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STRATEGIC
DESIGN TOOLS
Patterns, Frameworks & Principles
Oli Shaw | @olishaw | www.olishaw.com
June
2013
UX
Scotland
1Monday, 24 June 13
Product and service
innovation company
www.fluxx.uk.com
+
Experience &
Brand Strategist
www.olishaw.com
2Monday, 24 June 13
I	
  work	
  at	
  fluxx,	
  as	
  a	
  strategic	
  designer,	
  we	
  are	
  a	
  product	
  an	
  service	
  innova6on	
  company.	
  
“Fluxx	
  is	
  an	
  innova6on	
  company,	
  crea6ng	
  new	
  products	
  and	
  services	
  to	
  drive	
  growth	
  for	
  established	
  
brands.	
  We	
  encourage	
  large	
  companies	
  to	
  behave	
  like	
  start-­‐ups,	
  introducing	
  our	
  unique	
  blend	
  of	
  
business	
  rigour	
  and	
  crea6ve	
  enterprise	
  to	
  see	
  big	
  thinking	
  brought	
  to	
  life.”
It’s not a very sexy title for a talk, is it?
STRATEGIC
DESIGN
Patterns, Frameworks
& Principles
3Monday, 24 June 13
Maybe I should have called it:
PROBES,
COAXING &
MANIPULATION
4Monday, 24 June 13
What is
strategic design?
5Monday, 24 June 13
“Strategic design is about
applying some of the
principles of traditional design
to ‘big picture’ [challenges]
...It redefines how problems
are approached, identifies
opportunities for action”
WHAT IS STRATEGIC DESIGN?
~ Helsinki Design Lab
6Monday, 24 June 13
“This is only possible when design
is integrated into the DNA of
organisations, creating new
opportunities for designers with a
strategic aptitude to migrate from
studios and ateliers to integrated
positions, embedded within
organisations and governments.”
WHAT IS STRATEGIC DESIGN?
~ Helsinki Design Lab
7Monday, 24 June 13
DESIGN
HAS
MORE
VALUE
TO
OFFER
8Monday, 24 June 13
Design	
  has	
  more	
  value	
  to	
  offer	
  then..	
  then	
  just	
  making	
  things	
  preGy	
  and	
  feel	
  
nice
DESIGNING
THE
SOLUTION
9Monday, 24 June 13
Designers	
  are	
  typically	
  used	
  to	
  start	
  by	
  finding	
  the	
  answer	
  to	
  the	
  ques6on;	
  ‘what	
  is	
  the	
  
solu6on?’
Jurassic Park
http://youtu.be/qIXk3mNkGy4
10Monday, 24 June 13
John	
  Hammond:	
  I	
  don't	
  think	
  you're	
  giving	
  us	
  our	
  due	
  credit.	
  Our	
  scien6sts	
  have	
  done	
  
things	
  which	
  nobody's	
  ever	
  done	
  before...
Dr.	
  Ian	
  Malcolm:	
  Yeah,	
  yeah,	
  but	
  your	
  scien6sts	
  were	
  so	
  preoccupied	
  with	
  whether	
  or	
  
not	
  they	
  could	
  that	
  they	
  didn't	
  stop	
  to	
  think	
  if	
  they	
  should.
How do we solve this?
Should we be doing this?
Why are we doing this..?
11Monday, 24 June 13
Rather	
  then	
  geQng	
  excited	
  and	
  rushing	
  into	
  ‘how	
  do	
  we	
  solve	
  this’,	
  we	
  should	
  always	
  
want	
  to	
  make	
  sure	
  to	
  make	
  sure	
  ‘should	
  we	
  be	
  doing	
  this’	
  and	
  what	
  is	
  the	
  commercial	
  
reason	
  we	
  are	
  doing	
  this.
When	
  mentoring	
  one	
  of	
  the	
  most	
  common	
  things	
  I	
  see	
  is	
  people	
  jus6ng	
  straight	
  into	
  
wireframing,	
  worse	
  s6ll	
  is	
  when	
  they	
  jumping	
  straight	
  in	
  to	
  wireframing	
  in	
  soRware.	
  
This	
  isn’t	
  leaving	
  6me	
  for	
  thinking	
  about	
  the	
  purpose,	
  its	
  straight	
  into	
  the	
  experience.
DEFINING
THE
PROBLEM
12Monday, 24 June 13
I’ve	
  always	
  been	
  more	
  interested	
  in	
  defining	
  the	
  problem,	
  because	
  defining	
  the	
  
problem	
  is	
  as	
  if	
  not	
  more	
  important	
  then	
  designing	
  the	
  solu6on.
DEFINING
THE RIGHT
PROBLEM
13Monday, 24 June 13
Because	
  you	
  need	
  to	
  make	
  sure	
  its	
  the	
  RIGHT	
  problem	
  your	
  trying	
  to	
  solve.
PURPOSE +
EXPERIENCE
= IMPACT
14Monday, 24 June 13
In	
  the	
  world	
  of	
  branding	
  you	
  have	
  purpose,	
  experience	
  and	
  impact.
For	
  designers	
  you	
  can	
  create	
  the	
  greatest	
  experience	
  but	
  it	
  the	
  purpose	
  is	
  not	
  right,	
  its	
  
not	
  worth	
  anything	
  and	
  more	
  importantly	
  it	
  wont	
  have	
  the	
  impact	
  the	
  business	
  wants	
  
or	
  needs.
STRATEGIC
DESIGN
15Monday, 24 June 13
I’m	
  going	
  to	
  talk	
  about	
  strategic	
  design,	
  with	
  the	
  goal	
  of	
  trying	
  to	
  get	
  the	
  right	
  balance	
  
of	
  theory	
  and	
  things	
  that	
  you	
  can	
  take	
  away	
  with	
  and	
  use	
  in	
  your	
  work.
Where are
design decisions
being made?
16Monday, 24 June 13
Before	
  we	
  begin,	
  I	
  want	
  you	
  to	
  consider	
  this...
Design	
  decisions	
  are	
  made	
  without	
  some	
  people	
  realising	
  that	
  they	
  are	
  making	
  design	
  
decisions	
  or	
  that	
  they	
  are	
  effec6ng	
  the	
  design	
  decisions	
  that	
  can	
  be	
  made.
Where are design decisions being made?
Developers &
Engineers
17Monday, 24 June 13
Developers	
  /	
  Engineers:	
  The	
  choices	
  they	
  make	
  in	
  the	
  development	
  process	
  effects	
  the	
  
final	
  product	
  which	
  are	
  design	
  decisions	
  (e.g.	
  transi6on	
  /	
  anima6on	
  speeds)
Where are design decisions being made?
Developers &
Engineers
Product Owner
/ Manager
18Monday, 24 June 13
Product	
  owners:	
  By	
  Choosing	
  the	
  priority	
  of	
  features	
  
etc.
Where are design decisions being made?
Developers &
Engineers
Product Owner
/ Manager
Business
& Finance
19Monday, 24 June 13
Business	
  &	
  Finance:	
  By	
  the	
  amount	
  of	
  budget	
  and	
  resources	
  they	
  assign	
  to	
  a	
  project,	
  
or	
  by	
  seQng	
  the	
  business	
  objec6ves	
  and	
  the	
  measurements	
  of	
  success.
Where are design decisions being made?
Developers &
Engineers
Product Owner
/ Manager
Business
& Finance
Policy makers
& Legal
20Monday, 24 June 13
As	
  you	
  move	
  up	
  the	
  chain	
  there	
  are	
  increasingly	
  more	
  things	
  which	
  shape	
  the	
  design	
  
decisions	
  being	
  made,	
  the	
  laws	
  and	
  policies	
  which	
  might	
  need	
  to	
  be	
  challenged	
  or	
  
changed	
  for	
  the	
  right	
  design	
  to	
  happen.
THIS TALK COVERS:
1. Defining the right problem
2. Importance of a vision
3. Design principles
4. Synthesis & Perspective
5. Frameworks & Templates
6. Better innovation through collaboration
21Monday, 24 June 13
1. Defining the right problem
2. Importance of a vision
3. Design principles
4. Synthesis & Perspective
5. Frameworks & Templates
6. Better innovation through collaboration
22Monday, 24 June 13
PROBLEMS AREN’T
CLEAN AND CLEAR
Squiggle By Damien Newman
23Monday, 24 June 13
Problems	
  aren’t	
  clean	
  and	
  clear,	
  they	
  are	
  messy.
Donald Rumsfeld
http://youtu.be/NfNnnoXBd40
24Monday, 24 June 13
‘There	
  are	
  known	
  knowns,	
  there	
  are	
  known	
  unknowns	
  and	
  there	
  are	
  the	
  unknown	
  
unknowns...’
DARK
MATTER~ Dan Hill
25Monday, 24 June 13
This	
  is	
  what	
  Dan	
  Hill	
  talks	
  about	
  as	
  the	
  dark	
  maGer	
  of	
  projects...if	
  you	
  haven't	
  read	
  
what	
  he	
  has	
  said	
  you	
  should	
  make	
  a	
  point	
  of	
  going	
  and	
  reading	
  it.
“The answer to unlocking
a new experience,
product or service is
sometimes buried deep
within organisational
culture, regulatory or
policy environment.”~ Dan Hill
26Monday, 24 June 13
The	
  design	
  you	
  will	
  produce	
  is	
  shaped	
  by	
  these	
  invisible,	
  intangible	
  forces,	
  which	
  
shape	
  the	
  end	
  results	
  as	
  much	
  as	
  the	
  choice	
  of	
  type	
  or	
  colour	
  pallet.
Sid Meier's Civilization
http://youtu.be/U3up2VzedTM
27Monday, 24 June 13
In	
  the	
  beginning	
  a	
  new	
  design	
  project	
  if	
  feels	
  a	
  lot	
  like	
  playing	
  civilisa6on	
  to	
  me,	
  its	
  a	
  
dark	
  map,	
  you	
  don't	
  have	
  much	
  to	
  go	
  on,	
  but	
  you	
  explore,	
  you	
  make	
  discoveries,	
  you	
  
create,	
  you	
  make	
  allies	
  and	
  such.
Solutions
!=
Requirements
(or assumptions)
28Monday, 24 June 13
I	
  want	
  to	
  be	
  given	
  a	
  problem	
  to	
  understand,	
  define	
  and	
  solve.	
  
Not	
  a	
  solu6on	
  to	
  design	
  and	
  implement.
When	
  you	
  are	
  given	
  a	
  solu6on	
  as	
  a	
  star6ng	
  point	
  there	
  is	
  liGle	
  scope	
  for	
  innova6on	
  to	
  
happen,	
  worse	
  s6ll	
  there	
  is	
  a	
  greater	
  poten6al	
  for	
  the	
  project	
  to	
  go	
  in	
  the	
  wrong	
  
direc6on.
What are the
business objective?
29Monday, 24 June 13
A	
  simple	
  technique	
  for	
  ‘transla6ng	
  back’	
  a	
  solu6on	
  you	
  have	
  been	
  given	
  to	
  implement	
  
in	
  to	
  a	
  requirement,	
  is	
  to	
  find	
  out	
  “what	
  the	
  business	
  objec6ve	
  is	
  that	
  this	
  solu6on	
  
needs	
  to	
  address?”
If	
  a	
  project	
  or	
  feature	
  is	
  NOT	
  linked	
  to	
  a	
  business	
  objec6ve,	
  why	
  are	
  you	
  doing	
  it?
This	
  creates	
  the	
  opportunity	
  for	
  the	
  designer	
  to...concept	
  beGer,	
  add	
  more	
  value	
  and	
  
to	
  well	
  design,	
  not	
  just	
  implement.
Hypotheses
beat
Requirements
which beats
Solutions
any day of the week
30Monday, 24 June 13
A	
  hypothesis	
  or	
  and	
  assump6on	
  which	
  you	
  can	
  work	
  from,	
  allows	
  for	
  more	
  scope	
  and	
  
opportunity	
  then	
  a	
  fixed	
  requirement.	
  But	
  both	
  a	
  hypothesis	
  and	
  a	
  requirement	
  as	
  far	
  
beGer	
  then	
  being	
  given	
  a	
  solu6on	
  to	
  implement.
START WITH A
HYPOTHESISES
31Monday, 24 June 13
How	
  can	
  you	
  add	
  value	
  if	
  your	
  just	
  puQng	
  the	
  lips6ck	
  
on?
1. Defining the right problem
2. Importance of a vision
3. Design principles
4. Synthesis & Perspective
5. Frameworks & Templates
6. Better innovation through collaboration
32Monday, 24 June 13
Thundercats
http://youtu.be/0-0hNQTmZ0Q
33Monday, 24 June 13
Lion-­‐o	
  lord	
  of	
  the	
  Thundercats	
  has	
  a	
  the	
  sword	
  of	
  omens	
  to	
  guide	
  him	
  the	
  right	
  
direc6on...
THE
IMPORTANCE
OF A VISION
34Monday, 24 June 13
Sight	
  beyond	
  sight...I	
  oRen	
  talk	
  a	
  lot	
  about	
  the	
  the	
  importance	
  of	
  a	
  vision	
  as	
  
something	
  to	
  aim	
  towards.	
  
You	
  need	
  to	
  know	
  where	
  you	
  are	
  heading	
  before	
  you	
  set	
  out	
  upon	
  a	
  journey,	
  rather	
  
then	
  focusing	
  on	
  your	
  method	
  of	
  geQng	
  somewhere.
calgary.ca
HAVE SOMETHING VISIBLE
TO AIM FOR
35Monday, 24 June 13
There	
  are	
  many	
  routes,	
  obstacles	
  and	
  unforeseen	
  events	
  on	
  the	
  way	
  to	
  your	
  goal,	
  but	
  
you	
  need	
  something	
  to	
  keep	
  aiming	
  for	
  as	
  you	
  navigate	
  the	
  course	
  of	
  a	
  project.
What are we delivering on?
CREATE SOMETHING
VISIBLE TO AIM FOR
36Monday, 24 June 13
So	
  what	
  do	
  you	
  need	
  to	
  consider	
  when	
  crea6ng	
  your	
  vision	
  to	
  aim	
  for?
1.	
  What	
  are	
  we	
  delivering	
  on?	
  What	
  is	
  the	
  brand	
  value	
  or	
  business	
  objec>ve	
  we	
  are	
  
linking	
  this	
  to?
What are we delivering on?
How far forward are we looking?
CREATE SOMETHING
VISIBLE TO AIM FOR
37Monday, 24 June 13
As	
  its	
  a	
  vision	
  it	
  should	
  be	
  a	
  blend	
  of	
  a?ainable	
  but	
  also	
  beyond	
  reach	
  (so	
  it	
  is	
  
something	
  to	
  aim	
  for)
What are we delivering on?
How far forward are we looking?
Make it a collaborative exercise
CREATE SOMETHING
VISIBLE TO AIM FOR
38Monday, 24 June 13
It	
  should	
  be	
  a	
  collabora6ve	
  exercise	
  in	
  crea6ng	
  it,	
  with	
  key	
  representa6ves	
  /	
  
stakeholders	
  involved.	
  This	
  should	
  create	
  buy	
  in	
  with	
  the	
  right	
  people	
  at	
  the	
  right	
  level.
What are we delivering on?
How far forward are we looking?
Make it a collaborative exercise
Share it with everyone
CREATE SOMETHING
VISIBLE TO AIM FOR
39Monday, 24 June 13
It	
  must	
  be	
  share	
  with	
  everyone	
  in	
  the	
  organisa6on,	
  communicate	
  it,	
  so	
  that	
  it	
  
becomes	
  a	
  share	
  vision	
  everyone	
  is	
  working	
  towards.
VALUE PROPOSITION
by Stephan Liozu
40Monday, 24 June 13
And	
  now	
  for	
  some	
  examples	
  of	
  exercises	
  for	
  finding	
  and	
  shaping	
  the	
  vision.
First,	
  the	
  value	
  proposi6on	
  elevator	
  pitch	
  by	
  Stephan	
  Liozu,	
  it	
  concisely	
  combines	
  all	
  of	
  
the	
  key	
  aspects	
  needed	
  to	
  start	
  crea6ng	
  a	
  vision.
hGp://thebuildnetwork.com/innova6on/value-­‐proposi6on-­‐statement/
OBITUARY
by Bill Taylor
41Monday, 24 June 13
The	
  Obituary	
  by	
  Bill	
  Taylor	
  
“take	
  6me	
  (probably	
  much	
  longer	
  than	
  twenty	
  minutes)	
  and	
  write	
  their	
  organiza6on's	
  
obituary.	
  What	
  legacy	
  did	
  your	
  company	
  leave	
  in	
  its	
  industry?	
  What	
  contribu6ons	
  did	
  
your	
  business	
  unit	
  make	
  to	
  your	
  company?	
  How	
  did	
  your	
  brand	
  move	
  the	
  needle	
  in	
  a	
  
market	
  category?	
  To	
  clarify	
  your	
  company's	
  future,	
  it	
  helps	
  to	
  step	
  back	
  and	
  imagine	
  a	
  
world	
  in	
  which	
  it	
  does	
  not	
  exist.”
hGp://blogs.hbr.org/taylor/2012/05/
your_companys_obituary_can_shape_its_future.html
TECHCRUNCH REVIEW
42Monday, 24 June 13
Or	
  if	
  that	
  is	
  too	
  morbid,	
  you	
  can	
  work	
  it	
  the	
  other	
  way	
  round.	
  If	
  you	
  launch	
  tomorrow	
  
(with	
  everything	
  finished	
  perfectly)	
  what	
  would	
  the	
  TechCrunch	
  (or	
  alike)	
  review	
  of	
  your	
  
product	
  be?	
  What	
  aspects	
  would	
  they	
  praise,	
  what	
  would	
  they	
  compare	
  you	
  to?
AMAZON REVIEWS
43Monday, 24 June 13
Or	
  to	
  make	
  it	
  more	
  audience	
  focused	
  (if	
  you	
  have	
  personas	
  at	
  the	
  stage),	
  you	
  could	
  
create	
  Amazon	
  customer	
  reviews	
  of	
  your	
  product.
Sugru.com
44Monday, 24 June 13
Another	
  method	
  is	
  to	
  craR	
  a	
  manifesto	
  as	
  something	
  to	
  aim	
  for,	
  a	
  good	
  manifesto	
  is	
  
rooted	
  in	
  disrup6on,	
  it	
  needs	
  to	
  inspire	
  and	
  rally	
  people	
  together	
  towards	
  a	
  unified	
  
objec6ve.
MISSION STATEMENT
TO A TWEET
Praesent non nisi
quis mauris
convallis aliquet.
Curabitur ac
bibendum lacus, nec
congue lorem. Donec
eget cursus odio.
Maecenas luctus
felis luctus
sagittis vulputate.
Suspendisse eget
nunc vitae odio
aliquet ornare.
Mauris in semper
neque, et
Praesent non nisi
quis mauris
convallis aliquet.
Curabitur ac
bibendum lacus, nec
congue lorem. Donec
eget cursus odio.
Praesent non nisi
quis mauris conva
Mission statement Elevator pitch
Tweet
@olishaw www.olishaw.com
45Monday, 24 June 13
An	
  exercise	
  I	
  have	
  been	
  refining	
  in	
  my	
  work	
  is	
  the	
  mission	
  statement	
  to	
  a	
  tweet.
Have	
  (all	
  the	
  right	
  people)	
  in	
  a	
  workshop,	
  get	
  them	
  to	
  individually	
  write	
  a	
  mission	
  
statement	
  for	
  the	
  company	
  /	
  product.	
  Then	
  they	
  each	
  take	
  turns	
  in	
  reading	
  it	
  out,	
  
discuss	
  the	
  differences.	
  Then	
  they	
  rewrite	
  the	
  mission	
  statement	
  but	
  much	
  more	
  
condensed,	
  like	
  an	
  elevator	
  pitch,	
  again	
  read	
  out	
  and	
  discuss,	
  but	
  this	
  6me	
  they	
  should	
  
all	
  be	
  more	
  aligned.	
  Finally	
  get	
  them	
  to	
  once	
  again	
  write	
  it,	
  but	
  this	
  6me	
  they	
  have	
  to	
  
put	
  it	
  into	
  a	
  tweet,	
  and	
  one	
  last	
  6me	
  read	
  out	
  and	
  discuss.
By	
  the	
  end	
  of	
  the	
  process	
  they	
  should	
  all	
  be	
  aligned,	
  and	
  you	
  should	
  have	
  a	
  clear	
  idea	
  
of	
  the	
  key	
  objec6ves	
  and	
  differen6ators.
A
STARTING
POINT
46Monday, 24 June 13
These	
  exercises	
  are	
  just	
  the	
  beginning,	
  you	
  shouldn’t	
  expect	
  to	
  get	
  a	
  finished	
  polished	
  
vision	
  out	
  of	
  these	
  workshops	
  and	
  exercises.	
  But	
  you	
  should	
  have	
  successfully	
  begun	
  to	
  
align	
  the	
  key	
  stakeholders	
  towards	
  the	
  same	
  vision.	
  The	
  vision	
  will	
  need	
  some	
  further	
  
craRing	
  and	
  polishing	
  before	
  you	
  can	
  communicate	
  it	
  with	
  everyone	
  else	
  in	
  the	
  
organisa6on.
COAXING OUT
THE SOFTER REQUIREMENTS
47Monday, 24 June 13
In	
  the	
  process	
  of	
  crea6ng	
  the	
  vision	
  and	
  working	
  through	
  these	
  exercises,	
  it	
  will	
  oRen	
  
help	
  you	
  tease	
  out	
  some	
  of	
  the	
  soRer	
  requirements	
  and	
  less	
  explicit	
  goals	
  for	
  the	
  
project/organisa6on.
1. Defining the right problem
2. Importance of a vision
3. Design principles
4. Synthesis & Perspective
5. Frameworks & Templates
6. Better innovation through collaboration
48Monday, 24 June 13
If	
  your	
  not	
  familiar	
  with	
  what	
  design	
  principles	
  do	
  and	
  why	
  are	
  they	
  important...	
  good	
  
design	
  principles	
  should	
  measure	
  up	
  to	
  these	
  points:
DESIGN PRINCIPLES
They describe the characteristic of a
product.
49Monday, 24 June 13
The	
  characteris6cs	
  and	
  the	
  
personality...
DESIGN PRINCIPLES
They describe the characteristic of a
product.
They are used to communicate to a wide
variety of people.
50Monday, 24 June 13
They	
  must	
  be	
  in	
  a	
  language	
  which	
  can	
  be	
  understood	
  by	
  a	
  wide	
  variety	
  of	
  people.	
  
This	
  is	
  so	
  that	
  they	
  can	
  be	
  agreed	
  with,	
  supported	
  by	
  and	
  championed	
  by	
  others	
  
within	
  the	
  organisa6on.
DESIGN PRINCIPLES
They describe the characteristic of a
product.
They are used to communicate to a wide
variety of people.
They are experience goals for the
product.
51Monday, 24 June 13
They	
  are	
  goals	
  which	
  the	
  product	
  experience	
  needs	
  to	
  
achieve
DESIGN PRINCIPLES
They describe the characteristic of a
product.
They are used to communicate to a wide
variety of people.
They are experience goals for the
product.
They help guide us towards our vision.
52Monday, 24 June 13
They	
  should	
  help	
  navigate	
  the	
  project	
  to	
  reach	
  the	
  desired	
  vision,	
  keeping	
  it	
  
true.
DESIGN PRINCIPLES
They describe the characteristic of a
product.
They are used to communicate to a wide
variety of people.
They are experience goals for the
product.
They help guide us towards our vision.
They can be used to aid decision making
in a project.
53Monday, 24 June 13
Lastly	
  but	
  most	
  importantly,	
  having	
  a	
  set	
  of	
  design	
  principles	
  are	
  invaluable	
  when	
  	
  you	
  
trying	
  to	
  make	
  a	
  decision	
  about	
  a,b	
  or	
  c	
  (aside	
  from	
  prototypes	
  and	
  user	
  tes6ng).	
  The	
  
are	
  even	
  more	
  helpful	
  when	
  you	
  have	
  a	
  senior	
  stakeholder	
  coming	
  along	
  and	
  doing	
  a	
  
“swoop	
  n	
  poop”	
  	
  in	
  your	
  mee6ng.
“We created a
spreadsheet of design
principles that
companies shared:
Google, Apple, UK.gov,
etc. Then we took the
strongest principles”
~ Anonymous 2013
54Monday, 24 June 13
I	
  recently	
  read	
  this	
  on	
  a	
  forum	
  discussing	
  how	
  to	
  create	
  design	
  
principles.
WHAT’S RIGHT FOR YOUR
BRAND / PRODUCT
55Monday, 24 June 13
The	
  principles	
  for	
  Google	
  won’t	
  be	
  right	
  for	
  Morrisons,	
  who’s	
  principles	
  wont	
  be	
  right	
  
for	
  Louis	
  VuiGon.
The	
  principals	
  you	
  are	
  using	
  to	
  govern	
  and	
  steer	
  your	
  product's	
  decisions	
  should	
  be	
  
grounded	
  in	
  what	
  is	
  important	
  to	
  your	
  product,	
  your	
  brands	
  values,	
  your	
  business	
  
objec>ves,	
  linked	
  to	
  research	
  or	
  your	
  audience	
  goals.
Universal: our design needs to
work for everyone, every
culture, every language, every
device, every stage of life.
Human: our voice and visual
style stay in the background,
behind people’s voices, people’s
faces, and people’s expression.
Clean: our visual style is clean
and understated.
Consistent: reduce, reuse, don’t
redesign.
Useful: meant for repeated daily
use
Fast: faster experiences are
more efficient and feel more
effortless.
Transparent: we are clear and
up front about what’s happening
and why.
56Monday, 24 June 13
Your	
  principles	
  shouldn’t	
  be	
  too	
  abstract	
  or	
  too	
  generic.
What	
  design	
  shouldn’t	
  be	
  useful?	
  The	
  goals	
  facebook’s	
  principles	
  are	
  looking	
  to	
  
achieve	
  are	
  good	
  but	
  the	
  way	
  they	
  are	
  communicated	
  is	
  too	
  general.	
  
PRINCIPLES TEMPLATE
Principle (statement)
Description / details
Examples of use
57Monday, 24 June 13
A	
  design	
  principal	
  should	
  consist	
  of:	
  A	
  statement,	
  a	
  descrip6on	
  and	
  where	
  possible	
  an	
  
example	
  (this	
  can	
  be	
  added	
  later).
It	
  should	
  be	
  noted	
  that	
  the	
  principle	
  /	
  statement	
  should	
  be	
  strong	
  and	
  clear	
  enough	
  
on	
  its	
  own,	
  without	
  the	
  descrip6on	
  /	
  details.
58Monday, 24 June 13
It	
  goes	
  without	
  saying	
  that	
  your	
  design	
  principles	
  should	
  be	
  considered,	
  and	
  as	
  such	
  
they	
  shouldn’t	
  be	
  an	
  epic	
  list.	
  Too	
  many	
  principles	
  will	
  encourage	
  people	
  to	
  use	
  them	
  
lest,	
  the	
  wont	
  be	
  as	
  memorable.	
  
GOV.UK PRINCIPLES
59Monday, 24 June 13
The	
  Gov.UK	
  principles	
  are	
  a	
  shining	
  example	
  of	
  a	
  good	
  set	
  of	
  design	
  principles,	
  if	
  you	
  
haven’t	
  seen	
  them	
  make	
  sure	
  you	
  go	
  an	
  read	
  them.
TEST YOUR PRINCIPLES
~ Jared M. Spool 2011
60Monday, 24 June 13
Jared	
  M.	
  Spool	
  gave	
  these	
  checks	
  to	
  test	
  the	
  principles	
  you	
  have	
  
created
TEST YOUR PRINCIPLES
1. Does It Come Directly From Research?
~ Jared M. Spool 2011
61Monday, 24 June 13
I	
  would	
  update	
  this	
  test	
  to	
  include	
  that	
  it	
  should	
  be	
  linked	
  to	
  at	
  least	
  one	
  of;	
  your	
  
brands	
  values,	
  your	
  business	
  objec6ves,	
  your	
  audience	
  goals	
  or	
  research.
TEST YOUR PRINCIPLES
1. Does It Come Directly From Research?
2. Does It Help You Say 'No' Most Of The Time?
~ Jared M. Spool 2011
62Monday, 24 June 13
The	
  principle	
  should	
  be	
  a	
  guide	
  and	
  a	
  support	
  when	
  making	
  decisions	
  or	
  decisions	
  are	
  
being	
  made	
  without	
  you.
TEST YOUR PRINCIPLES
1. Does It Come Directly From Research?
2. Does It Help You Say 'No' Most Of The Time?
3. Does It Distinguish Your Design From Your
Competitors'?
~ Jared M. Spool 2011
63Monday, 24 June 13
(see	
  facebook’s	
  ‘useful	
  and	
  
clean’)
TEST YOUR PRINCIPLES
1. Does It Come Directly From Research?
2. Does It Help You Say 'No' Most Of The Time?
3. Does It Distinguish Your Design From Your
Competitors'?
4. Is it Something You Might Reverse In A
Future Release?
~ Jared M. Spool 2011
64Monday, 24 June 13
TEST YOUR PRINCIPLES
1. Does It Come Directly From Research?
2. Does It Help You Say 'No' Most Of The Time?
3. Does It Distinguish Your Design From Your
Competitors'?
4. Is it Something You Might Reverse In A
Future Release?
5. Have You Evaluated It For This Project?
~ Jared M. Spool 2011
65Monday, 24 June 13
TEST YOUR PRINCIPLES
1. Does It Come Directly From Research?
2. Does It Help You Say 'No' Most Of The Time?
3. Does It Distinguish Your Design From Your
Competitors'?
4. Is it Something You Might Reverse In A
Future Release?
5. Have You Evaluated It For This Project?
6. Is Its Meaning Constantly Tested?
~ Jared M. Spool 2011
66Monday, 24 June 13
Use	
  the	
  principles,	
  don't	
  forget	
  them,	
  iterate	
  and	
  keep	
  them	
  
current.
SHARE,
COMMUNICATE
& USE
67Monday, 24 June 13
Once	
  you	
  have	
  your	
  design	
  principles,	
  they	
  should	
  be	
  communicated	
  with	
  the	
  whole	
  
organisa6on	
  (and	
  beyond).	
  Don’t	
  just	
  keep	
  them	
  for	
  the	
  design	
  department,	
  make	
  them	
  
public,	
  they	
  might	
  even	
  end	
  up	
  being	
  used	
  in	
  the	
  marke6ng	
  campaigns	
  (as	
  seen	
  by	
  HTC	
  
and	
  EE)
1. Defining the right problem
2. Importance of a vision
3. Design principles
4. Synthesis & Perspective
5. Frameworks & Templates
6. Better innovation through collaboration
68Monday, 24 June 13
On	
  the	
  journey	
  to	
  defining	
  the	
  right	
  problem	
  and	
  star6ng	
  to	
  look	
  at	
  what	
  possible	
  
solu6ons	
  their	
  might	
  be,	
  synthesis	
  and	
  perspec6ve	
  can	
  be	
  great	
  tools	
  for	
  the	
  strategic	
  
designer.
Adding	
  more	
  value	
  by	
  synthesising	
  the	
  available	
  informa6on	
  not	
  just	
  analysing	
  it.	
  And	
  
looking	
  at	
  the	
  problem	
  from	
  different	
  perspec6ves,	
  to	
  understand	
  the	
  purpose	
  behind	
  
what	
  your	
  trying	
  to	
  achieve	
  and	
  solve.
(asking the right questions)
Synthesising
not Analysing
69Monday, 24 June 13
If	
  analysis	
  is	
  about	
  reviewing	
  the	
  informa6on	
  and	
  determining	
  why	
  something	
  is,	
  
Synthesis	
  is	
  about	
  proposing	
  the	
  way	
  something	
  could	
  be.	
  Synthesis	
  adds	
  value.
“…	
  During	
  synthesis,	
  it	
  is	
  not	
  the	
  discrete	
  elements	
  of	
  data	
  that	
  are	
  interes6ng	
  so	
  
much	
  as	
  the	
  rela6onship	
  between	
  these	
  elements.	
  Iden6fying	
  a	
  rela6onship	
  forces	
  the	
  
introduc6on	
  of	
  a	
  credible	
  (although	
  rarely	
  validated)	
  story	
  of	
  why	
  the	
  elements	
  are	
  
related.”	
  -­‐	
  Jon	
  Kolko
PUT IT ON
THE WALLS
MAKE IT PHYSICAL & COLLABORATE
70Monday, 24 June 13
When	
  synthesising,	
  don't	
  hide	
  it	
  away	
  in	
  digital	
  files.	
  
Make	
  it	
  physical,	
  something	
  you	
  can	
  scribble	
  on,	
  leQng	
  you	
  see	
  the	
  wood	
  for	
  the	
  
trees,	
  and	
  open	
  it	
  up	
  to	
  being	
  collaborate.
DISTILL INTO
VISUALISATIONS
Get box
through post Open box
Dropoff Dropoff
Install Register
Physical to
digital transition
Tx
Rx
71Monday, 24 June 13
Create	
  diagrams	
  of	
  your	
  synthesis,	
  by	
  visualising	
  what	
  you	
  understand	
  it	
  helps	
  you	
  
(and	
  others)	
  to	
  see	
  priori6es,	
  rela6onships	
  and	
  unseen	
  ques6ons.
CREATE
HYPOTHESISES
72Monday, 24 June 13
Start	
  crea6ng	
  ‘your	
  best	
  gues6mates’,	
  make	
  some	
  hypothesises	
  which	
  you	
  want	
  to	
  
prove	
  or	
  disprove.
MAKE IT TO
BREAK IT
73Monday, 24 June 13
Create	
  a	
  hypothesis	
  to	
  tear	
  it	
  down	
  and	
  make	
  a	
  beGer	
  one.
Try	
  and	
  break	
  it.	
  Why	
  did	
  it	
  break?	
  What	
  have	
  you	
  learnt	
  from	
  it?
Then	
  iterate,	
  iterate,	
  iterate...
PROTOTYPES*
74Monday, 24 June 13
This	
  is	
  why	
  quick	
  prototypes	
  are	
  so	
  useful	
  for	
  experimen6ng	
  and	
  learning.	
  
Work	
  out	
  what	
  the	
  Minimum	
  Viable	
  Experiment	
  is,	
  get	
  it	
  in	
  front	
  of	
  some	
  people,	
  and	
  
find	
  out:	
  Is	
  this	
  the	
  right	
  direc6on?	
  Is	
  our	
  hypothesis	
  correct?
EXPLORE DIFFERENT
PERSPECTIVES
75Monday, 24 June 13
Perspec6ves.	
  
When	
  your	
  looking	
  at	
  a	
  problem	
  or	
  a	
  poten6al	
  solu6on	
  its	
  worth	
  trying	
  to	
  view	
  it	
  from	
  
as	
  many	
  different	
  perspec6ves	
  (contexts)	
  as	
  possible.
lensesEXPLODE / ATOMISE
76Monday, 24 June 13
The	
  first	
  stage	
  in	
  this	
  process	
  is	
  to	
  atomise	
  it,	
  like	
  a	
  lego	
  model	
  take	
  it	
  a	
  part	
  and	
  see	
  it	
  
for	
  all	
  its	
  elements.
SEE PATTERNS & THEMES
77Monday, 24 June 13
Zoom	
  in	
  and	
  out	
  of	
  the	
  detail,	
  try	
  and	
  iden6fy	
  the	
  themes	
  /	
  territories	
  /	
  paGerns
CONTRAST
& CONTEXT
78Monday, 24 June 13
Some6mes	
  one	
  of	
  the	
  best	
  ways	
  to	
  see	
  the	
  rela6onships	
  is	
  to	
  use	
  contrast,	
  put	
  it	
  
against	
  something	
  else,	
  or	
  to	
  pivot	
  the	
  context	
  of	
  use.
lensesLOOKING THROUGH LENSES
79Monday, 24 June 13
An	
  exercise	
  which	
  is	
  great	
  for	
  this	
  is	
  to	
  ‘look	
  through	
  a	
  lens’.
For	
  example,	
  if	
  a	
  car	
  was	
  viewed	
  through	
  different	
  lenses,	
  you	
  have	
  the	
  lavish	
  hot	
  rod,	
  
the	
  precision	
  F1,	
  the	
  safe	
  and	
  reliable	
  family	
  car	
  and	
  the	
  rugged	
  and	
  u6litarian	
  van.
EXAMPLE LENSES
Analytical
80Monday, 24 June 13
For	
  a	
  home	
  energy	
  monitoring	
  project	
  we	
  explored	
  these	
  lenses.	
  They	
  are	
  just	
  
examples	
  and	
  their	
  not	
  right	
  for	
  every	
  project,	
  but	
  should	
  give	
  you	
  an	
  idea.
Analy>cal:	
  what	
  is	
  the	
  best	
  tools	
  for	
  slicing	
  and	
  dicing	
  their	
  energy	
  data?
EXAMPLE LENSES
Analytical
Environmental
81Monday, 24 June 13
Environmental:	
  ‘Helping	
  me	
  understand	
  the	
  impact	
  of	
  my	
  
ac6ons’
EXAMPLE LENSES
Analytical
Environmental
Financial
82Monday, 24 June 13
Financial:	
  ‘Reassuring	
  me	
  that	
  I’m	
  geQng	
  the	
  best	
  deal’	
  &	
  ‘Helping	
  me	
  save	
  money	
  by	
  
using	
  less’
EXAMPLE LENSES
Analytical
Environmental
Financial
Social
83Monday, 24 June 13
Social:	
  ‘Sharing	
  my	
  behaviour	
  and	
  intent’,	
  ‘Comparing	
  my	
  ac6ons	
  against	
  others’	
  &	
  
‘Making	
  me	
  more	
  visible’
EXAMPLE LENSES
Analytical
Environmental
Financial
Social
Game
84Monday, 24 June 13
Game:	
  ‘Using	
  game	
  mechanics	
  to	
  encourage	
  behavioural	
  change’	
  &	
  ‘Being	
  
playful’
EXAMPLE LENSES
Analytical
Environmental
Financial
Social
Game
Editorial
85Monday, 24 June 13
Editorial:	
  ‘What	
  is	
  the	
  role	
  of	
  content	
  in	
  helping	
  people	
  understand	
  energy	
  use?	
  e.g.	
  
educa6onal’
lensesCONTRAST VIA CONTEXT
School run Road Trip
86Monday, 24 June 13
Or	
  you	
  can	
  contrast	
  the	
  context...passive	
  vs	
  ac6ve,	
  short	
  vs	
  long,	
  etc.
Using	
  the	
  car	
  example	
  again:	
  
If	
  your	
  making	
  a	
  car	
  for	
  a	
  school	
  run,	
  it	
  needs	
  to	
  be	
  safe	
  (child	
  friendly),	
  good	
  for	
  short	
  
frequent	
  journeys	
  and	
  capable	
  of	
  holding	
  lots	
  of	
  children.
Where	
  as	
  if	
  your	
  making	
  a	
  car	
  for	
  a	
  road	
  trip,	
  it	
  needs	
  to	
  be	
  comfortable	
  for	
  long	
  
journeys,	
  capable	
  of	
  holding	
  luggage	
  and	
  people,	
  etc.
LATERAL REVIEW
Considering alternatives
which have similar patterns
or features
87Monday, 24 June 13
Another	
  technique	
  is	
  to	
  explore	
  laterally	
  compe6tors	
  /	
  inspira6on.
For	
  example,	
  home	
  energy	
  monitoring...Essen6ally	
  by	
  monitoring	
  the	
  energy	
  use	
  of	
  
your	
  home	
  your	
  crea6ng	
  a	
  data	
  feed,	
  it	
  goes	
  up	
  and	
  down	
  and	
  you	
  can	
  overlay	
  different	
  
axis	
  to	
  see	
  the	
  ac6vity	
  in	
  different	
  ways.
What	
  else	
  use	
  a	
  data	
  feed	
  to	
  monitor	
  ac6vity?
88Monday, 24 June 13
Sports	
  apps.	
  Tracking	
  your	
  ac6vity	
  when	
  cycling	
  (Strava),	
  your	
  driving	
  ac6vity	
  
(ecoDrive)	
  and	
  running	
  or	
  general	
  ac6vity	
  monitors	
  like	
  Nike	
  Fuel	
  band.
nike+
Runkeeper
89Monday, 24 June 13
There	
  are	
  lots	
  of	
  running	
  monitors	
  out	
  there,	
  2	
  key	
  examples	
  are	
  nike+	
  and	
  
Runkeeper.	
  the	
  track	
  your	
  speed,	
  distance	
  and	
  overlay	
  it	
  with	
  GPS	
  data.
How can you be different?
Running is running, right?
90Monday, 24 June 13
running	
  is	
  running	
  right?	
  its	
  been	
  done,	
  its	
  a	
  saturated	
  space,	
  how	
  could	
  you	
  
differen6ate	
  a	
  new	
  app?
Zombies RUN!
A running app which
combines narrative with
exercise.
91Monday, 24 June 13
How	
  about	
  look	
  at	
  it	
  through	
  a	
  narra6ve	
  or	
  game	
  
lens?
92Monday, 24 June 13
“Zombies,	
  Run!	
  is	
  an	
  immersive	
  running	
  game.	
  Players	
  act	
  as	
  the	
  character	
  Runner	
  5	
  
through	
  a	
  series	
  of	
  missions,	
  during	
  which	
  they	
  run	
  and	
  listen	
  to	
  various	
  audio	
  
narra6ons	
  to	
  uncover	
  the	
  story.	
  While	
  running,	
  the	
  player	
  collects	
  supplies	
  such	
  as	
  
ammuni6on,	
  medicine	
  and	
  baGeries	
  which	
  they	
  can	
  use	
  to	
  build	
  and	
  expand	
  their	
  base.	
  
The	
  app	
  can	
  record	
  the	
  distance,	
  6me,	
  pace,	
  and	
  calories	
  burned	
  on	
  each	
  mission	
  
through	
  the	
  use	
  of	
  the	
  phone's	
  GPS	
  or	
  accelerometer.”
lensesLENSES, CONTRAST & LATERAL
93Monday, 24 June 13
ARer	
  you	
  have	
  exhausted	
  exploring	
  lenses,	
  contrast	
  and	
  lateral	
  you	
  should	
  end	
  up	
  
with	
  a	
  wealth	
  of	
  ideas	
  and	
  thoughts	
  to	
  synthesise.
UNDISCOVERED
OPPORTUNITIES
&
UNSEEN PROBLEMS
94Monday, 24 June 13
By	
  shiRing	
  the	
  pivo6ng,	
  looking	
  at	
  different	
  perspec6ves	
  or	
  reframing	
  things	
  it	
  will	
  
help	
  you	
  see	
  some	
  previously	
  unseen	
  problems,	
  it	
  should	
  also	
  help	
  you	
  uncover	
  some	
  
addi6onal	
  opportuni6es.
1. Defining the right problem
2. Importance of a vision
3. Design principles
4. Synthesis & Perspective
5. Frameworks & Templates
6. Better innovation through collaboration
95Monday, 24 June 13
Why use a
framework or
a template?
96Monday, 24 June 13
They	
  creates	
  rigger	
  and	
  efficiency,	
  they	
  help	
  with	
  making	
  things	
  replicable	
  -­‐	
  saving	
  you	
  
6me	
  and	
  energy	
  in	
  the	
  long	
  run.	
  
Most	
  importantly	
  they	
  help	
  you	
  focus	
  on	
  making	
  things	
  good	
  /	
  making	
  good	
  things.
VALUE PROPOSITION
by Stephan Liozu
97Monday, 24 June 13
Some	
  examples	
  of	
  frameworks	
  and	
  template,	
  as	
  we	
  have	
  seen	
  already	
  the	
  value	
  prop	
  
pitch	
  template.
Primary Persona
Brands they use and like What they use online + mobile Motivations and goals
How did they What is their Pain points
Home
Budget Holder
“ Getting more for my money and
making it last the month”
A family home, consisting of both parents and two
children of 14 and 11. The father is a skilled manu-
al worker and the mother works part time in a call
centre.
“ I want to make sure I don’t over-
spend on my bill”
utility bill
or and alert reminder.
“If its too dif-
and register, i’m
not interested”
4 people
One family
computer used
by all
Dad has a
smart phone
Family TV
games console
Primary Persona
Brands they use and like What they use online + mobile Motivations and goals
How did they What is their Pain points
Home
A young family home, consisting of a dad, mum
and one child of 8. Both the parents are highly
educated, the father commutes to work daily, the
mother works at home to make the family
usage”
usage so they can
monitor their usage
and spending.
to access it.
make a great differ-
ence?
A smaller home for a young family
in oxford
some solar
panels
Their garden is
important with
and green
house
an older TV
bothered about
upgrading
They cook in
bulk and freeze
their food
wasteful is key
Brands they use and like What they use online + mobile Motivations and goals
How did they What is their Pain points
Home
“ I like to be know for trying new
disposable income or access to credit fuels their
passion.
Its about being seen to be an early
adopter”
others about so others see what i’m doing.
website
sharp drop off.
-
usage.
shared with partner
Owning and
gadgets are an
for them
and high quality
audio equip-
ment
make life easier
98Monday, 24 June 13
I’m	
  sure	
  your	
  all	
  familiar	
  with	
  persona	
  frameworks	
  and	
  
templates.
BUSINESS MODEL GENERATION CANVAS
http://www.businessmodelgeneration.com/canvas
99Monday, 24 June 13
“The	
  Business	
  Model	
  Canvas,	
  is	
  a	
  strategic	
  management	
  and	
  entrepreneurial	
  tool.	
  It	
  
allows	
  you	
  to	
  describe,	
  design,	
  challenge,	
  invent,	
  and	
  pivot	
  your	
  business	
  model.”
DIYCreate your own, iterate, improve and evolve
100Monday, 24 June 13
Create	
  your	
  own	
  templates	
  for	
  your	
  workshops	
  and	
  yourself.	
  
Adapt	
  and	
  evolve	
  them	
  as	
  you	
  need,	
  start	
  crea6ng	
  your	
  own	
  playbook.
1. Defining the right problem
2. Importance of a vision
3. Design principles
4. Synthesis & Perspective
5. Frameworks & Templates
6. Better innovation
through collaboration
101Monday, 24 June 13
collaborate,	
  collaborate,	
  
collaborate.
102Monday, 24 June 13
There	
  are	
  already	
  some	
  great	
  resources	
  out	
  there	
  for	
  crea6ve	
  workshop,	
  and	
  my	
  6me	
  
is	
  limited	
  in	
  this	
  talk	
  so	
  I	
  wont	
  go	
  into	
  detail	
  on	
  workshops	
  -­‐	
  Also	
  I’ve	
  already	
  covered	
  
some	
  of	
  it	
  in	
  the	
  talk.
Kids party
Herding cats
103Monday, 24 June 13
I	
  will	
  say	
  that	
  planing	
  and	
  running	
  a	
  collabora6ve	
  workshop	
  is	
  like	
  organising	
  a	
  
children's	
  party,	
  trying	
  to	
  work	
  out	
  what	
  party	
  games	
  will	
  yield	
  the	
  best	
  results.	
  Or	
  like	
  
cat	
  herding	
  for	
  professionals,	
  trying	
  to	
  focus	
  and	
  mo6vate	
  a	
  variety	
  of	
  par6cipants.
HARMONISING / ALIGNING
104Monday, 24 June 13
A	
  key	
  outcome	
  of	
  collabora6ve	
  work	
  is	
  in	
  aligning	
  everyone	
  to	
  the	
  same	
  goal	
  /	
  
objec6ve.
I	
  have	
  always	
  found	
  collabora6ve	
  session	
  to	
  be	
  one	
  of	
  the	
  best	
  ways	
  of	
  harmonising	
  
and	
  aligning	
  everyone	
  towards	
  the	
  same	
  goals,	
  to	
  understand	
  and	
  appreciate	
  the	
  
complexity	
  of	
  the	
  problem	
  at	
  hand,	
  or	
  as	
  a	
  good	
  way	
  of	
  geQng	
  some	
  stakeholders	
  
passionate	
  solu6on	
  out	
  into	
  the	
  open	
  so	
  that	
  it	
  can	
  be	
  discussed.
PROVOKE
105Monday, 24 June 13
Provoking	
  discussion	
  and	
  mo6va6ng	
  people	
  to	
  make	
  a	
  decision,	
  some6mes	
  the	
  best	
  
thing	
  is	
  to	
  do	
  something	
  deliberately	
  wrong.
One	
  technique	
  I	
  like	
  for	
  geQng	
  things	
  moving	
  when	
  there	
  is	
  a	
  lot	
  of	
  discussion	
  but	
  
liGle	
  agreement,	
  is	
  “Go	
  with	
  the	
  worst	
  idea”	
  tac6c.
As	
  described	
  by	
  Jon	
  Bell	
  as	
  the	
  “McDonald’s	
  for	
  lunch”	
  trick:
“I	
  use	
  a	
  trick	
  with	
  co-­‐workers	
  when	
  we’re	
  trying	
  to	
  decide	
  where	
  to	
  eat	
  for	
  lunch	
  and	
  
no	
  one	
  has	
  any	
  ideas.	
  I	
  recommend	
  McDonald’s.
An	
  interes6ng	
  thing	
  happens.	
  Everyone	
  unanimously	
  agrees	
  that	
  we	
  can’t	
  possibly	
  go	
  
to	
  McDonald’s,	
  and	
  beGer	
  lunch	
  sugges6ons	
  emerge.	
  Magic!
It’s	
  as	
  if	
  we’ve	
  broken	
  the	
  ice	
  with	
  the	
  worst	
  possible	
  idea,	
  and	
  now	
  that	
  the	
  
discussion	
  has	
  started,	
  people	
  suddenly	
  get	
  very	
  crea6ve.	
  I	
  call	
  it	
  the	
  McDonald’s	
  
Theory:	
  people	
  are	
  inspired	
  to	
  come	
  up	
  with	
  good	
  ideas	
  to	
  ward	
  off	
  bad	
  ones.”
PROBE
106Monday, 24 June 13
Some6mes	
  you	
  need	
  to	
  more	
  subtle	
  and	
  discreet,	
  then	
  provoking.
In	
  deep	
  space	
  terms,	
  probes	
  are	
  sent	
  out	
  to	
  discover	
  things	
  and	
  report	
  informa6on	
  
back.
Probes	
  are	
  fantas6c	
  strategic	
  design	
  tools	
  for	
  geQng	
  an	
  indica6on	
  of	
  something	
  (oRen	
  
with	
  evidence)	
  and	
  repor6ng	
  informa6on	
  back.
A	
  good	
  story	
  of	
  a	
  probe	
  is	
  the	
  Van	
  Halen...story
“"M&M's	
  (WARNING:	
  ABSOLUTELY	
  NO	
  BROWN	
  ONES)."	
  While	
  the	
  underlined	
  rider	
  
entry	
  has	
  oRen	
  been	
  described	
  as	
  an	
  example	
  of	
  rock	
  excess,	
  the	
  outlandish	
  demand	
  of	
  
mul6millionaires,	
  the	
  group	
  has	
  said	
  the	
  M&M	
  provision	
  was	
  included	
  to	
  make	
  sure	
  that	
  
promoters	
  had	
  actually	
  read	
  its	
  lengthy	
  rider.	
  If	
  brown	
  M&M's	
  were	
  in	
  the	
  backstage	
  
candy	
  bowl,	
  Van	
  Halen	
  surmised	
  that	
  more	
  important	
  aspects	
  of	
  a	
  performance-­‐-­‐
ligh6ng,	
  staging,	
  security,	
  6cke6ng-­‐-­‐may	
  have	
  been	
  botched	
  by	
  an	
  inaGen6ve	
  
promoter.”	
  -­‐	
  Rolling	
  stone	
  magazine
DESIGN COMMUNICATION
107Monday, 24 June 13
All	
  to	
  oRen	
  designers	
  lock	
  themselves	
  away	
  to	
  craR	
  the	
  solu6on	
  and	
  only	
  them	
  come	
  
back	
  and	
  present	
  it.	
  Design	
  should	
  take	
  a	
  lead	
  form	
  dark	
  rooms,	
  black	
  boxes	
  and	
  
invisibility
COMMUNICATE & SHARE
108Monday, 24 June 13
I’ve	
  been	
  using	
  an	
  open	
  produc6on	
  process	
  for	
  years	
  now,	
  not	
  disappearing	
  off	
  in	
  a	
  
dark	
  room	
  and	
  coming	
  back	
  with	
  an	
  'amazing'	
  solu6on.	
  But	
  geQng	
  everything	
  out	
  of	
  the	
  
digital	
  files	
  and	
  up	
  on	
  the	
  wall	
  for	
  anyone	
  to	
  come	
  and	
  look	
  at,	
  taking	
  that	
  further	
  and	
  
invi6ng	
  ‘walk	
  throughs’	
  for	
  anyone	
  in	
  the	
  company	
  to	
  come	
  and	
  see	
  what	
  in	
  progress	
  .	
  
I’ve	
  found	
  it	
  to	
  be	
  a	
  great	
  way	
  of	
  geQng	
  buy	
  in	
  for	
  those	
  whom	
  need	
  to	
  buy	
  in	
  and	
  
geQng	
  trust	
  from	
  thoues	
  whom	
  work	
  in	
  the	
  organisa6on.
Decisions
109Monday, 24 June 13
ORen	
  when	
  I	
  talk	
  about	
  this	
  with	
  others	
  they	
  ask;	
  how	
  decisions	
  and	
  sign	
  off	
  happens	
  
with	
  an	
  open	
  inclusive	
  process?
Too many cooks
spoil the broth...
Design by
Committee
110Monday, 24 June 13
All	
  too	
  oRen	
  I	
  hear	
  the	
  terms:	
  “To	
  many	
  cooks	
  spoil	
  the	
  broth”	
  or	
  “I	
  hate	
  design	
  by	
  
commiGee”.
But	
  there	
  is	
  a	
  difference	
  between	
  leQng	
  others	
  make	
  design	
  choices	
  and	
  allowing	
  for	
  
design	
  discussion.	
  Two	
  key	
  skill	
  in	
  this	
  senario	
  we	
  have	
  already	
  discussed	
  in	
  this	
  talk...
1. Don’t take solutions
2. Synthesise the feedback
111Monday, 24 June 13
1.	
  Solu>ons.	
  don't	
  take	
  a	
  solu6on	
  as	
  a	
  star6ng	
  point,	
  understand	
  what	
  the	
  underlying	
  
mo6va6on	
  is,	
  ‘define	
  the	
  right	
  problem’.
2.	
  Synthesis.	
  don't	
  take	
  a	
  list	
  of	
  direct	
  ac6ons	
  to	
  work	
  through	
  synthesise	
  the	
  feedback	
  
and	
  understand	
  how	
  best	
  to	
  address	
  it.
Getting
Decisions
Made
112Monday, 24 June 13
Another	
  technique	
  to	
  geQng	
  decisions	
  made	
  is	
  to	
  get	
  responses	
  before	
  the	
  mee>ng.	
  
Get	
  something	
  ‘signed	
  off’	
  before	
  the	
  sign-­‐off	
  mee6ng,	
  so	
  that	
  the	
  actual	
  mee6ng	
  is	
  
more	
  of	
  a	
  formality.	
  This	
  lets	
  you	
  answer	
  ques6ons	
  and	
  pass	
  the	
  work	
  through	
  quickly	
  
and	
  efficiently	
  -­‐	
  no	
  egos	
  need	
  to	
  come	
  out	
  between	
  stakeholders	
  in	
  the	
  mee6ng.
CONCLUSIONS
113Monday, 24 June 13
In	
  summary,	
  some	
  closing	
  
thoughts.
Hitchhikers guide to the galaxy
http://youtu.be/Sx2QIntaLA4
114Monday, 24 June 13
The	
  Babel	
  fish	
  from	
  HGTTG.
Designer	
  need	
  to	
  be	
  like	
  babel	
  fish,	
  able	
  to	
  understand	
  all	
  languages,	
  developers,	
  
business,	
  customers	
  and	
  be	
  able	
  to	
  translate	
  things	
  back	
  into	
  the	
  languages	
  of	
  others.
IS THIS THE
RIGHT
PROBLEM
TO SOLVE?
115Monday, 24 June 13
Always	
  be	
  asking:	
  is	
  this	
  the	
  right	
  problem?	
  Before	
  you	
  start	
  to	
  think	
  about	
  a	
  
solu6on.
Will the results of our efforts
be valuable?
or
Could they be more valuable?
116Monday, 24 June 13
Always	
  be	
  looking	
  to	
  answer	
  these	
  ques6ons,	
  how	
  can	
  my	
  design/work	
  add	
  more	
  
value?
MAKE
EXPERIMENTS
117Monday, 24 June 13
Make	
  it	
  to	
  brake	
  it,	
  create	
  experiments,	
  build	
  prototypes,	
  understand	
  though	
  the	
  
leanest	
  possible	
  MVP’s.
FACILITATOR
STEWARDSHIP
NEGOTIATOR
MOTIVATOR
EMPOWER
118Monday, 24 June 13
Skills	
  of	
  the	
  strategic	
  designer,	
  embrace	
  and	
  develop	
  these	
  skills.
You	
  don't	
  need	
  to	
  be	
  the	
  person	
  with	
  the	
  brilliant	
  answer,	
  you	
  can	
  be	
  the	
  person	
  that	
  
mo6vates	
  others	
  to	
  find	
  it	
  and/or	
  improves	
  on	
  it.
Empowering	
  others	
  -­‐	
  How	
  can	
  you	
  make	
  them	
  look	
  good	
  /	
  their	
  life	
  easier?
Where is the
fun?
119Monday, 24 June 13
The	
  fun	
  is	
  not	
  in	
  the	
  glamorous	
  stuff,	
  the	
  shiny,	
  the	
  gliGer	
  on	
  top...
The fun is...
120Monday, 24 June 13
The	
  fun	
  is	
  in	
  the	
  process	
  and	
  the	
  structure	
  behind	
  the	
  visible,	
  the	
  fun	
  is	
  in	
  making	
  it	
  
happen,	
  in	
  working	
  the	
  system	
  to	
  get	
  the	
  best	
  result.
With	
  every	
  project	
  I've	
  worked	
  on	
  there	
  has	
  been	
  an	
  increasing	
  element	
  of	
  changing	
  
the	
  process	
  /	
  organisa6on	
  to	
  deliver	
  the	
  right	
  solu6on,	
  to	
  the	
  right	
  problem	
  for	
  the	
  best	
  
results.
OLI SHAW
www.olishaw.com
@olishaw
hello@olishaw.com
THANK YOU
www.fluxx.uk.com
big thinking, brought to life
121Monday, 24 June 13
Thank	
  
you

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Strategic design tools - patterns, frameworks and principles

  • 1. STRATEGIC DESIGN TOOLS Patterns, Frameworks & Principles Oli Shaw | @olishaw | www.olishaw.com June 2013 UX Scotland 1Monday, 24 June 13
  • 2. Product and service innovation company www.fluxx.uk.com + Experience & Brand Strategist www.olishaw.com 2Monday, 24 June 13 I  work  at  fluxx,  as  a  strategic  designer,  we  are  a  product  an  service  innova6on  company.   “Fluxx  is  an  innova6on  company,  crea6ng  new  products  and  services  to  drive  growth  for  established   brands.  We  encourage  large  companies  to  behave  like  start-­‐ups,  introducing  our  unique  blend  of   business  rigour  and  crea6ve  enterprise  to  see  big  thinking  brought  to  life.”
  • 3. It’s not a very sexy title for a talk, is it? STRATEGIC DESIGN Patterns, Frameworks & Principles 3Monday, 24 June 13
  • 4. Maybe I should have called it: PROBES, COAXING & MANIPULATION 4Monday, 24 June 13
  • 6. “Strategic design is about applying some of the principles of traditional design to ‘big picture’ [challenges] ...It redefines how problems are approached, identifies opportunities for action” WHAT IS STRATEGIC DESIGN? ~ Helsinki Design Lab 6Monday, 24 June 13
  • 7. “This is only possible when design is integrated into the DNA of organisations, creating new opportunities for designers with a strategic aptitude to migrate from studios and ateliers to integrated positions, embedded within organisations and governments.” WHAT IS STRATEGIC DESIGN? ~ Helsinki Design Lab 7Monday, 24 June 13
  • 8. DESIGN HAS MORE VALUE TO OFFER 8Monday, 24 June 13 Design  has  more  value  to  offer  then..  then  just  making  things  preGy  and  feel   nice
  • 9. DESIGNING THE SOLUTION 9Monday, 24 June 13 Designers  are  typically  used  to  start  by  finding  the  answer  to  the  ques6on;  ‘what  is  the   solu6on?’
  • 10. Jurassic Park http://youtu.be/qIXk3mNkGy4 10Monday, 24 June 13 John  Hammond:  I  don't  think  you're  giving  us  our  due  credit.  Our  scien6sts  have  done   things  which  nobody's  ever  done  before... Dr.  Ian  Malcolm:  Yeah,  yeah,  but  your  scien6sts  were  so  preoccupied  with  whether  or   not  they  could  that  they  didn't  stop  to  think  if  they  should.
  • 11. How do we solve this? Should we be doing this? Why are we doing this..? 11Monday, 24 June 13 Rather  then  geQng  excited  and  rushing  into  ‘how  do  we  solve  this’,  we  should  always   want  to  make  sure  to  make  sure  ‘should  we  be  doing  this’  and  what  is  the  commercial   reason  we  are  doing  this. When  mentoring  one  of  the  most  common  things  I  see  is  people  jus6ng  straight  into   wireframing,  worse  s6ll  is  when  they  jumping  straight  in  to  wireframing  in  soRware.   This  isn’t  leaving  6me  for  thinking  about  the  purpose,  its  straight  into  the  experience.
  • 12. DEFINING THE PROBLEM 12Monday, 24 June 13 I’ve  always  been  more  interested  in  defining  the  problem,  because  defining  the   problem  is  as  if  not  more  important  then  designing  the  solu6on.
  • 13. DEFINING THE RIGHT PROBLEM 13Monday, 24 June 13 Because  you  need  to  make  sure  its  the  RIGHT  problem  your  trying  to  solve.
  • 14. PURPOSE + EXPERIENCE = IMPACT 14Monday, 24 June 13 In  the  world  of  branding  you  have  purpose,  experience  and  impact. For  designers  you  can  create  the  greatest  experience  but  it  the  purpose  is  not  right,  its   not  worth  anything  and  more  importantly  it  wont  have  the  impact  the  business  wants   or  needs.
  • 15. STRATEGIC DESIGN 15Monday, 24 June 13 I’m  going  to  talk  about  strategic  design,  with  the  goal  of  trying  to  get  the  right  balance   of  theory  and  things  that  you  can  take  away  with  and  use  in  your  work.
  • 16. Where are design decisions being made? 16Monday, 24 June 13 Before  we  begin,  I  want  you  to  consider  this... Design  decisions  are  made  without  some  people  realising  that  they  are  making  design   decisions  or  that  they  are  effec6ng  the  design  decisions  that  can  be  made.
  • 17. Where are design decisions being made? Developers & Engineers 17Monday, 24 June 13 Developers  /  Engineers:  The  choices  they  make  in  the  development  process  effects  the   final  product  which  are  design  decisions  (e.g.  transi6on  /  anima6on  speeds)
  • 18. Where are design decisions being made? Developers & Engineers Product Owner / Manager 18Monday, 24 June 13 Product  owners:  By  Choosing  the  priority  of  features   etc.
  • 19. Where are design decisions being made? Developers & Engineers Product Owner / Manager Business & Finance 19Monday, 24 June 13 Business  &  Finance:  By  the  amount  of  budget  and  resources  they  assign  to  a  project,   or  by  seQng  the  business  objec6ves  and  the  measurements  of  success.
  • 20. Where are design decisions being made? Developers & Engineers Product Owner / Manager Business & Finance Policy makers & Legal 20Monday, 24 June 13 As  you  move  up  the  chain  there  are  increasingly  more  things  which  shape  the  design   decisions  being  made,  the  laws  and  policies  which  might  need  to  be  challenged  or   changed  for  the  right  design  to  happen.
  • 21. THIS TALK COVERS: 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 21Monday, 24 June 13
  • 22. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 22Monday, 24 June 13
  • 23. PROBLEMS AREN’T CLEAN AND CLEAR Squiggle By Damien Newman 23Monday, 24 June 13 Problems  aren’t  clean  and  clear,  they  are  messy.
  • 24. Donald Rumsfeld http://youtu.be/NfNnnoXBd40 24Monday, 24 June 13 ‘There  are  known  knowns,  there  are  known  unknowns  and  there  are  the  unknown   unknowns...’
  • 25. DARK MATTER~ Dan Hill 25Monday, 24 June 13 This  is  what  Dan  Hill  talks  about  as  the  dark  maGer  of  projects...if  you  haven't  read   what  he  has  said  you  should  make  a  point  of  going  and  reading  it.
  • 26. “The answer to unlocking a new experience, product or service is sometimes buried deep within organisational culture, regulatory or policy environment.”~ Dan Hill 26Monday, 24 June 13 The  design  you  will  produce  is  shaped  by  these  invisible,  intangible  forces,  which   shape  the  end  results  as  much  as  the  choice  of  type  or  colour  pallet.
  • 27. Sid Meier's Civilization http://youtu.be/U3up2VzedTM 27Monday, 24 June 13 In  the  beginning  a  new  design  project  if  feels  a  lot  like  playing  civilisa6on  to  me,  its  a   dark  map,  you  don't  have  much  to  go  on,  but  you  explore,  you  make  discoveries,  you   create,  you  make  allies  and  such.
  • 28. Solutions != Requirements (or assumptions) 28Monday, 24 June 13 I  want  to  be  given  a  problem  to  understand,  define  and  solve.   Not  a  solu6on  to  design  and  implement. When  you  are  given  a  solu6on  as  a  star6ng  point  there  is  liGle  scope  for  innova6on  to   happen,  worse  s6ll  there  is  a  greater  poten6al  for  the  project  to  go  in  the  wrong   direc6on.
  • 29. What are the business objective? 29Monday, 24 June 13 A  simple  technique  for  ‘transla6ng  back’  a  solu6on  you  have  been  given  to  implement   in  to  a  requirement,  is  to  find  out  “what  the  business  objec6ve  is  that  this  solu6on   needs  to  address?” If  a  project  or  feature  is  NOT  linked  to  a  business  objec6ve,  why  are  you  doing  it? This  creates  the  opportunity  for  the  designer  to...concept  beGer,  add  more  value  and   to  well  design,  not  just  implement.
  • 30. Hypotheses beat Requirements which beats Solutions any day of the week 30Monday, 24 June 13 A  hypothesis  or  and  assump6on  which  you  can  work  from,  allows  for  more  scope  and   opportunity  then  a  fixed  requirement.  But  both  a  hypothesis  and  a  requirement  as  far   beGer  then  being  given  a  solu6on  to  implement.
  • 31. START WITH A HYPOTHESISES 31Monday, 24 June 13 How  can  you  add  value  if  your  just  puQng  the  lips6ck   on?
  • 32. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 32Monday, 24 June 13
  • 33. Thundercats http://youtu.be/0-0hNQTmZ0Q 33Monday, 24 June 13 Lion-­‐o  lord  of  the  Thundercats  has  a  the  sword  of  omens  to  guide  him  the  right   direc6on...
  • 34. THE IMPORTANCE OF A VISION 34Monday, 24 June 13 Sight  beyond  sight...I  oRen  talk  a  lot  about  the  the  importance  of  a  vision  as   something  to  aim  towards.   You  need  to  know  where  you  are  heading  before  you  set  out  upon  a  journey,  rather   then  focusing  on  your  method  of  geQng  somewhere.
  • 35. calgary.ca HAVE SOMETHING VISIBLE TO AIM FOR 35Monday, 24 June 13 There  are  many  routes,  obstacles  and  unforeseen  events  on  the  way  to  your  goal,  but   you  need  something  to  keep  aiming  for  as  you  navigate  the  course  of  a  project.
  • 36. What are we delivering on? CREATE SOMETHING VISIBLE TO AIM FOR 36Monday, 24 June 13 So  what  do  you  need  to  consider  when  crea6ng  your  vision  to  aim  for? 1.  What  are  we  delivering  on?  What  is  the  brand  value  or  business  objec>ve  we  are   linking  this  to?
  • 37. What are we delivering on? How far forward are we looking? CREATE SOMETHING VISIBLE TO AIM FOR 37Monday, 24 June 13 As  its  a  vision  it  should  be  a  blend  of  a?ainable  but  also  beyond  reach  (so  it  is   something  to  aim  for)
  • 38. What are we delivering on? How far forward are we looking? Make it a collaborative exercise CREATE SOMETHING VISIBLE TO AIM FOR 38Monday, 24 June 13 It  should  be  a  collabora6ve  exercise  in  crea6ng  it,  with  key  representa6ves  /   stakeholders  involved.  This  should  create  buy  in  with  the  right  people  at  the  right  level.
  • 39. What are we delivering on? How far forward are we looking? Make it a collaborative exercise Share it with everyone CREATE SOMETHING VISIBLE TO AIM FOR 39Monday, 24 June 13 It  must  be  share  with  everyone  in  the  organisa6on,  communicate  it,  so  that  it   becomes  a  share  vision  everyone  is  working  towards.
  • 40. VALUE PROPOSITION by Stephan Liozu 40Monday, 24 June 13 And  now  for  some  examples  of  exercises  for  finding  and  shaping  the  vision. First,  the  value  proposi6on  elevator  pitch  by  Stephan  Liozu,  it  concisely  combines  all  of   the  key  aspects  needed  to  start  crea6ng  a  vision. hGp://thebuildnetwork.com/innova6on/value-­‐proposi6on-­‐statement/
  • 41. OBITUARY by Bill Taylor 41Monday, 24 June 13 The  Obituary  by  Bill  Taylor   “take  6me  (probably  much  longer  than  twenty  minutes)  and  write  their  organiza6on's   obituary.  What  legacy  did  your  company  leave  in  its  industry?  What  contribu6ons  did   your  business  unit  make  to  your  company?  How  did  your  brand  move  the  needle  in  a   market  category?  To  clarify  your  company's  future,  it  helps  to  step  back  and  imagine  a   world  in  which  it  does  not  exist.” hGp://blogs.hbr.org/taylor/2012/05/ your_companys_obituary_can_shape_its_future.html
  • 42. TECHCRUNCH REVIEW 42Monday, 24 June 13 Or  if  that  is  too  morbid,  you  can  work  it  the  other  way  round.  If  you  launch  tomorrow   (with  everything  finished  perfectly)  what  would  the  TechCrunch  (or  alike)  review  of  your   product  be?  What  aspects  would  they  praise,  what  would  they  compare  you  to?
  • 43. AMAZON REVIEWS 43Monday, 24 June 13 Or  to  make  it  more  audience  focused  (if  you  have  personas  at  the  stage),  you  could   create  Amazon  customer  reviews  of  your  product.
  • 44. Sugru.com 44Monday, 24 June 13 Another  method  is  to  craR  a  manifesto  as  something  to  aim  for,  a  good  manifesto  is   rooted  in  disrup6on,  it  needs  to  inspire  and  rally  people  together  towards  a  unified   objec6ve.
  • 45. MISSION STATEMENT TO A TWEET Praesent non nisi quis mauris convallis aliquet. Curabitur ac bibendum lacus, nec congue lorem. Donec eget cursus odio. Maecenas luctus felis luctus sagittis vulputate. Suspendisse eget nunc vitae odio aliquet ornare. Mauris in semper neque, et Praesent non nisi quis mauris convallis aliquet. Curabitur ac bibendum lacus, nec congue lorem. Donec eget cursus odio. Praesent non nisi quis mauris conva Mission statement Elevator pitch Tweet @olishaw www.olishaw.com 45Monday, 24 June 13 An  exercise  I  have  been  refining  in  my  work  is  the  mission  statement  to  a  tweet. Have  (all  the  right  people)  in  a  workshop,  get  them  to  individually  write  a  mission   statement  for  the  company  /  product.  Then  they  each  take  turns  in  reading  it  out,   discuss  the  differences.  Then  they  rewrite  the  mission  statement  but  much  more   condensed,  like  an  elevator  pitch,  again  read  out  and  discuss,  but  this  6me  they  should   all  be  more  aligned.  Finally  get  them  to  once  again  write  it,  but  this  6me  they  have  to   put  it  into  a  tweet,  and  one  last  6me  read  out  and  discuss. By  the  end  of  the  process  they  should  all  be  aligned,  and  you  should  have  a  clear  idea   of  the  key  objec6ves  and  differen6ators.
  • 46. A STARTING POINT 46Monday, 24 June 13 These  exercises  are  just  the  beginning,  you  shouldn’t  expect  to  get  a  finished  polished   vision  out  of  these  workshops  and  exercises.  But  you  should  have  successfully  begun  to   align  the  key  stakeholders  towards  the  same  vision.  The  vision  will  need  some  further   craRing  and  polishing  before  you  can  communicate  it  with  everyone  else  in  the   organisa6on.
  • 47. COAXING OUT THE SOFTER REQUIREMENTS 47Monday, 24 June 13 In  the  process  of  crea6ng  the  vision  and  working  through  these  exercises,  it  will  oRen   help  you  tease  out  some  of  the  soRer  requirements  and  less  explicit  goals  for  the   project/organisa6on.
  • 48. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 48Monday, 24 June 13 If  your  not  familiar  with  what  design  principles  do  and  why  are  they  important...  good   design  principles  should  measure  up  to  these  points:
  • 49. DESIGN PRINCIPLES They describe the characteristic of a product. 49Monday, 24 June 13 The  characteris6cs  and  the   personality...
  • 50. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. 50Monday, 24 June 13 They  must  be  in  a  language  which  can  be  understood  by  a  wide  variety  of  people.   This  is  so  that  they  can  be  agreed  with,  supported  by  and  championed  by  others   within  the  organisa6on.
  • 51. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. They are experience goals for the product. 51Monday, 24 June 13 They  are  goals  which  the  product  experience  needs  to   achieve
  • 52. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. They are experience goals for the product. They help guide us towards our vision. 52Monday, 24 June 13 They  should  help  navigate  the  project  to  reach  the  desired  vision,  keeping  it   true.
  • 53. DESIGN PRINCIPLES They describe the characteristic of a product. They are used to communicate to a wide variety of people. They are experience goals for the product. They help guide us towards our vision. They can be used to aid decision making in a project. 53Monday, 24 June 13 Lastly  but  most  importantly,  having  a  set  of  design  principles  are  invaluable  when    you   trying  to  make  a  decision  about  a,b  or  c  (aside  from  prototypes  and  user  tes6ng).  The   are  even  more  helpful  when  you  have  a  senior  stakeholder  coming  along  and  doing  a   “swoop  n  poop”    in  your  mee6ng.
  • 54. “We created a spreadsheet of design principles that companies shared: Google, Apple, UK.gov, etc. Then we took the strongest principles” ~ Anonymous 2013 54Monday, 24 June 13 I  recently  read  this  on  a  forum  discussing  how  to  create  design   principles.
  • 55. WHAT’S RIGHT FOR YOUR BRAND / PRODUCT 55Monday, 24 June 13 The  principles  for  Google  won’t  be  right  for  Morrisons,  who’s  principles  wont  be  right   for  Louis  VuiGon. The  principals  you  are  using  to  govern  and  steer  your  product's  decisions  should  be   grounded  in  what  is  important  to  your  product,  your  brands  values,  your  business   objec>ves,  linked  to  research  or  your  audience  goals.
  • 56. Universal: our design needs to work for everyone, every culture, every language, every device, every stage of life. Human: our voice and visual style stay in the background, behind people’s voices, people’s faces, and people’s expression. Clean: our visual style is clean and understated. Consistent: reduce, reuse, don’t redesign. Useful: meant for repeated daily use Fast: faster experiences are more efficient and feel more effortless. Transparent: we are clear and up front about what’s happening and why. 56Monday, 24 June 13 Your  principles  shouldn’t  be  too  abstract  or  too  generic. What  design  shouldn’t  be  useful?  The  goals  facebook’s  principles  are  looking  to   achieve  are  good  but  the  way  they  are  communicated  is  too  general.  
  • 57. PRINCIPLES TEMPLATE Principle (statement) Description / details Examples of use 57Monday, 24 June 13 A  design  principal  should  consist  of:  A  statement,  a  descrip6on  and  where  possible  an   example  (this  can  be  added  later). It  should  be  noted  that  the  principle  /  statement  should  be  strong  and  clear  enough   on  its  own,  without  the  descrip6on  /  details.
  • 58. 58Monday, 24 June 13 It  goes  without  saying  that  your  design  principles  should  be  considered,  and  as  such   they  shouldn’t  be  an  epic  list.  Too  many  principles  will  encourage  people  to  use  them   lest,  the  wont  be  as  memorable.  
  • 59. GOV.UK PRINCIPLES 59Monday, 24 June 13 The  Gov.UK  principles  are  a  shining  example  of  a  good  set  of  design  principles,  if  you   haven’t  seen  them  make  sure  you  go  an  read  them.
  • 60. TEST YOUR PRINCIPLES ~ Jared M. Spool 2011 60Monday, 24 June 13 Jared  M.  Spool  gave  these  checks  to  test  the  principles  you  have   created
  • 61. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? ~ Jared M. Spool 2011 61Monday, 24 June 13 I  would  update  this  test  to  include  that  it  should  be  linked  to  at  least  one  of;  your   brands  values,  your  business  objec6ves,  your  audience  goals  or  research.
  • 62. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? ~ Jared M. Spool 2011 62Monday, 24 June 13 The  principle  should  be  a  guide  and  a  support  when  making  decisions  or  decisions  are   being  made  without  you.
  • 63. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? ~ Jared M. Spool 2011 63Monday, 24 June 13 (see  facebook’s  ‘useful  and   clean’)
  • 64. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? 4. Is it Something You Might Reverse In A Future Release? ~ Jared M. Spool 2011 64Monday, 24 June 13
  • 65. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? 4. Is it Something You Might Reverse In A Future Release? 5. Have You Evaluated It For This Project? ~ Jared M. Spool 2011 65Monday, 24 June 13
  • 66. TEST YOUR PRINCIPLES 1. Does It Come Directly From Research? 2. Does It Help You Say 'No' Most Of The Time? 3. Does It Distinguish Your Design From Your Competitors'? 4. Is it Something You Might Reverse In A Future Release? 5. Have You Evaluated It For This Project? 6. Is Its Meaning Constantly Tested? ~ Jared M. Spool 2011 66Monday, 24 June 13 Use  the  principles,  don't  forget  them,  iterate  and  keep  them   current.
  • 67. SHARE, COMMUNICATE & USE 67Monday, 24 June 13 Once  you  have  your  design  principles,  they  should  be  communicated  with  the  whole   organisa6on  (and  beyond).  Don’t  just  keep  them  for  the  design  department,  make  them   public,  they  might  even  end  up  being  used  in  the  marke6ng  campaigns  (as  seen  by  HTC   and  EE)
  • 68. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 68Monday, 24 June 13 On  the  journey  to  defining  the  right  problem  and  star6ng  to  look  at  what  possible   solu6ons  their  might  be,  synthesis  and  perspec6ve  can  be  great  tools  for  the  strategic   designer. Adding  more  value  by  synthesising  the  available  informa6on  not  just  analysing  it.  And   looking  at  the  problem  from  different  perspec6ves,  to  understand  the  purpose  behind   what  your  trying  to  achieve  and  solve.
  • 69. (asking the right questions) Synthesising not Analysing 69Monday, 24 June 13 If  analysis  is  about  reviewing  the  informa6on  and  determining  why  something  is,   Synthesis  is  about  proposing  the  way  something  could  be.  Synthesis  adds  value. “…  During  synthesis,  it  is  not  the  discrete  elements  of  data  that  are  interes6ng  so   much  as  the  rela6onship  between  these  elements.  Iden6fying  a  rela6onship  forces  the   introduc6on  of  a  credible  (although  rarely  validated)  story  of  why  the  elements  are   related.”  -­‐  Jon  Kolko
  • 70. PUT IT ON THE WALLS MAKE IT PHYSICAL & COLLABORATE 70Monday, 24 June 13 When  synthesising,  don't  hide  it  away  in  digital  files.   Make  it  physical,  something  you  can  scribble  on,  leQng  you  see  the  wood  for  the   trees,  and  open  it  up  to  being  collaborate.
  • 71. DISTILL INTO VISUALISATIONS Get box through post Open box Dropoff Dropoff Install Register Physical to digital transition Tx Rx 71Monday, 24 June 13 Create  diagrams  of  your  synthesis,  by  visualising  what  you  understand  it  helps  you   (and  others)  to  see  priori6es,  rela6onships  and  unseen  ques6ons.
  • 72. CREATE HYPOTHESISES 72Monday, 24 June 13 Start  crea6ng  ‘your  best  gues6mates’,  make  some  hypothesises  which  you  want  to   prove  or  disprove.
  • 73. MAKE IT TO BREAK IT 73Monday, 24 June 13 Create  a  hypothesis  to  tear  it  down  and  make  a  beGer  one. Try  and  break  it.  Why  did  it  break?  What  have  you  learnt  from  it? Then  iterate,  iterate,  iterate...
  • 74. PROTOTYPES* 74Monday, 24 June 13 This  is  why  quick  prototypes  are  so  useful  for  experimen6ng  and  learning.   Work  out  what  the  Minimum  Viable  Experiment  is,  get  it  in  front  of  some  people,  and   find  out:  Is  this  the  right  direc6on?  Is  our  hypothesis  correct?
  • 75. EXPLORE DIFFERENT PERSPECTIVES 75Monday, 24 June 13 Perspec6ves.   When  your  looking  at  a  problem  or  a  poten6al  solu6on  its  worth  trying  to  view  it  from   as  many  different  perspec6ves  (contexts)  as  possible.
  • 76. lensesEXPLODE / ATOMISE 76Monday, 24 June 13 The  first  stage  in  this  process  is  to  atomise  it,  like  a  lego  model  take  it  a  part  and  see  it   for  all  its  elements.
  • 77. SEE PATTERNS & THEMES 77Monday, 24 June 13 Zoom  in  and  out  of  the  detail,  try  and  iden6fy  the  themes  /  territories  /  paGerns
  • 78. CONTRAST & CONTEXT 78Monday, 24 June 13 Some6mes  one  of  the  best  ways  to  see  the  rela6onships  is  to  use  contrast,  put  it   against  something  else,  or  to  pivot  the  context  of  use.
  • 79. lensesLOOKING THROUGH LENSES 79Monday, 24 June 13 An  exercise  which  is  great  for  this  is  to  ‘look  through  a  lens’. For  example,  if  a  car  was  viewed  through  different  lenses,  you  have  the  lavish  hot  rod,   the  precision  F1,  the  safe  and  reliable  family  car  and  the  rugged  and  u6litarian  van.
  • 80. EXAMPLE LENSES Analytical 80Monday, 24 June 13 For  a  home  energy  monitoring  project  we  explored  these  lenses.  They  are  just   examples  and  their  not  right  for  every  project,  but  should  give  you  an  idea. Analy>cal:  what  is  the  best  tools  for  slicing  and  dicing  their  energy  data?
  • 81. EXAMPLE LENSES Analytical Environmental 81Monday, 24 June 13 Environmental:  ‘Helping  me  understand  the  impact  of  my   ac6ons’
  • 82. EXAMPLE LENSES Analytical Environmental Financial 82Monday, 24 June 13 Financial:  ‘Reassuring  me  that  I’m  geQng  the  best  deal’  &  ‘Helping  me  save  money  by   using  less’
  • 83. EXAMPLE LENSES Analytical Environmental Financial Social 83Monday, 24 June 13 Social:  ‘Sharing  my  behaviour  and  intent’,  ‘Comparing  my  ac6ons  against  others’  &   ‘Making  me  more  visible’
  • 84. EXAMPLE LENSES Analytical Environmental Financial Social Game 84Monday, 24 June 13 Game:  ‘Using  game  mechanics  to  encourage  behavioural  change’  &  ‘Being   playful’
  • 85. EXAMPLE LENSES Analytical Environmental Financial Social Game Editorial 85Monday, 24 June 13 Editorial:  ‘What  is  the  role  of  content  in  helping  people  understand  energy  use?  e.g.   educa6onal’
  • 86. lensesCONTRAST VIA CONTEXT School run Road Trip 86Monday, 24 June 13 Or  you  can  contrast  the  context...passive  vs  ac6ve,  short  vs  long,  etc. Using  the  car  example  again:   If  your  making  a  car  for  a  school  run,  it  needs  to  be  safe  (child  friendly),  good  for  short   frequent  journeys  and  capable  of  holding  lots  of  children. Where  as  if  your  making  a  car  for  a  road  trip,  it  needs  to  be  comfortable  for  long   journeys,  capable  of  holding  luggage  and  people,  etc.
  • 87. LATERAL REVIEW Considering alternatives which have similar patterns or features 87Monday, 24 June 13 Another  technique  is  to  explore  laterally  compe6tors  /  inspira6on. For  example,  home  energy  monitoring...Essen6ally  by  monitoring  the  energy  use  of   your  home  your  crea6ng  a  data  feed,  it  goes  up  and  down  and  you  can  overlay  different   axis  to  see  the  ac6vity  in  different  ways. What  else  use  a  data  feed  to  monitor  ac6vity?
  • 88. 88Monday, 24 June 13 Sports  apps.  Tracking  your  ac6vity  when  cycling  (Strava),  your  driving  ac6vity   (ecoDrive)  and  running  or  general  ac6vity  monitors  like  Nike  Fuel  band.
  • 89. nike+ Runkeeper 89Monday, 24 June 13 There  are  lots  of  running  monitors  out  there,  2  key  examples  are  nike+  and   Runkeeper.  the  track  your  speed,  distance  and  overlay  it  with  GPS  data.
  • 90. How can you be different? Running is running, right? 90Monday, 24 June 13 running  is  running  right?  its  been  done,  its  a  saturated  space,  how  could  you   differen6ate  a  new  app?
  • 91. Zombies RUN! A running app which combines narrative with exercise. 91Monday, 24 June 13 How  about  look  at  it  through  a  narra6ve  or  game   lens?
  • 92. 92Monday, 24 June 13 “Zombies,  Run!  is  an  immersive  running  game.  Players  act  as  the  character  Runner  5   through  a  series  of  missions,  during  which  they  run  and  listen  to  various  audio   narra6ons  to  uncover  the  story.  While  running,  the  player  collects  supplies  such  as   ammuni6on,  medicine  and  baGeries  which  they  can  use  to  build  and  expand  their  base.   The  app  can  record  the  distance,  6me,  pace,  and  calories  burned  on  each  mission   through  the  use  of  the  phone's  GPS  or  accelerometer.”
  • 93. lensesLENSES, CONTRAST & LATERAL 93Monday, 24 June 13 ARer  you  have  exhausted  exploring  lenses,  contrast  and  lateral  you  should  end  up   with  a  wealth  of  ideas  and  thoughts  to  synthesise.
  • 94. UNDISCOVERED OPPORTUNITIES & UNSEEN PROBLEMS 94Monday, 24 June 13 By  shiRing  the  pivo6ng,  looking  at  different  perspec6ves  or  reframing  things  it  will   help  you  see  some  previously  unseen  problems,  it  should  also  help  you  uncover  some   addi6onal  opportuni6es.
  • 95. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 95Monday, 24 June 13
  • 96. Why use a framework or a template? 96Monday, 24 June 13 They  creates  rigger  and  efficiency,  they  help  with  making  things  replicable  -­‐  saving  you   6me  and  energy  in  the  long  run.   Most  importantly  they  help  you  focus  on  making  things  good  /  making  good  things.
  • 97. VALUE PROPOSITION by Stephan Liozu 97Monday, 24 June 13 Some  examples  of  frameworks  and  template,  as  we  have  seen  already  the  value  prop   pitch  template.
  • 98. Primary Persona Brands they use and like What they use online + mobile Motivations and goals How did they What is their Pain points Home Budget Holder “ Getting more for my money and making it last the month” A family home, consisting of both parents and two children of 14 and 11. The father is a skilled manu- al worker and the mother works part time in a call centre. “ I want to make sure I don’t over- spend on my bill” utility bill or and alert reminder. “If its too dif- and register, i’m not interested” 4 people One family computer used by all Dad has a smart phone Family TV games console Primary Persona Brands they use and like What they use online + mobile Motivations and goals How did they What is their Pain points Home A young family home, consisting of a dad, mum and one child of 8. Both the parents are highly educated, the father commutes to work daily, the mother works at home to make the family usage” usage so they can monitor their usage and spending. to access it. make a great differ- ence? A smaller home for a young family in oxford some solar panels Their garden is important with and green house an older TV bothered about upgrading They cook in bulk and freeze their food wasteful is key Brands they use and like What they use online + mobile Motivations and goals How did they What is their Pain points Home “ I like to be know for trying new disposable income or access to credit fuels their passion. Its about being seen to be an early adopter” others about so others see what i’m doing. website sharp drop off. - usage. shared with partner Owning and gadgets are an for them and high quality audio equip- ment make life easier 98Monday, 24 June 13 I’m  sure  your  all  familiar  with  persona  frameworks  and   templates.
  • 99. BUSINESS MODEL GENERATION CANVAS http://www.businessmodelgeneration.com/canvas 99Monday, 24 June 13 “The  Business  Model  Canvas,  is  a  strategic  management  and  entrepreneurial  tool.  It   allows  you  to  describe,  design,  challenge,  invent,  and  pivot  your  business  model.”
  • 100. DIYCreate your own, iterate, improve and evolve 100Monday, 24 June 13 Create  your  own  templates  for  your  workshops  and  yourself.   Adapt  and  evolve  them  as  you  need,  start  crea6ng  your  own  playbook.
  • 101. 1. Defining the right problem 2. Importance of a vision 3. Design principles 4. Synthesis & Perspective 5. Frameworks & Templates 6. Better innovation through collaboration 101Monday, 24 June 13 collaborate,  collaborate,   collaborate.
  • 102. 102Monday, 24 June 13 There  are  already  some  great  resources  out  there  for  crea6ve  workshop,  and  my  6me   is  limited  in  this  talk  so  I  wont  go  into  detail  on  workshops  -­‐  Also  I’ve  already  covered   some  of  it  in  the  talk.
  • 103. Kids party Herding cats 103Monday, 24 June 13 I  will  say  that  planing  and  running  a  collabora6ve  workshop  is  like  organising  a   children's  party,  trying  to  work  out  what  party  games  will  yield  the  best  results.  Or  like   cat  herding  for  professionals,  trying  to  focus  and  mo6vate  a  variety  of  par6cipants.
  • 104. HARMONISING / ALIGNING 104Monday, 24 June 13 A  key  outcome  of  collabora6ve  work  is  in  aligning  everyone  to  the  same  goal  /   objec6ve. I  have  always  found  collabora6ve  session  to  be  one  of  the  best  ways  of  harmonising   and  aligning  everyone  towards  the  same  goals,  to  understand  and  appreciate  the   complexity  of  the  problem  at  hand,  or  as  a  good  way  of  geQng  some  stakeholders   passionate  solu6on  out  into  the  open  so  that  it  can  be  discussed.
  • 105. PROVOKE 105Monday, 24 June 13 Provoking  discussion  and  mo6va6ng  people  to  make  a  decision,  some6mes  the  best   thing  is  to  do  something  deliberately  wrong. One  technique  I  like  for  geQng  things  moving  when  there  is  a  lot  of  discussion  but   liGle  agreement,  is  “Go  with  the  worst  idea”  tac6c. As  described  by  Jon  Bell  as  the  “McDonald’s  for  lunch”  trick: “I  use  a  trick  with  co-­‐workers  when  we’re  trying  to  decide  where  to  eat  for  lunch  and   no  one  has  any  ideas.  I  recommend  McDonald’s. An  interes6ng  thing  happens.  Everyone  unanimously  agrees  that  we  can’t  possibly  go   to  McDonald’s,  and  beGer  lunch  sugges6ons  emerge.  Magic! It’s  as  if  we’ve  broken  the  ice  with  the  worst  possible  idea,  and  now  that  the   discussion  has  started,  people  suddenly  get  very  crea6ve.  I  call  it  the  McDonald’s   Theory:  people  are  inspired  to  come  up  with  good  ideas  to  ward  off  bad  ones.”
  • 106. PROBE 106Monday, 24 June 13 Some6mes  you  need  to  more  subtle  and  discreet,  then  provoking. In  deep  space  terms,  probes  are  sent  out  to  discover  things  and  report  informa6on   back. Probes  are  fantas6c  strategic  design  tools  for  geQng  an  indica6on  of  something  (oRen   with  evidence)  and  repor6ng  informa6on  back. A  good  story  of  a  probe  is  the  Van  Halen...story “"M&M's  (WARNING:  ABSOLUTELY  NO  BROWN  ONES)."  While  the  underlined  rider   entry  has  oRen  been  described  as  an  example  of  rock  excess,  the  outlandish  demand  of   mul6millionaires,  the  group  has  said  the  M&M  provision  was  included  to  make  sure  that   promoters  had  actually  read  its  lengthy  rider.  If  brown  M&M's  were  in  the  backstage   candy  bowl,  Van  Halen  surmised  that  more  important  aspects  of  a  performance-­‐-­‐ ligh6ng,  staging,  security,  6cke6ng-­‐-­‐may  have  been  botched  by  an  inaGen6ve   promoter.”  -­‐  Rolling  stone  magazine
  • 107. DESIGN COMMUNICATION 107Monday, 24 June 13 All  to  oRen  designers  lock  themselves  away  to  craR  the  solu6on  and  only  them  come   back  and  present  it.  Design  should  take  a  lead  form  dark  rooms,  black  boxes  and   invisibility
  • 108. COMMUNICATE & SHARE 108Monday, 24 June 13 I’ve  been  using  an  open  produc6on  process  for  years  now,  not  disappearing  off  in  a   dark  room  and  coming  back  with  an  'amazing'  solu6on.  But  geQng  everything  out  of  the   digital  files  and  up  on  the  wall  for  anyone  to  come  and  look  at,  taking  that  further  and   invi6ng  ‘walk  throughs’  for  anyone  in  the  company  to  come  and  see  what  in  progress  .   I’ve  found  it  to  be  a  great  way  of  geQng  buy  in  for  those  whom  need  to  buy  in  and   geQng  trust  from  thoues  whom  work  in  the  organisa6on.
  • 109. Decisions 109Monday, 24 June 13 ORen  when  I  talk  about  this  with  others  they  ask;  how  decisions  and  sign  off  happens   with  an  open  inclusive  process?
  • 110. Too many cooks spoil the broth... Design by Committee 110Monday, 24 June 13 All  too  oRen  I  hear  the  terms:  “To  many  cooks  spoil  the  broth”  or  “I  hate  design  by   commiGee”. But  there  is  a  difference  between  leQng  others  make  design  choices  and  allowing  for   design  discussion.  Two  key  skill  in  this  senario  we  have  already  discussed  in  this  talk...
  • 111. 1. Don’t take solutions 2. Synthesise the feedback 111Monday, 24 June 13 1.  Solu>ons.  don't  take  a  solu6on  as  a  star6ng  point,  understand  what  the  underlying   mo6va6on  is,  ‘define  the  right  problem’. 2.  Synthesis.  don't  take  a  list  of  direct  ac6ons  to  work  through  synthesise  the  feedback   and  understand  how  best  to  address  it.
  • 112. Getting Decisions Made 112Monday, 24 June 13 Another  technique  to  geQng  decisions  made  is  to  get  responses  before  the  mee>ng.   Get  something  ‘signed  off’  before  the  sign-­‐off  mee6ng,  so  that  the  actual  mee6ng  is   more  of  a  formality.  This  lets  you  answer  ques6ons  and  pass  the  work  through  quickly   and  efficiently  -­‐  no  egos  need  to  come  out  between  stakeholders  in  the  mee6ng.
  • 113. CONCLUSIONS 113Monday, 24 June 13 In  summary,  some  closing   thoughts.
  • 114. Hitchhikers guide to the galaxy http://youtu.be/Sx2QIntaLA4 114Monday, 24 June 13 The  Babel  fish  from  HGTTG. Designer  need  to  be  like  babel  fish,  able  to  understand  all  languages,  developers,   business,  customers  and  be  able  to  translate  things  back  into  the  languages  of  others.
  • 115. IS THIS THE RIGHT PROBLEM TO SOLVE? 115Monday, 24 June 13 Always  be  asking:  is  this  the  right  problem?  Before  you  start  to  think  about  a   solu6on.
  • 116. Will the results of our efforts be valuable? or Could they be more valuable? 116Monday, 24 June 13 Always  be  looking  to  answer  these  ques6ons,  how  can  my  design/work  add  more   value?
  • 117. MAKE EXPERIMENTS 117Monday, 24 June 13 Make  it  to  brake  it,  create  experiments,  build  prototypes,  understand  though  the   leanest  possible  MVP’s.
  • 118. FACILITATOR STEWARDSHIP NEGOTIATOR MOTIVATOR EMPOWER 118Monday, 24 June 13 Skills  of  the  strategic  designer,  embrace  and  develop  these  skills. You  don't  need  to  be  the  person  with  the  brilliant  answer,  you  can  be  the  person  that   mo6vates  others  to  find  it  and/or  improves  on  it. Empowering  others  -­‐  How  can  you  make  them  look  good  /  their  life  easier?
  • 119. Where is the fun? 119Monday, 24 June 13 The  fun  is  not  in  the  glamorous  stuff,  the  shiny,  the  gliGer  on  top...
  • 120. The fun is... 120Monday, 24 June 13 The  fun  is  in  the  process  and  the  structure  behind  the  visible,  the  fun  is  in  making  it   happen,  in  working  the  system  to  get  the  best  result. With  every  project  I've  worked  on  there  has  been  an  increasing  element  of  changing   the  process  /  organisa6on  to  deliver  the  right  solu6on,  to  the  right  problem  for  the  best   results.
  • 121. OLI SHAW www.olishaw.com @olishaw hello@olishaw.com THANK YOU www.fluxx.uk.com big thinking, brought to life 121Monday, 24 June 13 Thank   you