Presented at UX Scotland June 2013.
"This talk covers how to create a strategic vision for a product / service, and then take that vision though a series of strategic design tools to guide its journey though production to release.
We will cover:
What strategic design is and why its important
How to create design principals for a project which can be used to aid feature ideas, prioritisation and design
Working with stakeholders to translate solutions back into requirements
Frameworks for collaborative design"
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
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.
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.
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.
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
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.
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?
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.
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?
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.