Designing Your Design Team's Process

Presented at Forge 2016 in Philadelphia.

What structural, behavioral, cultural, and organizational factors play into a company’s success in designing hit product after hit product? It’s rare they have one rock-star designer behind it all. How does the team structure itself for success? Examining real-world case studies, this talk presents an approach for organizations to set themselves up for success in today’s dynamic environment.

Transcript

1. Designing Design Process C. Todd Lombardo - @iamctodd Chief Design Strategist Fresh Tilled Soil So meta!
2. Are you wearing socks?
3. Do they match?
4. Purchased in odd numbers?
5. For Sale: Socks. Three. Different Colors.
7. A $5M Idea?
8. A $5M Idea? $25M
10. What they did
11. What they did ◦ Made an observation, about something often overlooked
12. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem, reframed the problem
13. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem, reframed the problem ◦ Considered a target audience
14. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem, reframed the problem ◦ Considered a target audience ◦ Made prototypes, learned things
15. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem, reframed the problem ◦ Considered a target audience ◦ Made prototypes, learned things ◦ Wash, dry, repeat… pun intended
16. How do you know your product idea is any good?
18. Why do we need a process?
19. YOU ARE HERE YOU WANT TO BE HERE
20. YOU ARE HERE YOU WANT TO BE HERE SOCKS!???
21. YOU ARE HERE YOU WANT TO BE HERE SOCKS!??? SOCK$$$!!!
25. IDEO
26. IDEO XPLANE
27. IDEO XPLANE CHESKIN
28. IDEO XPLANE CHESKIN CONIFER
29. IDEO XPLANE CHESKIN CONIFER COOPER
30. IDEO XPLANE CHESKIN CONIFER COOPER FROG
31. IDEO XPLANE CHESKIN CONIFER COOPER FROG FITCH
32. IDEO XPLANE CHESKIN CONIFER COOPER FROG FITCH MELVILLE
33. IDEO XPLANE CHESKIN CONIFER COOPER FROG FITCH MELVILLE IDEO ED Discovery Interpretation Ideation Experimentation Evolution
34. IDEO XPLANE CHESKIN CONIFER COOPER FROG FITCH MELVILLE IDEO ED Discovery Interpretation Ideation Experimentation Evolution STANFORD Empathize Define Ideate Prototype Test
35. Source: gv.com; thoughtbot.com; smashngmagazine.com
36. Source: gv.com; thoughtbot.com; smashngmagazine.com Empathize Define Prototype Test Ideate
37. Source: gv.com; thoughtbot.com; smashngmagazine.com Empathize Define Prototype Test Ideate Discovery Interpretation Experimentation Evolution Ideation
38. Source: gv.com; thoughtbot.com; smashngmagazine.com Empathize Define Prototype Test Ideate Discovery Interpretation Experimentation Evolution Ideation
39. Source: Design Council UK
40. Source: IBM
41. CUSTOMER INSIGHTS IDEA DEVELOPMENT & PROTOTYPING PRODUCT DEVELOPMENT & DESIGN COMMERCIAL- IZATION MARKET LAUNCH Testing with Customers
42. Define Understand Build Test Ideate Understand Diverge Prototype Validate Decide 2013 Unpack Sketch Prototype Test Decide 2015 Understand Diverge Build Test Converge Empathize Define Prototype Test Ideate Map Sketch Build Test Decide 2016 Design Sprint Processes
43. Design Sprint Process
44. Design Sprint Process UNDERSTAND DIVERGE CONVERGE PROTOTYPE TEST 1º 2º ✓ X 1º 2º 3º
45. design sprint SCIENTIFIC METHOD DESIGN PROCESS AGILE PHILOSOPHY
46. design sprint Any modern design process SCIENTIFIC METHOD DESIGN PROCESS AGILE PHILOSOPHY
47. 24 RESEARCH INSIGHTS IDEATION PROTOTYPE TEST
48. OK, great. What’s the best design process?
50. 1. Start project 2.Do something..? 3. Frontpage of Product Hunt
51. How many UX designers does it take to screw in a light bulb?
59. Make Things People Want Make People Want Things > (or Need)
60. LEARN BUILD MEASURE PRODUCT DATA IDEAS
61. BUILD BUILD BUILD PRODUCT PRODUCT PRODUCT Credit: Wolf Bruening
62. LEARN BUILD MEASURE PRODUCT DATA IDEAS START HERE?
63. How did we get here?
64. Which came first? Org structure or process?
65. A History of Organizations
66. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE
67. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE Peak of II Industrial Revolution
68. Slavery Average manufacturing had less than 4 employees Average lifespan of S&P500 is 67 years Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 US Steel has $1B market capitalization Source: XPLANE Peak of II Industrial Revolution
69. Slavery Average manufacturing had less than 4 employees US Steel has $1B market capitalization Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb Peak of II Industrial Revolution 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE Average lifespan of S&P500 is 67 years
70. Slavery Average manufacturing had less than 4 employees US Steel has $1B market capitalization Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb Peak of II Industrial Revolution 2ND Innovation Consultants 3RD Venture Design Human-Centered Co-Creation Ethnography Customer Journey 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Rise of Design for Innovation Source: XPLANE Average lifespan of S&P500 is 67 years 1ST Digital change agents
71. Slavery Average manufacturing had less than 4 employees US Steel has $1B market capitalization Pay by performance Capital budgeting Task design Divisionalization Brand management Women couldn’t vote Management 1.0 90% of people were in agriculture Ford makes 500K cars/yr Social segregation Colonialism No environmental care Communism No Google No Airbnb Peak of II Industrial Revolution 2ND Innovation Consultants 3RD Venture Design Human-Centered Co-Creation Ethnography Customer Journey 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Rise of Design for Innovation Source: XPLANE Average lifespan of S&P500 is 67 years Average lifespan of S&P500 is 15 years 1ST Digital change agents
72. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030
73. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Traditional Organizations from the 20th Century
74. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Traditional Organizations from the 20th Century Organizations with a more conscious approach
75. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Traditional Organizations from the 20th Century Organizations with a more conscious approach Modern Organizations from the 21st Century
76. Three Organization Types Traditional Organizations More Conscious Organizations Modern Organizations Source: XPLANE
77. Traditional ORG - The “Pyramid” Source: XPLANE
78. Conscious ORG - The “Family” Source: XPLANE
79. Modern ORG - The “Organism” Source: XPLANE
80. An Evolution? Pyramid Family Organism Source: XPLANE
81. A 21st Century ORG Model? Change Source: XPLANE
82. A 21st Century ORG Model? Change Source: XPLANE
83. Case 1: NUMMI
85. Why NUUMI worked (1) difficult to make a mistake to begin with; (2) easy to identify a problem or know when a mistake was made; (3) easy in the normal course of doing the work to notify a supervisor of the mistake or problem; (4) consistent in what would happen next: the supervisor would quickly determine what to do about it.
86. What changed?!
87. Same workers What changed?!
88. Same workers Same management What changed?!
89. Same workers Same management Same facility What changed?!
90. Same workers Same management Same facility Same product What changed?!
91. Same workers Same management Same facility Same product New process! What changed?!
92. CORE TODAY NEW FUTURE
93. Don't turn it into an education program. Turn it into a problem-solving machine. Cynthia Tripp HEAD OF GLOBAL DESIGN, P&G
94. Case 2: InnoLoft @ Constant Contact
95. H4 H3 Innovation Emerging Scaling Operating Problem/Solution Product/Market Efficiency (core) H2 H1 Scale
96. H4 H3 H2 H1 Product Development Innovation Services Startup Accelerator DESIGN SPRINTS, WORKSHOPS, EVENTS FIVE EXTERNAL STARTUPS
97. } } } DESIGN SPRINT INTERVALS AGILE DEVELOPMENT Define Understand Build Test Ideate WEEK 1 Refine Build Test WEEK 2 Refine Build Test WEEK 3 Refine Build Test WEEK 4 Refine Build Test WEEK n
98. ASSUMPTIONS BUILD TEST LEARN
99. CORE TODAY NEW FUTURE
100. Case 3: Otto
103. Source: Scott Murray
104. Source: Scott Murray DESIGNERS
105. Source: Scott Murray DESIGNERS DESIGNING
106. Source: Scott Murray DESIGNERS DESIGNING DESIGNED PRODUCT
107. Source: Scott Murray DESIGNERS DESIGNING DESIGNED PRODUCT OUTCOME
108. Source: Scott Murray DESIGNERS DEVELOPERS MARKETERS SALES DESIGNING DESIGNED PRODUCT OUTCOME
109. Factors to Consider
110. Valuing Design DO YOU, REALLY?
111. Design leads to innovation and innovation demands design. Indra Nooyi CEO, PEPSICO
112. Source: UK Design Council
113. Creative Tension ARE YOU BRUTALLY HONEST?
115. Allocation of Resources PUT MONEY WHERE YOUR MOUTH IS?
116. Twenty percent of our new products are now required to be driven by innovation. CHIEF STRATEGY OFFICER, FORTUNE 500 COMPANY
117. Twenty percent of our new products are now required to be driven by innovation. CHIEF STRATEGY OFFICER, FORTUNE 500 COMPANY Do you set aside 20% of your company’s time & resources??
118. Twenty percent of our new products are now required to be driven by innovation. CHIEF STRATEGY OFFICER, FORTUNE 500 COMPANY Do you set aside 20% of your company’s time & resources?? ME
119. Source: Innovation Leader Total exceeds 100% as many respondents cited more than one reason.
120. Source: Innovation Leader Total exceeds 100% as many respondents cited more than one reason.
121. Programmatic HAVE DESIGN & INNOVATION PROGRAMS? WHAT CAN WE DO?
124. Top-down sponsorship and bottom-up effort is essential to make meaningful culture transformation progress. Dane Howard DIRECTOR OF USER EXPERIENCE, EBAY
125. It’s the mindset…
126. DESIGNER SCIENTIST EMPATHIC MAKER FORWARD LOOKING RIGOROUS EXPERIMENTAL HYPOTHESIS DRIVEN
127. Designtist
128. Framing and reframing
129. Challenge 1 MAKE EVERYONE HAPPY IN 60 SECONDS
130. Challenge 2 HIGH FIVE EVERYONE IN THE ROOM IN 60 SECONDS
131. Not just mindset… belief!
132. Title (H1)
133. What do you believe? NEED BELIEF ACTION RESULT Source: Liminal Thinking: D. Gray
134. Source: Liminal Thinking: D. Gray
136. What is right?
137. Who is right? What is right?
138. And so…
139. 1. Organization What’s the structure? 2. Outcomes What are your goals & objectives? 3. Alignment Speaking same language 4. Belief Learning Loop
140. 1. Tension Mixed Viewpoints. Brutal honesty. 2. Agility Change & adapt quickly. 3. Space To fail. To experiment. To Collaborate. 4. Mindset Like a Designtist. Frame / Reframe 5. What, Not Who is right
141. Remember NUMMI?
142. Title (H1)
145. C. Todd Lombardo - @iamctodd ctodd@freshtilledsoil.com Chief Design Strategist