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WILL EVANS
Design Thinker-in-Residence
NYU Stern School of
Management
[email protected]
@semanticwill
BILL BEARD
Founder, Creative Director
Beard Branding
[email protected]
@writebeard
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#LeanUX
#LeanBranding
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"My propositions serve as elucidations in the
following way: anyone who understands me
eventually recognizes them as nonsensical, when he
has used them - as steps - to climb beyond them.
He must, so to speak, throw away the ladder after he
has climbed up it.”
- Wittgenstein
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TRADITIONAL PRODUCT DEVELOPMENT
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TRADITIONAL PRODUCT DEVELOPMENT
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WHAT IS LEAN STARTUP?
A post-positivist apologetics of a “movement”
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The problem with many startups is that you spend months or
years doing research, writing requirements, designing and
building software…
and discover no customer or user cares.
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It Started With a Question
If startups fail from a lack of customers not
product development failure…
Then why do we have:
• A process for product development?
• No process for customer development?
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“A Startup is a human institution
designed to deliver a product or service
under conditions of
extreme uncertainty”
– Eric Ries
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“Waste is any human activity
which absorbs resources, but
creates no value.”
- James P Womak and Daniel T. Jones, Lean Thinking
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Over the past 35 years, design &
development, much like Waterfall*,
accumulated a lot of wasteful, time-
consuming, CYA practices that
delivered no discernable value to the
business or to customers.
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If you can't describe what you are
doing as a process, you don't know
what you're doing.
- W. Edwards Deming
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Zach Nies
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LEAN STARTUP LIFECYCLE
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LEAN STARTUP BUSINESS MODEL CANVAS
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GOOB (GET OUT OF THE BUILDING)
Hypotheses, Not Requirements
Focus on Learning (innovation accounting)
Use Iterative Design & Testing
Validating before Scale
Small Batches = Less Risk
CORE LEAN STARTUP CONCEPTS
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Your team should maximize for:
LEARNING
FOCUS
While Minimizing:
CYCLE TIME
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1. Most teams don't start with a customer hypothesis; they work
backwards from a solution hypothesis.
2. Because teams start with a solution hypothesis, it's almost
impossible for them to generate multiple hypotheses for testing.
3. GOOB, when done poorly, is particularly prone to confirmation
bias
4. Formulating hypotheses & stating assumptions is hard.
5. Designing reliable experiments is a skill that takes time to learn
6. There is little focus on the organization / value stream
7. It is “ahistorical” meaning little knowledge of it’s own past
DECONSTRUCTING LEAN STARTUP
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Lean*UX
#WTF?
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By Lean*UX
most people really mean
“UX in the context of
the Lean Startup Method”
Term coined by Janice Fraser, Founder of LUXR
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WHAT is LEANUX?
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LEAN UX CYCLE
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FUNDAMENTALS OF LEAN UX
• Balanced, Cross-functional team
• Externalize (visualize) process
• Flow: Think > Make > Check
• Research to understand Customer/Problem Space
• No proxies between customers and team
• Collaborative Sense-making
• Generative Ideation: It’s about optionality
• Formulate many small experiments and measure
outcome
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VALIDATION BOARD
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Your team should maximize for:
LEARNING
FOCUS
While Minimizing:
CYCLE TIME
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• Customer Exploration
• Problem Exploration
• Solution Exploration
• Iteration & Scaling
LEANUX PROCESS
Let’s unpack what this looks like…
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BASICS OF CUSTOMER EXPLORATION
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Background
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UX MANTRA
Mantra: You are not the customer.
Only through research can we
uncover people’s pains, needs, and
goals, in their context.
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• Customer Exploration
• Problem Exploration
• Solution Exploration
• Iteration & Scaling
LEANUX PROCESS
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How do we make sense of the world so that we can
make decisions and act?
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A BERRYPICKING MODEL OF LEAN STARTUP
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CYNEFIN
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CYNEFIN
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The place of your
multiple belongings
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• Customer Exploration
• Problem Exploration
• Solution Exploration
• Iteration & Scaling
LEANUX PROCESS
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SOLUTION IDEATION
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EXPLOITATION vs EXPLORATION
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TECHNICALLY THIS IS CALLED A CHARRETTE*.
CREATE
PITCH
CRITIQUE
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Generate lots of design concepts (options*)
Present concept as stories
Critique using Ritual Dissent
Integrate (steal) & Iterate
Check stories for coherence
Converge around testable solution hypotheses
Design Studio
*See Chris Matts Real Options Theory
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• Customer Exploration
• Problem Exploration
• Solution Exploration
• Iteration & Scaling
LEANUX PROCESS
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ITERATE & SCALE
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From insights, you can create multiple
problem & solution hypotheses sets.
It's not about designing the one right solution
and refining.
It's about testing many solutions to multiple
problem hypotheses.
It's about many small bets.
Maximize Optionality
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LEANUX PRINCIPLES
• Discover customer problems through research
• Cross-functional collaboration
• Visualize the work
• Invalidate assumptions
• Generate many problem options
• Collaborative solutioning
• Validation before scaling
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THE LEANUX KATA
• Who is the customer?
• What is their problem?
• What do you know and how do you know it?
• What are your assumptions? How will you test them?
• What have you learned and what should you learn next?
• What is your very next experiment? How will you measure
it?
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LEAN THINKING
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LEAN PRINCIPLES
• Identify Customers & Value
• Map the Value Stream
• Create Flow by Eliminating Waste
• Respond to Customer Pull
• Continuously Improve
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PURPOSE, PROCESS, PEOPLE
• Purpose: What customer problems are we trying to achieve to
grow the business? What is the value? Where is the target?
• Process: How will the organization assess each major value stream
to make sure we’re maximizing optionality while decreasing waste?
• People: How do we empower people to own the process, own the
work, and be constantly learning? How can everyone touching the
value stream be actively engaged in operating it correctly and
continually improving it?
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LEANUX MANAGEMENT
“Lean UX management is not about experts
providing answers, or aligning “resources” to a
strategic vision. It’s about providing a system of
constraints for people to ask the right questions, find
purpose in their work, and be empowered to make
decisions and constantly learn & improve through
experimentation and failure.”
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WILL EVANS
Design Thinker-in-Residence
NYU Stern School of Management
[email protected]
@semanticwill