Centered Innovation department at Marcura where I help to shape the Digital Strategy for new products and services for the shipping industry. I’m also a Design Thinking coach. Ricardo Grzeca @djetsa #dmeetup
from when I first hear about the product to purchasing it, to opening the box, to get it running, to getting service, to maintaining it, to upgrading it. Everything matters... so, I coined the term User Experience some time ago to try to capture all these aspects. Don Norman
from when I first hear about the product to purchasing it, to opening the box, to get it running, to getting service, to maintaining it, to upgrading it. Everything matters... so, I coined the term User Experience some time ago to try to capture all these aspects. Don Norman
to devise the touch points across multiple channels to improve the holistic experience users have with a product, a service or a brand throughout their journey.
Unimportant Neither important nor unimportant Quite important Very important - a competitive necessity 2% 3% 11% 40% 43% INNOVATION: A POWERFULL DRIVER FOR GROWTH Companies recognize the need for innovation. www.pwc.com/innovationsurvey - 2013
WHAT ELSE COULD WE DO? WHAT IS OUR CURRENT BUSINESS MODEL? WHAT ARE OUR CORE COMPETENCIES? WHAT OTHER CHANNELS COULD WE USE? BUSINESS CENTERED INNOVATION
product or service Task · · Identify who are the users of the product/service to be redesigned and get to know them in a deeper way. Approach - User interview · · Tell me a story about the last/best/worst time you used the product/ service. · · Why do you think that happened? · · How did you feel about it? Result · · You should leave the interview stage with enough information to create what is called a persona and define an interesting point of view. Ricardo Grzeca @djetsa #dmeetup
your research and found out more about your users, their problems, desires, contradictions, etc. Task · · Compile the results of your research, create a persona and define a point of view that is inspiring and compelling Approach · · Unpack your learnings from the field · · Look for insights in contradictions, tensions, surprises, etc. · · Make your persona believable, someone your team can relate to · · Define How migh we solve the persona's problem Result · · Your persona and a clear direction to follow during the ideation process
you reframed the problem from your users point of view you must come up with ideas to solve that problem Task · · Create as many ideas as you can so you can decide what to prototype and test Approach · · Go for quantity · · Use Yes and... instead of yes, but... · · Build on top of each other ideas · · Defer judgement. Result · · A set of interesting concepts that can be transformed into prototypes that can be tested
came up with a lot of interesting hypothesis that can solve the problem of your users · · Now you must turn those hypothesis into testable experiments Task · · Create a prototype that can be used/experienced by the users · · Build to think · · Fail quickly and cheaply Approach · · Sketches, wireframes, storyboards, role play and story telling, service blueprint, physical mockups Result · · You should leave this round with something that your user can experiment, regardless of the level of resolution · · Remember: you don't need final designs or elaborate mockups to gather good feedback
experiments in place you need to validate your hypothesis to decide if you persist or pivot to a different direction, idea or problem wise Task · · Test your prototype with real users · · The number of users you need vary, but usually between 5 and 10 should give you enough confidence on the results Approach · · Introduce the problem you are trying to solve · · Reassure that they are not the ones being tested · · Observe, ask questions and always remember to dig deeper Result · · You should leave the session with a failed or successful experiment and deeper knowledge about your users · · Review your persona and POV adding your new learnings · · Iterate
centricity in company's DNA. WE ARE NOT CREATIVE Creativity and innovation is delegated to internal or external experts Innovation and creativity become part of top management talking agenda, yet not translated into real progress. Top management puts resources and space behind innovation initiative(s) - clear sign that taking risks is wanted. Experience spreads. Constant search for best ways to scale innovation success and learn from failures to develop a collective mindset of value creation in support of company goals. Knowing Without Action Make it Happen Quest for Confidence
out of the building Define an education framework Establish an Innovation Process You'll need a pilot Apply the process from end to end Implement an education framework IMPLEMENTATION . Knowing Without Action Make it Happen Quest for Confidence
out of the building Define an education framework Establish an Innovation Process You'll need a pilot Apply the process from end to end Implement an education framework Strategy implementation Communication of results Share learnings from eventual failures Constant improvement and evolution of processes IMPLEMENTATION . Knowing Without Action Make it Happen Quest for Confidence
tinykitten
mukai_takeru
omy
r5ni4
shosira
layerx
tajima_kaho
shotamatsuo
usagimaru
hiro0218
accessinnovations
morogyro
ryanjones
aleyda
soudai
addyosmani
kneath
smashingmag
cassininazir
letsgokoyo
tonyrice
bluesmoon
codingconduct
