Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Carmen Brion - The value for product teams to design think


Published on

Presented at UX Brighton 2019, 1st November 2019

Published in: Design
  • Be the first to comment

  • Be the first to like this

Carmen Brion - The value for product teams to design think

  1. 1. The value for product teams to Design Think
  2. 2. My mission is to guide product decision-making with research, leading to impact for business and its customers ABOUT ME JTBD Design Thinking Lean UX Design Researcher
  3. 3. IN THIS TALK What/Why Design Thinking? Why Design Thinking is not working? I am talking from my personal experience working with many talented product teams and what I read. !
  4. 4. What is Design Thinking?
  5. 5. Searching “DESIGN THINKING” is confusing …
  6. 6. But is just a question of perspective Source: attherimmm
  7. 7. Standford’s d.School The stages of Design Thinking
  8. 8. Double Diamond, Design Council 2005 Source: Jochen Schweitzer The divergent/convergent nature of the stages
  9. 9. IBM’s Loop Source: IBM and RandyGregoryII The two ways nature of the stages when working within Agile frameworks
  10. 10. Two phases Think Make
  11. 11. Design Thinking is not a formula you repeat. If you use it as such you would achieve the Innovation Theatre.
  12. 12. Why do we need Design Thinking?
  13. 13. What had impact previous is not enough anymore Viability FeasibilityUsability Interaction IMPACT
  14. 14. Customers behaviours and expectations have changed and require new approaches Source: econsultancy of executives say their brand meets customers emotional needs of consumers say brands emotionally bond with them. 80% 15%
  15. 15. To affect customer behaviour we need to understand more than us-ability High Low MOTIVATION ABILITYHard Easy Activation threshold SUCCESSFUL TRIGGERS UNSUCCESSFUL TRIGGERS The Fogg Model BEHAVIOUR = MOTIVATION * ABILITY * TRIGGERS
  16. 16. Complexity of customer interaction has increased Context of use Across devices/channel Interaction
  17. 17. Understand the landscape of motivators of customer interaction SELF ACTUALISATION Functional jobs Ability PHYSIOLOGICAL/SAFETY ESTEEM LOVE/BELONGING Social jobs Supporting personal brand Emotional jobs Feeling emotional connection Maslow’s Hierarchy of Needs Memorable experience Loyalty and trust
  18. 18. Design Thinking Criticism has emerged recently
  19. 19. Before dismissing a whole framework, assess critically how we are using it
  20. 20. Theme 1: Designing blind Source: You design blind when: 1. Not understanding the type of problem you are solving. 2. You start building the product too early. 3. Missing the Think part and only doing the Make part.
  21. 21. It’s hard to find an impactful solution if you don’t fully understand the problem Designing blind Problem 1
  22. 22. Explore the problem space Understand what, who and why. Use tools to identify causal factors and get to the root problem. Define the problem type Use a framework to define the type of problem - see Cynefin next. Find a problem-solving methodology Select a problem- solving methodology for: 1. the type of problem 2. the time/budget 3. the team skills Get to the root problem and define it before moving into solution mode 1 2 3
  23. 23. Design Thinking works well when solving complex and complicated problems Identify the type of problem before deciding how to solve it Complex Complicated ObviousChaotic Unknown CYNEFIN FRAMEWORK
  24. 24. Complicated problems need at least one round of Think Complex Complicated ObviousChaotic Unknown ... ... A problem with established, with known solutions, for which we need to adapt the solution to our situation. E.g. adapting Spotify’s playlist to ecommerce wishlist. Think Think ThinkMake Make Make Make Make Make Make ...ThinkMake Make Make Make
  25. 25. Complex problems need a customised mix of cycles between Think and Make Complex Complicated ObviousChaotic Unknown ... ... A poorly understood problem which is unique to our situation for which we need new solutions. E.g. HMW change traditional media to hooked millennials? Think Make ThinkMake Make
  26. 26. Starting building before we have define the problem and the criteria to solve it Designing blind Problem 3
  27. 27. Building too early for complex/complicated problems will lead to a weak outcome With complex and complicated problems, if we start building before we know the audience, the real problem and the affected JTBD, we are highly likely: ● To start working on a symptom of the real problem and realising when the built effort makes it not cost-effective to change direction ● To effect the wrong JTBD or none at all, making the customer impact unsatisfactory. Your job isn’t to build more software faster, it’s to maximize the outcome and impact you get from what you choose to build. Jeff Patton, User Story Mapping
  28. 28. Know when to move FAST and SLOW Complex Complicated ObviousChaotic Unknown ● Strategyzer’s a 12-week Design Sprint. ● Don’t build until defining the why, who and how. ● Problems where ‘build fast’ methodologies work.
  29. 29. Missing the Think phase makes it hard to design an effective solution Designing blind Problem 2
  30. 30. A team that never Thinks and only Makes is not Design Thinking E D Think Make I P T E D Think Make I P T Looping in the Make phase never doing the Think phase Having a different team doing the Think phase: ● Product teams missing the empathy stage ● Product teams not knowing how to use Think definition outputs to make product decisions
  31. 31. The Empathy stage takes product teams to see the customer in their real life. There is no substitute to observing it. Bring product teams into the world of the customer
  32. 32. Customer journeys help identify opportunities Steps Emotional journey Across channel/ device journey Frustrations Opportunities
  33. 33. Customer journeys help identify opportunities Steps Emotional journey Across channel/ device journey Frustrations Opportunities Seeing severity of frustrations, emotional hurdles and problems in switches across channel/device, we can assess where we are not meeting customer jobs and see how does affects business KPIs and objectives. This help us to identify opportunities that can have impact to both the customer and the business.
  34. 34. Service blueprints help to identify backend and operational constraints int#/media/File:Service_Design_Blueprint.png Device/channel Customer interaction Front-end response Back-end response Operational response
  35. 35. Service blueprints help to identify backend and operational constraints int#/media/File:Service_Design_Blueprint.png Device/channel Customer interaction Front-end response Back-end response Operational response Having a view of how the backend and operations meet or not the customer interactions helps us identify business/tech/operational constraints. Many times changes to the front end won’t have impact until these constraints are addressed.
  36. 36. Customer maps and service blueprint help: ● id gaps of knowledge. ● to align understanding and efforts across the involved disciplines. ● to improve existing/id new offerings that impact the core audience JTBD and fit with what they business can deliver. Make product decision with the holistic view of the end-to-end journeys
  37. 37. Have clear, differentiated the core behaviours according to how they use the product We need to observe customers in the empathy stage to extract the distinct product behaviours and the core motivations that drive them.
  38. 38. Use core behaviours to make product feature assumptions. Jobs Gains Pains Gaincreators Pain relievers Features ● Keep calm ● Look cool to others Bee can get upset and get stung No stopping what I’m doing Video guide for effective/stylish wafting VALUE PROPOSITION CANVAS The WafterProduct
  39. 39. We need people that are able to Think and Make, guiding product teams using end-to-end journeys and core behaviours to make decisions
  40. 40. Theme 2: Missing out on core Design Thinking components Design Thinking won’t work well when: 1. having the wrong mindsets for discovery. 2. not iterating solutions or not enough. 3. not collaborating effectively.
  41. 41. You won’t find new solutions without discovery mindsets in an exploration team Missing component Problem 1
  42. 42. Having Town Planners doing the job of Pioneers. Giving the work of Pioneers to Town Planners without passing by Settlers. Having optimisation mindsets running discovery tlers-town-planners-and.html Explore Discover Turn half baked things into something useful Build Optimise
  43. 43. You won’t find effective, new solutions without playful iteration of ideas Missing component Problem 2
  44. 44. Not exploring and iterating enough the initial solutions My first idea is probably not going to be the best one, I cannot fall in love with that. I need to explore different alternatives until I find a direction that solves a big, hairy problem with many different constructs, that is Design Thinking. Alex Osterwalder Rubik prototype:
  45. 45. Provotype to discovery and prototype to shape the solution DISCOVERY CONCEPTING BUILD Pioneers Problem definition Discovery/explorative research Provotype Settlers Solution exploration Definition research Iterate prototypes Town planners Solution definition Validation research Optimise Challenge assumptions Play with ideas
  46. 46. You won’t find new solutions without well orchestrated collaboration Missing component Problem 3
  47. 47. Over-collaboration happens when: ● not thinking of who needs to collaborate. ● not having a compelling reason for the collaboration. Collaboration doesn’t happen by asking people to collaborate. Over-collaborating is as damaging as under-collaborating
  48. 48. Orchestrate collaborative efforts: ● Bring together the skills needed at the right times. ● Have clear objectives to direct the collaboration. ● Facilitate it using bespoke approaches/methods, instead of generic, formulaic methodologies, Have facilitators of collaboration Source: Gavin Withner
  49. 49. To wrap up
  50. 50. To be a Design Thinker we need to develop a Design Thinking Mindset ● Go into your customer’s world and learn from their real-life experiences. ● Ideate with the synthesis of the Think phase - problem types, core behaviours and end-to-end journeys. ● Focus on the why and how, not the what to ideate/iterate. ● Boldly provotype and prototype to shape a product. ● Practice, fail and learn the methodology.
  51. 51. Following ‘recipes’ does not make you a masterchef. Learn from experience and use the right tool for the problem and the team you have
  52. 52. References d.School Fogg Behaviour Model Cynefin framework ecision-making ramework.htm Velocity should renamed future debt amed-future-tech-debt/ Customer mapping course omer-journey-mapping-guide/ Starting with the customer h-the-customer Team mindsets eers-settlers-town-planners-and.html Provotyping g-from-prototyping-to-provotyping-cedf42a48 e90 Prototyping rticle/stage-4-in-the-design-thinking-process- prototype
  53. 53. THANKS @Tea_monster Slides design by SlidesGo Pictures by Unslplash