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Product Design Strategy UXLX 2018 (Public Version)
The document outlines a product design strategy workshop by Richard Banfield, emphasizing the need for organizations to prioritize customer experiences over features in product development. It discusses creating a coherent product vision and strategy while highlighting the importance of agile, cross-functional teams that can adapt to change. Additionally, it addresses the evolving role of product designers and the significance of aligning product vision with customer feedback to achieve successful outcomes.
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Product Design Strategy UXLX 2018 (Public Version)
- 1. Product Design Strategy RichardBanfield Spring 2018
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- 4. Product organizations stilluse features and plans as a substitute for coherent product strategy. This is causing frustration for product teams and confusion for customers. Problem
- 5. Customers want experiences,not features. We believe that aligning and structuring teams around customer’s experiences results in a healthier product organization. Hypothesis
- 6. What activities willyou be participating in during this workshop?
- 7. Explore the evolvingrole of product designer. 1. team
- 8. Understanding where yourcompany sits on the product and digital evolution scale, and what this means for you. 2.
- 9. Learn how high-performingproduct teams align their product vision, strategy and priorities to deliver results. 3.
- 10. Develop a modelto reliably select the right priorities and metrics to measure the performance of your product design. 4.
- 11. Understanding how touse customer feedback to drive results and unblock obstacles. 5.
- 12. Learn how towork with others on your team to navigate through the inevitable challenge of change. 6.
- 13. You will leavewith a greater understanding of your value, your role and your influence in the product organization. Outcome
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- 27. EXPERIENCES ONE YEAR 61 MAJOREXPERIENCES
- 29. “…not around processbut rather organizing humans in a way that allows us all the opportunity to remain adaptable in a changing environment” NATE WALKINGSHAW
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- 33. The key insightfrom interviewing hundreds of companies: You can’t create product leadership from the bottom up.
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- 36. “Top-down, command-and-control organizations withbillions of dollars and thousands of employees are getting their butts kicked by small, agile teams with only a handful of employees, informal org structures and very little resources.” True or False?
- 37. “Top-down, command-and-control organizations withbillions of dollars and thousands of employees are getting their butts kicked by small, agile teams with only a handful of employees, informal org structures and very little resources.” True or False?
- 39. The randomness ofhand-crafting products was replaced by a predictable approach. Factories full of unskilled workers could start making things with greater scale, frequency and precision. Command Model
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- 42. Individual skills networkedinto a cross- functional group yield fast results. The networked arrangement of teams makes it easy to replace lost members or continue without any supervision. Team Model
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- 44. Do the advantagesof the small unit disappear when you grow? Can Teams Scale? 6 minutes
- 45. Can Product TeamsScale?
- 46. Individual skills networkedinto a cross- functional group yield fast results. The networked arrangement of teams makes it easy to replace lost members or continue without any supervision. Team Model
- 47. Command vs. Team Commandsset clear ‘North Star’ goals. Optimization of assets, accountability, long-term planning and the development of talent. Teams and small units are unmatched for their agility of performance, their ability to make non- linear decisions and innovate on the fly.
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- 50. Combines the bestof the top-down organization with the agility of the team model. Hybrid Model
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- 55. Working on yourown, list the assumptions and facts you have about your product team and organization. One item per Post-it. Instructions 6 minutes
- 56. Assumptions are statements, communicatedas if they are facts but have no evidence to support them. Assumptions
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- 58. Which assumptions aboutour teams and organizations are clouding our judgement or making it harder to make changes? What Can Hurt Us? 10 minutes
- 59. The Stages ofLearning Chapter Four
- 60. Stages of Learning Unconscious Incompetent Conscious Incompetent Conscious Competent Unconscious Competent Stage1 Stage 2 Stage 3 Stage 4 We don’t know what we don’t know. Bliss! We know what we don’t know. Panic! We have a process but it’s still an effort to produce quality. We do the right thing without thinking about it. Source: Noel Burch
- 61. Stages of “UX”Learning Unconscious Incompetent Conscious Incompetent Conscious Competent Unconscious Competent Stage 1 Stage 2 Stage 3 Stage 4 Occasional UX or innovation projects. No dedicated internal teams. No metrics. Silos of internal UX & innovation teams. Seeing positive ROI on small projects. Integrated, cross-functional teams. Fluent in UX. Measuring ROI against strategic goals. Adapted by: Jared Spool No customer focused vision or resources. Focus is on business and IT only.
- 62. Where on thecontinuum of learning is your organization? Evaluate 2 minutes
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- 64. Where on thecontinuum of learning is your team? Evaluate 2 minutes
- 65. Unconscious Incompetent Conscious Incompetent Conscious Competent Unconscious Competent Stage 1 Stage2 Stage 3 Stage 4 This might be the CEO
- 66. Where on thecontinuum of learning are you? Assess 2 minutes
- 67. Unconscious Incompetent Conscious Incompetent Conscious Competent Unconscious Competent Stage 1 Stage2 Stage 3 Stage 4 How do you go from here to here?
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- 69. What examples haveyou seen where teams or companies have moved from one stage to the next stage? Real World 10 minutes
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- 71. Write down yourcompany’s mission and vision. Mission & Vision 3 minutes
- 72. A mission isessential but insufficient. For teams to be effective they need ownership over the product level vision and implementation of that vision. Mission vs. Product Vision
- 73. HOW? CREATING PROGRESS THROUGHTECHNOLOGY THAT LIFTS THE HUMAN CONDITION.
- 75. TO ACCELERATE THEWORLD’S TRANSITION TO SUSTAINABLE ENERGY.
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- 77. “We choose togo to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills”
- 78. Having an unattainableor aspirational mission is very important. Having a very tangible vision is the opposite. It must be something you can almost see. Mission vs. Vision
- 79. Good Product Vision Objective Future Problem Shared Concrete Timeless It’snot about you. Describes a better world. Focuses on pain points. Relevant to customers and teams. Clear end state. Agnostic of temp tech and trends.
- 80. Product Vision Today, when__________________ want to ________________, they have to _________________. This is unacceptable because ____________________. We envision a world where _____________________. We’re bringing this world about through ____________. identified group desirable outcome current option(s) shortcomings of option(s) shortcomings are resolved approach
- 81. Today, when thesick, pregnant, dying and disabled, want to have a successful birth, care, treatment and support, they have to, get insurance, follow the rules and protocols, find providers that are covered and accessible, and find a way to apply the diagnosis, while finding transportation, time off work, etc. This is unacceptable because it is costly, disruptive and frequently harmful. We envision a world where issues are predicted, interventions are delivered where the patient is in control, there are fewer mistakes, fewer misses and less harm, and problems are prevented and health promoted. We’re bringing this world about by designing new business models and market places, aggregating analysis and acting on information, which closes the loop on better prediction and adjustments. Example
- 82. Write a ProductVision to guide your product team as it exists today. Instructions 10 minutes
- 83. Product Vision Today, when__________________ want to ________________, they have to _________________. This is unacceptable because ____________________. We envision a world where _____________________. We’re bringing this world about through ____________. identified group desirable outcome current option(s) shortcomings of option(s) shortcomings are resolved approach
- 84. Write a ProductVision to guide your product team without any of the constraints you experience today. Instructions 10 minutes
- 85. Product Vision Today, when__________________ want to ________________, they have to _________________. This is unacceptable because ____________________. We envision a world where _____________________. We’re bringing this world about through ____________. identified group desirable outcome current option(s) shortcomings of option(s) shortcomings are resolved approach
- 86. Combine the bestof these Product Visions into a single Product Vision. Instructions 6 minutes
- 87. Product Vision Today, when__________________ want to ________________, they have to _________________. This is unacceptable because ____________________. We envision a world where _____________________. We’re bringing this world about through ____________. customer segment desirable outcome current option(s) shortcomings of option(s) shortcomings are resolved approach
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- 89. Product Vision cancome from senior leadership, but ownership, implementation and the ability to change the vision stays at the team level. Who Owns Vision?
- 90. Mission Product Vision &Strategy Values & Metrics ?? 1
- 91. Mission Product Vision &Strategy Values & Metrics 2
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- 93. A fancy wayof saying, “This is how we will behave everyday in order to achieve the vision we have agreed to, even when things don’t go as planned”. What Is Strategy?
- 94. How we behaveand adapt is a function of our group structure and our understanding of our situation. Structured For Adaption
- 95. MOMENTUM TIME “THIS IS GOINGTO BE GREAT.” “WHOA, THAT TOOK MUCH LONGER THAN EXPECTED” “NOBODY SAID IT WOULD BE THIS HARD” “HANG ON, THIS ISN’T RIGHT.” SCOTT BELSKY
- 96. MOMENTUM TIME SCOTT BELSKY “THIS ISGOING TO BE GREAT.” “WHOA, THAT TOOK MUCH LONGER THAN EXPECTED” “NOBODY SAID IT WOULD BE THIS HARD” “CRAP” “PHEW!” “WHAT NOW?” “YASS!” “WTF!” “$$$!” “SERIOUSLY??” “HANG ON, THIS ISN’T RIGHT.”
- 97. MOMENTUM TIME “THIS IS GOINGTO BE GREAT.” “NOBODY SAID IT WOULD BE THIS HARD” “HANG ON, THIS ISN’T RIGHT.” “THINGS DIDN’T GO AS PLANNED”
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- 101. Strategy: Structure +Understanding Real Customer Pain Points Experience Design Capabilities Logistics
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- 103. The Big Questions RealPain Points: What are we solving? Design the Experience: What’s the product? Capabilities: Why can we deliver on this? Logistics: How do we get it into their hands?
- 104. What validated problemswill your product solve for your customers? Instructions 4 minutes
- 105. What will bethe most important touch points, the emotional journey and brand promise of your product experience? Instructions 8 minutes
- 106. What do youhave that makes you ideal to create this product? What tech, expertise, partnerships exist? What’s missing? Instructions 8 minutes
- 107. How will yourproduct experience find its way to your customers? How will you support that? Who pays for it, and how? Instructions 8 minutes
- 108. The Risks What arethe obstacles to product success? These are Tech/Ops, Legal/Regulatory, Financial, Personnel and Stakeholder risks. In other words, can we sustain this product?
- 109. Assembling The Parts Mapthe Real Pain Points, Design, Capabilities and Logistics against the greatest risks. This requires us doing two things: Developing a Sustainability Statement and Mapping the risks against our Product Vision.
- 110. Sustainability Currently, the greatestrisk to our product’s existent is that ______________ . If this happens, we won’t be able to continue because ________________. This will most likely come true if _________________. Factors that help us mitigate that risk are ____________________. consequences of risk factors that amplify risk factors that decrease risk greatest risk
- 111. Sustainability Good vision fitbut likely unsustainable Good vision fit and sustainable Poor vision fit & unsustainable Building vision debt but sustainable
- 112. Write your ownsustainability statement. Instructions 8 minutes
- 113. Sustainability Currently, the greatestrisk to our product’s existent is that ______________ . If this happens, we won’t be able to continue because ________________. This will most likely come true if _________________. Factors that help us mitigate that risk are ____________________. consequences of risk factors that amplify risk factors that decrease risk greatest risk
- 114. Review all theelements of the Real Pain Points, Design, Capabilities and Logistics, so you can map them against the risk. Instructions 8 Minutes
- 115. Sustainability Good vision fitbut likely unsustainable Good vision fit and sustainable Poor vision fit & unsustainable Building vision debt but sustainable
- 116. A Better HumanInterface Chapter Seven
- 117. People Before Process MENWANTED for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful, honor and recognition in case of success. Ernest Shackleton 4 Burlington st.
- 118. Ultimate Empathy Collective consciousness, collective conscience,or collective conscious is the set of shared beliefs, ideas and moral attitudes which operate as a unifying force within an organization.
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- 120. Product Experience Team Walkingshawcreated autonomous cross- functional, co-located teams, which they call, Product Experience Teams, they were able to develop an environment where the teams would have power over their actions as they stepped towards that bigger mission.
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- 122. Engineer Domain Expert Researcher Developer Product Manager UIDesigner UX Strategist Product Experience Team
- 123. Seek a highdegree of diversity in skills, background and experience. Why? It generates “creative tension”. Easier to identify weaknesses and assess skills. Faster decision making. More velocity. Team Diversity
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- 125. Silos vs. PXTs Mutuallyexclusive and collectively exhaustive Imperfect but shared
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- 128. Vision Strategy Priorities Metrics Values Behavior “Why are wedoing this?” “What do we need to do to achieve that?” “What do we do first?” “How do we know we’re being successful?” “What agreements make us better?” “What actions demonstrate understanding?” Guides & Guardrails
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- 130. Values KNOW EACH OTHER’SWORLD LIVE IN REALITY EMBRACE SCIENTIFIC THINKING LEAD WITH HUMILITY BE VULNERABLE RESPECT EACH OTHER
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- 138. Shared Consciousness Intraday DailyWeekly Quarterly Company Wide Executive Leaders Product Leaders Product Team Slack & email Slack & email Co-located, Slack & email Team Stand-ups Task Team + Slack & email Lunches & Town Halls Experience Team Meeting CPO + CEO Demo Day All Hands Meeting Offsite Offsite Offsite Co-located, Slack & email Co-located, Slack & email Co-located, Slack & email
- 139. Design a calendarof communication for your team and company that would increase shared consciousness. Instructions 8 minutes
- 140. Work with yourteam to develop a set of values and establish a shared language for how to describe frequently occurring problems and bottlenecks. Homework On your own time
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- 142. Alignment is nota new idea. Strategic visions are not new. Team structures are not new. What’s new is that product teams are taking ownership of their vision and execution, which gets them better support for resource requests from the larger org. Groundbreaking?
- 143. Engineer Domain Expert Researcher Developer Product Manager UIDesigner UX Strategist Product Experience Team
- 144. Product Vision Today, when__________________ want to ________________, they have to _________________. This is unacceptable because ____________________. We envision a world where _____________________. We’re bringing this world about through ____________. customer segment desirable outcome current option(s) shortcomings of option(s) shortcomings are resolved approach
- 145. Product Strategy Vision Strategy Priorities Metrics Values Behavior “Why arewe doing this?” “What do we need to do to achieve that?” “What do we do first?” “How do we know we’re being successful?” “What agreements make us better?” “What actions demonstrate understanding?”
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- 147. CUSTOMER SEGMENT PRODUCT CONTENT EXPERIENCE GEOGRAPHY CHANNEL VALUE CHAIN NEWBUSINESS MILITARY GOVERNMENT HEALTHCARE EDUCATION BUSINESS CHANNELS ASSESSMENTS ANALYTICS DASHBOARD COURSES NOVICE PROFICIENT PRO VETERAN LEGEND WWWMARKET3RD PARTYSOCIAL INTERNAL
- 148. CUSTOMER SEGMENT PRODUCT CONTENT EXPERIENCE GEOGRAPHY CHANNEL VALUE CHAIN NEWBUSINESS MILITARY GOVERNMENT HEALTHCARE EDUCATION BUSINESS CHANNELS ASSESSMENTS ANALYTICS DASHBOARD COURSES NOVICE PROFICIENT PRO VETERAN LEGEND WWWMARKET3RD PARTYSOCIAL INTERNAL
- 149. Team Now NextLater Integrated Roadmap Initiatives
- 151. Group the strategicitems in the sustainability matrix under initiatives and assign to responsible team members. Homework On your own time
- 152. Unconscious Incompetent Conscious Incompetent Conscious Competent Unconscious Competent Product Vision Product Strategy Priorities Metrics Noneor Company Mission Obsessive Sales Disorder None or Reactive Dept. P&L Product Focused Scrum-Theatre Rigid Strategy Service or Product P&L Problem Centered Thematic Roadmap Aligned with Capabilities Unit Economics Customer Focused Seamless Feedback Integration Universally Integrated Hypothesis Driven Metrics Stage 4Stage 1 Stage 2 Stage 3 Stage vs. Strategy
- 153. Analyze where you,your team and your organization are on the learning continuum and design an appropriate learning strategy. Homework On your own time
- 154. Activities Hypotheses KeyMetrics Lessons Execution Roadmap Milestones Now Next Later
- 155. With your team,decide the actions to be taken, the expected results, how you’ll measure and learn from the result. Homework On your own time
- 156. MARTIN ERIKSSON “It’s notthe steps, it’s the mindset”
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