Save 37% off PRO during our Black Friday Sale! »

Lean UX It's not them, it's us - (Revised for UX Cambridge)

E1de986e1b1abe566bcaaf897f903a11?s=47 spencer
September 14, 2016

Lean UX It's not them, it's us - (Revised for UX Cambridge)

E1de986e1b1abe566bcaaf897f903a11?s=128

spencer

September 14, 2016
Tweet

Transcript

  1. hello
 I’m Spencer @spencerturner

  2. Lean UX hasn't been embraced by large orgs. it’s not

    them … it’s us!
  3. A short story

  4. None
  5. None
  6. None
  7. None
  8. None
  9. None
  10. None
  11. None
  12. None
  13. None
  14. None
  15. None
  16. We’re ready, we’ve
 mapped our assump5ons, captured our hypothesis and

    co-designed our MVP.
  17. You are 100% empowered 
 to be both Lean and

    Agile (within the constraints of a quarterly profit reporting cycle, and working with IT’s six month lead time, assuming you have budget in place a year in advance.)
  18. (within the constraints of a quarterly profit reporting cycle, and

    working with IT’s six month lead time, assuming you have budget in place a year in advance.)
  19. None
  20. Title Text Banksy (Boston)

  21. Show of hands

  22. Why so hard? Lean UX Principles

  23. Cross Func3onal Teams

  24. Issues Faced • Internal capability/capacity • Up/cross/re-skilling • Departmental silos

    • Departmental KPIs • Unclear repor5ng structure Cross Func3onal Teams
  25. Small, Dedicated, 
 Co-located

  26. Issues Faced • Small is hard in large orgs. •

    Dedicated – OMen not… • Co-Located – Some5mes Small, Dedicated, Co-located
  27. Progress is Outcomes
 not Outputs

  28. Issues Faced Only if outcomes are: • Understood • Acceptable

    • (Profitable?) Progress is Outcomes not Outputs
  29. Get out of the Deliverables
 Business

  30. Issues Faced So, what are you going to give us?

    Very hard for business: • to understand! • to execute on. Get out of the Deliverables Business
  31. Rapid Prototyping

  32. Issues Faced • Reputa5on worry • Difficulty repor5ng back
 (expecta5on

    of ‘quality’ being valuable) Rapid Prototyping
  33. Problem Focused Teams

  34. Issues Faced • Teams may be problem focused • Organisa5on

    silos s5ll have conflic5ng ‣ KPIs ‣ desires ‣ requirements Problem Focused Teams
  35. Get out of the building Con3nuous Discovery

  36. Issues Faced • We did user research 2 years ago!

    • We can’t show users
 (Our product is secret) • Users are too important / busy • I KNOW what the users want, just build what’s in my head. Con3nuous Discovery / GOOB
  37. An3-paEern: Rockstars, Gurus,
 and Ninjas

  38. Issues Faced You oMen can’t pick your team. ‘Resources’ are

    assigned 
 to you and can be changed
 in and out. An3-paEern: Rockstars, Gurus, and Ninjas
  39. Shared Understanding Successful
 Product Business Goals Customer
 Needs

  40. Externalise your work

  41. Issues Faced How can you share this across a large

    disparate group? • To where? • To whom? • How? Shared Understanding / Externalise your work
  42. Making over Analysis Learning over Growth

  43. Issues Faced We like making & learning… You are making

    the finished product now though, right? Making over Analysis / Learning over Growth
  44. Permission to Fail

  45. Issues Faced • Failure sounds bad! • People’s jobs/bonuses rest

    on success! • Org. don’t believe that learning early that something won’t work is valuable Permission to Fail
  46. Defer Decisions (a.k.a. Real Op+ons) http://commitment-thebook.com/

  47. Issues Faced Extremely long lead 5mes for: • budget •

    planning • approval • marke5ng Defer Decisions
  48. Lean / Lean UX / Agile are not silver-bullets.

  49. So… How can we fix it?

  50. Focus On Outcomes (PUSH BACK IF UNDEFINED)

  51. @spencerturner “Design your product teams around outcomes, not features.” Jonathan

    Golden, AirBNB Director of Product
  52. @spencerturner OUTCOMES

  53. @spencerturner OUTCOMES, OUTCOMES, OUTCOMES

  54. @spencerturner OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES,

    OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES, OUTCOMES,
  55. Extend our remit

  56. Wardley Maps hfp:/ /blog.gardeviance.org/2015/02/an- introduc5on-to-wardley-value-chain.html

  57. None
  58. Educate & Empower

  59. De-Risk The Process

  60. Acknowledge Pressures

  61. Reframe Language .

  62. Demonstrate The Value (SHOW DON’T TELL)

  63. Ask “Why?” (THEN LISTEN TO THE ANSWER!)

  64. Visualise (Draw) things! • Maps • Comics • Diagrams •

    Sketchnotes
  65. Earn Trust

  66. Use Informal Networks

  67. Mi3gate the HiPPOs

  68. @spencerturner Speed

  69. @spencerturner “Let’s re3re sense of urgency and instead look for

    sense of purpose.” Kimber Lockhart - CTO at One Medical Group
  70. Find New Ways (**** the Status Quo)

  71. Hack the System

  72. Thank You Any Ques5ons? @spencerturner