In sociology, a “tipping point” describes a point in time when a group rapidly and dramatically changes its behavior by widely adopting a previously new practice. When such a change has begun, it may have a self-sustaining momentum.  Our “tipping point” within transportation is now. With the widespread adoption of mobile technologies by consumers and the emergence of new business models, think Netflix, Airbnb, Lyft, the ways in which people interact and move around in our world have been forever altered. If public transportation organizations fail to embrace these changes then their role in the future of mobility will be diminished, if not completely removed, leaving vulnerable populations and equitable access to transportation at risk. However, we would be remiss to believe that technology alone will deliver us through this transformation. The innovation process lies in an intersecting sweet spot of desirability, viability, and feasibility. Technology enables those criteria, it doesn’t replace them. It acts as a change agent, it cannot, alone, be the whole story. In this presentation, I will highlight three key components necessary for innovating into a mobility network. These components will help equip us for transformational innovation and prepare us with the ability to scale and sustain the new ecosystem we’re creating. These components include:  - Human-centered design & the trifecta of desirability, feasibility, viability - Interoperable & the network effect - Intelligent, responsive, & outcome-oriented practices This was given at 2017 ITS International and the Women in Technology speakers series.

1. DESIGNING INNOVATIVE
MOBILITY SYSTEMS
Lenae Storey
@lenaestorey

2. @lenaestorey

3. @lenaestorey

4. “Technology alone is not sufficient enough for
innovation…It’s about the social context that adopts it
and gives it meaning.
Transformative innovations are about us, rather than
technology. We evolve by interacting with them,
incorporating them into our social norms and
standards.”
- CIGI Senior Fellow Richard Gold
@lenaestorey

5. OUTCOME >
OUTPUT
demand-driven model
@lenaestorey

6. Photo Source: Curbside Classic
@lenaestorey
Example - designing for
innovation based on internal
input only and limited
customer testing of
design(s)

7. HUMAN-CENTERED
DESIGN
DESIRABILITY
VIABILITY
FEASIBLITY
human
business
technology
Source: IDEO Human-Centered Design Toolkit
@lenaestorey

8. Are we solving for
the right pain point
or need?
DESIRABILITY
human
Does the solution you’re
looking to deploy solve an
actual need?
Does it help customer
complete task/job?
QUESTIONS: @lenaestorey

9. What is technically or
organizationally feasible based
on core competencies?
Does your organization have
the capacity and capability to
leverage new solution?
Does it play off our existing
core competencies?
QUESTIONS:
FEASIBLITY
technology
@lenaestorey

10. What can be financially viable?
Will the solution contribute to
our long-term vision?
QUESTIONS:
VIABILITY
business
@lenaestorey

11. DESIRABILITY
VIABILITY
FEASIBLITY
human
Innovative
Solutions
overlap
these lenses
start here
business
technology
Source: IDEO Human-Centered Design Toolkit
HUMAN-CENTERED
DESIGN
@lenaestorey

12. DESIGN
THINKING
FRAMEWORK
HUMAN-CENTERED
DESIGN
@lenaestorey
the process of design squiggle by damien newman, thedesignsquiggle.com
+

13. EMPATHISE – Explore & Understand needs.
DEFINE – (Re)Framing the right problem(s).
IDEATE – Generating potential solutions.
PROTOTYPE – Potential solution iteration.
TEST – Continuous feedback.
it’s a
non-linear
process
Source: Extended Resource on Design Thinking
DESIGN
THINKING
FRAMEWORK
@lenaestorey

14. EMPATHISE
CUSTOMER/
PERSONA
DEVELOPMENT
Per·so·na
Way to model (archetype), summarize,
and communicate understanding about
groups of real users pains, behaviors,
goals, and motivations.
Methods for data collection:
• Field Studies
• Shadow/Remote Observations
• One-on-One Interviews
• Surveys
• Focus Groups
• Usability Testing
• Analytics
• 3rd Party Research
More than going from A to B

16. DEFINE
Good problem statements have:
• Human-centered
• Broad enough to allow creativity
(does not prescribe solution!)
• Narrow enough to focus efforts that
will sufficient constraint
• Should be action-oriented
More than going from A to B
PROBLEM STATEMENT
Reference: Forming Problem Statements/POV
[User…(descriptive)] needs
[need…(verb)] because
[insight…(compelling)]
POINTS-OF-VIEW

17. EXPERIENCE
JOURNEY MAPS
Reference: Method Customer Journey Worksheet
USER STORY MAPS

18. PROBLEM
HYPOTHESIS/BET
METRIC
LEARNING/RESULT
Market problems faced
by specific people that
we are able to
positively impact.
Context and specifics
help build empathy for
the challenge.
A hypothesis is an
isolated assumption or
prediction that can be
tested in the
environment or market
it is developed for.
.
Prove/disprove hypothesis
and understand impact
and value results delivered
by solution. Used to inform
iteration.
Intended outcome or
indicator that will be
used to evaluate
hypothesis and
solution.
EXAMPLE
As a Commuter Rider, I
expect transit services to
be easily accessible and
want a hassle-free transit
experience. I want to
discover new transit options
and choose what service I
use. My mobility needs may
change daily, and I want to
optimize every trip.
We believe that by
creating a full mobile
solution agencies can
improve:
• the probability of
higher conversion and
retention rates of riders
• Provide single source
for transit information
tailor to user
Provide specific for basic,
implementation, and
impact metrics of
measuring problem-
solution hypothesizes that
create business value.
Review of summary of
metric data and make
conclusion around
evaluation of value and
impact.
Should be used to inform
future product iterations
or opportunities.

19. PROTOTYPE & TEST
Two categories of prototypes:
1. Low-Fidelity Prototypes
• Basic model or example of product
• Ex. Storyboarding, sketching, card
sorting
2. High-Fidelity Prototypes
• Look or operate closer to actual
product
• Ex. Models, interaction mockups,
alpha/betas of program
More than going from A to B
“They slow us down to speed us
up. By taking the time to prototype
our ideas, we avoid costly
mistakes such as becoming too
complex too early and sticking
with a weak idea for too long.”
– Tim Brown

20. SIMULATE INPUTS & SIMULATE SERVICE
USE SIMULATION INSIGHTS TO BUILD
AGENCY PILOTS TO TEST SERVICE

21. HCD + DESIGN THINKING
IN TRANSPORTATION
@lenaestorey

22. HCD + DESIGN THINKING
IN TRANSPORTATION
Photo: KQED News
FORD & Self Driving Tech
Photo: Ford Chariot
FordPass beyond Selling Cars
Reference: How Ford Plans to shape future of transportation
@lenaestorey

23. HCD + DESIGN THINKING
IN TRANSPORTATION
MicroTransit
Simulation & Modeling
Seamless Mobility
GTFS Management
MicroTransit
Rider understanding &
direct communication

24. INNOVATIVE MOBILITY
NETWORKS
Customer-
Oriented
Service
Seamless
Integration of
Ecosystems
Outcome-
Driven
Measurement1 2 3
Business
Metrics
Experience
Metrics
Mobility
Metrics
@lenaestorey

25. MODE-AGNOSTIC
FRICTIONLESS
CHOICE
USER-CENTRIC
@lenaestorey

26. “A developed country is not a
place where the poor have cars.
It's where the rich use public
transportation.”
- Gustavo Petro
@lenaestorey

27. Lenae Storey,
Product
Management Lead //
On-Demand
Transportation
@
@lenaestorey
lenae.storey@gmail.com
/in/lenaeboykinstorey/
Let’s reframe how we look at
integrated mobility networks.
Let’s focus on the human
behaviors we want to create by
using technology to enable
those changes.
Transformational innovation
begins with us.