Strategy to Execution - shipping products while adapting to new information - web version
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Strategy to Execution - shipping products while adapting to new information - web version
- 1. 1 STRATEGY TO EXECUTION Shipping products while adapting to new infomation JONNY SCHNEIDER Principal, ThoughtWorks UKâš Service Design and Product Strategy @jonnyschneider jschneider@thoughtworks.com
- 3. 2 Predicting the future is hard. http://upload.wikimedia.org/wikipedia/commons/0/03/Edison_and_phonograph_edit1.jpg The phonograph was imagined only for dictation, not entertainment In 1908, he remarked that the aircraft had no future In 1912, his vision for concrete furniture and homes wasnât shared Even Thomas Edison got it really wrong
- 4. 3 âŠmany plans are built on projections of future prices and costs that are almost invariably wrong âMichael E. Porter https://www.ïŹickr.com/photos/worldeconomicforum/5397052359
- 5. 4 43% Average project cost over-run 71% â came in over budget â exceeded time estimates â underestimated scope $ 55b Annual waste https://www.ïŹickr.com/photos/jonathancohen/4766990832 Chaos Report, Standish Group, 2004. of projects
- 8. Âœ business Âœ design My job is to create viable digital products Iâm Jonny Schneider That people love to use
- 9. 7 Technology
- 10. 7 Technology I work with Technology teams, because I like to ship Also, engineering is design
- 11. EXPLOREUNDERSTAND CREATEDEFINE strategy and tactics initial vision solution LEARN BUILD MEASURE DEFINE STRATEGY EXECUTE SOLUTION Understand why & deïŹne how Create the outcome Adapted and extended from British Design Council. A way of thinking, not a framework The âDouble Diamondâ, adapted from Industrial Design Brings strategy closer to execution
- 12. 9 Divergent ConvergentEmergent Youâll never ïŹnd anything⊠unless youâre looking for something. â Dave Gray, xPLANE
- 13. 10 AGILE Build the âš thing right LEAN Build the âš right things +DESIGN THINKING Exploreâš problem/solution +
- 14. EXPLORE CREATEDEFINEUNDERSTAND Observe customer behaviour, business processes and technology A search for meaningful questions Paint a picture of the ecosystem
- 15. Designers donât search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they converge upon their proposal. âDonald Norman
- 16. EXPLORE CREATEUNDERSTAND DEFINE Formulate the ïŹrst expression a strategy for future success Synthesise new knowledge and assess the opportunities Do just enough to enable action to occur
- 17. Strategy is about action, about doing something⊠there is no greater tool for sharpening strategic ideas than the necessity to act. âRichard P. Rumelt
- 18. CREATEEXPLOREUNDERSTAND DEFINE Try something, learn something, invest incrementally to pursue success Clear goals frame a search for the right solutions
- 19. EXPLOREUNDERSTAND DEFINE CREATE ReïŹne, hone and optimise the proposition As the right solution becomes clear, focus on ïŹdelity Go to market, but donât stop learning
- 21. 18 TRIGGER REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS BUSINESS IMPERATIVES It starts with high-level imperatives This helps us to understand the current condition
- 22. 18 TRIGGER REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS BUSINESS IMPERATIVES Theyâre often vague, and not immediately actionable So, we need to go see, make observations, and join the dots
- 23. 18 TRIGGER Process Analysis Operational Research Observation Customer Research Behavioural âš Analysis Value Stream Mapping Customer Archetypes Design Thinkingâš Ideation Context Map Service Blueprint & OPPORTUNITIES EMERGENT PROBLEMS REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS BUSINESS IMPERATIVES There are a lot of ways to do that When we do, opportunities emerge from understanding
- 24. 18 TRIGGER Process Analysis Operational Research Observation Customer Research Behavioural âš Analysis Value Stream Mapping Customer Archetypes Design Thinkingâš Ideation Context Map Service Blueprint & OPPORTUNITIES EMERGENT PROBLEMS ASSESS VIABILITY, SELECT FOR IMPACT DEFINE TARGET CONDITION REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS BUSINESS IMPERATIVES Based on new insight, how might we succeed? Assess and select the most promising options Formulate your hypotheses
- 25. 18 TRIGGER Process Analysis Operational Research Observation Customer Research Behavioural âš Analysis Value Stream Mapping Customer Archetypes Design Thinkingâš Ideation Context Map Service Blueprint & OPPORTUNITIES EMERGENT PROBLEMS ASSESS VIABILITY, SELECT FOR IMPACT DEFINE TARGET CONDITION REDUCE COST OF ACQUISITION SIMPLIFY THE BUSINESS Kano Analysis Value Proposition Opportunity Assessment Hypothesis Elaboration Devilâs Advocate Innovation Accounting Weighting Matrix Evaluation Frameworks Pirate Metrics Prioritisation UNDERSTAND CURRENT CONDITION OBSERVATION AND JOINING THE DOTS FIRST EXPRESSION OF STRATEGY BUSINESS IMPERATIVES Again, there are many ways to do that Now deïŹne the target condition and ïŹrst expression of strategy Accept that itâs fuzzy and incomplete
- 26. VISION AND STRATEGY (HYPOTHESES) FIRST EXPRESSION OF STRATEGY
- 27. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative ïŹeldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY EXPERIMENTS EXPLORE WITH EXPERIMENTS This is about reducing uncertainty, not absolute truth Experiments are a cheap way to get more information Try something. Learn. Invest in the next experiment
- 28. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative ïŹeldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY REFINE AND ADAPT STRATEGY EXPERIMENTS EXPLORE WITH EXPERIMENTS ReïŹne and adapt to what is learned As learning increases, ïŹdelity increases
- 29. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative ïŹeldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY REFINE AND ADAPT STRATEGY CREATE SOFTWARE SOLUTIONS do PLAN AND MANAGE DELIVERY check EXPERIMENTS EXPLORE WITH EXPERIMENTS As conïŹdence increase, create the real solution Move from exploring opportunities, to exploiting product solutions
- 30. VISION AND STRATEGY (HYPOTHESES) prototypes quantitative analytics qualitative ïŹeldwork marketing experiments innovation lab co-design FIRST EXPRESSION OF STRATEGY REFINE AND ADAPT STRATEGY new discoveries WORKING SOLUTIONS CREATE SOFTWARE SOLUTIONS do PLAN AND MANAGE DELIVERY check EXPERIMENTS EXPLORE WITH EXPERIMENTS Even though weâre building a solution, itâs still an experiment Continue to reïŹne, adapt and experiment
- 31. 20 Lessons From The Trenches (Global Blue Experience Report) Lessons from the trenches.
- 32. 21 LessonOne Test the right things, âš in small chunks, within a real system.
- 33. bit.ly/hypothesis-driven Good start, but itâs harder than it sounds
- 34. This sounds okay, but itâs not very easy to test
- 35. evolved version of hypothesis template 30 AWARE, INFORMED AND ON-BOARDED We believe that Better informing travellers about Tax Free Refund steps and process ! Will result in an increase in repeated usage of the Global Blue app We will know weâve succeed when IN PROTOTYPE REAL Number of âactive/engagedâ users increases by Accuracy of submitted forms increases by PLAN Acquisition 6% 30% This was to measure customer acquisition All experiments are not created equal But itâs not about product/market ïŹt at all⊠Itâs about optimising the execution of a sign-up ïŹow
- 36. LessonTwo Aim for learning, not validation.
- 39. Aspirational Customer Journey Product Hypotheses
- 40. Aspirational Customer Journey Product Hypotheses Design Experiments
- 41. Aspirational Customer Journey Product Hypotheses Design Experiments User Story Map
- 42. Aspirational Customer Journey Product Hypotheses Design Experiments User Story Map Data/feedback
- 43. 10 HUNDREDS of ideas 12 FOUNDATION HYPOTHESES maximum reach foundation touch-points mapped to revenue funnel 3 OF 12 validated 4 OF 12 in progress 5 OF 12 to be started
- 44. LessonThree Changing people is harder than changing software.
- 45. © 2015 ThoughtWorks, Ltd. All rights reserved. HEAD OF âš CUSTOMERâš SUCCESS FOUNDER TECHNOLOGYâš DISRUPTOR PRACTICALLY CURIOUS SYNTHETIC THINKER BUILDER OF BRIDGES MASTER OF GETTING WORK DONE PRAGMATIC DETERMINATION FLEXIBLE RULE BENDER BOUNDARY PUSHER EMOTIONALLY INTELLIGENT AFFABLE PURSUES COMMON VISION RELATIONSHIP MAVEN FRONT-END ENGINEERING INTERACTION DESIGN VISUAL DESIGN CUSTOMER RESEARCH SERVICE DESIGN DIGITAL PRODUCT STRATEGY BUSINESS ARCHITECTURE TECHNOLOGY ARCHITECTURE SOFTWARE DEVELOPMENT RETAIL STRATEGY ORGANISATION DESIGN DELIVERY ASSURANCE DIGITAL TRANSFORMATION right PEOPLE right SKILLS Change needs to be owned, not imposed Know your limits, donât be a hero DiïŹerent phase of product development require diïŹerent mindsets
- 46. © 2015 ThoughtWorks, Ltd. All rights reserved. A few good reads from friends http://bit.ly/uxscot-lean http://bit.ly/uxscot-insights
- 47. 31 Lessons From The Trenches (IAG Experience Report) A few other helpful things.
- 48. 32 Saddle Row Example Get familiar with lean techniques Practice Customer Development on a ïŹctitious business Train your team to think big, start small, and act fast
- 49. 33 2 DESCRIPTION AND NOTES: write, draw or sketch how your idea works. 1 CATEGORY OPERATIONAL BENEFIT CONVERSION FUNNEL PRIMARY FOCUS STREAMLINE OPERATIONS cost reduction Acquisition Activation Retention Revenue Referral Commercial (viability, ïŹnancial) process improvement CUSTOMER ARCHETYPE TYPE OF BENEFIT IMPROVE EXISTING PROPOSITION Digital Natives Family Traveller AïŹuent Indulger Mainstream Traveller Value Vacationer Purposeful Business High Flying Globe Trotter Flying Practitioner Air Warrior Value Business __________ __________ __________ pain relief Technology (feasibility, innovation) CREATE NEW âš PROPOSITION gain creator Experience (desirable to customer) TITLE: A little structure can goes a long way http://bit.ly/uxscot-idea-cards
- 51. JONNY SCHNEIDER Principal, ThoughtWorks UKâš Service Design and Product Strategy @jonnyschneider jschneider@thoughtworks.com THANKS