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

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
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.)
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
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