The document discusses lean product development using design thinking. It notes that with limited resources and uncertainty in customers, products, values and markets, the only certainty is uncertainty. It advocates applying simplicity to address scarce resources like time, money and effort. The document introduces the Lean Design Sprint process which includes steps to understand problems, diverge possible solutions, converge on the best ideas, quickly prototype solutions, and validate assumptions by testing prototypes with customers. The goal is to repeat the process to iteratively refine products based on learning.

1. Lean Product Development
Using Design Thinking

2. Why should I do lean product development?
Why?

3. 3
Why
•Limited Ressources
•Uncertain Customer
•Uncertain Product
•Uncertain Value
•Uncertain Market
•Uncertain Business Model
•But lots of Ideas and Asumptions

4. The only certainty is
that nothing is certain

5. What makes a great Product?
What?

6. 6
Scarcest ressource
•Time
•Money
•Physical Effort
•Brain Cycles
•Social Deviance
•Non-Routine
Ability =
Simplicity

7. How to make a great Product?
How?

8. Maj. Problem
Maj. Problem

9. 9
•«do I need that?»
Why?
•Only «nice to have» instead of «must have»
•Not knowing customer & context (not
enough research)
•Asumptions instead of facts (no validation)
Maj. Problem #1
No Problem-Solution Fit

11. 11
•«In the end it costs two times as much and
takes tree times as long»
Why?
•Optimistic estimations
•TMF: Too Many Features
•Human inability to grasp complexity
Maj. Problem #2
Underestimation

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•Reduced Complexity
•Increased Flexibility
•Higher
Transparency
•Better Cost Control
•Expected Failures
Solution:
„go Lean“
Follow the lean side of the force!

14. 14
The Lean Design Sprint!

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What’s Lean Innovation?

16. 16

17. What's the most dangerous assumption?
How can I validate it?

18. 18
This is not your Product

19. 19
This is!

20. …but Batman,
in my Opinion
we should…
Facts, Robin,
not opinions!

21. 21
What’s Agile / Growth Hacking?

22. Not part of this
presentation (sorry)

23. 23
What’s a Design Sprint?

24. The Design Sprint

25. 25
The Sprint: Step by Step

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Understand
•Set long term goal (Lighthouse)
•List questions:
•Where are business opportunities?
•How could we fail?
•Jobs to be done. What causes you to hire…?
•5 Why root cause analysis.
•Ask experts and customers -> update goals / questions
•Go gemba! The problem is out there, not at your desk.
•Pick a target
•Figure out steps how to get there -> make a map (flowchart)
(Empathise & Map)

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Diverge
•Look at existing and other great solutions
(printscreens)
•Pick the most important part of the map (distribute)
•Mind-map features, take notes
•Doodle
•Sketch (crazy 8)
•Create a solution sketch (3 step storyboard)
(Ideate & Sketch)

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Converge
•Heat map: Put sticky dots silently on parts you like
•Speed critique: 3min discussion per sketch. Standout ideas?
•Write down all conflicts
•Straw Poll: silently pick favourite. At once place vote (dot).
•Decide on best-show or A/B-battle
•Supervote: decider chooses
•Create full (whiteboard) storyboard from winners (solution
sketch)
•Tipp: Fake a brand name
(Decide)

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Prototype
•Pick right tools: fast & flexible over quality
•Build teams: maker(s), stitcher, writer, asset collector
•Build!
•Stitch it together
•Do a trial run
•Finalize
•Write interview script: assumptions -> test

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Validate
•Invite 5 target customers to interview
•Make records of the sessions (screen & customer)
•1 interviwerer, 1 note taker
•DON‘T SELL! Ever. Really, dont‘t. No argueing.
•Friendly welcome. Put at ease.
•Context questions. Start with easy small talk. Verify background & match.
•Introduce the prototype. Say things might not work, and that you’re not
testing him/her. Ask to think aloud.
•Give Task. Watch the customer figure it out on his/her own. Start with a
simple nudge. Ask follow-up questions to help the customer think aloud.
•Debrief.
(Test & Learn)

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After a Design Sprint
•Repeat: Start the next design sprint
based on the findings of the previous
one
•Build (MVP): Design, code, test
•Advance: Define metrics that matter
→ capture & measure

33. finally
A few last words

34. How low can you go? The „M“ in MVP!

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Iteration, but…
•To mistake the design tool of iteration for design itself is a grave
error.
•Iteration cannot innovate (→ local maximum)
•Iteration can find usability problems, but it can’t solve them
•Iteration cannot create delight
•(Yes, you can do A/B testing to find out if users are more likely to
click on a blue or an orange button, but no amount of A/B testing
is going to create a delightful product.)
•Iteration is merely a tool for refinement

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•Make it meaningful — create something that
will solve a problem in human experience.
We call this strategic design.
•Make it usable — create something that is
intuitive and easy to use by the users it is
intended to serve. We call this interaction
design.
•Make it delightful — make thoughtful use of
graphics, sound, choice of words, and other
sensory elements to create something that is
enjoyable to use. We call this emotional
design.
Joy of Use

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