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

Designing Your Design Team's Process

C. Todd Lombardo
September 26, 2016

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.

C. Todd Lombardo

September 26, 2016
Tweet

More Decks by C. Todd Lombardo

Other Decks in Design

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.

  6. None
  7. A $5M Idea?

  8. A $5M Idea? $25M

  9. None
  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?

  17. None
  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$$$!!!

  22. None
  23. None
  24. None
  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?

  49. None
  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?
  52. None
  53. None
  54. None
  55. None
  56. None
  57. None
  58. None
  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

  84. None
  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

  101. None
  102. None
  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?

  114. None
  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?

  122. None
  123. None
  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

  135. None
  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)

  143. None
  144. None
  145. C. Todd Lombardo - @iamctodd ctodd@freshtilledsoil.com Chief Design Strategist