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One Behaviour That Unlocks a World of Opportunity
The document discusses the importance of empathy and design thinking in driving innovation and building great companies, using Airbnb as a case study. It emphasizes the need for understanding user experiences and building trust through well-designed systems, highlighting successful strategies like the Superhost program. Furthermore, it addresses the significance of employee experience and maintaining a strong company culture to foster engagement and alignment with core values.
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One Behaviour That Unlocks a World of Opportunity
- 1. ONE BEHAVIOUR THAT UNLOCKSA WORLD OF OPPORTUNITIES
- 2. 95% OF INNOVATIONFAILS CLAY CHRISTENSEN
- 3. HOW DO WEIMPROVE THE ODDS?
- 4. VOICE INSIDE YOURHEAD HOPES AND FEARS
- 5. HOPE THERE ISA MARKET…
- 6. HOPE THERE ISA MARKET… FEAR THAT WE'RE BUILDING SOMETHING NOBODY WANTS
- 7. HOPE WE HAVETHE RIGHT TEAM….
- 8. HOPE WE HAVETHE RIGHT TEAM…. FEAR WE'RE NOT COLLABORATING WELL
- 9. 20 YEARS PRODUCTS &CAMPAIGNS ONE TRUTH…
- 10. GREAT COMPANIES ARE BUILTON GREAT PRODUCTS
- 11. THERE IS AMARKET… THEY HAVE THE RIGHT TEAM….
- 12. AND THEY DOONE THING
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- 14. EMPATHY INSIDE AND OUT GETTINGINTO USERS SHOES UNDERSTAND THEIR FEELINGS DESIGN EXPERIENCES
- 15. SOUNDS EASY BUT IT'SNOT FEW DO IT
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- 19. LET’S DISCOVER HOWYOU CAN PUT DESIGN THINKING IN ACTION
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- 25. HOW DOES AIRBNBDO IT?
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- 27. “A well-designed reputa2onsystem is key for building trust.” JOE GEBBIA CO-FOUNDER AND CHIEF PRODUCT OFFICER OF AIRBNB
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- 30. Impar&al Feedback Hosts andtheir guests will only see reviews they receive from a trip a<er both par&cipants have wri=en their review.
- 31. A Host With10 or More Reviews is 10x More Likely to Book Their Home Stanford Study Examining Airbnb Users and Data Suggests That Reputa&on can Offset Social Bias 1-3 Reviews 10+ Reviews Ave. Bookings
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- 34. Craigslist Hacks Pro Photographers Saved Previous Search Superhost Program ASeries Of Design Thinking Ideas that Sparked Growth Over it’s history, Airbnb has experiment with design ideas to improve trust and the overall experience.
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- 36. Superhost, Super Happy Greathosts that are guaranteed to have tonnes of experience hos&ng guests. They also respond to guests quickly and maintain a 90% response rate or higher.
- 37. Social Proof Airbnb usesthe influence of other peoples behaviour to validate a choice I wish to make.
- 38. Constant Contact At everymoment a user is encouraged to communicate directly with a host. By including the likelihood of a fast response, the guest feels less risk in making contact.
- 39. WHO WOULD YOULET STAY AT YOUR PLACE?
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- 43. IDEAS DON’T LIVEIN POWERPOINT – THEY BELONG IN THE HANDS OF CUSTOMERS.
- 44. DIRECT EXPERIENCE: ALLOW CUSTOMERSTO USE AND INTERACT WITH A PROTOTYPE
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- 49. RECRUIT REAL CUSTOMERS Find peoplewho are your potenJal customers. Do not recruit family and friends as customers. Real customers give real, unfiltered feedback. INSTALL A FACILITATOR Someone needs to run the tesJng experience with a prototype. The facilitator will help sessions stay on track and ensure that designers understand the feedback. SET THE CONTEXT Provide the user with a goal or a task. Don’t forget to explain where they are, what Jme of day and any other context that creates the direct experience. DON’T LEAD THE WITNESS Never sell a prototype. In fact the less you pitch, the beTer the feedback. REFINE AFTER EACH TEST Each prototyping sprint session should reveal new opportuniJes. The more you test, the beTer the product.
- 50. LOW FIDELITY A5 Card A4Paper Black /White XL foam boards Post it notes: 4-6 colours White board markers MIXED MEDIA Tape Pens & Pencils Scissors Ruler String DIGITAL Sketch InVision Adobe XD iPad Laptop
- 51. A closed cardsort Participants sort items into categories you give them
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- 54. ENDOWMENT EFFECT Customers valuewhat they have. And they don’t like change. When thinking about new products the “switching costs” weigh heavier than the potential benefits. Companies also value what they have. They fall in love with their creations. They become blind to the customer truth: the customer see’s more loses than gains
- 55. 80% OF BUSINESSES BELIEVETHEY PROVIDE "SUPERIOR" CUSTOMER SERVICE. BUT ONLY 8% OF CUSTOMERS AGREED. BAIN/EIU CUSTOMER-LED GROWTH STUDY
- 56. LOW HIGH HOW TO AVOIDA PRODUCT THAT NOBODY WANTS AMOUNT OF BEHAVIOUR CHANGE REQUIRED FAIL QUICK-FIX HARD WORK INNOVATION iPHONEXIAOMI IRIDIUM, FIRE, KIN BLACKBERRY LOW HIGH USER BENEFITS
- 57. MORE BENEFITS, LESSCHANGE Amount of Behaviour Change Required Time Money Effort Brain Cycles Social Deviance My Routine User Benefits Simplicity Mobility Affordability More personal time Wellness Freedom Higher performance Fulfilment Impact
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- 63. 78% “I feel asense of belonging at Airbnb” 87% “I understand how my team fits into Airbnb’s vision and mission.” 89% “I’m proud of the culture at Airbnb.” 85% “I understand how to apply Airbnb’s Core Values to my day-to-day job.”
- 65. A;er we closedour Series C with Peter Thiel in 2012, we invited him to our office. I asked him what was the single most important piece of advice he had for us. He replied, “Don’t fuck up the culture.”
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- 67. Airbnb CHRO Becomes Chief EmployeeExperience Officer MARK LEVY GLOBAL HEAD OF EMPLOYEE EXPERIENCE
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- 69. Beyond Payroll & Benefits Anythingthat’s se^ng up our employees to success, or has the opportunity to bring our culture to life, should all sit in the Employee Experience group. PAYROLL/ BENEFITS TALENT RECRUITING
- 70. Beyond Payroll & Benefits Anythingthat’s se^ng up our employees to success, or has the opportunity to bring our culture to life, should all sit in the Employee Experience group. PAYROLL/ BENEFITS TALENT RECRUITING GROUND CONTROL FACILITIES FOOD CITIZENSHIP
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- 73. EVERYDAY CORE VALUES AND ACTIONS OF EACH MEMBER OFTHE TEAM IN PURSUIT OF OUR COMPANY MISSION. CULTURE STATEMENT
- 74. OWNERSHIP Our Culture OfOwnership and "Saying i got This" By Each Member of the Team in Pursuit Of Making So<ware More Human
- 75. THRIVING SPACE Our CultureOf a Thriving Space And Taking Time to Help Others By Each Member of the Team in Pursuit Of Making So<ware More Human
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- 77. Hire Based onValues Every candidate that makes it through to an interview goes through a set of interviews related to their role , and they have two additional interviews related to core values. The executive team meets weekly and within 24 hours of that meeting it’s Levy’s task to get the notes out to every person in the company. Ground control is a part of the employee experience team with the aim of bringing the culture to life. This team is tasked with looking after the workplace environment, internal communications, employee recognition, celebration and events. Work Based on Values Reward Based on Value
- 78. GREAT COMPANIES ARE BUILTON GREAT PRODUCTS
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