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Presented by Paul-Jervis Heath, Founding Principal of Modern Human on Friday, 23 May 2014 for UK Parliament in London MODERN HUMAN. IMMERSE, IMAGINE, INVENT, ARTICULATE.

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Hello! I’m Paul-Jervis Heath, designer, innovation consultant and principal at Modern Human.

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Standing out from the crowd is never easy.

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Source: The Innovator’s Dilemma, Clayton Christensen. (1997). Product Performance Time High-end market Demands New or emerging market demands Sustaining Technologies Disruptive Technologies

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Source: The Innovator’s Dilemma, Clayton Christensen. (1997). Product Performance Time DISRUPTION

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Disruptive thinking does not rely on the invention of disruptive technology.

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Satisfied Dissatisfied Low Investment High Investment Excitem ent Perform ance Basic Source: Attractive quality and must-be quality - Journal of the Japanese Society for Quality Control (in Japanese), Noriaki Kano, (1984)

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The rate of adoption is accelerating (Time to Reach 150 Million Users) 89 years 38 years 14 years 7 years 5 years

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Entypo Pictograms by Daniel Bruce - http://entypo.com. IMMERSE IMAGINE INVENT ARTICULATE

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Let’s Design a Better World with Everyone. Everyone can use creative techniques to solve business challenges. Photo credit Flickr user asadotzler - http://bit.ly/15sTd0V

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Any Questions?

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IMMERSE.

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Focus groups are not design research.

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Usability testing is vital but it will not uncover users’ needs.

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• Workarounds: Quick, seemingly efficient solutions that address the symptoms of a problem not the root cause. • Values: People’s values play an important role in their motivations. What do they value? What’s important to them? What’s not? • Inertia: Situations in which customers act out of habit. How can you leverage or break that inertia? • Shoulds vs. Wants: People struggle with the tension between wants: things they crave in the moment; and shoulds: things they know are good for them in the long term. How can you help people move from where they are to where they want to be? What are we looking for?

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Adapted from: Diffusion of Innovations, Everett M Rogers. (1962). Crossing the Chasm, Geoffrey Moore. (1991). EARLY ADOPTER EARLY MAJORITY LATE MAJORITY LAGGARDS

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• Close your laptop and revert to low-tech methods for analysis! It moves you out of your own normal situation. • Write each observation on a post-it note (get some rectangular post-its for this). Print out all the photos you took. • Build an insight board of all of the post-its and photos. • Affinity Sort: organise it into themes. Code your observations. This all lays the groundwork for recognising insights. • Observations are raw data. Insights are the interpretation of patterns in your observations. What did you find out?

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• Don’t try and think about everything at once. Find a good place to start. • Don’t focus on the obvious. There’s a risk that you just confirm your own preconceptions and prejudices. • Start with unexpected observations. • Why is this a pattern? Why is it unexpected? Why is it meaningful? Look for the unexpected and ask, why?

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Insight: A common failure of cleaning floors is not a lack of water but an excess of water that causes water to slop dirt around. Cliché: People use mops with water to clean floors Hypothesis: What if mops did not use water Opportunity: Provide people at home [who] with a faster way to clean floors [advantage] without using water [gap]. Photo credit Flickr user Chiot’s Run - http://bit.ly/16ZgcVw

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• Recruit some users, or go out and find them guerrilla style. • Immerse yourselves: diary study, shadowing, contextual interviews. • Analyse the findings; look for the opportunities. Just your team?

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• Train & Facilitate: Teach others how to be the researchers. Have them go out and immerse themselves through contextual research. Work with them to structure the study and get together to analyse the findings and insights. • Open: Ask people to submit their own observations and insights on a challenge using an Open Innovation platform. At Modern Human use our own platform to manage innovation challenges for our clients. … or, involving everyone.

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Any Questions?

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IMAGINE.

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• What do you want to disrupt? • What are the clichés? • What are your disruptive hypotheses? 3 questions: Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams.

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• How do you meaningfully differentiate this product or service from everyone else in the same space? • What situation are you going to challenge? • For example, - This is an area where profit performance is average – it really should be more successful than it is. - This is a category where growth is slow and everything seems the same. - It boils down to… “How can we disrupt the by delivering an expected solution” What do you want to disrupt? Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams.

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Wii: How Nintendo challenged everyone’s perceptions of Video Games. Photo credit Flickr user lincolnblues - http://bit.ly/1dC6LBm

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Searching for clichés PRODUCT INTERACTION PRICING Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams.

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Forming a disruptive hypothesis INVERT SCALE DENY Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams.

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Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams.

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Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams.

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Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams.

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Any Questions?

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• Open the briefing pack, read the contents. • What disruptive intervention could you make? • What are the clichés in that industry, and about that experience? Generate 12-18 cliches about that experience. • How could you invert, deny or scale those clichés? Try inverting, denying or scaling each of your clichés. • What would be your disruptive hypotheses? Identify the strongest 3 as your disruptive hypothesis. • Tell us about it! Take the rest of the room through your thinking in a 3- minute presentation. Let’s try it out. 30-mins

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Brainstorming gives ideation a bad name.

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Quantity of ideas people come up with in a brainstorm Quantity of ideas people come up when working alone x2 Source: Does Group Participation When Using Brainstorming Facilitate or Inhibit Creative Thinking? Administrative Science Quarterly. Taylor, Berry & Block, 1958.

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Using traditional brainstorming Encouraged to discuss and critique each others ideas 20% more Source: Does Group Participation When Using Brainstorming Facilitate or Inhibit Creative Thinking? Administrative Science Quarterly. Taylor, Berry & Block, 1958.

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– Plato: Greek Philosopher, Mathematician & Student Of Socrates You can discover more about a person in an hour of play than in a year of conversation. “ ”

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Six-Eight-Five.

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What? • One reason teams end up with under-developed ideas is that we stick with the first good idea we have, rather than taking the time to explore complementary approaches. • This game combats that pattern by forcing us to generate lots of ideas in a short period of time. • Take 8 sticky notes • You have 5 minutes from when I say “go” to sketch 6 to 8 ideas. • We’ll play 4 rounds. • After each round I’ll ask you to present your ideas to the group very briefly (2 minutes each). • The idea in each round is to either generate new ideas, build on your own ideas or build on ideas of other people. Rapid Ideation Source: Gamestorming: A playbook for innovators, rulebreakers and changemakers. 2010. Gray, Brown and Macanufo.

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Brain Writing.

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What? • In a space visible to the players, write the topic around which you need to generate ideas and draw a quick sketch of it. • Take your set of index cards and silently write an idea on each card. • Pass the first of your ideas cards to the person on your right. • When you receive a card, read the card and think of it as an “idea stimulation” card. Add an idea inspired by what they just read or to enhance the idea and then pass again to their right. • Continue this process of brain writing and passing cards to the right until there are various ideas on each card. Quickly building on ideas. Source: Gamestorming: A playbook for innovators, rulebreakers and changemakers. 2010. Gray, Brown and Macanufo.

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Heuristic Ideation Technique.

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Step 1: • As a team decide on two sets of attributes that define a matrix. E.g. Interesting Combinations of Attributes Source: Gamestorming: A playbook for innovators, rulebreakers and changemakers. 2010. Gray, Brown and Macanufo.

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Step 2: • Populate the matrix creating a grid of possible new combinations ! Step 3: • Do a quick sketch of each idea that comes out of those combinations. Interesting Combinations of Attributes Source: Gamestorming: A playbook for innovators, rulebreakers and changemakers. 2010. Gray, Brown and Macanufo.

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When you get stuck, go in new directions. Adapted from: Disrupt: Think the unthinkable to spark transformation in you business, 2010, Luke Williams. Force Connections Blend ideas Blend benefits

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• Use one or more of the ideation techniques we’ve discussed to create a concept. • Generate as many ideas as possible in 30-minutes. • Do not critique the ideas now. • Practice divergent thinking. Let’s do it. 30-mins

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How? Now. Wow! Now. Wow! How? IMPOSSIBLE ORIGINAL EASY CONVENTIONAL

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• Use the How, Now, Wow matrix as a structure to critique your ideas. • Not all ideas have to go on the matrix, feel free to discard ideas at this stage. • This is the stage to critique your ideas. • Practice convergent thinking. Let’s try it. 15-mins

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• Decide what you’re going to disrupt. Identify the clichés. Form your disruptive hypotheses. • Use the insight from research as stimulus to your ideation sessions. • Divergent thinking is the key so run several rounds of an ideation game. • Don’t give up until you’ve got more than 100 ideas. • Rate the ideas, select the best. Just your team?

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How many? • 20-30: run a series of codesign workshops inviting people into the studio to • More than that: Run a large, open codesign workshop or idea jam (like a hack day for ideas). - Hire a suitable space, invite lots of people, form them into teams and introduce the challenge brief then let them go for it. - Divergent idea generation and convergent idea selection. - Discuss at half-way point. Pitch at the end. … or, involving everyone.

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Any Questions?

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INVENT.

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• What is the concept? • Who is the primary end user? • Why should they care? What are the benefits? • How will this idea deliver those benefits? Refine ideas into concepts

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• Illustrate the concept through a combination of… • storyboards that describes the concept • diagrams explaining how it might work • high-fidelity mock-ups of the concept Define your concept

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CHAPTER TITLE. Early stage prototyping provides validated learning.

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Architects vs. Scientists: synthesis as a creative problem-solving strategy.

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ROLE LOOK & FEEL IMPLEMENTATION Source: What do Prototypes Prototype? Stephanie Houde and Charles Hill, Apple Computer, Inc. INTEGRATION

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• Use prototypes to learn about user behaviour with your concept • Validates emergent service against business objectives and goals • Validates Concepts with Users • Use Scenario Testing, Concept Probes, Cognitive Walkthroughs with Real Users, Mock environments, Roleplay. Experimenting with prototypes.

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Source: The future of prototyping is now live. David Aycan and Paolo Lorenzoni, Harvard Business Review. What are the different ways we could solve this problem? Does our solution resonate in the marketplace? Purpose Can the problem be solved this way? Early to explore options and midway to explore way to deliver specific features Once an opportunity area has been identified to explore market appeal When After functionality has been identified but before means is determined. Low Just enough to appear real in the marketplace Fidelity High enough to prove feasibility Leave them on a high Rapid Prototyping Live Prototyping Technical Prototyping Are the economics attractive enough to justify scaling? Late. Very high Pilot

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• Iteration is vital for success • Treat the concept as a hypothesis not as a definitive solution • Learn everything you can • Adapt to what you learn • Refine the concept, refine the prototype • Test Again Iterate and refine.

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✎ ⟳ ILLUSTRATE TEST REFINE

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• Facilitate: Do teams have time and skills to develop the concepts on their own or with support from design practitioners? • Dedicate the team: Can teams whose ideas show promise be given dedicated time to incubate their ideas into concepts? • Bring into a central team: Is it better to use a central design team to develop the ideas into workable concepts? … or, involving everyone.

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Any Questions?

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ARTICULATE.

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• Disruptive ideas can be hard for companies to adopt because they’re disruptive – companies embrace disruptive ideas when they believe it will deliver value. • Identify and convince the stakeholders needed to take the solution to the next level. Those who will allocate capital, technology and people. • A longer pitch isn’t better. Constrain yourself to 9-minutes: 10 seconds to grab their attention and 8min 50sec to hold it! • Whether you use the structure on the next slide or not, it’s a useful thought exercise. Articulate the future state.

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The Status Quo The Observations Create Empathy The Story The Insight Tell them what they don’t know The Opportunity Give them the turning point Build Tension The Analogy Make it familiar The Solution The Advantages Make change appealing Make them believe The Ethos Leave them on a high

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• Who are you pitching to? Find the right stakeholders and sponsors that can make the concept happen. • Pitch it. Support the pitch with concept material. Just your team?

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• Lead up to a pitch day. • There has to be a serious commitment to adopt new ideas beforehand. • Have designers to act as mentors and coaches. • Have the challenge teams pitch their ideas to a panel of the business’ stakeholders and decision makers. • Give teams the pitch structure to help them (they might not be professional pitchers). • Select the best ideas to develop further. … or, involving everyone.

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Any Questions?

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Paul-Jervis Heath paul@modernhuman.co @pauljervisheath MODERN HUMAN. We use human-centred design to help businesses invent their future. We’re a design practice & innovation consultancy. Find out more at http://modernhuman.co We love our ideas to spread. That’s why this presentation is released under a Creative Commons Attribution-NonCommercial- ShareAlike (CC-BY-NC-SA) license. This license allows you and others to remix, tweak, and build upon this work non- commercially. When you do you must acknowledge us, Modern Human, and license any new creations under the identical terms. When in doubt, just ask us. We won’t bite.