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

Transcript

1. hello

   I’m Spencer
   @spencerturner
   

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

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3. A short story
   

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16. We’re ready, we’ve

    mapped our assump5ons,
    captured our hypothesis
    and co-designed our MVP.
    

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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.)
    

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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.)
    

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20. Title Text
    Banksy (Boston)
    

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21. Show of hands
    

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22. Why so hard?
    Lean UX Principles
    

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23. Cross Func3onal Teams
    

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24. Issues Faced
    • Internal capability/capacity
    • Up/cross/re-skilling
    • Departmental silos
    • Departmental KPIs
    • Unclear repor5ng structure
    Cross Func3onal Teams
    

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25. Small, Dedicated, 

    Co-located
    

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26. Issues Faced
    • Small is hard in large orgs.
    • Dedicated – OMen not…
    • Co-Located – Some5mes
    Small, Dedicated, Co-located
    

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27. Progress is Outcomes

    not Outputs
    

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28. Issues Faced
    Only if outcomes are:
    • Understood
    • Acceptable
    • (Profitable?)
    Progress is Outcomes not Outputs
    

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29. Get out of the
    Deliverables

    Business
    

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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
    

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31. Rapid Prototyping
    

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32. Issues Faced
    • Reputa5on worry
    • Difficulty repor5ng back

    (expecta5on of ‘quality’ being valuable)
    Rapid Prototyping
    

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33. Problem
    Focused
    Teams
    

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34. Issues Faced
    • Teams may be problem focused
    • Organisa5on silos s5ll have conflic5ng
    ‣ KPIs
    ‣ desires
    ‣ requirements
    Problem Focused Teams
    

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35. Get out of the building
    Con3nuous Discovery
    

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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
    

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37. An3-paEern:
    Rockstars, Gurus,

    and Ninjas
    

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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
    

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39. Shared Understanding
    Successful

    Product
    Business
    Goals
    Customer

    Needs
    

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40. Externalise your work
    

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41. Issues Faced
    How can you share this across
    a large disparate group?
    • To where?
    • To whom?
    • How?
    Shared Understanding / Externalise your work
    

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42. Making over
    Analysis
    Learning over
    Growth
    

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43. Issues Faced
    We like making & learning…
    You are making the finished
    product now though, right?
    Making over Analysis / Learning over Growth
    

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44. Permission to Fail
    

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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
    

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46. Defer Decisions
    (a.k.a. Real Op+ons)
    http://commitment-thebook.com/
    

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47. Issues Faced
    Extremely long lead 5mes for:
    • budget
    • planning
    • approval
    • marke5ng
    Defer Decisions
    

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48. Lean / Lean UX / Agile
    are not silver-bullets.
    

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49. So…
    How can we fix it?
    

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50. Focus On Outcomes
    (PUSH BACK IF UNDEFINED)
    

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51. @spencerturner
    “Design your product
    teams around outcomes,
    not features.”
    Jonathan Golden, AirBNB Director of Product
    

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52. @spencerturner
    OUTCOMES
    

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53. @spencerturner
    OUTCOMES,
    OUTCOMES,
    OUTCOMES
    

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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,
    

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55. Extend our remit
    

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

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58. Educate & Empower
    

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59. De-Risk The Process
    

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60. Acknowledge
    Pressures
    

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61. Reframe Language
    .
    

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

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

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

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65. Earn Trust
    

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66. Use Informal Networks
    

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67. Mi3gate the HiPPOs
    

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68. @spencerturner
    Speed
    

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69. @spencerturner
    “Let’s re3re sense of
    urgency and instead look
    for sense of purpose.”
    Kimber Lockhart - CTO at One Medical Group
    

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70. Find New Ways
    (**** the Status Quo)
    

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71. Hack the System
    

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72. Thank You
    Any Ques5ons?
    @spencerturner
    

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