This document discusses the principles of Lean UX. It begins with an introduction to where Lean UX comes from and its relationship to agile development. The core Lean UX process is then described as a cycle of stating desired outcomes, declaring assumptions, hypothesizing tests, designing experiments, making MVPs, getting feedback, and repeating. Key characteristics of Lean UX like small cross-functional teams and a bias towards making things to learn are also outlined. The document then dives deeper into how to approach continuous learning, writing assumptions and hypotheses, enabling making through MVPs, managing outcomes rather than outputs, and creating an organizational structure to support Lean UX.

1. Lean UX
+
UX STRAT
Josh Seiden
@jseiden
www.neo.com
Sept 10, 2013
UX Strat ‘13

2. Me and my #hashtags
Josh Seiden
www.neo.com
@neo_innovation
@jseiden
#leanUX
#leanStartup
#leanUXbook

3. 1. LEAN UX: WHERE IT COMES FROM
2. LEAN UX + UX STRAT 4EVER
3

4. 4
Old assumptions, new reality
4

5. 4
Old assumptions, new reality
4

6. 4
Old assumptions, new reality
4

7. Old assumptions, new reality

8. No more “Model Years”
6

9. No more “Model Years”
6

10. SOFTWARE
ENABLES
CONTINUOUS
CHANGE
7

11. Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile

12. Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile UX
Agile UX
Agile

13. Business
Design?
Business?
Design?
Coping with Continuous Production
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile

14. Ideas
Build
Product
Measure
Data
Learn

15. The Lean UX Cycle
Ideas
Build
Product
Measure
Data
Learn

16. The Lean UX Cycle
State your desired outcomes
Ideas
Build
Product
Measure
Data
Learn

17. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Ideas
Build
Product
Measure
Data
Learn

18. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Ideas
Build
Product
Measure
Data
Learn

19. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Design an Experiment
Ideas
Build
Product
Measure
Data
Learn

20. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Design an Experiment
Make an MVP
Ideas
Build
Product
Measure
Data
Learn

21. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Design an Experiment
Make an MVP
Get out of the building
Ideas
Build
Product
Measure
Data
Learn

22. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Design an Experiment
Make an MVP
Get out of the building
Team synthesis
Ideas
Build
Product
Measure
Data
Learn

23. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Design an Experiment
Make an MVP
Get out of the building
Team synthesis
Repeat
Ideas
Build
Product
Measure
Data
Learn

24. Lean UX Characteristics
Ideas
Build
Product
Measure
Data
Learn

25. Lean UX Characteristics
Small, x-functional teams
Ideas
Build
Product
Measure
Data
Learn

26. Lean UX Characteristics
Small, x-functional teams
Small-batch flow
Ideas
Build
Product
Measure
Data
Learn

27. Lean UX Characteristics
Small, x-functional teams
Small-batch flow
A bias towards making
Ideas
Build
Product
Measure
Data
Learn

28. Lean UX Characteristics
Small, x-functional teams
Small-batch flow
A bias towards making
Continuous Learning
Ideas
Build
Product
Measure
Data
Learn

29. Lean UX Characteristics
Small, x-functional teams
Small-batch flow
A bias towards making
Continuous Learning
A focus on outcomes
Ideas
Build
Product
Measure
Data
Learn

30. LEAN UX
+
UX STRAT
12
OK. Um. How?

31. HOW WE THINK ABOUT HOW:
1. CONTINUOUS LEARNING
2. ASSUMPTIONS AND HYPOTHESES
3. TEST HYPOTHESES BY MAKING
4. MANAGE OUTCOMES
5. A NEW ORGANIZATION
13

32. 1CONTINUOUS LEARNING
14

33. LEAD WITH VISION.
TEST RUTHLESSLY IN THE MARKET.
15

34. Internet Mouse

35. Internet Mouse

36. Reduce Inventory, Risk and Waste
Make a
design
decision
Get feedback
from market
Concept credit: @clevergirl

37. Reduce Inventory, Risk and Waste
This is
going to
be BIG!
Make a
design
decision
Get feedback
from market
Concept credit: @clevergirl

38. Reduce Inventory, Risk and Waste
Nope.
This is
going to
be BIG!
Make a
design
decision
Get feedback
from market
Concept credit: @clevergirl

39. Reduce Inventory, Risk and Waste
Nope.
This is
going to
be BIG!
Make a
design
decision
MONTHS Get feedback
from market
Concept credit: @clevergirl

40. Reduce Inventory, Risk and Waste
Nope.
This is
going to
be BIG!
Make a
design
decision
MONTHS
HOURS
Get feedback
from market
Concept credit: @clevergirl

41. A system built on continuous learning
18
Risk
Diagram concept: @clevergirl
Learning!

42. Build it
19
Figure out if it works
Then

43. Build it
19
Figure out if it works
Then

44. Step 1 Step 2 Step 3 Step 4
CALL CENTER
IN-STORE
SOCIAL MEDIA
MOBILE
WEBSITE
Multi-channel UX Strategy
TOUCHPOINTS

45. 2ASSUMPTIONS AND HYPOTHESES
21

46. EVERY PROJECT
STARTS WITH
ASSUMPTIONS
22

47. CUSTOMER PROBLEM SOLUTION
BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
OUTCOME
CUSTOMER
ACQUISITION
EARLY
ADOPTER
360° ASSUMPTIONS

48. PROBLEM SOLUTION
BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
OUTCOME
CUSTOMER
ACQUISITION
EARLY
ADOPTER
360° ASSUMPTIONS
Tech-enthusiast
consumers

49. SOLUTION
BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
OUTCOME
CUSTOMER
ACQUISITION
EARLY
ADOPTER
360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch

50. BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
OUTCOME
CUSTOMER
ACQUISITION
EARLY
ADOPTER
360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch
Internet mouse!

51. BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
ACQUISITION
EARLY
ADOPTER
360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch
Internet mouse!
Able to surf the
internet from the
couch

52. BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
EARLY
ADOPTER
360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch
Internet mouse!
Able to surf the
internet from the
couch
Computer stores,
magazine
advertising

53. BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch
Internet mouse!
Able to surf the
internet from the
couch
Computer stores,
magazine
advertising
Purchasers of
Gateway
Convergence TV

54. COMPETITION
KEY COMPETITIVE
ADVANTAGE
360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch
Internet mouse!
Traditional retail
channel sales
Able to surf the
internet from the
couch
Computer stores,
magazine
advertising
Purchasers of
Gateway
Convergence TV

55. KEY COMPETITIVE
ADVANTAGE
360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch
Internet mouse!
Traditional retail
channel sales
Logitech,
Microsoft
Able to surf the
internet from the
couch
Computer stores,
magazine
advertising
Purchasers of
Gateway
Convergence TV

56. 360° ASSUMPTIONS
Tech-enthusiast
consumers
Need to control web
browser from couch
Internet mouse!
Traditional retail
channel sales
Logitech,
Microsoft
More buttons than
anyone else!
Able to surf the
internet from the
couch
Computer stores,
magazine
advertising
Purchasers of
Gateway
Convergence TV

57. Technique: Write the test first
We believe ______.
We’ll know this is true when we see
§ qualitative outcome and/or
§ quantitative outcome
§ That improves this KPI.

58. Hypothesis statement
We believe that
[doing this]
for [these people]
will achieve [this outcome].
We’ll know this is true when we see
[this market feedback].

59. Hypothesis statement
We believe that
creating Internet Mouse
for people who own “Convergence” TVs
will get us into the internet business.
We’ll know this is true when we see
pre-order commitments from big-box
retailers.

60. 3ENABLE MAKING
27

61. 28

62. MVP = MINIMUM VIABLE PRODUCT
“THE SMALLEST THING YOU CAN
MAKE TO TEST YOUR HYPOTHESIS.”
29

63. MVP: Pre-sales
30

64. MVP: Call to action button
31

65. MVP: Concierge / Wizard of Oz

66. Case Study: Social Media Benchmarking
Observed: Small business owners want to use
social media for marketing but don’t know how.
Hypothesis: They would pay for a service that
provides benchmarking data from their peers.
33

67. Hypothesis statement
We believe that creating
a social-media benchmarking platform
for small business owners
will encourage small business owners to
participate in our programs.
We’ll know this is true when we see
a willingness to pay for the service.

68. What’s the smallest thing we can build?
35

69. What’s the smallest thing we can build?
35

70. Don’t design a product,
design an experiment.
36

71. 37

72. 38

73. 39

74. 40

75. Progression of Questions / MVPs
41

76. Progression of Questions / MVPs
41
?

77. Progression of Questions / MVPs
41
MVP
1
Landing
Page
?

78. Progression of Questions / MVPs
41
MVP
1
Landing
Page
MVP
2
Wizard
of
Oz
?

79. Progression of Questions / MVPs
41
MVP
1
Landing
Page
MVP
2
Wizard
of
Oz
MVP
3
Func8oning
So:ware
?

80. Twitter Bootstrap

81. Design Systems at GE
43

82. UI Technology at PayPal
44
Bill
Sco>
Sr.
Director
of
UI
Technology
PayPal

83. 4MANAGE OUTCOMES
45

84. Output, Outcome, Impact

85. Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in page.

86. Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in page.
§ Outcome: the change in the world after we deliver output.
Harder to trace. Example: increase user log-in rate.

87. Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in page.
§ Outcome: the change in the world after we deliver output.
Harder to trace. Example: increase user log-in rate.
§ Impact: the change we see over time.
Very hard to trace. Example: Our service is profitable.

88. Output

89. Outcome

90. Impact

91. Don’t manage output.
Instead, focus on outcomes.
Don’t make teams responsible for impact.

92. Case Study: TheLadders

93. Case Study: TheLadders
14%

95. Case Study: TheLadders

96. Case Study: TheLadders
63%

97. 5A NEW ORGANIZATION
54

98. Business
Design?
Business?
Design?
Enterprise?
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile

99. 56
Business model validation
Product validation
Small team

100. 56
Business model validation
Product validation
Small team
Culture / Infrastructure to support continuous learning
Stakeholders
Small-chunk, outcome-based, predictable funding
$$$

101. AGENDA
1. CONTINUOUS LEARNING
2. ASSUMPTIONS AND HYPOTHESES
3. TEST HYPOTHESES BY MAKING
4. MANAGE OUTCOMES
5. A NEW ORGANIZATION
57

102. THANK YOU!
@jseiden
www.leanuxbook.com
www.neo.com
58