(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Planning a Product launch ? Here is a guideline/template for Defining a Go To Market Strategy. The deck would be more apt for Technology Product / Solution launch. Feel free to download and customize the deck for your needs.
Jobs To Be Done - framework explained by Mark Opanasiuk.pdfMark Opanasiuk
JTBD for customer centric products - slides by Mark Opanasiuk.
Jobs To Be Done Theory
Define the market via JTBD
Uncover customers' needs via JTBD
Evaluate competition via JTBD
Product delivery vith JTBD
https://www.linkedin.com/in/markopanasiuk/
This will provide you with an ideal format for how to lay out a Long Range Strategic Plan with the vision, purpose, values, big idea, strategies, and tactics.
Brand Positioning and Branding Brand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and Branding Brand Positioning and BrandingBrand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positionin
Planning a Product launch ? Here is a guideline/template for Defining a Go To Market Strategy. The deck would be more apt for Technology Product / Solution launch. Feel free to download and customize the deck for your needs.
Jobs To Be Done - framework explained by Mark Opanasiuk.pdfMark Opanasiuk
JTBD for customer centric products - slides by Mark Opanasiuk.
Jobs To Be Done Theory
Define the market via JTBD
Uncover customers' needs via JTBD
Evaluate competition via JTBD
Product delivery vith JTBD
https://www.linkedin.com/in/markopanasiuk/
This will provide you with an ideal format for how to lay out a Long Range Strategic Plan with the vision, purpose, values, big idea, strategies, and tactics.
Brand Positioning and Branding Brand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and Branding Brand Positioning and BrandingBrand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and Branding Brand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positioning and BrandingBrand Positionin
Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Workshop for Brand Leaders to help define your brand positioning statement, brand concept and organizing big idea.
https://beloved-brands.com/brand-positioning/
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Intro to Branding & Brand management - ElkottabMuhammad Omar
it's my material for the training workshop of "Intro to Branding & Brand Management" that has been held among other 7 workshops of #elkottab training event organized by E3langi.com in November 2014
Building a compelling value propositionMichael Skok
This presentation is an overview designed to help startups create their value proposition. It was developed in partnership to Actifio, arguably the fastest growing storage startup ever.
It is part of the Startup Secrets focus on Value Proposition development. For more information on this and other Startup Secrets focus areas, visit http://www.startupsecrets.com
In this presentation, we will discuss about the value of a brand, why consumers are willing to pay for the brand, the core value of a product, the importance of brand personality and total value proposition. We will also understand value through Porter’s Value Chain and Levitt’s four level model, meaning of brand proposition and USP.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
If you work in digital products you've probably recognized the rapid rate of innovation and change that is needed to keep up with technology and competitors. Clearly we can no longer track and manage to a 2 year roadmap; a new paradigm to plan & manage products is needed. Agile helped us respond and adapt to change along the way but Lean helps us pivot in completely new directions. In this talk Natalie will explain tools and techniques for managing a continuously evolving roadmap of customer and product hypotheses.
How can companies - small and large - develop better products for their customers? Ones that their customers want and ones that will delight them? In a growlingly digital world that is changing every industry and company, and swallowing some whole, agility is a business value driver and not just good to do, but required.
Lean and agile methods and practices are the most common approach used by leading digital companies such as Expedia, Google, and Netflix and also large global enterprises who are transforming how they deliver business value faster - with higher quality - to the customer.
Agility is not just an "IT thing". It is a business imperative.
Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Workshop for Brand Leaders to help define your brand positioning statement, brand concept and organizing big idea.
https://beloved-brands.com/brand-positioning/
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Intro to Branding & Brand management - ElkottabMuhammad Omar
it's my material for the training workshop of "Intro to Branding & Brand Management" that has been held among other 7 workshops of #elkottab training event organized by E3langi.com in November 2014
Building a compelling value propositionMichael Skok
This presentation is an overview designed to help startups create their value proposition. It was developed in partnership to Actifio, arguably the fastest growing storage startup ever.
It is part of the Startup Secrets focus on Value Proposition development. For more information on this and other Startup Secrets focus areas, visit http://www.startupsecrets.com
In this presentation, we will discuss about the value of a brand, why consumers are willing to pay for the brand, the core value of a product, the importance of brand personality and total value proposition. We will also understand value through Porter’s Value Chain and Levitt’s four level model, meaning of brand proposition and USP.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
If you work in digital products you've probably recognized the rapid rate of innovation and change that is needed to keep up with technology and competitors. Clearly we can no longer track and manage to a 2 year roadmap; a new paradigm to plan & manage products is needed. Agile helped us respond and adapt to change along the way but Lean helps us pivot in completely new directions. In this talk Natalie will explain tools and techniques for managing a continuously evolving roadmap of customer and product hypotheses.
How can companies - small and large - develop better products for their customers? Ones that their customers want and ones that will delight them? In a growlingly digital world that is changing every industry and company, and swallowing some whole, agility is a business value driver and not just good to do, but required.
Lean and agile methods and practices are the most common approach used by leading digital companies such as Expedia, Google, and Netflix and also large global enterprises who are transforming how they deliver business value faster - with higher quality - to the customer.
Agility is not just an "IT thing". It is a business imperative.
Leaner and Smarter: How Enterprises Can Develop Better Digital ProductsThoughtworks
What does "good" look like for product development? What does repeatable innovation look like scaled across an enterprise?
ThoughtWorks Lead Consultant Natalie Hollier shares real-world experiences in applying lean product practices as a continuous process across multiple products and agile development teams. She outlines practical approaches to help companies get started and techniques to support them through their lean transformation. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Check out more of Natalie's thought leadership here: https://www.thoughtworks.com/profiles/natalie-hollier
Design Studio: The User Experience Practitioner’s Secret WeaponBrilliant Experience
We all want the best , but often other priorities get in the way: “Bob from Marketing wants it to…”, “The developers don’t like that approach...”, “That feature is a ‘nice to have’”.
This slide deck will walk you through a design studio and how it can be a great tool to align product owners, developers and UX teams on an approach that balances user and business needs.
Design for Business Impact - Increase Your ROI & VelocityChloë Bregman, CSPO
In this age of business, the speed and quality of a company’s execution matters more than ever before. Design has earned a seat at the executive table and in part because of this designers need the tools to articulate their business impact. It’s important to design in such a way that realistically looks at the potential impact (ROI) and creates consistent design velocity for a company. It’s important that we set certain expectations when setting up a company to increase our chances of success.
In this talk, Chloë will teach you how to optimize the design process to rapidly ship products. We will explore what ROI and design velocity are then look at how a growth mindset and power of not knowing are the key to acceleration. Based on this key we will discuss the culture, team structure, processes, technology and tools that empower us to generate business impact. We all want to be more effective at our jobs. You will come away with a framework to help you design as an individual, team leader or organization.
Who is this talk for:
Designers who want to understand how they can think about design to achieve their goals faster in a more powerful way as well as articulate the value of and advocate for what they are working on to people outside of the design team.
Design managers, executives and senior level designs interested in manifesting team environments that create high quality design work while maximizing the impact of design on the business.
Startup founders who want to incorporate design thinking into their organization in a way that catalyzes the realization of business goals across all areas of the organization.
How to Build Products in High-Growth Companies by Zillow Sr PMProduct School
Main Takeaways:
-Speed is a top priority from decision to execution; therefore, always remember that “done is better than perfect”
-Your product vision and NorthStar need to be clear because circumstances will be ambiguous
-Customers are your guide, especially in the absence of precedent data. Listen to what they say, not just the numbers
Bet-the-Farm UX: How to harness User-Centered Design, Design Thinking and Lean Startup to drive mission critical UX innovation and lasting organizational change.
Startups and large organizations alike have to be nimble and react to market change faster than ever. The entrepreneurs and intrapreneurs within these organizations know that, but don’t always have the talent and tools at their disposal to be successful. John’s team has increasingly been asked to support these innovators and support their existing teams so they can drive both exceptional experiences and organizational change.
Find out how John and his team approach “bet-the-farm” innovation projects by taking the best elements from major movements (User-Centered Design, Design Thinking, Lean Startup) plus the psychology of persuasive design in order to gather critical insights about users, workshop with stakeholders and align on goals, and nurture both the product and the team behind it.
John will show concrete examples where they helped at the world’s biggest online payment company, the world’s biggest academic association and a major governmental agency all succeed at innovating where they were unable to do so in the past.
The Four Steps to Digital Transformation - PRWD Founder & CEO Paul RoukePRWD
At Integrated Live 2016 PRWD Founder & CEO presented the Four steps to digital transformation. Paul has worked in digital transformation since his 1st role in the digital industry in 1999, were he became the 1st web designer at Shop Direct, now a multi-billion UK retailer. In this presentation Paul shares client stories in digital transformation from brands Schuh, Skyscanner, Moss Bros, AO.com and Wilko
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
An introduction to "agile development" and what "agility" means in the world of software. Principles to embrace, culture changes to pursue, and so forth.
Similar to Lean Product Management: The Art of Known Unknowns (20)
This 2017 talk gives an overview of Product Strategy and why it is needed for any type of product we build. Including an example of how Uber's product strategy has evolved over the years and why a product strategy should be iterative. The role of the product owner is to be the CEO of the product, validate it's business model, and provide differentiated value to customers against competitors.
2016 talk from Lean Product Innovation event at The HUB in Singapore. Stories from the trenches about building successful products: product design & testing, pivoting the product strategy, and building an org culture of continuous testing & learning.
CMO Digital Summit - Exceeding customer expectations through digital product ...Natalie Hollier
Today's revolutionary customer experiences are driven by technology. 2017 workshop for traditional enterprises to think about innovating at startup speed to create differentiated customer experiences leveraging emerging technologies like voice, chatbots, AI. Examples of where this is happening today.
2017 Workshop at Stanley Black & Decker Digital Summit on how to de-risk product development using rapid prototyping and real world testing with customers early in the product development lifecycle
December 2017 presentation covering: What is design thinking? What does it look like in practice? What are some case stories of design thinking being used in the real world? How can we use design thinking in our organization? Where can I learn more?
Leaner and Smarter: How Enterprises Can Develop Better Digital Products (v2)Natalie Hollier
This talk was given at the Product Innovation Summit in Boston, September 2016. It provides an overview of how Lean UX teams (applying Design thinking, Lean Startup and Agile development practices) work, and some of the challenges faced by enterprises when trying to adopt and scale teams that work in this way.
Working Smarter: Integrating lean startup practices into your companyNatalie Hollier
Case study & afternoon keynote presented at the Mobile + Web Developer Conference in San Francisco, 2015.
http://mobilewebdevconference.com/san-francisco-july-2015/agenda/day-two/300pm.html
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? More and more teams are adopting lean startup techniques to discover customer needs, focus on building what is valuable, and ultimately deliver great products.
This talk will share how a small education technology startup I worked with in NY scaled from a handful of people to multiple products and teams across 3 countries using lean startup practices. At various stages of growth we faced different challenges in keeping our processes lean, but throughout the journey we tried, failed and learned how to move fast and innovate.
Learn hands-on tools & techniques for applying lean that any team can start small and quickly see results, such as:
* How to move faster using collaborative, cross-functional teams
* Lightweight dev tools for scaling design across many teams
* Building a lean mindset in larger organizations
With real examples and artifacts you will learn how to manage - and thrive - using lean to create awesome products.
As the physical world and the digital world converge, what does the future of designing software products look like? This talk outlines three major eras of user experience; UX 1.0 in the era of personal computing, UX 2.0 in the era of cloud and multiscreen, and UX 3.0 in the future we are moving towards of connected devices and internet of things.
Presentation at FlowCon by Natalie Hollier and Joe Mclean.
Tools and techniques for doing lean product development, and how to scale from a small team to large and distributed teams building multiple products.
Multi-cluster Kubernetes Networking- Patterns, Projects and GuidelinesSanjeev Rampal
Talk presented at Kubernetes Community Day, New York, May 2024.
Technical summary of Multi-Cluster Kubernetes Networking architectures with focus on 4 key topics.
1) Key patterns for Multi-cluster architectures
2) Architectural comparison of several OSS/ CNCF projects to address these patterns
3) Evolution trends for the APIs of these projects
4) Some design recommendations & guidelines for adopting/ deploying these solutions.
This 7-second Brain Wave Ritual Attracts Money To You.!nirahealhty
Discover the power of a simple 7-second brain wave ritual that can attract wealth and abundance into your life. By tapping into specific brain frequencies, this technique helps you manifest financial success effortlessly. Ready to transform your financial future? Try this powerful ritual and start attracting money today!
ER(Entity Relationship) Diagram for online shopping - TAEHimani415946
https://bit.ly/3KACoyV
The ER diagram for the project is the foundation for the building of the database of the project. The properties, datatypes, and attributes are defined by the ER diagram.
1.Wireless Communication System_Wireless communication is a broad term that i...JeyaPerumal1
Wireless communication involves the transmission of information over a distance without the help of wires, cables or any other forms of electrical conductors.
Wireless communication is a broad term that incorporates all procedures and forms of connecting and communicating between two or more devices using a wireless signal through wireless communication technologies and devices.
Features of Wireless Communication
The evolution of wireless technology has brought many advancements with its effective features.
The transmitted distance can be anywhere between a few meters (for example, a television's remote control) and thousands of kilometers (for example, radio communication).
Wireless communication can be used for cellular telephony, wireless access to the internet, wireless home networking, and so on.
6. Technology is
- DISRUPTING -
BUSINESS
Customer
Experience
Technology
Technology is advancing rapidly
to provide more and more
innovative consumer products
Business
Strategy
Customers now expect more:
rich, personalized,
omnichannel experiences
Businesses need to move faster
to stay in the game: the rate of
change is accelerating
12. Lean Product Development
BUILD
Goals,
not features
Lean
mentality
LEARN MEASURE
DESIGN
THINKING
LEAN
STARTUP
AGILE
UX + DEV
Lean UX ~ Jeff Gothelf and Josh Seiden
(aka LeanUX)
13. Design Thinking
DESIGN PRINCIPLES
HUMAN-CENTERED
EMPATHY
CONTEXTUAL ENQUIRY
IDEATION
PROTOTYPING
CUSTOMER CO-DESIGN
Change By Design ~ Tim Brown dschool.stanford.edu
14. Lean Startup
CUSTOMER VALUE
HYPOTHESIS DRIVEN
VALIDATED LEARNING
MINIMUM VIABLE PRODUCT
BUILD-MEASURE-LEARN
FAIL FAST AND PIVOT
The Lean Startup ~ Eric Reis
15. Agile UX + Dev
SPRINTS/ITERATIONS
USER STORIES
CROSS FUNCTIONAL TEAMS
TIGHT COLLABORATION
VISUAL INFORMATION RADIATORS
ThoughtWorks
17. Know What You Dont Know
TRUST
HUMILITY
COURAGE
the process
with your ideas
to try, fail, learn
18. Product Ideas
Insights & Input
customers
business
technology Opportunity Backlog
prioritize based on
business goals
Design Brief
problem statement
desired outcome
DESIGN
THINKING
19. MVP Design Workshop
MVP Design
storyboards and wireframes
hypothesis and assumptions
Design Brief
problem statement
desired outcome
Collaborative
Design
customer / researcher
design
business
technology
20. MVP Hypothesis
Goals,
not features
LEAN
STARTUP
STATE ASSUMPTIONS
OUTCOME FOCUSED
CLEAR VISION
MEASURABLE IMPACT
We believe that
[doing this / building this feature / creating this experience],
For [these people/personas],
Will achieve [this outcome],
We will know this to be true when we see
[this feedback / quantitative measure / qualitative insight ].
Lean
mentality
Lean UX ~ Jeff Gothelf and Josh Seiden
21. Research Sprints
FIELD OBSERVATION
BUILD EMPATHY
LEARN PAIN POINTS
VALIDATE ASSUMPTIONS
Research Questions
Story Backlog
lean/agile design
and development
validate ideas
1-2 sprints ahead
and
verify solutions
1-2 sprints after
MVP design
storyboards and wireframes
hypothesis and assumptions
Goals,
not features
Lean
mentality
LEAN
STARTUP
22. User Story Mapping
AGILE
UX + DEV
USER JOURNEY
THIN SLICE
SHARED VISUAL ARTIFACT
User Story Mapping ~ Jeff Patton (agileproductdesign.com)
23. Lean Product Management
BUILD
Goals,
not features
Lean
mentality
LEARN MEASURE
DESIGN
THINKING
LEAN
STARTUP
AGILE
UX + DEV
Product
Ideas
MVP
Workshop
MVP
Hypothesis
Research
Sprints
Story
Mapping
27. Coordination and Management
PRACTICE COMMUNITIES/TRIBES
CROSS-TEAM ROTATIONS
CROSS-TEAM PAIRING
VARIOUS STANDUPS
LUNCH & LEARNS
VISUAL INFORMATION RADIATORS
SUPPORTING TOOLS
The Connected Company ~ Dave Gray
30. Recall: Goal Driven Teams
MVP MVP
MISSION
Discover
and Prioritize
OPPORTUNITIES
Design
and Test
Cross Functional
Team
31. Recall: Principle of Mission
In maneuver warfare, the mission is ...
“Commander’s Intent.”
... orders are incomplete without this
information.
... when intent is clear, Marines will be
able to select the right course of action.
This is particularly true when Marines
have to deal with an emerging obstacle
or opportunity.
ALIGNMENT ON VISION
NOT PRESCRITIVE
EMPOWERED TEAMS
RESPONSIVE SOLUTION
The Principles of Product Development Flow ~ Donald Reinertsen
32. Goal Driven Business
BUSINESS GOAL
Discover
and Prioritize
Executive
Team
BET
BET
BET
BET
Business Portfolio
Test and learn
Respond to uncertainty
Lean Enterprise ~ Jez Humble, Joanne Moleksy and Barry O’Reilley
33. Fund Outcomes (not Output)
Business Portfolio
PORTFOLIO OF INVESTMENT BETS
TESTABLE MVPS
PIVOT OR DOUBLE DOWN
INCREMENTAL INVESTMENT
BALANCE ACROSS ‘HORIZONS’
Lean Enterprise ~ Jez Humble, Joanne Moleksy and Barry O’Reilley
34. Lean Portfolio Management
BET
(MISSION)
BUSINESS GOAL
OPPORTUNITIES
MVP MVP
CLEAR VISION AT THE TOP
ALIGNMENT ON OUTCOMES
DELIGATE DECISIONS DOWN
EMPOWERED TEAMS
LEARNING FEEDBACK LOOPS
35. Lean Portfolio Management
customer
marketing
email
campaign
Grow the business
traveller customer
segment by 20%
Streamline repeat
travel bookings
(more bookings per
existing customer)
Promote and funnel
business travellers
to our features
(attract % new business)
landing page
experience
social
media
BUSINESS GOAL
BET (MISSION)
OPPORTUNITIES
MVP HYPOTHESIS
Executive
Team
Product
Delivery Teams
DE-COUPLE BUSINESS STRATEGY,
PRODUCT STRATEGY AND
PRODUCT IMPLEMENTATION!