UX Poland 2016 Masterclass- Jeff Gothelf - Lean Ux in the Enterprise

Lean in the Enterprise Workshop | April 2016
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Gothelf.co || @jboogie
PLEASE PUT YOUR NAME, COMPANY
WHERE YOU WORK & JOB TITLE ON AN
INDEX CARD:
Good Morning!
Willie Nelson
Lead Developer
MAKE THIS

Lean in the Enterprise:  
Leveraging experimentation, continuous learning &
user-centered design to build winning products
Intensive 1-day Workshop
Jeﬀ Gothelf
UX Poland
April 2016
@jboogie || jeﬀ@gothelf.co

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Gothelf.co || @jboogie3
HOUSEKEEPING

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Jeﬀ Gothelf
jeﬀ@gothelf.co
Your instructor today
@jboogie

Lean in the Enterprise Workshop | April 2016 – – Gothelf.co || @jboogie
Our Agenda
5
• Icebreaker - biggest challenges
• Intro to concepts: Continuous learning, risk, user-centricity and
agility
• The Project!
• Intro to business problem statements
• Hypotheses & Assumptions
• MVP’s & Experiments
• Tips & Tricks for Lean teams in the enterprise
• Q&A / Unconference

– –Lean in the Enterprise Workshop | April 2016 Gothelf.co || @jboogie6

Unique challenges in the enterprise
7
1.Functional & business silos
2.Managing to output vs. outcome
3.Established brands
4.Established customer expectations
5.Legacy infrastructure
6.Distributed teams
7.Matrixed organizations / lots of stakeholders
8.Internal politics / competing agendas
9.Culture of long-term planning
Not safe to fail / learn
Design as an after thought

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ICEBREAKER

Icebreaker Exercise
9
• Pair up at your table
• Who are you? Where do you work? What do you do?
• How would you describe the way your company builds
products?
• Process-centric?
• Business-centric?
• User-centric?
• How does your team/org make decisions?
• What are the biggest challenges your team/org faces aligning
business, product development and design?
Pair interviews

Icebreaker Exercise
10
Please introduce your colleague to the rest of your group.
Share:
- who they are
- where they work
- what they do
- the challenges they face aligning business, design and
product development
(1 minute per person)

Icebreaker Exercise
11
One person from each group please share a recap of the
challenges your teams face aligning business, product
development and design.
(2 minutes per team)

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INTRO TO CONCEPTS

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"We poured surreal amounts of money into it, yet
we all thought it had no value for the customer,
which was the biggest irony. Whenever anyone
asked why we were doing this, the answer was,
‘Because Jeﬀ wants it.’ No one thought the feature
justiﬁed the cost to the project. No one. Absolutely
no one."

Old assumptions drive our current thinking
15

Old assumptions, new reality
16

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Software is continuous

Section
MarkerExplain a bit more here
11.6Seconds

C O N T I N U O U S C O N V E R S AT I O N
Ship
SenseRespondRespond

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Software development is complex and
unpredictable.

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Modern software development is using
tools like Agile, Lean, Lean Startup, User
Experience and Design to build compelling
products and services…
…by reducing risk.

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Consumer expectations are constantly
changing driven by B2C experiences.

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Since software is continuous and
consumer expectations are constantly
evolving, how do we leverage Lean, Agile &
Design to build a culture of innovation &
continuous learning?

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What is
Agile software development?

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Responding to change
over following a plan.

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Agile doesn’t have a brain.
- Bill Scott, PayPal

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What is Lean?

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Two Important Lean Principles
30
1. You are always moving from doubt to certainty
2. Work in small batches

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Foundation:
Evidence-based decision making

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The great thing about fact-based
decisions is that they overrule the
hierarchy.
Jeﬀ Bezos

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What is Lean Startup?

Lean Startup
34
The Lean Startup has as a premise that every startup is a grand
experiment that attempts to answer a question. The question is not
"Can this product be built?"
Instead, the questions are "Should this product be built?" and "Can we
build a sustainable business around this set of products and
services?"
This experiment is more than just theoretical inquiry; it is a ﬁrst
product.

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Foundation:
User-centered perspective.

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Outcome:
A measurable change in
customer behavior.

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What is Lean UX?

Lean in the Enterprise Workshop | April 2016 – – Gothelf.co || @jboogie38
Inspired by Lean Startup and Agile development, it’s
the practice of bringing the true nature of a product to
light faster, in a collaborative, cross-functional way.
We work to build a shared understanding of the
customer, their needs, our proposed solutions and
deﬁnition of success.
We prioritize learning over delivery to build evidence
for our decisions.
Lean UX is Product Discovery

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Foundation:
Cross-functional collaboration.

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Product
Design
Engineering
Strategy
Who else?

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Foundation:
Shared understanding.

Lean in the Enterprise Workshop | April 2016 – – Gothelf.co || @jboogie43
Shared understanding is key
This is my neighbor...and
his f&*(ing leaf blower.

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Foundation:
Great design.

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Why did this win?
Over this and 3700+ other
apps?

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Reduce waste. 
 
Don’t build things people
don’t want.

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Principles for Lean Teams
48
• Prioritize learning over delivery
• Manage to outcomes, not outputs
• Research with users is the best source of information
• Get out of the building
• One, cross-functional team
• Evidence-based decision making
• Every decision you make is a hypothesis
• Minimize time spent on wrong hypotheses
• Iterative over incremental

The Lean UX Cycle
49
• (Deﬁne a business problem)
• State your desired outcomes
• Declare your assumptions
• Hypothesize: write the test ﬁrst
• Make an MVP
• Get out of the building
• Team synthesis
• Kill / pivot / persevere
• Repeat
Ideas
Build
Product
Measure
Data
LearnLearn
Start here!

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BUSINESS PROBLEM
STATEMENTS

Business problem statements
• Provide a specific challenge for the team to solve
• Give focus to the team’s effort with guidelines and constraints
• Limit the scope of the team’s work
• Provide clear measures of success
• Do not define a solution
• Are not gospel
• Will likely be filled with assumptions that need to be proven

• Made up of 3 elements
• The current goals of the product or system
• The problem the business stakeholder wants addressed (i.e.,
where the goals aren’t being met)
• An explicit request for improvement that doesn’t dictate a
speciﬁc solution

Template for business problem statements:
[Our service/product] was designed to achieve [these goals]. We
have observed that the product/service isn’t meeting [these goals]
which is causing [this adverse eﬀect/business issue] to our
business. How might we improve [service/product] so that our
customers are more successful as determined by [these
measurable criteria]?

Example of bad business problem statement
Business problem:
Our competitors have all shipped mobile applications in the last
12 months and are advertising them heavily. With the ongoing
need to stay competitive we too must develop more mobile
products.
To achieve this we intend to launch an iOS application by Q2 2016
and ensure all of our marketing sites are mobile-friendly by the
beginning of Q3. In addition, we will launch a Facebook mobile ad
campaign to ensure our acquisition targets are hit this year.

Project: Ensure continued
engagement for our LMS

Project: Ensure continued engagement for
our ﬂagship LMS product
Deﬁnition of a Learning Management System (LMS):
A learning management system (LMS) is a software
application for the administration, documentation, tracking,
reporting and delivery of electronic educational technology
(also called e-learning) education courses or training
programs.

Practical uses of the LMS:
• Assign homework
• Receive/grade homework
• Track progress of students in class
• Share teaching materials and presentations
• Student group collaboration
• Push towards student self-service
• Easily reuse and repurpose lesson components
• Communication channel between student and teacher
• Automate/simplify student body assessment

Current state:
• 17 years in business
• 100 countries, 17,000 schools
• 75% of US higher-ed market
• 50% of US K-12 market
• Privately owned
• Global foot print

Business problem:
With a tremendous increase in funding for ed-tech startups, we’re
concerned by the risk of external disruption by a more nimble
competitor. New students both in the US and abroad are entering
schools with a mobile-first or mobile-only mindset. Our products
are heavy and not mobile-friendly.
We believe we should invest in more/capable mobile offerings
but are not sure exactly where those investments should go.
Success is defined as a 15% increase in mobile device usage of
our flagship LMS by our student population.

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HYPOTHESES

Hypotheses are made up of assumptions
78
What are the fundamental
assumptions we have about our
customers, their needs and our
solution that, if proven wrong, will
cause us to fail?

Typical product assumptions...
• Who is the user? Who is the customer?
• Where does our product ﬁt in their work or life?
• What problems does our product solve?
• When and how is our product used?
• What features are important?
• How should our product look and behave?
79

Example of product assumption
80
“My fancy car dashboard alerts me when a tire is too low on air. I spent 15
minutes ﬁlling and letting out air from my right rear tire yet it never
changed from 27psi on the dash. I've learned that my helpful dashboard
software does not assume left and right while inside the car. It assumes I
am standing outside and facing the car from the front. Therefore, "right
rear" means my left rear tire.”

Typical Business Assumptions
81
• How will we acquire customers?
• How will we make money?
• Who are our competitors?
• What’s our diﬀerentiator?
• What’s our biggest risk?
• How do we expect to solve it?

Hypothesis Statement
82
We believe this
[business outcome] will be achieved
if [these users] successfully
[attain this user outcome] with  
[this feature].

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REDEFINING GOALS,
PROGRESS & SUCCESS

Output, Outcome, Impact
84
Output: school-safe mobile chat app
Outcome: More students collaborating on projects using
mobile devices
Impact: Increase in mobile penetration with Kindergarten
-12th grade student population
Task teams here!

Why manage with outcome?
85
From “Principles behind the Agile Manifesto.”
• Build projects around motivated individuals. Give them
the environment and support they need and trust them
to get the job done
• The best architectures, requirements and designs  
emerge from self-organizing teams

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We have to consider usability and desirability...

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You can launch features…and they can still suck.

Assumptions Exercise: 4 Categories
88
1. What business outcomes are important to us?
2. Who is the user?
3. What outcome does the user want to achieve?
4. What features will they need in order to do so?

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DECLARING ASSUMPTIONS:
BUSINESS OUTCOMES

Exercise: Business Outcomes
90
What outcome does the business seek
• Strategic KPI’s (impact metrics)
• Clearly communicated
• Semi-permanent
• Tactical KPI’s (temporary outcomes for each team)
• Leading indicators
• Set as measure of success for teams
• Temporary
Derived from current business analysis,
competitive assessments, vision,
organizational goals and stated in our
problem statement
We use the direction provided by
management in the Strategic KPI’s to
declare these.

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Credit: Dave McClure, Startup Metrics for Pirates
Consider this starting point:
Acquisition
Activation
Retention
Referral
Revenue

Team Exercise: Business Outcomes
94
Step 1: individual brainstorm
What changes in customer behavior can we measure
that indicate our we are working on the right ideas?
Write one idea per ORANGE post-it (use the big Sharpies)
Example:
• Increase, week over week, of mobile log-ins
• Month over month increase of assignment turned in via mobile
• Steady increase in the amount of content in mobile-friendly
templates
Acquisition
Activation
Retention
Referral
Revenue
Remember what I sound
like when I speak all
pirate-like and stuﬀ.

95
Step 2: team synthesis
1. Each team goes to their work space.
2. Place post-it notes on the work space.
3. Read the notes to each other.
4. Organize into groups.
5. Give each group a name.

96
Step 3: Prioritization - dot voting
1. Dot vote for most important KPI’s, 3 per person
2. Identify your team’s top 3 KPI’s
3.Write them down on A4 paper at your table
4. When ﬁnished, please sit down.

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USERS

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• English literature professor
• 27 years of teaching experience
• Wary of new technologies
• Recognizes the beneﬁts of some digital
tools
• Uses a PC/Android phone
• Needs to spend less time grading, more time connecting with students
• Obstacle: technology keeps changing just as she gets used to one way of doing
things
• Needs to ensure content stays relevant to students
• Obstacle: doesn’t know how to translate her material to a digital format
Sandra,
The Professor
61 years old
Persona 1: Sandra, The Professor

• In the 6th grade, city school, Chicago,
USA
• Digital native - iphone/ipad
• Mobile everything
• Minecraft fanatic
• Loves watching YouTube
• On the cusp of social media
• Needs to get his work done quickly so he can play more minecraft
• Needs to show his parents that he uses his phone for more than games/videos
• Obstacle: parents just see him “on his phone” and assume he’s playing
• Obstacle: parents can easily take phone away
Martin,
The Student
12 years old
Persona 2: Martin, The Student

Three things you can test with your personas:
103
• Does the person exist?
• Do they have the problems/needs we believe
they do?
• Would they value a solution to these
problems?

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USER OUTCOMES

Lean in the Enterprise | April 2016 – – Gothelf.co || @jboogie
Exercise: User Outcomes
105
What outcome does the user seek that would drive
them to our service?
Write one idea per PINK post-it (use the big Sharpies)
Example:
• (Student) Not forced to use device I’m not comfortable
with
• (Teacher) Feel more connected to younger students

Exercise: User Outcomes
106
4. Organize into themes.

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LUNCH

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FEATURES

Exercise: Features
109
What features will serve our personas and create
their desired outcomes?
Write one idea per GREEN post-it (use the big
Sharpies)
Example:
• SMS homework alerts
• Group discussion monitoring for teachers

Exercise: Features
110
4. Organize into themes.

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WRITING HYPOTHESES

Hypothesis Statement
112
We believe this
[this feature].

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Exercise: Create your hypotheses
Step 1: As a team, map groups of assumptions to
each other using this chart.
We believe we will
achieve
if will attain with
[This business
outcome ]
[ this persona ] [ user outcomes] [this feature]
[This business
outcome ]
[This business
outcome ]
PINK GREEN

Team exercise: Hypothesis writing
114
As a team, write 2 hypotheses together for our
business problem.
We believe this
[this feature].

Team exercise: Hypothesis writing
115
Each team shares one of their hypotheses with the
room.

Where do you start?
116
High perceived value
Low risk High risk
Low perceived value

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MVPs & EXPERIMENTS

Method: Minimum Viable Product
118
What is the smallest thing we can do or make to test
our hypothesis? 
The answer to this question is your MVP.

Method: Minimum Viable Product
119
What do we need to learn ﬁrst?
What is the least amount of work we need to do to
learn that?

The Truth Curve
120

Product Discovery Workshop | April 2016
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So nice, I had to say it twice:
From incremental to iterative

Experiments may not be products
• Pre-sales/landing page
• Button to nowhere/feature fake
• Concierge/wizard of oz
122

MVP: Pre-Sales
123

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MVP: Feature fake

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MVP: Concierge / Wizard of Oz

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MVP: Smallest test

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Next step: Testing your hypotheses
143
Hypothesis statement:
Risk we are testing: (What do you need to learn ﬁrst?)
Target audience:
What can we learn today?
What can we learn in 1 week?
What can we learn in 1 month?

As a team, ﬁll this out for your top hypothesis
144
Hypothesis statement:
Risk we are testing: (What do you need to learn ﬁrst?)
Target audience:
What can we learn today?
What can we learn in 1 week?
What can we learn in 1 month?

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PARALLEL PATH PRODUCT
DISCOVERY & DELIVERY:
HOW DO WE DO IT?

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DISCOVERY & DELIVERY: 
EXPERIMENT STORIES

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The Experiment Story
What do we need to learn?

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The Experiment Story
We believe that asking new users MORE
questions during registration will increase
completed proﬁles.
Tactic: Landing page test
Customer interviews
Assigned to: UX, PdM
2pts

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Once the experiment is over….
150
• Bring your learnings to stand up (or call an impromptu meeting)
• Use conversation
• Follow up with artifacts -- photos, (short) videos, results/reports
• Assess impact to backlog
• Re-prioritize if necessary
• Re-estimate (or write new stories) depending on the
experiment’s outcome
• Capture your ﬁndings in your team’s knowledge management
tool (e.g., wiki)
• Communicate your ﬁndings to stakeholders and other groups
• Get approval (if necessary) for scope changes
Most important: Be transparent! No one likes surprises.

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DISCOVERY & DELIVERY: 
REDEFINE “DONE”

Product Discovery Workshop | April 2016 – – Gothelf.co || @jboogie
Shift the team’s thinking and communication
152
• From output (features) to outcome (customer behavior)
• From success=shipping to success=KPI
• From incremental to iterative (shipping is the beginning of the
conversation)
• Increase ﬁdelity only as evidence proves it is warranted
• Kill bad ideas before they go too far
• Remove underperforming features

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DISCOVERY & DELIVERY:
THE RISKS DASHBOARD

Risky Assumptions - Status
We can create a breakeven
or better business model
need to see strong
engagement
Practitioners will interact
with questions and
comments
need more data,
some concerns
We can avoid legal risk for
clinician participants
good intra-
organization,
questions for inter-
org groupsWe can sell this directly to
alumni groups, private
practices, and national orgs
untested
This concept is interesting
to more than residents
positive signs
People are hungry for more
cases than they currently
have
positive signs but
we want to see
more demand
People will pay to view
cases online
need to see
strong
engagement
People will learn via
lightweight, online cases
in process
We can stand out from the
competition
untested
People will join more than
one group
untested
People will pay to create
and run groups
need to see
strong
engagement
The community will
continually upload good
content
need to see
strong
engagement

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BUILDING BUY-IN FOR LEAN
TEAMS IN THE ENTERPRISE

How to build buy-in
156
• Be transparent
• Communicate proactively
• Be honest
• Be your own best cheerleader
• Pilot teams (start small), low risk — win — then go
bigger
• Bonus: align your pilot eﬀort with a strategic
business goal
• Seek out a champion
• Seek out like-minded colleagues
• Speak the language of your sponsors  
(also known as UX 101: Know your audience)

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STAY ON TRACK

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Lead with product vision.

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A WORD ON DISTRIBUTED
TEAMS…

Distributed teams are the new reality
160
• The tools exist to allow for real-time collaboration
• Free: Skype, Google Docs, Hangouts, Dropbox, Trello, Slack, et al
• IT-grade: Lync, Yammer, SkyDrive, Salesforce Chatter et al
• Kick oﬀ initiatives in person
• If it’s a long project arrange for quarterly in-person get togethers (or
more frequent)
• Consider optimizing for a “remote ﬁrst” culture
• Most important: The entire team needs to be awake at the same time

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WRAPPING UP

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What we covered today
163
• Task teams with problems to solve
• Make it safe to fail (aka learn)
• Customer behavior is our deﬁnition of success
• Structure small, dedicated, cross-functional teams
• Be entrepreneurial
• Declare your assumptions
• Write your hypotheses
• Test early and often
• Validate your hypotheses quickly & change course if necessary
• You can always go leaner
• Don’t design or build things people don’t want

Remember:
164
It’s not an experiment if you (or
the client) aren’t willing to kill the
idea.
Source: @jonomallanyk

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WHAT DO YOU WANT TO
TALK ABOUT?

Structured discussion
166
• Write the topic or question you want to cover on a post-it note
• Stick it to the wall
• Dot vote your top three questions (everyone gets 3 votes)
• Rank most voted topics
• 10 mins to discuss each topic
• At the end of 10 mins we will up/down vote whether to continue
discussion on this topic for another 5 mins
• We’ll cover as many topics as we can in the time we have left

T H A N K Y O U
J E F F G O T H E L F | | G O T H E L F. C O | | @ J B O O G I E | | J E F F @ G O T H E L F. C O
N E W B O O K L A T E 2 0 1 6 !
S E N S E A N D R E S P O N D . C O

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