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Product Thinking with the Product Field

Product Thinking with the Product Field

Why there is no silver bullet to product innovation, why cognitive media help deal with complexity, and how the Product Field works. (Book Reading at SXSW, March 2017)

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Wolfgang Wopperer-Beholz

March 12, 2017
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Transcript

  1. Klaus-Peter Frahm Wolfgang Wopperer-Beholz http://read.productfield.com

  2. BACKGROUND

  3. BACKGROUND

  4. BACKGROUND

  5. There is no silver bullet to product innovation. BACKGROUND

  6. Product Innovation is the creation and introduction of new, redesigned

    or substantially improved products. BEGINNINGS
  7. Should we focus on BEGINNINGS

  8. Should we focus on – the practice of creation and

    introduction? BEGINNINGS
  9. Should we focus on – the practice of creation and

    introduction? – the process that structures the practice? BEGINNINGS
  10. Should we focus on – the practice of creation and

    introduction? – the process that structures the practice? – the system the practice takes place in? BEGINNINGS
  11. None
  12. None
  13. You User

  14. You User

  15. You User

  16. You User

  17. None
  18. None
  19. Product Innovation is complex. COMPLEXITY

  20. Product Thinking PRODUCT THINKING

  21. Product Thinking a) is a product-centered mindset and methodology for

    product innovation that takes its complexity seriously. PRODUCT THINKING
  22. When problems are really difficult and complex, 
 the solutions

    come from 
 the insights and capabilities 
 of people working together. Douglas C. Engelbart PRODUCT THINKING “
  23. You User

  24. Drivers Enablers Users Customers Production Distribution Motivations Goals

  25. Product Thinking b) addresses all of a product innovation’s stakeholders

    and seeks to maximize its sustainable impact on them. PRODUCT THINKING
  26. Drivers Enablers Users Customers Production Distribution Motivations Goals

  27. Drivers Enablers Users Customers Production Distribution Motivations Goals PRODUCT Marketability

    Feasibility Viability Desirability
  28. Drivers Enablers Users Customers Production Distribution Motivations Goals PRODUCT Marketability

    Feasibility Viability Desirability Product Management Engineering Marketing UX
  29. Jason Cale · #NEXT16

  30. PRODUCT Marketability Feasibility Viability Desirability Product Management Engineering Marketing UX

  31. None
  32. None
  33. The Product Field is a cognitive medium 
 for product

    innovation. A tool to help us think about products together. COGNITIVE MEDIA
  34. The Product Field is used in four steps. USING THE

    PRODUCT FIELD
  35. The Product Field | 01 Frame | In Practice ID

    EA MAR KET RES OUR CES VAL UE DRIVERS ENABLERS DISTRIBUTION GOALS USERS CUSTOMERS PRODUCTION MOTIVATIONS problem solution uniqueness alternatives When you draw the Product Field yourself, start from the in- side out, first delineating all areas and zones and then labelling them. The labels for the different aspects of your product innovation will be explained in the next chapter. You can either project the Field’s canvas onto Metaplan- sized paper, a flipchart or a large whiteboard, and use it to guide your drawing – or, maybe after a couple of sessions, just draw it freehand. Anyway, try to make it really big so it can take a lot of sticky notes, use thick (and good!) markers, keep the 5:3 ratio of Core and Context width and height, differentiate between Core, Context and Elements by using different label sizes and letter forms: lower-case sans-serif for Core, upper-case sans-serif for Context, upper-case serif and multiline for Elements. T H E PRODUC T F IEL D In practice 01 Frame Establish a shared understanding of product innovation. USING THE PRODUCT FIELD
  36. USING THE PRODUCT FIELD DRIVERS ENABLERS GOALS USERS CUSTOMERS PRODUCTION

    MOTIVATIONS problem solution uniqueness alternatives The Product Field | 02 Map | In Practice ID EA MAR KET RES OUR CES ID EA MAR KET RES OUR CES VAL UE DISTRIBUTION When gathering data, it is useful to start with diverging (gathering as many facts and ideas as possible) before converging (narrowing them down by removing less important items). When working with a physical canvas, collect all aspects on colored sticky notes and map them onto the canvas. Using sticky notes makes diverging and converging easy. As a rule of thumb, you should be left with 3-4 consolidated sticky notes per area after converging. Mapping will happen in one of three situations: 1. The context is fixed and you’re looking for a product and value proposition fitting it. In that case, you should start by describing the context and then brainstorm the core. 2. The core is fixed and you’re looking for a fitting context. In that case, you should start by describing the core and then brainstorm the context. 3. Core and context are (more or less) fixed and you’re looking for gaps and weaknesses. In that case, you can can start describing your situation anywhere and in the process identify needs for clarification, compensation or change. To fill gaps and remove uncertainties in your mapping, you can use a range of collaborative and empirical methods that work either generically (e. g. Challenge Mapping) or address particular aspects (e.g. Customer Interviews). T H E PRODUC T F IEL D In practice 02 Map Gather facts and generate a shared big picture of your innovation.
  37. 03 Check Validate the consistency, coherence and practicability of your

    innovation. USING THE PRODUCT FIELD ID EA MAR KET RES OUR CES DRIVERS ENABLERS GOALS USERS CUSTOMERS PRODUCTION MOTIVATIONS problem solution uniqueness alternatives The Product Field | 03 Check | In Practice VAL UE DISTRIBUTION When completing the validation templates, systematically try out all facts corresponding to an aspect. You should get at least one meaningful statement for each fact you are checking, and the statements you get should at least be loosely related to each other. If not, several things might have happened: If you get meaningful, but completely unrelated statements, you might have spotted a product convolution. If no statement makes sense, you have either identified an inconsistency or incompleteness in the description or a substantial mismatch or deficiency in the innovation itself. If you discover “orphan” facts that are missing their counter- parts, you have either detected a component alien to your product innovation, or identified some missing ones, either in the description of your innovation or in the innovation itself. To rework or complete your innovation’s description, analyze its deficiencies, and influence or change its components, use methods to gather data, generate ideas, validate assumptions, facilitate collaboration and support decision-making. T H E PRODUC T F IEL D In practice
  38. 04 Find Discover the strengths, weaknesses and potential of your

    innovation. USING THE PRODUCT FIELD ID EA MAR KET RES OUR CES The Product Field | 04 Find | In Practice DRIVERS ENABLERS DISTRIBUTION GOALS USERS CUSTOMERS PRODUCTION MOTIVATIONS solution uniqueness alternatives VAL UE T H E PRODUC T F IEL D In practice When working with a physical canvas, use dot voting to assign positive and negative votes to facts: let your team stick little colored dots on the consolidated sticky notes, green ones to represent positive aspects, red ones to represent negative ones. We found that using the following rules works best: Use 8 green dots for voting on the strengths of the context: 3 dots for the most important strength, 2 x 2 for the second-most important strengths and 1 for the third-most important one. Use 6 red dots for voting on the weaknesses of the context: 3 dots for the most important weakness, 2 for the second- most important weakness and 1 for the third-most important one. To generate force fields, you can use the Product Field app. The star charts can be calculated and drawn by hand. Once you have identified the strengths and weaknesses you need to address, you can use a host of tools and methods for working on them.
  39. The Product Field A TOOL FOR COLLABORATIVE PRODUCT THINKING

  40. The Product Field – focuses collaboration on the product A

    TOOL FOR COLLABORATIVE PRODUCT THINKING
  41. The Product Field – focuses collaboration on the product –

    helps maximize impact for all stakeholders A TOOL FOR COLLABORATIVE PRODUCT THINKING
  42. The Product Field – focuses collaboration on the product –

    helps maximize impact for all stakeholders – takes complexity seriously A TOOL FOR COLLABORATIVE PRODUCT THINKING
  43. The Product Field – focuses collaboration on the product –

    helps maximize impact for all stakeholders – takes complexity seriously – facilitates alignment A TOOL FOR COLLABORATIVE PRODUCT THINKING
  44. The Product Field Reference Guide is A TOOL FOR COLLABORATIVE

    PRODUCT THINKING
  45. The Product Field Reference Guide is – an introduction doubling

    as a reference A TOOL FOR COLLABORATIVE PRODUCT THINKING
  46. The Product Field Reference Guide is – an introduction doubling

    as a reference – not a workbook or a field guide A TOOL FOR COLLABORATIVE PRODUCT THINKING
  47. The Product Field Reference Guide is – an introduction doubling

    as a reference – not a workbook or a field guide – for product people working in complex contexts A TOOL FOR COLLABORATIVE PRODUCT THINKING
  48. The Product Field Reference Guide is – an introduction doubling

    as a reference – not a workbook or a field guide – for product people working in complex contexts – not for lazy thinkers and buzzword aficionados A TOOL FOR COLLABORATIVE PRODUCT THINKING
  49. Get the book at the SXSW bookstore or at http://productfield.com/sxsw!

    (And thanks for bearing with us.) Klaus-Peter Frahm | @kpfrahm Wolfgang Wopperer-Beholz | @wowo101 http://read.productfield.com | @theproductfield A TOOL FOR COLLABORATIVE PRODUCT THINKING