilliant idea but if you don’t have someone to sell it to
investors and customers, it’s not going anywhere.
5.  The Finance Guy
The second most common reason start-ups fail is they run out of cash.
Enough said.

3. Don’t wander aimlessly.
A business plan is the blueprint for your start-up’s
formation, operation, and success.
1.  The Business
What are we creating? A product? A service?
2.  The Customer
Who’s the right customer? / How will they find us? / How will we find them?
3.  The Team
What partners will we involve in this project? Why? / How will we share
revenue between partners?
4.  Execution
What tools or materials will we need to get this built? / Is there any way to
create a really fast prototype? / How much is this going to cost? / Where are
we getting the money?
5.  Evaluation
How will we know it’s working? / What is our measurement of success?

4. Don’t ignore the numbers.
Cost of Goods Sold
< Price Customers are Willing to Pay
Cost of Acquiring a Customer
< Lifetime Value of a Customer
Money does not grow on trees.

5. Be flexible and evolve.
It’s a cycle.
Customers’ needs change.
The market changes.
Ideas evolve (and improve).
IDEATE
DEFINE
TEST
PROTOTYPE
OBSERVE

Prototype.
Andres Ospina

“How long do you think it would
take you to prototype Google
glass headset display?”

Prototyping Rule #1:
Find the quickest path
to experience.

The purpose of prototyping
is to validate your ideas.

.
Lean & Effective Prototyping.
3. Sketch1. Storytelling 2. Map the Story 4. Build & Test

1. Storytelling.
How:
•  Storytelling starts with empathy.
•  Identify key principles
•  Your audience is the hero of your
story (not you, not your product).
•  Transform your idea into the core
message of your story.

2. Map the story.
How:
•  Prototype your core idea.
•  Mental model.
•  Consider the user context and mood.
•  Prioritize your content.
•  Connect the dots.

3. Sketch the story.
How:
•  It’s a way to communicate your idea.
•  Sketching is an expression of
thinking and problem-solving.
•  If possible, sketch with users and
stakeholders.
•  Anyone can sketch.
•  Wireframing.

4. Build & Test.
How:
•  Create an MVP.
•  Use prototyping tools.
•  Get out of the building and
let the users interact with
your story.
•  Listen, observe and learn
from the users.
•  Bring learnings to Design
Thinking Step 1.

Tips & quotes.
•  You can’t predict the future, but you can test your ideas to create it.
•  It’s a theory until you put it in front of your users.
•  Prototype the idea, not the product.
•  Get feedback early, easily and cheaply.
•  Co-design with the user.
•  The moment you think you made it, in that moment, you stop learning.

Sashimi:
Bite-sized, raw, digestible.

Innovation is iteration.
Fall forward.

“STAY HUNGRY, STAY FOOLISH”
- Steve Jobs, Stanford University 2005

Activity.
1.  Review with your team the outcome of the research and
creative ideation.
2.  Making use of the management consulting principles, select
the most viable idea.
3.  Prototype your idea using the templates provided.
4.  Share your team process and outcome (optional).

Validate & Measure.
Amye Parker

3. Assessment.
Questions Answered
•  Which of the First Fast Steps initiatives worked (or did not work) and why?
•  How are the initiatives impacting CX and customer behavior?
•  Are there other opportunities to improve the initiatives tested?
Methods Used
•  Which of the First Fast Steps initiatives worked (or did not work) and why?
•  How are the initiatives impacting CX and customer behavior?
•  Are there other opportunities to improve the initiatives tested?
Content & Deliverables
•  Quantify success of FFS / Prototype initiatives.
•  Measure impact of initiatives on consumer attitudes and experience journey.
•  Identify areas that require refinement or further testing through research.
1 2 3 4

Assessment: Impact.
Pre & Post
•  When measuring the impact of
FFS / Prototypes, comparing pre
and post is an important step.
Measure
•  Results show which initiatives are
most effective at improving,
changing or creating consumer
behaviours.
Identify
•  Used to identify strengths and
weaknesses of FFS / Prototypes.
1 2 3 4

Assessment: Improvement.
Opportunities
•  Leverages consumer input to explore
and identify new initiatives, or
improvements for existing FFS /
Prototypes.
Exploratory
•  Research can be more exploratory in
nature, and encourages consumers to
think without barriers or limits.
Feasibility
•  Insights and input is grouped into
themes and assessed for feasibility.
1 2 3 4

4. Refinement.
Questions Answered
•  Are there key consumer indicators that require ongoing tracking?
•  What else do we need to uncover about the EP’s target customer segments?
•  Does the strategy require further information for refinement?
Methods Used
•  Any of the previously mentioned primary, secondary and digital methods.
•  Decisions around method will be made based on context and needs.
Output
•  Ongoing support and refinement to initiatives as needed through execution.
•  Maintain communication with internal team to ensure awareness of initiatives and knowledge
gaps which may required research support.
1 2 3 4

Refinement: Tracking.
Key Performance Indicators
•  Once a strategy has been
rolled out, key performance
indicators, brand perceptions
and consumer attitudes
should be tracked.
Fine Tune
•  Providing a consistent
stream of insights helps fine
tune and tweak the strategy
to regularly evolve and
maintain strength.
1 2 3 4

Refinement: Refresh.
DEEP
DIVE
ASSESS
REPEAT
REFINE
EXPLORE
Evolve
•  It’s possible a strategy may need a more
comprehensive evolution, particularly if
business results are not being seen.
Repeat
•  When results are lacking, the strategy can be
refined to a larger degree by revisiting the
research process.
1 2 3 4

Thank you.
Page 56

Jackman Reinvents: Design Thinking Workshop at HumberLaunch Part 2

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