Uber, AirBnB, Wayz, SnapScan, WhatsApp, SnapChat… Those are some of the early winners in the wave digital change that’s sweeping the world. Those companies have innovated further, quicker than competitors and they’ve done it so well that the services they deliver seem “obvious” in hindsight. But to compete with them, and whatever comes next, your organisation is going to have to do something even more awesome.
It might not be very pretty.
Leading an organisation through the realities of innovation is hard. Organisations are typically well adapted to doing what they do, they way they’ve always done it. Real, transformative innovation asks them to leave that behind. It feels equal parts crazy and terrifying. It needs focus, nerve, and yet also heaps of humility.
It helps if you know where you are, secure the time and support you need to succeed, use good ideation methods and conduct proper experiments.
In this 90 minute session we’ll draw on techniques from the world of lean startup and design thinking and look at:
- Some words you can use to get managers to tackle innovation
- How to structure and negotiate the right space for innovation to succeed in your organisation
- Techniques to maximise the chances of generating amazing ideas
- How to deal with differences of opinion and prioritise the right choices
- How to think and talk about experiments and failure
My keynote from the UX South Africa 2014 conference in Cape Town, South Africa
It's a look at the state of play including:
- It's still easy to find poor website UX in South Africa
- Informing digital strategy by making and launching things
- Problems that executives of traditionally non-digital companies face as software slowly eats the word - and some solutions: Proactive research, digital product management, agile...
- Some of the skills and talents that unicorn UX designers need to have
Video: https://www.youtube.com/watch?v=Lka7nsDsZk8
There’s real evidence that Agile software engineering projects work better than waterfall. In Silicon Valley, Agile is the de-facto standard for innovating new products. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way. We’ll look at:
- Why Agile works well for innovation and for software delivery
- What product management is and why your software product can’t succeed without it
- The different product phases: Discover, expand and exploit
- The role of UX in each phase
- Setting up hypotheses and metrics to keep Agile teams on track
Would you use this? UX South Africa 2016Phil Barrett
if you're an innovator, "Would you use this" is a question you really want to answer. But you can't ask it in a usability test. Usability tests can evaluate comprehension and ease of use, but test respondents can't reliably predict their own future behaviour. If you base your strategic choices on experiments where you ask them to do that, you can cause serious damage to your company.
But using the JTBD change making forces, and the MAO model, you can start to explore the factors that influence people's actions systematically . You can find out *when* and *why* people will use your new product idea, which is enough to work out whether your product is on the right track.
What your customers REALLY think: Incorporating usability testing into agilePhil Barrett
I did this talk for Agile Africa 2014
You can’t know whether your agile project is maximising is impact unless you gather customer feedback. But the feedback that comes to you is not always the full story.
This talk looks at why you should actively go an get user feedback with usability testing, and how to go about doing your first usability test.
Getting into UX: How to take your first steps to a career in user experiencePhil Barrett
Want to work in UX but can't get a job without experience? Here are a few ideas about how to break into the UX business, make a portfolio, win at your interview and design assessment - and whether UX is the right career for you. You can start doing UX in the job you already have, then build a portfolio from that.
Innovation, design thinking, and competitive advantagePhil Barrett
A quick talk from the Cape Town funding fair. Exponentials and the imperative for innovation. The trouble with innovation in corporations. Wicked problems and complex adaptive systems. How design thinking works. What design thinking does do, in Digital. Design thinking counteracts our tendency for poor decision making.
Multipying the power of your agile team with DesignPhil Barrett
The presentation covers
Why software teams need design (with a nice little case study)
How good designers help your team work better (some things good designers do)
How to navigate the change (a few ways to think about changing your team's culture and process to make design successful and value-adding)
Based on her 5 years as a UX leader at Citrix, Julie explains how to drive better product design through cultural transformation. See how she helped build design culture for designers and non-designers across different continents.
My keynote from the UX South Africa 2014 conference in Cape Town, South Africa
It's a look at the state of play including:
- It's still easy to find poor website UX in South Africa
- Informing digital strategy by making and launching things
- Problems that executives of traditionally non-digital companies face as software slowly eats the word - and some solutions: Proactive research, digital product management, agile...
- Some of the skills and talents that unicorn UX designers need to have
Video: https://www.youtube.com/watch?v=Lka7nsDsZk8
There’s real evidence that Agile software engineering projects work better than waterfall. In Silicon Valley, Agile is the de-facto standard for innovating new products. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way. We’ll look at:
- Why Agile works well for innovation and for software delivery
- What product management is and why your software product can’t succeed without it
- The different product phases: Discover, expand and exploit
- The role of UX in each phase
- Setting up hypotheses and metrics to keep Agile teams on track
Would you use this? UX South Africa 2016Phil Barrett
if you're an innovator, "Would you use this" is a question you really want to answer. But you can't ask it in a usability test. Usability tests can evaluate comprehension and ease of use, but test respondents can't reliably predict their own future behaviour. If you base your strategic choices on experiments where you ask them to do that, you can cause serious damage to your company.
But using the JTBD change making forces, and the MAO model, you can start to explore the factors that influence people's actions systematically . You can find out *when* and *why* people will use your new product idea, which is enough to work out whether your product is on the right track.
What your customers REALLY think: Incorporating usability testing into agilePhil Barrett
I did this talk for Agile Africa 2014
You can’t know whether your agile project is maximising is impact unless you gather customer feedback. But the feedback that comes to you is not always the full story.
This talk looks at why you should actively go an get user feedback with usability testing, and how to go about doing your first usability test.
Getting into UX: How to take your first steps to a career in user experiencePhil Barrett
Want to work in UX but can't get a job without experience? Here are a few ideas about how to break into the UX business, make a portfolio, win at your interview and design assessment - and whether UX is the right career for you. You can start doing UX in the job you already have, then build a portfolio from that.
Innovation, design thinking, and competitive advantagePhil Barrett
A quick talk from the Cape Town funding fair. Exponentials and the imperative for innovation. The trouble with innovation in corporations. Wicked problems and complex adaptive systems. How design thinking works. What design thinking does do, in Digital. Design thinking counteracts our tendency for poor decision making.
Multipying the power of your agile team with DesignPhil Barrett
The presentation covers
Why software teams need design (with a nice little case study)
How good designers help your team work better (some things good designers do)
How to navigate the change (a few ways to think about changing your team's culture and process to make design successful and value-adding)
Based on her 5 years as a UX leader at Citrix, Julie explains how to drive better product design through cultural transformation. See how she helped build design culture for designers and non-designers across different continents.
Slides from the presentation I gave on Agile Experience Design. Look at the first slide. Someone delivered that. Someone signed it off. Someone had to use it. And they cried. It needn't be like that. This is how to make delightfully designed software faster. Test, learn, fail fast, succeed at speed.
The Future of Enterprise UX Design: An Asana & Quickbooks Case Studyuxpin
You'll learn:
- Techniques for designing enterprise UX base on new user expectations.
- How to design a consumer-grade enterprise experience
- Enterprise UX best practices based on case studies from Asana and Intuit
This is part one of the Lean UX workshops outlining in a practical way, the Lean UX processes. These workshops are run as part of the Lean UX Labs experiment.
To understand LeanUX, we'll introduce Lean, Lean Systems, and Lean Startup to situate LeanUX in context. This introduction and discussion will use Kanban to explore various aspects and ideas of LeanUX such as hypothesis formulation, assumptions gathering, multi-hypothesis testing and designing / running experiments to create tight feedback loops of customer insight.
We'll cover aspects of LeanUX research, which is conducted to gain a validated understanding of the user's problem hypothesis to understand if the problem we think customers have, is something they actually have before spending months and tens of thousands of dollars doing wasteful UX research & design time on a concept that delivers no customer value.
We'll also discuss lightweight techniques for sharing the research process with the entire team, covering the basics of customer research, interviewing, cognitive biases in user research, and how to create light-weight, rapid personas for solution hypothesis validation. We'll then cover collaborative ideation, designer pairing, and how lean teams work together to reduce batch size and increase the flow of customer business value increments - concepts mostly unheard of in product development teams following agile or waterfall ideologies.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, and LeanUX with global corporations from NYC to Berlin to Singapore. As Chief Design Officer at PraxisFlow, he works with a select group of corporate clients undergoing Lean and Agile transformations across the entire organization. Will is also the Design Thinker-in-Residence at NYU Stern's Berkley Center for Innovation and Entrepreneurship.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he has brought Lean Startup, LeanUX, and Design Thinking to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
He lives in New York, NY, and drinks far too much coffee. He Co-Founded and Co-Chaired the LeanUX NYC conference, and is the User Experience track chair for the Agile 2013 and Agile 2014 conferences.
Presented by Sarah Weise at the HOW Interactive Design Conference in San Francisco. September 2015 / HOW Design Magazine.
Build better products, faster with actionable, inventive techniques to help you amp up UX sessions with your team, customers, and stakeholders. Boost creativity and participation with activities inspired by lean UX, lean startup, agile coaching, express usability, design thinking and more. After a decade of experimenting with literally hundreds of hands-on activities for commercial and government clients, Sarah Weise will be sharing time-saving tricks for ideating, uncovering deep drivers and crafting better experiences. Learn how to quickly and effectively identify, ideate and refine target audiences, business/site goals, top tasks, key differentiators, personas and more. Take these time-saving UX hacks back to your team tomorrow!
Great user experience design begins with great user experience teams and managers. This course will help user experience managers, leaders and aspiring leaders to create exciting, actionable strategies that will amplify the impact of their teams within their organizations. It will provide insights and approaches that have proven to be best practices across our field, and support their application to advance the strategies, overcome obstacles and drive change.
I led a workshop at MX Conference on March 30 2016 where I taught participants how to increase their organization's appreciation and respect for the design process.
These slides are from a 2 hour presentation called Design for Developers.
The goal of Design for Developers is to teach interface design as a set of rules: there are some good default values for a lot of design decisions that you should remember, there is a “scientific” way of approaching things like alignment, even though many designers will tell you it’s something you should “feel”.
Gaurav Agarwal, LensBricks , @agarwal__gaurav
Knowing your customers is difficult, and finding them can be an expensive endeavor. Gaurav Agarwal has learned a few easy, low cost tricks to help startups build a quick understanding of customers and market. His techniques leverage existing web analytics tools that are available to all. Aimed to help startups get more with less, when working in a resource-constrained environment.
Experience visions are an effective tool for defining the future direction of your site, getting stakeholder buy-in and keeping all team members on the same page. (Fred Randell's presentation from UX Australia 2009.)
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
We're on the precipice of unprecedented value chain disruption. Lower barriers to entry (Internet everywhere, cheap connected hardware, easy to learn programming languages, data driven brand experiences, crowd funding and social validation) multiplied by an African population hungry for connection, for solutions, for invention and we're faced an unknown quantity of inventiveness - the invention economy.
This presentation aims to introduce the concept of disruption, build a rationale as to why it's coming, and how to deal with it NOW.
Audience: Corporates, large businesses, businesses ruled by legacy culture.
Neel Banerjee of Urban Airship and Gene Ehrbar of ISITE Design discuss strategy and tips for making digital disruption a part of business large and small.
Slides from the presentation I gave on Agile Experience Design. Look at the first slide. Someone delivered that. Someone signed it off. Someone had to use it. And they cried. It needn't be like that. This is how to make delightfully designed software faster. Test, learn, fail fast, succeed at speed.
The Future of Enterprise UX Design: An Asana & Quickbooks Case Studyuxpin
You'll learn:
- Techniques for designing enterprise UX base on new user expectations.
- How to design a consumer-grade enterprise experience
- Enterprise UX best practices based on case studies from Asana and Intuit
This is part one of the Lean UX workshops outlining in a practical way, the Lean UX processes. These workshops are run as part of the Lean UX Labs experiment.
To understand LeanUX, we'll introduce Lean, Lean Systems, and Lean Startup to situate LeanUX in context. This introduction and discussion will use Kanban to explore various aspects and ideas of LeanUX such as hypothesis formulation, assumptions gathering, multi-hypothesis testing and designing / running experiments to create tight feedback loops of customer insight.
We'll cover aspects of LeanUX research, which is conducted to gain a validated understanding of the user's problem hypothesis to understand if the problem we think customers have, is something they actually have before spending months and tens of thousands of dollars doing wasteful UX research & design time on a concept that delivers no customer value.
We'll also discuss lightweight techniques for sharing the research process with the entire team, covering the basics of customer research, interviewing, cognitive biases in user research, and how to create light-weight, rapid personas for solution hypothesis validation. We'll then cover collaborative ideation, designer pairing, and how lean teams work together to reduce batch size and increase the flow of customer business value increments - concepts mostly unheard of in product development teams following agile or waterfall ideologies.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, and LeanUX with global corporations from NYC to Berlin to Singapore. As Chief Design Officer at PraxisFlow, he works with a select group of corporate clients undergoing Lean and Agile transformations across the entire organization. Will is also the Design Thinker-in-Residence at NYU Stern's Berkley Center for Innovation and Entrepreneurship.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he has brought Lean Startup, LeanUX, and Design Thinking to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
He lives in New York, NY, and drinks far too much coffee. He Co-Founded and Co-Chaired the LeanUX NYC conference, and is the User Experience track chair for the Agile 2013 and Agile 2014 conferences.
Presented by Sarah Weise at the HOW Interactive Design Conference in San Francisco. September 2015 / HOW Design Magazine.
Build better products, faster with actionable, inventive techniques to help you amp up UX sessions with your team, customers, and stakeholders. Boost creativity and participation with activities inspired by lean UX, lean startup, agile coaching, express usability, design thinking and more. After a decade of experimenting with literally hundreds of hands-on activities for commercial and government clients, Sarah Weise will be sharing time-saving tricks for ideating, uncovering deep drivers and crafting better experiences. Learn how to quickly and effectively identify, ideate and refine target audiences, business/site goals, top tasks, key differentiators, personas and more. Take these time-saving UX hacks back to your team tomorrow!
Great user experience design begins with great user experience teams and managers. This course will help user experience managers, leaders and aspiring leaders to create exciting, actionable strategies that will amplify the impact of their teams within their organizations. It will provide insights and approaches that have proven to be best practices across our field, and support their application to advance the strategies, overcome obstacles and drive change.
I led a workshop at MX Conference on March 30 2016 where I taught participants how to increase their organization's appreciation and respect for the design process.
These slides are from a 2 hour presentation called Design for Developers.
The goal of Design for Developers is to teach interface design as a set of rules: there are some good default values for a lot of design decisions that you should remember, there is a “scientific” way of approaching things like alignment, even though many designers will tell you it’s something you should “feel”.
Gaurav Agarwal, LensBricks , @agarwal__gaurav
Knowing your customers is difficult, and finding them can be an expensive endeavor. Gaurav Agarwal has learned a few easy, low cost tricks to help startups build a quick understanding of customers and market. His techniques leverage existing web analytics tools that are available to all. Aimed to help startups get more with less, when working in a resource-constrained environment.
Experience visions are an effective tool for defining the future direction of your site, getting stakeholder buy-in and keeping all team members on the same page. (Fred Randell's presentation from UX Australia 2009.)
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
We're on the precipice of unprecedented value chain disruption. Lower barriers to entry (Internet everywhere, cheap connected hardware, easy to learn programming languages, data driven brand experiences, crowd funding and social validation) multiplied by an African population hungry for connection, for solutions, for invention and we're faced an unknown quantity of inventiveness - the invention economy.
This presentation aims to introduce the concept of disruption, build a rationale as to why it's coming, and how to deal with it NOW.
Audience: Corporates, large businesses, businesses ruled by legacy culture.
Neel Banerjee of Urban Airship and Gene Ehrbar of ISITE Design discuss strategy and tips for making digital disruption a part of business large and small.
Neel Banerjee of Urban Airship and Gene Ehrbar of Connective DX discuss strategy and tips for making digital disruption a part of business large and small.
Scaling Agile is not the Path to Business Agility - CIO EDGEInês Almeida
I spoke to Australia’s top technology leaders at Adapt's #CIOEDGE event challenging them to review the focus of their current Agile Transformation initiatives and take a design-led approach to Business Digital Transformation.
Disruption is the talk of the town - breakthrough technologies are, well, breaking through everywhere and everyday. What can firms do to mitigate the risk of being disrupted? By disruption! It's no easy task to 'eat oneself' and often there will be serious barriers (culture, technology etc.) for doing so. As we are moving fast from industrial production and economies of scale, economies of experience and service design become the critical assets: The customer experience! The customer experience must seek to integrate the digital with the physical. Your customers already swaps seamlessly between the two, so should you! With mobile as more than just another channel, customer experience must also focus on creating 'mobile moments' (of truth) where customer needs are foreseen and fulfilled across the omnichannel. Key is to provide a platform on which users can interact and co-create. Providing the winning platform will position you as the gatekeeper, 'owning' the customer (as the saying goes) and safe guard against new entrants and disruption. Enable collaboration to take this digital transformation the last steps.
Modern Engineering Practices - Building Blocks for the New Digital Economy (A...IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneurs and startuppers. Annually it takes place at the beginning of October in Lviv at Arena Lviv stadium. In 2016 the conference gathered more than 1800 participants and over 100 speakers from companies like Microsoft, Philips, Twitter, UBER and IBM. More details about the conference at itarena.lviv.ua.
Roll Your Own Customer Experience Platform By Cleve GibbonMarTech Conference
From the MarTech Conference in London, UK, October 20-21, 2015. SESSION: Rolling Your Own Customer Experience Platform. PRESENTATION: Rolling Your Own Customer Experience Platform - Given by Cleve Gibbon - @cognifide - Chief Marketing Technology Officer - Cognifide. #MarTech DAY1
UX STRAT 2018 | Flying Blind On a Rocket Cycle: Pioneering Experience Centere...Joe Lamantia
After Oracle acquired Endeca, we all had to figure out what to do next. This case study describes building a learning-driven strategy capability to guide an adventurous product development group focused on the new domains of big data analytics and machine intelligence. I’ll share the outcomes of our efforts to launch new products chartered directly around customer experience value; outline the methods, tools, and perspectives that powered product discovery and strategic planning; share a framework and patterns for identifying and understanding emerging domains; and review the application of this toolkit to new situations.
Elixirr's handy 4-step guide to presenting projects, ideas and businesses.
How do we decide on our startup investments? Find out in the latest episodes of The Pitch.
https://www.elixirr.com/what-we-do/capital/the-pitch/
£1m funding & mentoring up for grabs.
DBS Bank was recognized by Harvard Business School as one of the top ten digital transformations of the last decade and it also won the top three most prestigious world bank awards.
This presentation is a summary from my book World’s Best Bank - A Strategic Guide to Digital Transformation that tells the story of how DBS became the world’s best bank by leveraging digitalization.
The "digital enterprise" may seem like a fuzzy marketing concept, but the impact to most IT organizations is clear: apply software innovation to drive deeper engagement with customers and front-line employees.
This transformation requires connecting innovation teams with core IT through lean startup disciplines, visionary leadership, lean analysis, agile architecture, agile development, lean data management and DevOps.
Similar to UX SA Conference 2015: Innovation Toolkit (20)
You could be a professional graphic designer and still make mistakes. There is always the possibility of human error. On the other hand if you’re not a designer, the chances of making some common graphic design mistakes are even higher. Because you don’t know what you don’t know. That’s where this blog comes in. To make your job easier and help you create better designs, we have put together a list of common graphic design mistakes that you need to avoid.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
7. INOURUTILITYBELT
§ Words to make innovation happen
§ Organising a place for innovation
§ Structure and process so you know
where you are
§ Mapping the customer experiences
§ Ideation techniques
§ Experimentation with hypotheses
§ Prioritisation with impact maps
12. NOTSEEINGDISRUPTIONYET?
Digital Banking Disruptors Will Not Grab Much
Market Share . . . Yet
Make no mistake, digital disruption is coming to banking,
and it will reshape the industry in every country.
But new entrants and disruptors will not grab major market
share from established banks in 2015. […] digital teams
should use 2015 to innovate and get ahead of the curve.
Forrester
16. ONEPERCENTMEANSHALFWAYDONE
Ray Kurzweil: “That means we’re halfway done.”
The amount sequenced was doubling every year.
The project was completed in 2001, early and
under budget.
696 years earlier than expected by the experts.
18. MASSIVETRANSFORMATIVEPURPOSE
TED: “Ideas worth spreading.”
Google: “Organize the world’s information.”
X Prize Foundation: “Bring about radical breakthroughs for
the benefit of humanity.”
Quirky: “Make invention accessible.”
Singularity University: “Positively impact one billion people.”
Drive outward-focussed, exponential thinking.
Rally crowds, fan, teams and talent.
19. Machine learning Genomics
Biometrics Internet of Things
Blockchain
Robotics3D Printing
Drones
VR
Wearables Connected Cars
Mobile
Analytics
Social
Cloud
Web
Content
EXPONENTIALTECHNOLOGIES
Super Disruptors… Exponential Disruptors…
20.
21. Kodak invented the CCD: key to digital photography.
In 1981, they investigated whether this would turn photography on its
head.
THEMOSTDANGEROUSASSUMPTION?
During the 1980s…
• The quality of prints from electronic images will not be
generally acceptable to consumers as replacement for
prints based on the science of photography
• The consumer’s desire to handle, display, and
distribute prints cannot be replaced by electronic
display devices.
• Electronic systems (camera and viewing input device
for TV) will not be low enough in price to have
widespread appeal.
KODAKWASRIGHT**FOR15YEARS
24. PITCH:3OPPORTUNITIESFORGAIN
• Operate more efficiently, to maintain margin.
• Provide an excellent, joined up, multi-channel
service experience, to gain new customers
and extend customer LTV.
• Create and grow new markets and products
that match changing customer needs and
expectations.
29. “
Scott Berkun,
The myths of innovation
All you need is the ability to make
things that are good consistently,
since few companies do.
DOTHINGSBETTER
30. “
A corporation is a permanent organisation designed to
execute a repeatable and scalable business model.
Innovation teams and startups are temporary organisations
designed to search for a repeatable and scalable business
model.
Steve Blank
The godfather of lean innovation
BUT10XINNOVATIONNEEDSADIFFERENTM.O.
31. “Your organisation’s world-class capabilities in brand, supply chain,
distribution, sales and financial metrics are all tailored to execute
the existing business model, not to help search for new ones.
The resources and capabilities optimised for execution
interfere with the processes needed to search for a new
business model.
Steve Blank
The godfather of lean innovation
32.
33. ““In large organisations, just one out of fifty managers
can resist an idea—and in doing so, kill it.
By comparison, if just one of fifty investors likes a
startup, it’s off to the races.”
Robert Goldberg
VC, Founder IdeaLab, Senior exec Zynga
LARGEORGANISATIONS:“NO”MACHINES
37. DISRUPTIONINLARGERORGANISATIONS
• Create organisations at the edge of yours, to disrupt other markets.
• Create internal and external organisations to attack the mothership and each other.
• Create a lab for breakthrough, moonshot technologies at a budget price.
38. “
ADVANCED:AMAZON’SINSTITUTIONALYES
If you’re a manager at Amazon and a subordinate comes to you with a
great idea, your default answer must be YES.
If you want to say no, you are required to write a two-page thesis
explaining why it’s a bad idea.
In other words, Amazon has increased the friction entailed in saying no,
resulting in more ideas being tested (and hence implemented) throughout
the company.
Salim Ismail on an idea instituted by
CEO Jeff Bezos and CTO Werner Vogels
39. “
CASESTUDY:BBVA
Creating a truly groundbreaking, 'customer-centric,'
rapid, simple and efficient model of interaction, in
which the customer receives the best his bank has to
offer, requires constant efforts to innovate in both
the organisational and cultural arena and in the
technological field.
Francisco González,
BBVA CEO and chairman since 2001
40. BBVA’SINNOVATIONAPPROACH
• Steering committee sets priorities and accepts applications for
funding
• Agile throughout the bank: planning and delivery.
• Build an architecture that facilitates rapid front end dev/release
cycles. Strong services layer needed.
• Customer metrics and adoption for each digital innovation.
• Promote the right culture: gather ideas from everyone, deliver
change with agile, empower with the right tools, link collaboration
and innovation to staff incentives.
• Create robust redundancy with: Employee involvement, academic
and agency ties, innovation centre, open talent incubator,
hackathons, beta community, venture fund, acquisitions.
• Champion innovation with innovation centre, blogs, magazines,
competitions…
46. • Their own/organisational hallucination.
• Adding complexity: “And we could also…”
• Forgetting customer contact and even analytics.
DON’TLISTENTOHIPPOS
49. Team vision and discipline
over individuals and interactions
over processes and tools
Validated learning
over working software
over comprehensive documentation
Customer discovery
over customer collaboration
over contract negotiation
Initiating change
over responding to change
over following a plan
BEYONDTHEAGILEMANIFESTO
— Kent beck, 2011
50. A LEANINNOVATIONPROCESS
Stage 1 Stage 2 Stage 3
Select the right problems
to solve, and solve them
elegantly.
Find the right concept,
structure, workflow,
incentives.
Roll out to more users,
and roll out extended
features.
PROBLEM/SOLUTIONFIT PRODUCTMARKETFIT SCALEANDEXTENDPROBLEMDISCOVERY
Stage 0
Understand root causes
and key user needs
behaviours and
motivations.
Human-centred design
Lean startup
Lean UX
51. “LEAN”ACTUALLYMEANS…
• Deliver small batches quickly. Everyone can perceive
progress, cause and effect when they happen quickly.
• Eliminate waste. Don’t make or do things that will not get
used in the process of delivering value to customers.
• Learn and improve. Make sure that you inspect the impact
of your steps, through measurement and observation.
• Empower the team. The people close to the problem are the
best positioned to understand and solve it.
• Build quality in. Focussing on quality ends up delivering
results faster.
• See the whole. Considering just one part of a system in
isolation will yield unpredictable results.
53. LEANINNOVATIONACTIVITIES
Stage 1 Stage 2 Stage 3
Select the right problems to
solve, and solve them elegantly
Find the right concept,
structure, workflow, incentives.
Roll out to more users, and roll
out extended features
PROBLEM/SOLUTIONFIT PRODUCTMARKETFIT SCALEANDEXTENDPROBLEMDISCOVERY
Stage 0
Understand root causes and
key user needs behaviours and
motivations
Software: MVP experiments.
User-tests.Observe users, analyse
patterns, identify problems.
Mock-ups.
Technical PoCs.
Pirate metrics. User tests.
Production software releases.
Pirate metrics. User tests.
Business metrics.
Measure
Build
Maps and models
Learn
Solutions that are worth it. Who wants it, in what form
and how much they’ll pay.
Detail: Features, forms, tweaks
that work .
Problems and opportunities.
55. MVPEXPERIMENTS
F2F/121
• Lab test a mockup
• Concierge
• Wizard of Oz
• Storyboard
• Prototype spaces
• Catalogue/data sheet/home page
Quant/online
• Call to action
• Ad tracking
• Video and link
• Split testing
60. Stage 2 Stage 3
Find the right concept,
structure, workflow,
incentives.
Roll out to more users,
and roll out extended
features.
PRODUCTMARKETFIT SCALEANDEXTEND
Stage 1
Select the right problems
to solve, and solve them
elegantly.
PROBLEM/SOLUTIONFITPROBLEMDISCOVERY
Stage 0
Understand root causes
and key user needs
behaviours and
motivations.
STAGES0AND1
61. “There are no facts inside the building. The facts
exist outside the building.
Get out of the building.
Steve Blank,
Customer development guru
63. 4KINDSOFJOURNEYMAPPING
Day in the life: Understand the full breadth of customer
activity in your target space. Discover needs no-one is
addressing. Great for innovation.
As-is customer experience: Map the current customer
experiencer your organisation offers. Spot the
optimisations, and maybe innovations.
Customer experience vision: Map the experience you
want to offer. Great for ideation and alignment.
Service blueprint: Understand what it will take to
deliver the experience you want to, with backstage
people, process and technology. Great for programme
management and scoping.
65. Journey model
Journey stages
Search engines
Google
Social media
Facebook
Referrals
TripAdvisor
Friends
Staff
Public relations
TV commercials
Radio
Questions
Where do I want to go?
Who can I trust?
Where can go to get a beach?
Discover> Explore> Decision> Book / P>
Evita
The family
mom
Brian & Sally
The miserly
couple
Steve
The business
traveller
Overall boo
Questions
What do I do with this?
Where do I get customers number?
Do I add 15% onto my rate?
How do I reply to this quote?
Will the customer get it if I apply to this email?
How do I block this out in calendar?
Why is the customer asking for more people than I can
accommodate?
Where will this go?
Do I have to complete my profile now?
This is confusing who can help me?
Do I have to list each establishment
one by one?
I only have hard copy photos?
Do you have a photographer?
Does someone come to vet the place?
Can I specify race or gay etc?
Now what?
Can I change my login details?
How do I find out my GPS location?
Patricia
Conservative
B&B owner
Brad
Live fast, die
young agent
Walter
Know it all retired
businessman
How does it work?
What will I need?
How long will it take?
Is it safe?
Is the person coming to stay legit?
Do I have to accept all quotes?
What is a live booking?
How do I update rates and availability?
Why doesn't it look like I thought it would?
Journey stages Discover> Evaluate> Register/ List> Live> Book/>Decision>
Search engines
Google
Social media
Facebook
Public relations
Adverts
Sales calls
Request a quote
Book now
List your
establishment
Profile Vetted
Establishment
page
Profile not complete
Declined
I want to see interesting pictures.
Where can I go that has hot weather right now?
What has a pool?
Can I imagine myself in this place?
Is it safe?
Gather>
Overall decision: Request a quote: Quote received:
Inspiration
Holiday type
Vibe
Distance from me
Mountain
Forrest
Sea (beach)
Remote
Location
details
List of
Establishments
Photos
Reviews
Price range
Availability
# people it sleeps
# of beds in rooms
Location
Features
Establishment
detail page
Recently Viewed
( Wish list )
Quote received
Quote needed
Book now
Submit quote
Ignore quote
View other EST…
Cost
Benefits
Contract
Commitment
Will it work with what I have got?
What will I need
Reviews
Who will give me the right price?
I am going to Langebaan where can I stay?
Distance?
Where can I go this weekend?
Where can I get a good deal?
What accommodation specials are available?
What are the benefits to using SafariNow?
What is available in my area?
Is there wifi?
Where can I go to be near a river?
What is available two hours drive from me?
What is like Montagu?
What is happening in Ballito?
What can I afford?
Who can give me the best price?
What do other people think?
How does it look?
Which one looks the nicest?
What is the view like?
Does it give me food?
Can my kids be entertained while I chill
with my man?
Can I take my dog?
Can I take my children?
Which one looks the nicest?
How long will this take?
Is it the price right?
Is it near the beach?
What are people saying about this place?
Recent reviews?
Is the person reviewing like me?
Why can I not see a price?
Can I get it cheeper direct?
Does it have wifi?
Can I book right now?
Is this place real?
How quickly will they get back to me?
How do I know what my room
preference is?
Do I have to select a room?
Who is this quote going to?
Why must I enter my contact details?
I just want to know availability?
Where is my quote - not immediate?
Why should I book with SafariNow?
What do I do now?
How do I pay?
Have they answered all my
questions?
I do not understand the quote?
What does the total mean?
Why is this different to online?
What does it include?
Why have you not answered my
questions?
Is this the actual price?
What room am I getting?
How does this compare to
other quotes?
What currency is this quote in?
What is the deposit?
Is my card sa
When is the
Why I am giv
guaranteed
How can I tr
Is my bookin
Why did you
space?
How do I kn
How else can
Why is my b
Is my bookin
Will it work with my systems?
How much does it cost?
How long will it take?
What do other establishments think?
Are they reputable?
How will I get paid?
Why do I need to do this?
Do you really need all the info?
What do you want photos of - establishment
and specifics (rooms)?
Why can I not see my page now?
Why do you not offer sliding scale?
Why can I not just list right away?
Why do you require municipal documents?
Do I have to complete my profile now?
How long is this going to take?
Can somebody else do this for me?
Can you post the photos for me?
Can I upload a photo from my phone?
Why can I not see my page now?
Other: I haven’t put my establishment up why
is it on your site ?
Why should I update rates and availability?
Why doesn't it look like I thought it would?
Can somebody else update my rates and
availability for me?
Why is this so time consuming?
Why doesn't it look like I thought it would?
Why can’t I edit my description?
Why have you changed my description?
Why is that photo first?
How much are they going to charge me?
Will the customer get it if I apply to this email?
Why am I getting an enquiry for dates that are already
booked?
Why can I not contact customer directly?
Why does my number not appear?
Can I give a discount?
Who am I sending it to?
I don’t have availability at this listing but I do at another?
I can recommend a place for you?
When am I getting my money?
Please stop smsing me.
Do you block this out in my calendar?
Why should I reply to a quote that I am not accepting?
Other:
I am listed on SafariNow?
I don’t own this anymore how do I cancel it?
How d
Help, w
Can I s
Why is
Why is
Why am
sms’s?
Will th
15% is
Why ar
booked
Accept quote
Decline Quote
Decline
Book now
You ha
book
Accept /
Pseudo real time
Real time
(Eg: fully booked)
Offer something else?
Ignore quote
Send message
Query
Editorial
Pictures
Reviews
List of locations
EndusersEstablishmentManagers/Owners
1
2
3
4 6
5
10
a
ba c
VISION+PERSONAS+ECOSYSTEM
66. JOBSTOBEDONE
A customer job could be:
• The tasks they are trying to perform and complete,
• The problems they are trying to solve,
• Or the needs they are trying to satisfy.
Lift my right finger
Become a fully-
self-actualised
human being
What is the job that a customer is
hiring your product to do?
67. PAINS
Lower-than-expected benefit. “The food was cold when it finally reached us.”
Lower-than-expected easiness. “I can’t get the necessary documents.”
Emotional: “Running at the gym makes me feel so bored.”
Social: “It’s embarrassing to have to ask for directions.”
Negative expectations. “I won’t run it because it will probably mess up my hard drive.”
Things that annoy your customers - and might stop them from taking action.
Benefit - effort - social - emotional - financial.
68. GAINS
Expected and required. “I can make a call on my smartphone.”
Desired. “I wish all my devices would work together seamlessly.”
Unexpected. “I didn’t ever think a touchscreen smart phone linked
to an app store could exist.”
Social. “People would respect me if I drove a BMW.”
Emotional. “I will be happy when I have a puppy to love.”
Benefit - effort - social - emotional - financial.
69. AGREATCUSTOMEREXPERIENCEDELIVERSONTHREELEVELS
Basic expectations
Perform its primary function elegantly, completely and consistently
Power and performance
Deliver new value through new tools & systems
Beauty and enchantment
Enchant customers with beauty, thoughtfulness and care
AKA the Kano Model
70. We feel first, and our thinking is defined by what we feel.
Stylish products and environments are perceived to be:
• More valuable, even when they fail
• More trustworthy and credible
• Easier to use
ENCHANTMENTMAKESPEOPLEENGAGEBETTER
73. PROBLEMDISCOVERY
Stage 0
Understand root causes
and key user needs
behaviours and
motivations.
Stage 2 Stage 3
Find the right concept,
structure, workflow,
incentives.
Roll out to more users,
and roll out extended
features.
PRODUCTMARKETFIT SCALEANDEXTEND
Stage 1
Select the right problems
to solve, and solve them
elegantly.
PROBLEM/SOLUTIONFIT
STAGE1
86. DEMONETISATION
Your business is shown to drivers
approaching.
You decide how much you’re willing to pay
for each view as well as your total monthly
spend.
It’s super simple to set up and see results.
makes games available for free
Candy Crush generates daily revenues of ~$979 000
Source: Singularity University
87. DEMOCRATISATION
3D Printing will democratise the
ability to distribute personalised
production around the planet
Leveraging individuals inputs to
build and influence other
institutions’ potential success
88. Your turn:
Ideate 1: Set up the challenge
Start alone.
Pick a pain or a gain to
tackle (could be a theme or
group of related ones.)
Pick two “easy/appealing”
stim words: one from blue
and one from purple. Then
pick two “unpleasant/
difficult” stim words.
Make a grid. Then stop.
89. Machine learning Predictive analytics
Biometrics Mobile
3D printing Cloud
Genomics Sensors
Blockchain iBeacon
Augmented reality Wearable
Crowd
Dematerialisation
Confidence Personal
Relationship Transparency
Tedium Self service
Timing Efficiency
Delight Trust
Visualised “Free”
90. Your turn:
Ideate 2: Ideate and iterate
Design as many ideas for your grid as you
can in 10 minutes. If stuck, try another
square. “How might we…?”
Pick a partner and share you ideas.
Work together for 2 minutes to add new
ideas for person 1.
Work together for 2 minutes to add new
ideas for person 2.
94. Stage 1
Select the right problems
to solve, and solve them
elegantly.
PROBLEM/SOLUTIONFITPROBLEMDISCOVERY
Stage 0
Understand root causes
and key user needs
behaviours and
motivations.
STAGES2&3
Stage 3
Roll out to more users,
and roll out extended
features.
SCALEANDEXTEND
Stage 2
Find the right concept,
structure, workflow,
incentives.
PRODUCTMARKETFIT
96. IMPACTMAPS
There is often a set of assumptions that are hidden in
the instruction “thou shalt build this particular feature”.
Impact mapping is a great tool for understanding the
value of delivering a particular piece of software.
Gojko Adzic
98. PRIORITISE
Use social proof
stats and stories to
drive action
Make calculator
easier to
understand
Add a video
More
customers
choose to invest
with us
More customers
complete
purchase
Customers
choose to invest
more
Customers
disinvest less
First time
investors
R100m
of customer money
invested
101. In the lab…
• Find this.
• Achieve that without help.
• Explain that correctly, as if to a friend.
But NOT “would you use this?”
DON'TTRYTOMEASUREMENTALSTATE
102. PROBLEM/SOLUTIONFITPROBLEMDISCOVERY
Stage 0
Understand root causes
and key user needs
behaviours and
motivations.
STAGES2AND3
Stage 2
Find the right concept,
structure, workflow,
incentives.
PRODUCTMARKETFIT
Stage 1
Select the right problems
to solve, and solve them
elegantly.
Stage 3
Roll out to more users,
and roll out extended
features.
SCALEANDEXTEND
104. TURNIDEASINTOHYPOTHESES
ABOUTOUTCOMES
We believe that
building this feature
for these people
will achieve this outcome.
We will know this is true when we see
this quantitative measure
AND this qualitative response.
We believe that
building A SOCIAL PROOF PANEL
for NEW, inexperienced investors
will achieve An increase in customer acquisition
from the landing pages.
We will know this is true when we see A 20%
increase in people starting and finishing signup
during the sprint after release AND 50% of users
show A positive response in the user testing.
AMAZON.COM
>60%FAIL
107. 107
MEASURECUSTOMEROUTCOMES
Raw data that tells you the scale of your
operation.
The proportion of your visitors achieving the
goals you want to enable.
Move slowly. Measure products that have
reached scale.
Customer outcome metrics
Scale metrics
Business metrics
Registration rate
Transactions per month
Visits per month
Conversion rate
Referrals rate
Pages viewed
Sales completed
Profit
Revenue
Market share
108. SETAFAILCONDITION
“…We will know we are right when we see a
50% conversion rate.”
What if you saw 49%? 45%? 30%?
Set a fail condition: “…We will know we are
wrong when we see conversion <50%…”
A fail condition is less easy to quibble with.
109. “FAILFASTANDPIVOT”
Fail? We’re not allowed to do that!
Fail means two different things.
Horizon 1 failure: Failure to correctly execute a prescribed
business process. Bad.
Horizon 3 failure: Proving that customers don’t want a certain
thing, is a successful experimental result. Good.
110. MAKETHELEARNINGANDVELOCITY
CLEARFORYOURSTAKEHOLDERS
• Show vivid evidence
• Count the number of experiments conducted
• Show the list of what you’ve learned
• Identify and envision competitive opportunities
• Show hard numbers
…and the funding will keep coming.
www.kalahari.net
Goal Funnel Feb 1, 2011 - Feb 28, 2011
Comparing to: Site
Checkout
35,472 visitors finished | 53.18% funnel conversion rate
64,120
/checkout/pipeline/signin.aspx?Retur 23,282
/checkout/pipeline/signin.aspx?Retur 6,604
/default.aspx
6,069
/checkout/pipeline/newsletter_edit.as 5,390
/page_templates/searchresults.aspx? 2,879
Basket
64,120
47,550 (74%)
proceeded to Vouchers
16,570
(exit)
3,531
/default.aspx
2,160
/checkout/pipeline/xpress_basket.asp 1,149
/page_templates/searchresults.aspx? 856
/checkout/pipeline/xpress_basket.asp 656
252
(entrance)
82
/checkout/pipeline/signin.aspx?Retur 48
/checkout/pipeline/signin.aspx?Retur 41
/checkout/pipeline/xpress_payment_ 16
/checkout/pipeline/xpress_basket_mu 7
Vouchers
47,802
45,685 (96%)
proceeded to Payment
2,117
(exit)
805
/checkout/pipeline/xpress_basket.asp 485
/default.aspx
268
/checkout/help/help.aspx 88
/checkout/pipeline/xpress_vouchers.a 55
268
/checkout/pipeline/signin.aspx?Retur 118
(entrance)
58
/checkout/pipeline/xpress_payment_ 40
/checkout/pipeline/signin.aspx?Retur 9
/default.aspx
4
Payment
45,953
33,409 (73%)
proceeded to Checkout
12,544
(exit)
1,797
/checkout/pipeline/xpress_basket.asp 1,274
/checkout/pipeline/xpress_vouchers.a 807
/default.aspx
576
/checkout/help/help.aspx 506
2,063
/checkout/pipeline/xpress_payment_ 1,546
(entrance)
388
/checkout/help/help.aspx 21
/checkout/pipeline/xpress_vouchers_ 11
/checkout/help/payjar.aspx 11
Checkout
35,472
53.18% funnel conversion rate
1
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