STL Design Week: Process + Assumptions = Design Awesomesauce

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.

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C. Todd Lombardo

October 04, 2016
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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.

  6. None
  7. A $5M Idea?

  8. A $5M Idea? $25M

  9. None
  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.
  21. None
  22. None
  23. Have you heard of these?

  24. None
  25. None
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  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$$$!!!

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  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?

  50. None
  51. 1. Start project 2. ? 3. Frontpage of Product Hunt

  52. How many UX designers does it take to screw in

    a light bulb?
  53. None
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  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
  73. None
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  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

  101. None
  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

  115. None
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  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?

  128. None
  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?

  136. None
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  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

  147. None
  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)

  154. None
  155. None
  156. C. Todd Lombardo - @iamctodd ctodd@freshtilledsoil.com Chief Design Strategist Thank

    You!