Strategic design tools - patterns, frameworks and principles

Presented at UX Scotland June 2013.
"This talk covers how to create a strategic vision for a product / service, and then take that vision though a series of strategic design tools to guide its journey though production to release.

We will cover:

What strategic design is and why its important
How to create design principals for a project which can be used to aid feature ideas, prioritisation and design
Working with stakeholders to translate solutions back into requirements
Frameworks for collaborative design"

Transcript

1. STRATEGIC DESIGN TOOLS Patterns, Frameworks & Principles Oli Shaw | @olishaw | www.olishaw.com June 2013 UX Scotland 1 Monday, 24 June 13
2. Product and service innovation company www.fluxx.uk.com + Experience & Brand Strategist www.olishaw.com 2 Monday, 24 June 13 I  work  at  fluxx,  as  a  strategic  designer,  we  are  a  product  an  service  innova6on  company.   “Fluxx  is  an  innova6on  company,  crea6ng  new  products  and  services  to  drive  growth  for  established   brands.  We  encourage  large  companies  to  behave  like  start-­‐ups,  introducing  our  unique  blend  of   business  rigour  and  crea6ve  enterprise  to  see  big  thinking  brought  to  life.”
3. It’s not a very sexy title for a talk, is it? STRATEGIC DESIGN Patterns, Frameworks & Principles 3 Monday, 24 June 13
4. Maybe I should have called it: PROBES, COAXING & MANIPULATION 4 Monday, 24 June 13
5. What is strategic design? 5 Monday, 24 June 13
6. “Strategic design is about applying some of the principles of traditional design to ‘big picture’ [challenges] ...It redefines how problems are approached, identifies opportunities for action” WHAT IS STRATEGIC DESIGN? ~ Helsinki Design Lab 6 Monday, 24 June 13
7. “This is only possible when design is integrated into the DNA of organisations, creating new opportunities for designers with a strategic aptitude to migrate from studios and ateliers to integrated positions, embedded within organisations and governments.” WHAT IS STRATEGIC DESIGN? ~ Helsinki Design Lab 7 Monday, 24 June 13
8. DESIGN HAS MORE VALUE TO OFFER 8 Monday, 24 June 13 Design  has  more  value  to  offer  then..  then  just  making  things  preGy  and  feel   nice
9. DESIGNING THE SOLUTION 9 Monday, 24 June 13 Designers  are  typically  used  to  start  by  finding  the  answer  to  the  ques6on;  ‘what  is  the   solu6on?’
10. Jurassic Park http://youtu.be/qIXk3mNkGy4 10 Monday, 24 June 13 John  Hammond:  I  don't  think  you're  giving  us  our  due  credit.  Our  scien6sts  have  done   things  which  nobody's  ever  done  before... Dr.  Ian  Malcolm:  Yeah,  yeah,  but  your  scien6sts  were  so  preoccupied  with  whether  or   not  they  could  that  they  didn't  stop  to  think  if  they  should.
11. How do we solve this? Should we be doing this? Why are we doing this..? 11 Monday, 24 June 13 Rather  then  geQng  excited  and  rushing  into  ‘how  do  we  solve  this’,  we  should  always   want  to  make  sure  to  make  sure  ‘should  we  be  doing  this’  and  what  is  the  commercial   reason  we  are  doing  this. When  mentoring  one  of  the  most  common  things  I  see  is  people  jus6ng  straight  into   wireframing,  worse  s6ll  is  when  they  jumping  straight  in  to  wireframing  in  soRware.   This  isn’t  leaving  6me  for  thinking  about  the  purpose,  its  straight  into  the  experience.
12. DEFINING THE PROBLEM 12 Monday, 24 June 13 I’ve  always  been  more  interested  in  defining  the  problem,  because  defining  the   problem  is  as  if  not  more  important  then  designing  the  solu6on.
13. DEFINING THE RIGHT PROBLEM 13 Monday, 24 June 13 Because  you  need  to  make  sure  its  the  RIGHT  problem  your  trying  to  solve.
14. PURPOSE + EXPERIENCE = IMPACT 14 Monday, 24 June 13 In  the  world  of  branding  you  have  purpose,  experience  and  impact. For  designers  you  can  create  the  greatest  experience  but  it  the  purpose  is  not  right,  its   not  worth  anything  and  more  importantly  it  wont  have  the  impact  the  business  wants   or  needs.
15. STRATEGIC DESIGN 15 Monday, 24 June 13 I’m  going  to  talk  about  strategic  design,  with  the  goal  of  trying  to  get  the  right  balance   of  theory  and  things  that  you  can  take  away  with  and  use  in  your  work.
16. Where are design decisions being made? 16 Monday, 24 June 13 Before  we  begin,  I  want  you  to  consider  this... Design  decisions  are  made  without  some  people  realising  that  they  are  making  design   decisions  or  that  they  are  effec6ng  the  design  decisions  that  can  be  made.
17. Where are design decisions being made? Developers & Engineers 17 Monday, 24 June 13 Developers  /  Engineers:  The  choices  they  make  in  the  development  process  effects  the   final  product  which  are  design  decisions  (e.g.  transi6on  /  anima6on  speeds)
18. Where are design decisions being made? Developers & Engineers Product Owner / Manager 18 Monday, 24 June 13 Product  owners:  By  Choosing  the  priority  of  features   etc.
19. Where are design decisions being made? Developers & Engineers Product Owner / Manager Business & Finance 19 Monday, 24 June 13 Business  &  Finance:  By  the  amount  of  budget  and  resources  they  assign  to  a  project,   or  by  seQng  the  business  objec6ves  and  the  measurements  of  success.
20. Where are design decisions being made? Developers & Engineers Product Owner / Manager Business & Finance Policy makers & Legal 20 Monday, 24 June 13 As  you  move  up  the  chain  there  are  increasingly  more  things  which  shape  the  design   decisions  being  made,  the  laws  and  policies  which  might  need  to  be  challenged  or   changed  for  the  right  design  to  happen.
21. THIS TALK COVERS: 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 21 Monday, 24 June 13
22. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 22 Monday, 24 June 13
23. PROBLEMS AREN’T CLEAN AND CLEAR Squiggle By Damien Newman 23 Monday, 24 June 13 Problems  aren’t  clean  and  clear,  they  are  messy.
24. Donald Rumsfeld http://youtu.be/NfNnnoXBd40 24 Monday, 24 June 13 ‘There  are  known  knowns,  there  are  known  unknowns  and  there  are  the  unknown   unknowns...’
25. DARK MATTER ~ Dan Hill 25 Monday, 24 June 13 This  is  what  Dan  Hill  talks  about  as  the  dark  maGer  of  projects...if  you  haven't  read   what  he  has  said  you  should  make  a  point  of  going  and  reading  it.
26. “The answer to unlocking a new experience, product or service is sometimes buried deep within organisational culture, regulatory or policy environment.” ~ Dan Hill 26 Monday, 24 June 13 The  design  you  will  produce  is  shaped  by  these  invisible,  intangible  forces,  which   shape  the  end  results  as  much  as  the  choice  of  type  or  colour  pallet.
27. Sid Meier's Civilization http://youtu.be/U3up2VzedTM 27 Monday, 24 June 13 In  the  beginning  a  new  design  project  if  feels  a  lot  like  playing  civilisa6on  to  me,  its  a   dark  map,  you  don't  have  much  to  go  on,  but  you  explore,  you  make  discoveries,  you   create,  you  make  allies  and  such.
28. Solutions != Requirements (or assumptions) 28 Monday, 24 June 13 I  want  to  be  given  a  problem  to  understand,  define  and  solve.   Not  a  solu6on  to  design  and  implement. When  you  are  given  a  solu6on  as  a  star6ng  point  there  is  liGle  scope  for  innova6on  to   happen,  worse  s6ll  there  is  a  greater  poten6al  for  the  project  to  go  in  the  wrong   direc6on.
29. What are the business objective? 29 Monday, 24 June 13 A  simple  technique  for  ‘transla6ng  back’  a  solu6on  you  have  been  given  to  implement   in  to  a  requirement,  is  to  find  out  “what  the  business  objec6ve  is  that  this  solu6on   needs  to  address?” If  a  project  or  feature  is  NOT  linked  to  a  business  objec6ve,  why  are  you  doing  it? This  creates  the  opportunity  for  the  designer  to...concept  beGer,  add  more  value  and   to  well  design,  not  just  implement.
30. Hypotheses beat Requirements which beats Solutions any day of the week 30 Monday, 24 June 13 A  hypothesis  or  and  assump6on  which  you  can  work  from,  allows  for  more  scope  and   opportunity  then  a  fixed  requirement.  But  both  a  hypothesis  and  a  requirement  as  far   beGer  then  being  given  a  solu6on  to  implement.
31. START WITH A HYPOTHESISES 31 Monday, 24 June 13 How  can  you  add  value  if  your  just  puQng  the  lips6ck   on?
32. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 32 Monday, 24 June 13
33. Thundercats http://youtu.be/0-0hNQTmZ0Q 33 Monday, 24 June 13 Lion-­‐o  lord  of  the  Thundercats  has  a  the  sword  of  omens  to  guide  him  the  right   direc6on...
34. THE IMPORTANCE OF A VISION 34 Monday, 24 June 13 Sight  beyond  sight...I  oRen  talk  a  lot  about  the  the  importance  of  a  vision  as   something  to  aim  towards.   You  need  to  know  where  you  are  heading  before  you  set  out  upon  a  journey,  rather   then  focusing  on  your  method  of  geQng  somewhere.
35. calgary.ca HAVE SOMETHING VISIBLE TO AIM FOR 35 Monday, 24 June 13 There  are  many  routes,  obstacles  and  unforeseen  events  on  the  way  to  your  goal,  but   you  need  something  to  keep  aiming  for  as  you  navigate  the  course  of  a  project.
36. What are we delivering on? CREATE SOMETHING VISIBLE TO AIM FOR 36 Monday, 24 June 13 So  what  do  you  need  to  consider  when  crea6ng  your  vision  to  aim  for? 1.  What  are  we  delivering  on?  What  is  the  brand  value  or  business  objec>ve  we  are   linking  this  to?
37. What are we delivering on? How far forward are we looking? CREATE SOMETHING VISIBLE TO AIM FOR 37 Monday, 24 June 13 As  its  a  vision  it  should  be  a  blend  of  a?ainable  but  also  beyond  reach  (so  it  is   something  to  aim  for)
38. What are we delivering on? How far forward are we looking? Make it a collaborative exercise CREATE SOMETHING VISIBLE TO AIM FOR 38 Monday, 24 June 13 It  should  be  a  collabora6ve  exercise  in  crea6ng  it,  with  key  representa6ves  /   stakeholders  involved.  This  should  create  buy  in  with  the  right  people  at  the  right  level.
39. What are we delivering on? How far forward are we looking? Make it a collaborative exercise Share it with everyone CREATE SOMETHING VISIBLE TO AIM FOR 39 Monday, 24 June 13 It  must  be  share  with  everyone  in  the  organisa6on,  communicate  it,  so  that  it   becomes  a  share  vision  everyone  is  working  towards.
40. VALUE PROPOSITION by Stephan Liozu 40 Monday, 24 June 13 And  now  for  some  examples  of  exercises  for  finding  and  shaping  the  vision. First,  the  value  proposi6on  elevator  pitch  by  Stephan  Liozu,  it  concisely  combines  all  of   the  key  aspects  needed  to  start  crea6ng  a  vision. hGp://thebuildnetwork.com/innova6on/value-­‐proposi6on-­‐statement/
41. OBITUARY by Bill Taylor 41 Monday, 24 June 13 The  Obituary  by  Bill  Taylor   “take  6me  (probably  much  longer  than  twenty  minutes)  and  write  their  organiza6on's   obituary.  What  legacy  did  your  company  leave  in  its  industry?  What  contribu6ons  did   your  business  unit  make  to  your  company?  How  did  your  brand  move  the  needle  in  a   market  category?  To  clarify  your  company's  future,  it  helps  to  step  back  and  imagine  a   world  in  which  it  does  not  exist.” hGp://blogs.hbr.org/taylor/2012/05/ your_companys_obituary_can_shape_its_future.html
42. TECHCRUNCH REVIEW 42 Monday, 24 June 13 Or  if  that  is  too  morbid,  you  can  work  it  the  other  way  round.  If  you  launch  tomorrow   (with  everything  finished  perfectly)  what  would  the  TechCrunch  (or  alike)  review  of  your   product  be?  What  aspects  would  they  praise,  what  would  they  compare  you  to?
43. AMAZON REVIEWS 43 Monday, 24 June 13 Or  to  make  it  more  audience  focused  (if  you  have  personas  at  the  stage),  you  could   create  Amazon  customer  reviews  of  your  product.
44. Sugru.com 44 Monday, 24 June 13 Another  method  is  to  craR  a  manifesto  as  something  to  aim  for,  a  good  manifesto  is   rooted  in  disrup6on,  it  needs  to  inspire  and  rally  people  together  towards  a  unified   objec6ve.
45. MISSION STATEMENT TO A TWEET Praesent non nisi quis mauris convallis aliquet. Curabitur ac bibendum lacus, nec congue lorem. Donec eget cursus odio. Maecenas luctus felis luctus sagittis vulputate. Suspendisse eget nunc vitae odio aliquet ornare. Mauris in semper neque, et Praesent non nisi quis mauris convallis aliquet. Curabitur ac bibendum lacus, nec congue lorem. Donec eget cursus odio. Praesent non nisi quis mauris conva Mission statement Elevator pitch Tweet @olishaw www.olishaw.com 45 Monday, 24 June 13 An  exercise  I  have  been  refining  in  my  work  is  the  mission  statement  to  a  tweet. Have  (all  the  right  people)  in  a  workshop,  get  them  to  individually  write  a  mission   statement  for  the  company  /  product.  Then  they  each  take  turns  in  reading  it  out,   discuss  the  differences.  Then  they  rewrite  the  mission  statement  but  much  more   condensed,  like  an  elevator  pitch,  again  read  out  and  discuss,  but  this  6me  they  should   all  be  more  aligned.  Finally  get  them  to  once  again  write  it,  but  this  6me  they  have  to   put  it  into  a  tweet,  and  one  last  6me  read  out  and  discuss. By  the  end  of  the  process  they  should  all  be  aligned,  and  you  should  have  a  clear  idea   of  the  key  objec6ves  and  differen6ators.
46. A STARTING POINT 46 Monday, 24 June 13 These  exercises  are  just  the  beginning,  you  shouldn’t  expect  to  get  a  finished  polished   vision  out  of  these  workshops  and  exercises.  But  you  should  have  successfully  begun  to   align  the  key  stakeholders  towards  the  same  vision.  The  vision  will  need  some  further   craRing  and  polishing  before  you  can  communicate  it  with  everyone  else  in  the   organisa6on.
47. COAXING OUT THE SOFTER REQUIREMENTS 47 Monday, 24 June 13 In  the  process  of  crea6ng  the  vision  and  working  through  these  exercises,  it  will  oRen   help  you  tease  out  some  of  the  soRer  requirements  and  less  explicit  goals  for  the   project/organisa6on.
48. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 48 Monday, 24 June 13 If  your  not  familiar  with  what  design  principles  do  and  why  are  they  important...  good   design  principles  should  measure  up  to  these  points:
49. DESIGN PRINCIPLES They describe the characteristic of a product. 49 Monday, 24 June 13 The  characteris6cs  and  the   personality...
50. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. 50 Monday, 24 June 13 They  must  be  in  a  language  which  can  be  understood  by  a  wide  variety  of  people.   This  is  so  that  they  can  be  agreed  with,  supported  by  and  championed  by  others   within  the  organisa6on.
51. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. They are experience goals for the product. 51 Monday, 24 June 13 They  are  goals  which  the  product  experience  needs  to   achieve
52. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. They are experience goals for the product. They help guide us towards our vision. 52 Monday, 24 June 13 They  should  help  navigate  the  project  to  reach  the  desired  vision,  keeping  it   true.
53. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. They are experience goals for the product. They help guide us towards our vision. They can be used to aid decision making in a project. 53 Monday, 24 June 13 Lastly  but  most  importantly,  having  a  set  of  design  principles  are  invaluable  when    you   trying  to  make  a  decision  about  a,b  or  c  (aside  from  prototypes  and  user  tes6ng).  The   are  even  more  helpful  when  you  have  a  senior  stakeholder  coming  along  and  doing  a   “swoop  n  poop”    in  your  mee6ng.
54. “We created a spreadsheet of design principles that companies shared: Google, Apple, UK.gov, etc. Then we took the strongest principles” ~ Anonymous 2013 54 Monday, 24 June 13 I  recently  read  this  on  a  forum  discussing  how  to  create  design   principles.
55. WHAT’S RIGHT FOR YOUR BRAND / PRODUCT 55 Monday, 24 June 13 The  principles  for  Google  won’t  be  right  for  Morrisons,  who’s  principles  wont  be  right   for  Louis  VuiGon. The  principals  you  are  using  to  govern  and  steer  your  product's  decisions  should  be   grounded  in  what  is  important  to  your  product,  your  brands  values,  your  business   objec>ves,  linked  to  research  or  your  audience  goals.
56. Universal: our design needs to work for everyone, every culture, every language, every device, every stage of life. Human: our voice and visual style stay in the background, behind people’s voices, people’s faces, and people’s expression. Clean: our visual style is clean and understated. Consistent: reduce, reuse, don’t redesign. Useful: meant for repeated daily use Fast: faster experiences are more efficient and feel more effortless. Transparent: we are clear and up front about what’s happening and why. 56 Monday, 24 June 13 Your  principles  shouldn’t  be  too  abstract  or  too  generic. What  design  shouldn’t  be  useful?  The  goals  facebook’s  principles  are  looking  to   achieve  are  good  but  the  way  they  are  communicated  is  too  general.  
57. PRINCIPLES TEMPLATE Principle (statement) Description / details Examples of use 57 Monday, 24 June 13 A  design  principal  should  consist  of:  A  statement,  a  descrip6on  and  where  possible  an   example  (this  can  be  added  later). It  should  be  noted  that  the  principle  /  statement  should  be  strong  and  clear  enough   on  its  own,  without  the  descrip6on  /  details.
58. 58 Monday, 24 June 13 It  goes  without  saying  that  your  design  principles  should  be  considered,  and  as  such   they  shouldn’t  be  an  epic  list.  Too  many  principles  will  encourage  people  to  use  them   lest,  the  wont  be  as  memorable.  
59. GOV.UK PRINCIPLES 59 Monday, 24 June 13 The  Gov.UK  principles  are  a  shining  example  of  a  good  set  of  design  principles,  if  you   haven’t  seen  them  make  sure  you  go  an  read  them.
60. TEST YOUR PRINCIPLES ~ Jared M. Spool 2011 60 Monday, 24 June 13 Jared  M.  Spool  gave  these  checks  to  test  the  principles  you  have   created
61. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? ~ Jared M. Spool 2011 61 Monday, 24 June 13 I  would  update  this  test  to  include  that  it  should  be  linked  to  at  least  one  of;  your   brands  values,  your  business  objec6ves,  your  audience  goals  or  research.
62. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? ~ Jared M. Spool 2011 62 Monday, 24 June 13 The  principle  should  be  a  guide  and  a  support  when  making  decisions  or  decisions  are   being  made  without  you.
63. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? ~ Jared M. Spool 2011 63 Monday, 24 June 13 (see  facebook’s  ‘useful  and   clean’)
64. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? 4. Is it Something You Might Reverse In A Future Release? ~ Jared M. Spool 2011 64 Monday, 24 June 13
65. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? 4. Is it Something You Might Reverse In A Future Release? 5. Have You Evaluated It For This Project? ~ Jared M. Spool 2011 65 Monday, 24 June 13
66. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? 4. Is it Something You Might Reverse In A Future Release? 5. Have You Evaluated It For This Project? 6. Is Its Meaning Constantly Tested? ~ Jared M. Spool 2011 66 Monday, 24 June 13 Use  the  principles,  don't  forget  them,  iterate  and  keep  them   current.
67. SHARE, COMMUNICATE & USE 67 Monday, 24 June 13 Once  you  have  your  design  principles,  they  should  be  communicated  with  the  whole   organisa6on  (and  beyond).  Don’t  just  keep  them  for  the  design  department,  make  them   public,  they  might  even  end  up  being  used  in  the  marke6ng  campaigns  (as  seen  by  HTC   and  EE)
68. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 68 Monday, 24 June 13 On  the  journey  to  defining  the  right  problem  and  star6ng  to  look  at  what  possible   solu6ons  their  might  be,  synthesis  and  perspec6ve  can  be  great  tools  for  the  strategic   designer. Adding  more  value  by  synthesising  the  available  informa6on  not  just  analysing  it.  And   looking  at  the  problem  from  different  perspec6ves,  to  understand  the  purpose  behind   what  your  trying  to  achieve  and  solve.
69. (asking the right questions) Synthesising not Analysing 69 Monday, 24 June 13 If  analysis  is  about  reviewing  the  informa6on  and  determining  why  something  is,   Synthesis  is  about  proposing  the  way  something  could  be.  Synthesis  adds  value. “…  During  synthesis,  it  is  not  the  discrete  elements  of  data  that  are  interes6ng  so   much  as  the  rela6onship  between  these  elements.  Iden6fying  a  rela6onship  forces  the   introduc6on  of  a  credible  (although  rarely  validated)  story  of  why  the  elements  are   related.”  -­‐  Jon  Kolko
70. PUT IT ON THE WALLS MAKE IT PHYSICAL & COLLABORATE 70 Monday, 24 June 13 When  synthesising,  don't  hide  it  away  in  digital  files.   Make  it  physical,  something  you  can  scribble  on,  leQng  you  see  the  wood  for  the   trees,  and  open  it  up  to  being  collaborate.
71. DISTILL INTO VISUALISATIONS Get box through post Open box Dropo Dropo Install Register Physical to digital transition T x R x 71 Monday, 24 June 13 Create  diagrams  of  your  synthesis,  by  visualising  what  you  understand  it  helps  you   (and  others)  to  see  priori6es,  rela6onships  and  unseen  ques6ons.
72. CREATE HYPOTHESISES 72 Monday, 24 June 13 Start  crea6ng  ‘your  best  gues6mates’,  make  some  hypothesises  which  you  want  to   prove  or  disprove.
73. MAKE IT TO BREAK IT 73 Monday, 24 June 13 Create  a  hypothesis  to  tear  it  down  and  make  a  beGer  one. Try  and  break  it.  Why  did  it  break?  What  have  you  learnt  from  it? Then  iterate,  iterate,  iterate...
74. PROTOTYPES* 74 Monday, 24 June 13 This  is  why  quick  prototypes  are  so  useful  for  experimen6ng  and  learning.   Work  out  what  the  Minimum  Viable  Experiment  is,  get  it  in  front  of  some  people,  and   find  out:  Is  this  the  right  direc6on?  Is  our  hypothesis  correct?
75. EXPLORE DIFFERENT PERSPECTIVES 75 Monday, 24 June 13 Perspec6ves.   When  your  looking  at  a  problem  or  a  poten6al  solu6on  its  worth  trying  to  view  it  from   as  many  different  perspec6ves  (contexts)  as  possible.
76. lenses EXPLODE / ATOMISE 76 Monday, 24 June 13 The  first  stage  in  this  process  is  to  atomise  it,  like  a  lego  model  take  it  a  part  and  see  it   for  all  its  elements.
77. SEE PATTERNS & THEMES 77 Monday, 24 June 13 Zoom  in  and  out  of  the  detail,  try  and  iden6fy  the  themes  /  territories  /  paGerns
78. CONTRAST & CONTEXT 78 Monday, 24 June 13 Some6mes  one  of  the  best  ways  to  see  the  rela6onships  is  to  use  contrast,  put  it   against  something  else,  or  to  pivot  the  context  of  use.
79. lenses LOOKING THROUGH LENSES 79 Monday, 24 June 13 An  exercise  which  is  great  for  this  is  to  ‘look  through  a  lens’. For  example,  if  a  car  was  viewed  through  different  lenses,  you  have  the  lavish  hot  rod,   the  precision  F1,  the  safe  and  reliable  family  car  and  the  rugged  and  u6litarian  van.
80. EXAMPLE LENSES Analytical 80 Monday, 24 June 13 For  a  home  energy  monitoring  project  we  explored  these  lenses.  They  are  just   examples  and  their  not  right  for  every  project,  but  should  give  you  an  idea. Analy>cal:  what  is  the  best  tools  for  slicing  and  dicing  their  energy  data?
81. EXAMPLE LENSES Analytical Environmental 81 Monday, 24 June 13 Environmental:  ‘Helping  me  understand  the  impact  of  my   ac6ons’
82. EXAMPLE LENSES Analytical Environmental Financial 82 Monday, 24 June 13 Financial:  ‘Reassuring  me  that  I’m  geQng  the  best  deal’  &  ‘Helping  me  save  money  by   using  less’
83. EXAMPLE LENSES Analytical Environmental Financial Social 83 Monday, 24 June 13 Social:  ‘Sharing  my  behaviour  and  intent’,  ‘Comparing  my  ac6ons  against  others’  &   ‘Making  me  more  visible’
84. EXAMPLE LENSES Analytical Environmental Financial Social Game 84 Monday, 24 June 13 Game:  ‘Using  game  mechanics  to  encourage  behavioural  change’  &  ‘Being   playful’
85. EXAMPLE LENSES Analytical Environmental Financial Social Game Editorial 85 Monday, 24 June 13 Editorial:  ‘What  is  the  role  of  content  in  helping  people  understand  energy  use?  e.g.   educa6onal’
86. lenses CONTRAST VIA CONTEXT School run Road Trip 86 Monday, 24 June 13 Or  you  can  contrast  the  context...passive  vs  ac6ve,  short  vs  long,  etc. Using  the  car  example  again:   If  your  making  a  car  for  a  school  run,  it  needs  to  be  safe  (child  friendly),  good  for  short   frequent  journeys  and  capable  of  holding  lots  of  children. Where  as  if  your  making  a  car  for  a  road  trip,  it  needs  to  be  comfortable  for  long   journeys,  capable  of  holding  luggage  and  people,  etc.
87. LATERAL REVIEW Considering alternatives which have similar patterns or features 87 Monday, 24 June 13 Another  technique  is  to  explore  laterally  compe6tors  /  inspira6on. For  example,  home  energy  monitoring...Essen6ally  by  monitoring  the  energy  use  of   your  home  your  crea6ng  a  data  feed,  it  goes  up  and  down  and  you  can  overlay  different   axis  to  see  the  ac6vity  in  different  ways. What  else  use  a  data  feed  to  monitor  ac6vity?
88. 88 Monday, 24 June 13 Sports  apps.  Tracking  your  ac6vity  when  cycling  (Strava),  your  driving  ac6vity   (ecoDrive)  and  running  or  general  ac6vity  monitors  like  Nike  Fuel  band.
89. nike+ Runkeeper 89 Monday, 24 June 13 There  are  lots  of  running  monitors  out  there,  2  key  examples  are  nike+  and   Runkeeper.  the  track  your  speed,  distance  and  overlay  it  with  GPS  data.
90. How can you be different? Running is running, right? 90 Monday, 24 June 13 running  is  running  right?  its  been  done,  its  a  saturated  space,  how  could  you   differen6ate  a  new  app?
91. Zombies RUN! A running app which combines narrative with exercise. 91 Monday, 24 June 13 How  about  look  at  it  through  a  narra6ve  or  game   lens?
92. 92 Monday, 24 June 13 “Zombies,  Run!  is  an  immersive  running  game.  Players  act  as  the  character  Runner  5   through  a  series  of  missions,  during  which  they  run  and  listen  to  various  audio   narra6ons  to  uncover  the  story.  While  running,  the  player  collects  supplies  such  as   ammuni6on,  medicine  and  baGeries  which  they  can  use  to  build  and  expand  their  base.   The  app  can  record  the  distance,  6me,  pace,  and  calories  burned  on  each  mission   through  the  use  of  the  phone's  GPS  or  accelerometer.”
93. lenses LENSES, CONTRAST & LATERAL 93 Monday, 24 June 13 ARer  you  have  exhausted  exploring  lenses,  contrast  and  lateral  you  should  end  up   with  a  wealth  of  ideas  and  thoughts  to  synthesise.
94. UNDISCOVERED OPPORTUNITIES & UNSEEN PROBLEMS 94 Monday, 24 June 13 By  shiRing  the  pivo6ng,  looking  at  different  perspec6ves  or  reframing  things  it  will   help  you  see  some  previously  unseen  problems,  it  should  also  help  you  uncover  some   addi6onal  opportuni6es.
95. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 95 Monday, 24 June 13
96. Why use a framework or a template? 96 Monday, 24 June 13 They  creates  rigger  and  efficiency,  they  help  with  making  things  replicable  -­‐  saving  you   6me  and  energy  in  the  long  run.   Most  importantly  they  help  you  focus  on  making  things  good  /  making  good  things.
97. VALUE PROPOSITION by Stephan Liozu 97 Monday, 24 June 13 Some  examples  of  frameworks  and  template,  as  we  have  seen  already  the  value  prop   pitch  template.
98. Primary Persona Brands they use and like What they use online + mobile Motivations and goals How did they ÄUK\Z& What is their \ZHNL& Pain points Home Budget Holder “ Getting more for my money and making it last the month” A family home, consisting of both parents and two children of 14 and 11. The father is a skilled manu- al worker and the mother works part time in a call centre. ‹;OLTV[OLYPZSPRLS`[VIL[OLTHPU\ZLYMYVTHIPSSLZ[PTH[LWH`TLU[WLYZWLJ[P]L ‹6[OLY\ZHNLTH`ILKYP]LUI`[OLJOPSKYLUNL[[PUNPU]VS]LK “ I want to make sure I don’t over- spend on my bill” ÷5HGXFHFDUERQIRRWSULQW ÷6HHWKHVRFLDOFDSLWDORIXVHUV ÷&RPSDUHUHGXFWLRQZLWKRWKHUV ÷*LIWDQ\ðQDQFLDOVXFFHVVWKH\PDNH ÷5HGXFHFDUERQIRRWSULQW ÷6HHWKHVRFLDOFDSLWDORIXVHUV ÷&RPSDUHUHGXFWLRQZLWKRWKHUV ÷*LIWDQ\ðQDQFLDOVXFFHVVWKH\PDNH ÷$QDGYHUWRQWKHLU utility bill ÷/RWVXSIURQWWKHQ OHVVRYHUWLPHXQOHVV DQRYHUVSHQGRQDELOO or and alert reminder. “If its too dif- ðFXOWWRVHWXS and register, i’m not interested” )DPLO\KRPHLQ6KHIðHOGIRU 4 people One family computer used by all Dad has a smart phone Family TV &KLOGUHQKDYHD games console Primary Persona Brands they use and like What they use online + mobile Motivations and goals How did they ÄUK\Z& What is their \ZHNL& Pain points Home ,[OPJHS3P]PUN ¸0»TUV[HULJV^HYYPVYI\[0KV JHYLHIV\[T`JOPSKYLU»ZM\[\YL¹ A young family home, consisting of a dad, mum and one child of 8. Both the parents are highly educated, the father commutes to work daily, the mother works at home to make the family VHOIVXIðFLHQW ‹;OLKHKPZ[OLWYPTHY`\ZLYMVJ\ZPUNVUTHPU[HPUPUNHJVUZPZ[LU[SL]LSVM\ZHNL ‹;OL^OVSLMHTPS`JV\SKILH\ZLY^P[OHKYP]L[VYLK\JL[OLPYV]LYHSS\ZHNL ¸>LKVU»[^HU[[VIL^HZ[LM\SHUK RUV^^LHYLYLHSS`YLK\JPUNV\Y usage” ÷5HGXFHFDUERQIRRWSULQW ÷6HHWKHVRFLDOFDSLWDORIXVHUV ÷&RPSDUHUHGXFWLRQZLWKRWKHUV ÷*LIWDQ\ðQDQFLDOVXFFHVVWKH\PDNH ÷0RQH\6XSHUPDUNHW ÷1HZVSDSHUHGLWRULDO ÷$JUHHQXWLOLW\WDULII ÷5HJLPHQWHGZHHNO\ usage so they can monitor their usage and spending. ÷$ODFNRIWHFKQRORJ\ to access it. ÷6KDULQJUHOHYDQFHWR WKHPDQGWKHLUOLYHV ÷,WVMXVWXVKRZGRZH make a great differ- ence? A smaller home for a young family in oxford 7KH\KDYH some solar panels Their garden is important with LWVYHJSDWFK and green house 7KH\KDYH an older TV DQG9&51RW bothered about upgrading They cook in bulk and freeze their food ÷7KH\DUHQRWEUDQGRULHQWDWHG ÷*UHHQ (WKLFDOFRQVLGHUDWLRQVDIIHFWSXUFKDVHV ÷:KLOHVDYLQJPRQH\LVLPSRUWDQWQRWEHLQJ wasteful is key ÷.HHQIUHHF\FOHUV ÷/RFDOO\VRXUFHGIRRG 6HFRQGDU\3HUVRQD Brands they use and like What they use online + mobile Motivations and goals How did they ÄUK\Z& What is their \ZHNL& Pain points Home ;LJO;YLUKLY “ I like to be know for trying new [LJOÄYZ[I\P[»ZNV[[VILNVVKPM P»TNVPUN[VZ[PJR^P[OP[¹ $\RXQJWRPLGSURIHVVLRQDOOLYLQJWKHFLW\OLIHVW\OH RIFRQYHQLHQFHDQGLQVWDQWJUDWLðFDWLRQ$KLJKO\ disposable income or access to credit fuels their passion. ‹;OLYLPZVUS`[OPZ\ZLYH[[OPZOVTL[OLPYPUP[PHSMVJ\ZPZVUL_WSVYPUNHUKKPZJV]LYPUN HZT\JOHIV\[[OLZLY]PJLHZ[OL`JHU ¸0[»ZUV[HSSHIV\[ZH]PUNTVUL` Its about being seen to be an early adopter” ÷+DYHLQWHUHVWLQJIHDWXUHV,FDQWHOO others about ÷,WQHHGVWRDGGFRQYHQLHQFHWRP\OLIH ÷,âPKDSS\WRXVHVRFLDOIHDWXUHV so others see what i’m doing. ÷,WKDVWRKDYHRQJRLQJYDOXH ÷2QDWHFKWUHQG website ÷9LDDXWLOLW\WDUULI ÷/LNHWU\LQJDQDSS ORWVDWðUVWEXWLILW FDQâWFRQYHUWLQWR VRPHWKLQJRIYDOXH sharp drop off. ÷1HHGWRðQGRQJR- LQJYDOXHGXULQJLQLWLDO usage. $FLW\DSDUWPHQWIRUWKHPVHOYHVRU shared with partner Owning and XVLQJWHFK gadgets are an HYHU\GD\WKLQJ for them +RPHFLQHPD and high quality audio equip- ment :KLWHJRRGVWR make life easier 98 Monday, 24 June 13 I’m  sure  your  all  familiar  with  persona  frameworks  and   templates.
99. BUSINESS MODEL GENERATION CANVAS http://www.businessmodelgeneration.com/canvas 99 Monday, 24 June 13 “The  Business  Model  Canvas,  is  a  strategic  management  and  entrepreneurial  tool.  It   allows  you  to  describe,  design,  challenge,  invent,  and  pivot  your  business  model.”
100. DIY Create your own, iterate, improve and evolve 100 Monday, 24 June 13 Create  your  own  templates  for  your  workshops  and  yourself.   Adapt  and  evolve  them  as  you  need,  start  crea6ng  your  own  playbook.
101. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 101 Monday, 24 June 13 collaborate,  collaborate,   collaborate.
102. 102 Monday, 24 June 13 There  are  already  some  great  resources  out  there  for  crea6ve  workshop,  and  my  6me   is  limited  in  this  talk  so  I  wont  go  into  detail  on  workshops  -­‐  Also  I’ve  already  covered   some  of  it  in  the  talk.
103. Kids party Herding cats 103 Monday, 24 June 13 I  will  say  that  planing  and  running  a  collabora6ve  workshop  is  like  organising  a   children's  party,  trying  to  work  out  what  party  games  will  yield  the  best  results.  Or  like   cat  herding  for  professionals,  trying  to  focus  and  mo6vate  a  variety  of  par6cipants.
104. HARMONISING / ALIGNING 104 Monday, 24 June 13 A  key  outcome  of  collabora6ve  work  is  in  aligning  everyone  to  the  same  goal  /   objec6ve. I  have  always  found  collabora6ve  session  to  be  one  of  the  best  ways  of  harmonising   and  aligning  everyone  towards  the  same  goals,  to  understand  and  appreciate  the   complexity  of  the  problem  at  hand,  or  as  a  good  way  of  geQng  some  stakeholders   passionate  solu6on  out  into  the  open  so  that  it  can  be  discussed.
105. PROVOKE 105 Monday, 24 June 13 Provoking  discussion  and  mo6va6ng  people  to  make  a  decision,  some6mes  the  best   thing  is  to  do  something  deliberately  wrong. One  technique  I  like  for  geQng  things  moving  when  there  is  a  lot  of  discussion  but   liGle  agreement,  is  “Go  with  the  worst  idea”  tac6c. As  described  by  Jon  Bell  as  the  “McDonald’s  for  lunch”  trick: “I  use  a  trick  with  co-­‐workers  when  we’re  trying  to  decide  where  to  eat  for  lunch  and   no  one  has  any  ideas.  I  recommend  McDonald’s. An  interes6ng  thing  happens.  Everyone  unanimously  agrees  that  we  can’t  possibly  go   to  McDonald’s,  and  beGer  lunch  sugges6ons  emerge.  Magic! It’s  as  if  we’ve  broken  the  ice  with  the  worst  possible  idea,  and  now  that  the   discussion  has  started,  people  suddenly  get  very  crea6ve.  I  call  it  the  McDonald’s   Theory:  people  are  inspired  to  come  up  with  good  ideas  to  ward  off  bad  ones.”
106. PROBE 106 Monday, 24 June 13 Some6mes  you  need  to  more  subtle  and  discreet,  then  provoking. In  deep  space  terms,  probes  are  sent  out  to  discover  things  and  report  informa6on   back. Probes  are  fantas6c  strategic  design  tools  for  geQng  an  indica6on  of  something  (oRen   with  evidence)  and  repor6ng  informa6on  back. A  good  story  of  a  probe  is  the  Van  Halen...story “"M&M's  (WARNING:  ABSOLUTELY  NO  BROWN  ONES)."  While  the  underlined  rider   entry  has  oRen  been  described  as  an  example  of  rock  excess,  the  outlandish  demand  of   mul6millionaires,  the  group  has  said  the  M&M  provision  was  included  to  make  sure  that   promoters  had  actually  read  its  lengthy  rider.  If  brown  M&M's  were  in  the  backstage   candy  bowl,  Van  Halen  surmised  that  more  important  aspects  of  a  performance-­‐-­‐ ligh6ng,  staging,  security,  6cke6ng-­‐-­‐may  have  been  botched  by  an  inaGen6ve   promoter.”  -­‐  Rolling  stone  magazine
107. DESIGN COMMUNICATION 107 Monday, 24 June 13 All  to  oRen  designers  lock  themselves  away  to  craR  the  solu6on  and  only  them  come   back  and  present  it.  Design  should  take  a  lead  form  dark  rooms,  black  boxes  and   invisibility
108. COMMUNICATE & SHARE 108 Monday, 24 June 13 I’ve  been  using  an  open  produc6on  process  for  years  now,  not  disappearing  off  in  a   dark  room  and  coming  back  with  an  'amazing'  solu6on.  But  geQng  everything  out  of  the   digital  files  and  up  on  the  wall  for  anyone  to  come  and  look  at,  taking  that  further  and   invi6ng  ‘walk  throughs’  for  anyone  in  the  company  to  come  and  see  what  in  progress  .   I’ve  found  it  to  be  a  great  way  of  geQng  buy  in  for  those  whom  need  to  buy  in  and   geQng  trust  from  thoues  whom  work  in  the  organisa6on.
109. Decisions 109 Monday, 24 June 13 ORen  when  I  talk  about  this  with  others  they  ask;  how  decisions  and  sign  off  happens   with  an  open  inclusive  process?
110. Too many cooks spoil the broth... Design by Committee 110 Monday, 24 June 13 All  too  oRen  I  hear  the  terms:  “To  many  cooks  spoil  the  broth”  or  “I  hate  design  by   commiGee”. But  there  is  a  difference  between  leQng  others  make  design  choices  and  allowing  for   design  discussion.  Two  key  skill  in  this  senario  we  have  already  discussed  in  this  talk...
111. 1. Don’t take solutions 2. Synthesise the feedback 111 Monday, 24 June 13 1.  Solu>ons.  don't  take  a  solu6on  as  a  star6ng  point,  understand  what  the  underlying   mo6va6on  is,  ‘define  the  right  problem’. 2.  Synthesis.  don't  take  a  list  of  direct  ac6ons  to  work  through  synthesise  the  feedback   and  understand  how  best  to  address  it.
112. Getting Decisions Made 112 Monday, 24 June 13 Another  technique  to  geQng  decisions  made  is  to  get  responses  before  the  mee>ng.   Get  something  ‘signed  off’  before  the  sign-­‐off  mee6ng,  so  that  the  actual  mee6ng  is   more  of  a  formality.  This  lets  you  answer  ques6ons  and  pass  the  work  through  quickly   and  efficiently  -­‐  no  egos  need  to  come  out  between  stakeholders  in  the  mee6ng.
113. CONCLUSIONS 113 Monday, 24 June 13 In  summary,  some  closing   thoughts.
114. Hitchhikers guide to the galaxy http://youtu.be/Sx2QIntaLA4 114 Monday, 24 June 13 The  Babel  fish  from  HGTTG. Designer  need  to  be  like  babel  fish,  able  to  understand  all  languages,  developers,   business,  customers  and  be  able  to  translate  things  back  into  the  languages  of  others.
115. IS THIS THE RIGHT PROBLEM TO SOLVE? 115 Monday, 24 June 13 Always  be  asking:  is  this  the  right  problem?  Before  you  start  to  think  about  a   solu6on.
116. Will the results of our efforts be valuable? or Could they be more valuable? 116 Monday, 24 June 13 Always  be  looking  to  answer  these  ques6ons,  how  can  my  design/work  add  more   value?
117. MAKE EXPERIMENTS 117 Monday, 24 June 13 Make  it  to  brake  it,  create  experiments,  build  prototypes,  understand  though  the   leanest  possible  MVP’s.
118. FACILITATOR STEWARDSHIP NEGOTIATOR MOTIVATOR EMPOWER 118 Monday, 24 June 13 Skills  of  the  strategic  designer,  embrace  and  develop  these  skills. You  don't  need  to  be  the  person  with  the  brilliant  answer,  you  can  be  the  person  that   mo6vates  others  to  find  it  and/or  improves  on  it. Empowering  others  -­‐  How  can  you  make  them  look  good  /  their  life  easier?
119. Where is the fun? 119 Monday, 24 June 13 The  fun  is  not  in  the  glamorous  stuff,  the  shiny,  the  gliGer  on  top...
120. The fun is... 120 Monday, 24 June 13 The  fun  is  in  the  process  and  the  structure  behind  the  visible,  the  fun  is  in  making  it   happen,  in  working  the  system  to  get  the  best  result. With  every  project  I've  worked  on  there  has  been  an  increasing  element  of  changing   the  process  /  organisa6on  to  deliver  the  right  solu6on,  to  the  right  problem  for  the  best   results.
121. OLI SHAW www.olishaw.com @olishaw hello@olishaw.com THANK YOU www.fluxx.uk.com big thinking, brought to life 121 Monday, 24 June 13 Thank   you