Let's Talk About Strategy (extended workshop): what it is, why it matters, and how to do it well - Sophie Dennis

Sophie Dennis
Sophie DennisUser-centred digital strategy - UX, service design, content strategy
slideshare.net/sophiedennis @sophiedennis
Let’s talk about strategy…


slides: slideshare.net/sophiedennis
Sophie Dennis

service design and product strategy

@sophiedennis
From Org Design for Design
Orgs by Peter Merholz and
Kristin Skinner (O’Reilly, 2016).
Informed by Jesse James
Garrett’s classic The Elements
of User Experience (New
Riders, 2010) strategy,
structure, and surface layers
slideshare.net/sophiedennis @sophiedennis
On post-its write
1. one thing that bugs you about “strategy”
2. one thing you hope to get out of this session
3. one question you’d like answered
Write each one on a separate post-it

Share them with your neighbour
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It’s all b******ks
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Why even bother?
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Culture eats strategy for breakfast
— (probably not) Peter Drucker
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Strategy is easy
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It’s implementation that’s the hard part
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The strategy is delivery
— Mike Bracken

Government Digital Service
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JFDI
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[shortest workshop ever]
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What is strategy?
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“There is surely nothing quite so
useless as doing with great efficiency
what should not be done at all”
— Peter Drucker
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Strategy tells us
Where are we going?
What will be different when we get there?
Where are we now?
How are we going to get from here to there?
What might stop us and how will we overcome that?
slideshare.net/sophiedennis @sophiedennis
Good strategy helps make decisions
slideshare.net/sophiedennis @sophiedennis
Good strategy gives us purpose
slideshare.net/sophiedennis @sophiedennis
Good strategy enables us to delegate
control and decision making
slideshare.net/sophiedennis @sophiedennis
Good strategy makes us more agile
slideshare.net/sophiedennis @sophiedennis
Bad strategy
slideshare.net/sophiedennis @sophiedennis
Our strategy is collaborative growth.
We will lead a customer focused effort of the market through our use of digital
business and internet of things ecosystem to build a cloud based revolution.
By being both innovative and open, we will drive competitive advantage throughout
the organisation. Synergies between our data leaders and agile culture will enable
us to capture the upside by becoming networked in a big data world. 
These transformations combined with disruptive insight from data due to our digital
first platform will create a learning organisation through value and efficiency.
slideshare.net/sophiedennis @sophiedennis
Our strategy is collaborative growth.
We will lead a customer focused effort of the market through our use of digital
business and internet of things ecosystem to build a cloud based revolution.
By being both innovative and open, we will drive competitive advantage throughout
the organisation. Synergies between our data leaders and agile culture will enable
us to capture the upside by becoming networked in a big data world. 
These transformations combined with disruptive insight from data due to our digital
first platform will create a learning organisation through value and efficiency.
Simon Wardley, A quick route to building a strategy

Make your own at https://strategy-madlibs.herokuapp.com/
slideshare.net/sophiedennis @sophiedennis
The “yeah, right” test


The “so what?” test


The “yes! and…?” test
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The “yeah, right” test
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Cornwall is going to be the next
silicon valley
Insert your city
or region here
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The “so what?” test
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apps






 Not a strategy
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apps, digital transformation






 Not a strategy
slideshare.net/sophiedennis @sophiedennis
apps, digital transformation







Seriously
Not. A. Strategy
, wearables,
chatbots,, AI,, personalisation,, a new logo,
a rebrand,, content marketing,, agile,, Agile,
user experience,, lean UX,, service design,
innovation… …
slideshare.net/sophiedennis @sophiedennis
The “yes! and…?” test
slideshare.net/sophiedennis @sophiedennis
The “yes! and…?” test
slideshare.net/sophiedennis @sophiedennis
The “yeah, right” test


The “so what?” test


The “yes! and…?” test
slideshare.net/sophiedennis @sophiedennis
So what makes a good strategy?
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
Strategy is
about
changing
something
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
Strategy
should
achieve a
goal
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
Strategy
should be
coherent
slideshare.net/sophiedennis @sophiedennis
coherent
kə(ʊ)ˈhɪər(ə)nt/



adjective



1. (of an argument, theory, or policy) logical and consistent

‘they failed to develop a coherent economic strategy’
2. Forming a unified whole

‘the arts could be systematized into one coherent body of
knowledge’


https://en.oxforddictionaries.com/definition/coherent
slideshare.net/sophiedennis @sophiedennis
Moon Shotshttps://commons.wikimedia.org/wiki/File:Aldrin_Apollo_11_original.jpg
slideshare.net/sophiedennis @sophiedennis
Exercise
Read through Kennedy’s moonshot speech
In your group discuss:
1. What is the concrete, tangible goal?
2. What is the significant positive change
Kennedy hopes achieving it will bring?
3. What leads Kennedy to believe 

the goal is achievable?
4. What are the most significant 

barriers to success?
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
What was
the concrete,
tangible
goal?
slideshare.net/sophiedennis @sophiedennis
“before this
decade is out
[to] land a man
on the moon
and return him
safely to earth”
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
What
significant,
positive
change is it
trying to
bring about?
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
How does he
show the
goal is
achievable?
slideshare.net/sophiedennis @sophiedennis
“we have examined
where we are strong
and where we are
not, where we may
succeed and where
we may not…we
possess all the
resources and
talents necessary”
slideshare.net/sophiedennis @sophiedennis
accelerate the development of the appropriate lunar space craft…
develop alternate liquid and solid fuel boosters… additional funds
for unmanned explorations… 531 million dollars in fiscal ’62… 

7 to 9 billion dollars additional over the next five years
slideshare.net/sophiedennis @sophiedennis
many years… heavy costs … a degree of dedication,
organization and discipline which have not always characterized
our efforts… we cannot afford inflated costs of material or talent,
wasteful interagency rivalries, or high turnover of key personnel
slideshare.net/sophiedennis @sophiedennis
there is no sense in agreeing or desiring that the United States
take an affirmative position in outer space, unless we are prepared
to do the work and bear the burdens to make it successful. If we
are to go only half way, or reduce our sights in the face of
difficulty, in my judgment it would be better not to go at all.
slideshare.net/sophiedennis @sophiedennis
coherent
kə(ʊ)ˈhɪər(ə)nt/



adjective



1. (of an argument, theory, or policy) logical and consistent

‘they failed to develop a coherent economic strategy’
2. Forming a unified whole

‘the arts could be systematized into one coherent body of
knowledge’


https://en.oxforddictionaries.com/definition/coherent
slideshare.net/sophiedennis @sophiedennis
Focus and leverage
slideshare.net/sophiedennis @sophiedennis
start enduser journey
pain points
slideshare.net/sophiedennis @sophiedennis
start enduser journey
tactical solution
pain points
slideshare.net/sophiedennis @sophiedennis
start enduser journey
pain points
strategic solution
slideshare.net/sophiedennis @sophiedennis
“It’s just a website
We’re not going to
the moon”
Mikey Dickerson on fixing healthcare.gov



Photo by Matt Jukes @jukesie from the Office for
National Statistics Alpha/Beta team
digitalblog.ons.gov.uk/2015/03/24/ons-digital-
sxsw/
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Structured data capture
and storage
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Pattern Library & Style Guide
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1. Diagnose the problem

what is the true nature and extent of the problem? what are we really
trying to achieve? what’s really going on here?
2. Find the unifying idea

what overall approach will enable us to cope with and overcome the
obstacles identified in the diagnosis? what is the common thread in the
problems we’ve found? where can we focus in order to apply leverage?
3. Craft a coherent plan of attack

what is the co-ordinated set of actions or steps we should take that will
work together to accomplish our goal?
slideshare.net/sophiedennis @sophiedennis
Strategy
User
needs
Organisation
values &
objectives
Constraints
slideshare.net/sophiedennis @sophiedennis
1. Denial - our thing is not broken
2. Anger - we hate you for telling us
3. Acceptance - holy crap our thing is broken
Dan Hon, ‘Stages of Transformation’, 11 April 2011 

tinyletter.com/danhon/letters/s4e10-stages-of-transformation
slideshare.net/sophiedennis @sophiedennis
“A good diagnosis simplifies the often
overwhelming complexity of reality by
identifying certain aspects of the
situation as critical.”
Richard Rumelt

Good Strategy/Bad Strategy
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Fog
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Make a map
Do an audit
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gds.blog.gov.uk/2015/08/18/mapping-new-ideas-for-the-digital-justice-system-2
slideshare.net/sophiedennis @sophiedennis
Build the end-to-end big
picture
slideshare.net/sophiedennis @sophiedennis
Making the map 

is as valuable 

as having the map
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Trust the process
slideshare.net/sophiedennis @sophiedennis
1. problem statement
2. opportunity/objective
3. situation/constraints/context
4. recommendation: Big Idea
5. recommendation: smaller ideas/
releasing early value/validation
6. principles, models
Diagnosis
Unifying idea
Coherent plan
of attack
I wrote about this a bit more at 

medium.com/@sophiedennis/weeknotes-s01e01-what-a-difference-a-day-makes-from-dwp-to-nhs-digital-d1fe54ff0cb0
slideshare.net/sophiedennis @sophiedennis
Design Principles

cxpartners.co.uk/our-thinking/design-principles
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Short form creative brief

articles.uie.com/short_form_creative_brief
slideshare.net/sophiedennis @sophiedennis
Questions?
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Vision and goals
slideshare.net/sophiedennis @sophiedennis
Strategy is a coherent plan to
achieve a goal that will lead to
significant positive change
slideshare.net/sophiedennis @sophiedennis
Strategy tells us
Where are we going?
What will be different when we get there?
Where are we now?
How are we going to get from here to there?
What might stop us and how will we overcome that?
slideshare.net/sophiedennis @sophiedennis
Good strategy helps make decisions
slideshare.net/sophiedennis @sophiedennis
Good strategy gives us purpose
slideshare.net/sophiedennis @sophiedennis
Good strategy enables us to delegate
control and decision making
slideshare.net/sophiedennis @sophiedennis
Good strategy makes us more agile
slideshare.net/sophiedennis @sophiedennis
Does it get you closer
to the mountain?
slideshare.net/sophiedennis @sophiedennis
Does it get you closer
to the mountain?
slideshare.net/sophiedennis @sophiedennis
[I imagined] that where I wanted to be – an author, primarily of fiction,… supporting
myself through my words – was a mountain. A distant mountain. My goal. And I
knew that as long as I kept walking towards the mountain I would be all right.
And when I truly was not sure what to do, I could stop, and think about whether it
was taking me towards or away from the mountain.
I said no to editorial jobs on magazines, proper jobs that would have paid proper
money because I knew that, attractive though they were, for me they would have
been walking away from the mountain.
And if those job offers had come along earlier I might have taken them, because
they still would have been closer to the mountain than I was at the time.”
Neil Gaiman, commencement speech to University of the Arts, 2012

www.uarts.edu/neil-gaiman-keynote-address-2012 Watch at vimeo.com/42372767
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Beware

Problem Definition Escalation
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The client asks you to design a business card 

You respond that the problem is really the
client’s logo
Michael Beirut, ‘You’re So Intelligent’, Design Observer, 9 May 2007 

designobserver.com/feature/youre-so-intelligent/5917/
The client asks you to design a logo

You say the problem is the 

entire identity system
The client asks you to design the identity

You say that the problem is the 

client’s business plan
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The problem isn’t making
something look pretty, you fool,
it’s world hunger!
Michael Beirut, ‘You’re So Intelligent’, Design Observer, 9 May 2007 

designobserver.com/feature/youre-so-intelligent/5917/
One or two steps later, you can claim whole
industries and vast historical forces as your purview
slideshare.net/sophiedennis @sophiedennis
Why?

So more people get their flu jabs
Why?

So fewer people end up in hospital with severe, life-threatening flu
Why?

To reduce pressure on the health service
Why?

ONLY WE CAN SAVE THE NHS!
What are you doing? 

Making it easier to book an appointment for a flu jab
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“the nature of these challenges are emblematic of
deeply entrenched flaws in our institutional
structures, our underlying theories, definitions of
success, and ultimately how we have
constructed our civilization.”
Christian Bason
The frontiers of design for policy
slideshare.net/sophiedennis @sophiedennis
People still don’t have their flu jabs
slideshare.net/sophiedennis @sophiedennis
Why?

So more people get their flu jabs
Why?

So fewer people end up in hospital with severe, life-threatening flu
Why?

To reduce pressure on the health service
Why?

ONLY WE CAN SAVE THE NHS!
What are you doing? 

Making it easier to book an appointment for a flu jab
slideshare.net/sophiedennis @sophiedennis
Pick your mountain
slideshare.net/sophiedennis @sophiedennis
What is Kennedy’s hierarchy of goals?
1. What is the mountain?

2. What is the nearer peak? 

3. What are the interim goals?
slideshare.net/sophiedennis @sophiedennis
Defeat the commies
change
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Defeat the commies
Win the space race
goal
change
slideshare.net/sophiedennis @sophiedennis
Defeat the commies
Win the space race
goal
change
change
slideshare.net/sophiedennis @sophiedennis
Defeat the commies
Win the space race
Land a man on the
moon and return him
safely to earth
goal
change
goal
change
slideshare.net/sophiedennis @sophiedennis
Defeat the commies
Win the space race
Land a man on the
moon and return him
safely to earth
Design more 

powerful rockets
Get Congress to pony 

up the cash
Launch unmanned
explorations
Build a space ship
change
goal
goal
goal goal goal
change
change
goal
slideshare.net/sophiedennis @sophiedennis
1. What is the hierarchy of vision and goals? it may help to
start at the bottom with the most immediate task, then ask “why?”
2. What is the highest level goal you can directly
contribute to or influence? this is where you are going
3. What is the level above that? 

this is what will be different when you get there
Defeat 

the commies
Win the 

space race
Land a man on the
moon and return
him safely to earth
Design more 

powerful rockets
Get Congress to
pony up the cash
Launch unmanned
explorations
Build a space ship
Pick your mountain

Think about a project you are working on, or a situation you want to change:
slideshare.net/sophiedennis @sophiedennis
Strategy tells us
Where are we going?
What will be different when we get there?
Where are we now?
How are we going to get from here to there?
What might stop us and how will we overcome that?
slideshare.net/sophiedennis @sophiedennis
Strategy tells us
Where are we going?
What will be different when we get there?
Where are we now?
How are we going to get from here to there?
What might stop us and how will we overcome that?
slideshare.net/sophiedennis @sophiedennis
1. Diagnose the problem

what is the true nature and extent of the problem? what are we really
trying to achieve? what’s really going on here?
2. Find the unifying idea

what overall approach will enable us to cope with and overcome the
obstacles identified in the diagnosis? what is the common thread in the
problems we’ve found? where can we focus in order to apply leverage?
3. Craft a coherent plan of attack

what is the co-ordinated set of actions or steps we should take that will
work together to accomplish our goal?
slideshare.net/sophiedennis @sophiedennis
1. problem statement
2. opportunity/objective
3. situation/constraints/context
4. recommendation: Big Idea
5. recommendation: smaller ideas/
releasing early value/validation
6. principles, models
Diagnosis
Unifying idea
Coherent plan
of attack
I wrote about this a bit more at 

medium.com/@sophiedennis/weeknotes-s01e01-what-a-difference-a-day-makes-from-dwp-to-nhs-digital-d1fe54ff0cb0
slideshare.net/sophiedennis @sophiedennis
Exercise
Brainstorm on page one of the strategy worksheet, or using
post-its:
1. Problems (for users, for org, for you)
2. Objectives (for users, for org, for you)
3. Opportunities
4. Constraints
5. Wider context/situation
slideshare.net/sophiedennis @sophiedennis
“A good diagnosis simplifies the
often overwhelming complexity of
reality by identifying certain aspects
of the situation as critical.”
Richard Rumelt

Good Strategy/Bad Strategy
slideshare.net/sophiedennis @sophiedennis
Problem statement
This should be made up of:
• the specific problem, or user need, you want to address
• the result of the problem
• the situation which makes the problem a priority, or change of situation
which makes the problem higher risk
• the risk or opportunity that’s a result of the problem and situation
Melanie Cannon, Lead Content Designer, DWP, How to write a problem statement

medium.com/leading-service-design/how-to-write-a-problem-statement-50e2c87810fe
slideshare.net/sophiedennis @sophiedennis
Example of a problem statement for Strava, the running and cycling app
the specific problem, or user
need, you want to address
It can be difficult to stay motivated to do regular exercise.
A lot of people start an exercise routine like running or cycling
regularly, but don’t keep it up.
In the UK, obesity is increasing and people are finding it more difficult
to cope with mental health problems. We know that taking regular
exercise improves our physical health as well as our mental health.
There’s an opportunity to help people stay active and improve their
performance. Connecting them with other people for support,
encouragement and competition, and making it easy for them to
analyse their workout, could help more people stay motivated.
Melanie Cannon, Lead Content Designer, DWP, How to write a problem statement

medium.com/leading-service-design/how-to-write-a-problem-statement-50e2c87810fe
the risk or opportunity that’s
a result of the problem and
situation
the situation which makes the
problem a priority, or change
of situation which makes the
problem higher risk
the result of the problem
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Exercise
Refine your definition of the problem by drafting a
problem statement using Mel’s formula
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1. Diagnose the problem

what is the true nature and extent of the problem? what are we really
trying to achieve? what’s really going on here?
2. Find the unifying idea

what overall approach will enable us to cope with and overcome the
obstacles identified in the diagnosis? what is the common thread in the
problems we’ve found? where can we focus in order to apply leverage?
3. Craft a coherent plan of attack

what is the co-ordinated set of actions or steps we should take that will
work together to accomplish our goal?
slideshare.net/sophiedennis @sophiedennis
Working with stakeholders
slideshare.net/sophiedennis @sophiedennis
1. Stakeholders know what’s
really going on
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2. Stakeholders can derail the whole
process
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1. People support what they
help to create
2. No big surprises
3. They don’t have to like it -
but they do need to buy-it
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1. People support what they
help to create
2. No big surprises
3. They don’t have to like it -
but they do need to buy-it
slideshare.net/sophiedennis @sophiedennis
1. People support what they
help to create
2. No big surprises
3. They don’t have to like it -
but they do need to buy-it
slideshare.net/sophiedennis @sophiedennis
“Nemawashi” 

lit: going around the roots
“In Japan, high-ranking people expect to be let in on new proposals prior to an official
meeting. If they find out about something for the first time during the meeting, they will
feel that they have been ignored, and they may reject it for that reason alone. Thus, it’s
important to approach these people individually before the meeting. This provides an
opportunity to introduce the proposal to them and gauge their reaction. This is also a
good chance to hear their input. This process is referred to as nemawashi.”
Defining Nemawashi, Rochelle Kopp, Japan Intercultural Consulting (2012)

japanintercultural.com/en/news/default.aspx?newsid=234
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• Share early and often
• Share your rationale before you start on solutions
• Make the map together - it focuses discussions
• Open invitation sketching, co-design and ideation
workshops
• Brief the most influential people 1:1
• Make your pitch
slideshare.net/sophiedennis @sophiedennis
1. People support what they
help to create
2. No big surprises
3. They don’t have to like it -
but they do need to buy-it
slideshare.net/sophiedennis @sophiedennis
Who are your stakeholders?
1. Senior decision-makers and executives
2. The people who’ll need to implement any changes
3. People whose work will be affected by any changes
slideshare.net/sophiedennis @sophiedennis
Guerrilla Strategy

Working in a strategy vacuum
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Signs you lack a strategy
1. A lot of activity that fails to deliver significant benefits
2. Not knowing which option to pick or pursue
3. Repetitive debate and discussion about focus, priorities
and direction - constantly going over the same ground
4. Difficulty choosing between equally valid but incompatible
options
slideshare.net/sophiedennis @sophiedennis
“If our goal is to X, then I recommend we do A. But if our goal is
Y, then we should do B instead”
“Is X or Y more important to our organisation?”
“Is our goal to do A or B?”
slideshare.net/sophiedennis @sophiedennis
Does it get you closer
to the mountain?
slideshare.net/sophiedennis @sophiedennis
Further reading
Richard Rumelt, Good Strategy/Bad Strategy
Lots more examples and advice on good vs bad strategy
Jared Spool, Beyond the UX Tipping Point
https://www.uie.com/brainsparks/2016/05/26/jared-spool-beyond-the-
ux-tipping-point-live/

Becoming a user-centred organisation
Sophie Dennis, The Art of Things Not Done, NUX5

https://www.youtube.com/watch?v=jh-hvPtqN54

Product strategy with story-mapping and the Kano model
Megan Casey, The Content Strategy Toolkit

Advice, templates and methods for getting buy-in and working with
stakeholders. Useful for any kind of design or UX project.
Dan Brown, Documenting Design Discovery

medium.com/eightshapes-llc/documenting-design-discovery-
db14da1b0627#.24ud09pj0 

More on structuring findings. He’s also written a book about it.
slideshare.net/sophiedennis @sophiedennis
Download the worksheets

http://bit.ly/2FqWHeK
slideshare.net/sophiedennis @sophiedennis
You’ve been talking about
strategy with…


slides: slideshare.net/sophiedennis
Sophie Dennis

service design and product strategy

@sophiedennis
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