STL Design Week: Process + Assumptions = Design Awesomesauce

You might have a design process, but do you check-your-assumptions-at-the-door? You may be missing critical aspects and designing a product that won’t resonate. This talk will touch on how assumptions in the front-end of your design process can lead you to designing better solutions, and how tools like the design sprint can help you get there.

Transcript

1. Assumptions + Design = Process Awesomesauce C. Todd Lombardo Chief Design Strategist Fresh Tilled Soil @iamctodd
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 were you assuming?
11. What they did
12. What they did ◦ Made an observation, about something often overlooked
13. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem
14. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem ◦ Checked assumptions, reframed the problem
15. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem ◦ Checked assumptions, reframed the problem ◦ Considered a target audience
16. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem ◦ Checked assumptions, reframed the problem ◦ Considered a target audience ◦ Made prototypes, learned things
17. What they did ◦ Made an observation, about something often overlooked ◦ Framed the problem ◦ Checked assumptions, reframed the problem ◦ Considered a target audience ◦ Made prototypes, learned things ◦ Wash, dry, repeat… pun intended
18. Let’s Talk Assumptions
19. ASS U ME
20. CONNECT 9 DOTS. WITH 4 OR LESS STRAIGHT LINES. DO NOT LIFT YOUR PEN.
23. Have you heard of these?
27. Where did they go wrong?
28. Problem-Solution-Why Water on the floor —> Mop WHY? Leaky pipe —> Fix pipe WHY? Too much pressure —> Lower pressure WHY? Pressure Regulator —> Replace Regulator WHY? Maintenance Schedule —> More frequent inspection
29. Why do we need a process?
30. YOU ARE HERE YOU WANT TO BE HERE
31. YOU ARE HERE YOU WANT TO BE HERE SOCKS!???
32. YOU ARE HERE YOU WANT TO BE HERE SOCKS!??? SOCK$$$!!!
36. IDEO XPLANE CHESKIN SkylerRayTaylor COOPER FROG FITCH MELVILLE IDEO ED Discovery Interpretation Ideation Experimentation Evolution STANFORD Empathize Define Ideate Prototype Test Prepare Form Harden Fire & Glaze
37. Source: gv.com; thoughtbot.com; smashngmagazine.com
38. Source: gv.com; thoughtbot.com; smashngmagazine.com Empathize Define Prototype Test Ideate
39. Source: gv.com; thoughtbot.com; smashngmagazine.com Empathize Define Prototype Test Ideate Discovery Interpretation Experimentation Evolution Ideation
40. Source: gv.com; thoughtbot.com; smashngmagazine.com Empathize Define Prototype Test Ideate Discovery Interpretation Experimentation Evolution Ideation
41. Source: Design Council UK
42. Source: IBM
43. CUSTOMER INSIGHTS IDEA DEVELOPMENT & PROTOTYPING PRODUCT DEVELOPMENT & DESIGN COMMERCIAL- IZATION MARKET LAUNCH Testing with Customers
44. 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
45. Design Sprint Process
46. Design Sprint Process UNDERSTAND DIVERGE CONVERGE PROTOTYPE TEST 1º 2º ✓ X 1º 2º 3º
47. design sprint SCIENTIFIC METHOD DESIGN PROCESS AGILE PHILOSOPHY
48. design sprint Any modern design process SCIENTIFIC METHOD DESIGN PROCESS AGILE PHILOSOPHY
49. OK, great. What’s the best design process?
51. 1. Start project 2. ? 3. Frontpage of Product Hunt
52. How many UX designers does it take to screw in a light bulb?
60. Make Things People Want Make People Want Things > (or Need)
61. But…Lean Startup? Lean UX?
62. LEARN BUILD MEASURE PRODUCT DATA IDEAS
63. BUILD BUILD BUILD PRODUCT PRODUCT PRODUCT Credit: Wolf Bruening
64. LEARN BUILD MEASURE PRODUCT DATA IDEAS START HERE?
65. A “Fresh” Approach
66. A “Fresh” Approach
67. Source: Brad Frost
68. Source: Brad Frost TASKS INTERVIEW CUSTOMERS
69. Source: Brad Frost TASKS ACTIVITIES INTERVIEW CUSTOMERS USER RESEARCH
70. Source: Brad Frost TASKS ACTIVITIES DECISIONS INTERVIEW CUSTOMERS USER RESEARCH DEFINE USER TYPES
71. Source: Brad Frost TASKS ACTIVITIES DECISIONS ARTIFACTS INTERVIEW CUSTOMERS USER RESEARCH DEFINE USER TYPES PERSONAS
72. Source: Brad Frost TASKS ACTIVITIES DECISIONS ARTIFACTS PROJECTS INTERVIEW CUSTOMERS USER RESEARCH DEFINE USER TYPES PERSONAS REVISED DASHBOARD
77. 47 RESEARCH INSIGHTS IDEATION PROTOTYPE TEST
78. 48 RESEARCH INSIGHTS IDEATION PROTOTYPE TEST
79. 48 RESEARCH INSIGHTS IDEATION PROTOTYPE TEST
80. Which came first? Org structure or process?
81. How did we get here?
82. A History of Organizations
83. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE
84. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Source: XPLANE Peak of II Industrial Revolution
85. 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
86. 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
87. 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
88. 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
89. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030
90. 1850 1890 1900 1915 1940 1960 1970 1985 1995 2005 2015 2020 2025 2030 Traditional Organizations from the 20th Century
91. 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
92. 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
93. Three Organization Types Traditional Organizations More Conscious Organizations Modern Organizations Source: XPLANE
94. Traditional ORG - The “Pyramid” Source: XPLANE
95. Conscious ORG - The “Family” Source: XPLANE
96. Modern ORG - The “Organism” Source: XPLANE
97. An Evolution? Pyramid Family Organism Source: XPLANE
98. A 21st Century ORG Model? Change Source: XPLANE
99. A 21st Century ORG Model? Change Source: XPLANE
100. Case 1: NUMMI
102. What changed?!
103. Same workers What changed?!
104. Same workers Same management What changed?!
105. Same workers Same management Same facility What changed?!
106. Same workers Same management Same facility Same product What changed?!
107. Same workers Same management Same facility Same product New process! What changed?!
108. Don't turn it into an education program. Turn it into a problem-solving machine. Cynthia Tripp HEAD OF GLOBAL DESIGN, P&G
109. Case 2: InnoLoft @ Constant Contact
110. H4 H3 Innovation Emerging Scaling Operating Problem/Solution Product/Market Efficiency (core) H2 H1 Scale
111. H4 H3 H2 H1 Product Development Innovation Services Startup Accelerator DESIGN SPRINTS, WORKSHOPS, EVENTS FIVE EXTERNAL STARTUPS
112. } } } 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
113. ASSUMPTIONS BUILD TEST LEARN
114. Case 3: Otto
117. Source: Scott Murray
118. Source: Scott Murray DESIGNERS
119. Source: Scott Murray DESIGNERS DESIGNING
120. Source: Scott Murray DESIGNERS DESIGNING DESIGNED PRODUCT
121. Source: Scott Murray DESIGNERS DESIGNING DESIGNED PRODUCT OUTCOME
122. Source: Scott Murray DESIGNERS DEVELOPERS MARKETERS SALES DESIGNING DESIGNED PRODUCT OUTCOME
123. Factors to Consider
124. Valuing Design DO YOU, REALLY?
125. Design leads to innovation and innovation demands design. Indra Nooyi CEO, PEPSICO
126. Source: UK Design Council
127. Creative Tension ARE YOU BRUTALLY HONEST?
129. Allocation of Resources PUT MONEY WHERE YOUR MOUTH IS?
130. Twenty percent of our new products are now required to be driven by innovation. CHIEF STRATEGY OFFICER, FORTUNE 500 COMPANY
131. 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??
132. 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
133. Source: Innovation Leader Total exceeds 100% as many respondents cited more than one reason.
134. Source: Innovation Leader Total exceeds 100% as many respondents cited more than one reason.
135. Programmatic HAVE DESIGN & INNOVATION PROGRAMS? WHAT CAN WE DO?
138. Top-down sponsorship and bottom-up effort is essential to make meaningful culture transformation progress. Dane Howard DIRECTOR OF USER EXPERIENCE, EBAY
139. It’s the mindset…
140. DESIGNER SCIENTIST EMPATHIC MAKER FORWARD LOOKING RIGOROUS EXPERIMENTAL HYPOTHESIS DRIVEN
141. Designtist
142. Framing and reframing
143. Not just mindset… belief!
144. Title (H1)
145. What do you believe? NEED BELIEF ACTION RESULT Source: Liminal Thinking: D. Gray
146. Source: Liminal Thinking: D. Gray
148. What is right?
149. Who is right? What is right?
150. Assumptions + Process
151. Assumptions + Process = Design Awesomesauce
152. Remember NUMMI?
153. Title (H1)
156. C. Todd Lombardo - @iamctodd ctodd@freshtilledsoil.com Chief Design Strategist Thank You!