Upgrade to Pro — share decks privately, control downloads, hide ads and more …

Research Rebooted: Why Market Research is Broken, How Lean Can Help Fix It

8f3b43a5368813125896076d62c22d53?s=47 The Difference Engine
September 17, 2013
72

Research Rebooted: Why Market Research is Broken, How Lean Can Help Fix It

From Lean Day West, September 17, 2013 in Portland, OR

8f3b43a5368813125896076d62c22d53?s=128

The Difference Engine

September 17, 2013
Tweet

Transcript

  1. Research Rebooted Why Most Market Research Is Broken, And How

    Lean Can Help Fix It
  2. what’s wrong with research?

  3. the value is broken.

  4. $30,000,000,000+

  5. time. it’s in a box. and it slips.

  6. information request research RFP study design recruitment fielding Analysis Brand/product

    team research & insights research company recruiter/panel moderators research company
  7. The CEO’s Kids “I keep a lot of kids around

    me and ask them questions and peek around the corner when they think I'm not listening. My master plan was I had a lot of kids. I have six kids. Three girls that are six, a 15-year-old, 18-year- old and 22-year-old. I have the perfect research team in my house." http://acupofteawithphd.wordpress.com/2013/06/19/live-from-cannes-cannes-lions-2013-so-farpart-4-its-diddy/
  8. the design is broken.

  9. The fear of small numbers Managers worry about the signal-to-noise

    ratio. The smaller the sample, the more we worry about noise (wrong people, inaccuracies or untruths, groupthink, etc.) So they compensate with bigger sample sizes. But more numbers make more noise.
  10. over targeting leads us astray “[M]ost companies with a practiced

    discipline of listening to their best customers and identifying new products that promise greater profitability and growth are rarely able to build a case for investing in disruptive technologies until it is too late.” - Clay Christensen, The Innovator’s Dilemma
  11. research is often designed to confirm biases. when it doesn’t,

    it’s painful.
  12. our customer or our design target?

  13. research ignores switchers, rejectors, fringe & new users “Generally, disruptive

    technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value.” - Clay Christensen, The Innovator’s Dilemma
  14. the process is broken.

  15. garbage in, garbage out “The research manager’s job is to

    manage the hell out of the research.” - Michelle Crawford
  16. quant über alles

  17. packing 10 lbs into a 5 lb bag 30 minute

    surveys 2 hour focus groups 10 page discussion guides Too many questions, too much data, not enough understanding
  18. stockpiling data

  19. trapping insight in powerpoint decks

  20. It's really hard to design products by focus groups. A

    lot of times, people don't know what they want until you show it to them. - Steve Jobs
  21. None
  22. you ≠ steve jobs.

  23. research ≠ design Research is the process by which we

    understand problems. Design is the process by which we solve problems.
  24. how lean can help fix research.

  25. what is a lean company for? 1. To specify customer

    value. 2. To identify & implement the actions that create that value. 3. To remove anything that doesn’t create value. 4. To analyze the results (and repeat).
  26. why does feedback & customer pull matter? Feedback and testing

    (a.k.a., research) help teams settle questions and make decisions based on evidence not preferences. Continuous feedback helps teams see progress.
  27. Go and see. This is the new intimacy.

  28. how do we do lean research?

  29. the owner has to change

  30. empower the research manager We have to transform the research

    manager from a project manager into a Scrum master. Their role is to remove obstacles to progress, and to facilitate communication. Their responsibility to the team is to facilitate hypothesis testing, and to create opportunities to challenge assumptions.
  31. validation

  32. the tools have to change

  33. use right-sized tools

  34. Use the tools closest to hand

  35. None
  36. Talk to people where it’s relevant or convenient i.e., NOT

    HERE
  37. talk to them here.

  38. the whole team can do this. http://giffconstable.com/2010/07/12-tips-for-early-customer-development-interviews/

  39. the flow has to change

  40. Do less, more often Lean research is about continuous customer,

    partner & team feedback.
  41. set people up for success

  42. the output has to change.

  43. data doesn’t “tell” you what to do.

  44. None
  45. nothing beats a conversation. To make research meaningful to the

    whole team, the whole team needs: Investment Access Accountability
  46. forget the horse’s mouth Don’t count on users to make

    your decisions for you - that’s not their job. Don’t let the report be the end of your learning process - it’s just a way to memorialize what you’ve learned and provide a reference when you encounter similar issues again.
  47. information should be reusable, not disposable.

  48. watch this space. and thanks, this was fun.