This document summarizes key points from a UX book club discussion on relationships, innovation, and team structure. It discusses finding opportunities in relationships by understanding changing circumstances and building lifetime relationships. It also notes that innovation within large organizations follows a hero's journey with challenges. Successful innovation often leads organizations to deter further innovation. The document recommends distancing innovation teams from existing structures and recognizing personal biases to overcome barriers. It suggests large cross-functional innovation teams that can evangelize new ideas, while core design teams are smaller.

1. UX Book Club - Blind Spot
5 Aug 2017

2. I covered...
4. Finding Opportunities in Relationships
5. Becoming by Doing
6. Distancing and Team Structure

3. 4. Finding Opportunities in Relationships

4. Getting it right the wrong way
The amateur chefs who occasionally
beat celebrity chefs - “They simply
know how to do one thing well, and
when customers no longer want that
one thing, they can’t adapt”
It’s better to simply look at the
relationships and understand why
circumstances have changed

5. Short-Term, Longer-Term, and Lifetime Relationships
Short-Term, Climax-Driven Experiences Lifetime Relationships

6. Threats to Longer-Term Relationships
Outside developments
● Health food business
● Chocolate companies
Habituation
● Television industry
Losing touch with
customer needs and
desires
● Yuban coffee ad

7. Touchpoint Categories
Products Services Events
Environments Gaming Hospitality

8. 5. Becoming by Doing

9. The Innovation Conundrum
“It states that a track record of successful
innovation usually leads to a situation
that deters further innovation”
Innovating within a large organization
often follows the Hero’s Journey - Have
challenges, trials, allies, and enemies

10. Blockers to Innovation
Cultural Antibodies
● See new initiatives as
distraction
● Managers aren’t willing
to suspend disbelief
The Incubator problem
● Create a space for
innovation outside of
the existing structures
(E.g Xerox PARC)
● Incubate vs. Acquire
Cultural Toxicity
● Can’t innovate because
they are set in their
ways and have no
incentive to change
(E.g. Newspaper
industry)

11. A Transformative Process
Six D of Becoming by doing
Distancing Discovering Deciding
Declaring Designing Delivering

12. 6. Distancing and Team Structure

13. Team Structure and First Steps
Setting up a team and giving team members distance or space for innovation
Large team
● Select from all departments
● They can provide valuable perspective
● Foster close relationship among
groups
● Evangelize the new ideas in their own
home departments
Core design team
● When designing products and service,
it’s better to pare down

14. Understanding the Problem of Biases
Gaining distance from their own personal biases and perceptions
Recognizing Biases
● You and your team members are never
ordinary customers of your companies
● Jared Spool’s automotive company story
● Brenda Laurel’s preconception practice

15. 要約
”関係”の中で可能性を見つける
● 短期的関係にて強いクライ
マックの経験を提供するよ
うにする
● 長期的関係を築くために、
環境の変化を機敏に察知
する必要がある
● 生涯的関係を築くことが究
極の目的
実行しながら進む
● イノベーションを起こすこと
は険しい道のりである
● 一般に組織には変化を嫌
い、新しいものを潰そうとす
る「文化的抗体」がある
● 実行の際には六つの”D”の
段階に沿って進める
距離を置き、チーム構造をつくる
● 大きいイノベーションチーム
を構成すると、様々な部門
からの意見を集められる
● イノベーションチームはマネ
ジャーのサポートを必要と
し、既存の組織の管轄外で
ある必要がある
● バイアスを認識、排除する
ことが大事

16. Thank you
soyeon.s.lee@gmail.com