Slides from my talk at UX Strat, 2013. (www.uxstrat.com) How to use Lean UX methods to execute on business, product, and design strategy. I presented a slightly altered version a few days later at Fluxible 2013. (http://www.fluxible.ca)

1. Lean UX
+
UX STRAT
Josh Seiden
@jseiden
www.neo.com
Sept 10, 2013
UX Strat ‘13

2. Me and my #hashtags
Josh Seiden
www.neo.com
@neo_innovation
@jseiden
#leanUX
#leanStartup
#leanUXbook

3. 1. LEAN UX: WHERE IT COMES FROM
2. LEAN UX + UX STRAT 4EVER
3

4. 4
Old assumptions, new reality
4

5. 4
Old assumptions, new reality
4

6. 4
Old assumptions, new reality
4

7. Old assumptions, new reality

8. No more “Model Years”
6

9. No more “Model Years”
6

10. SOFTWARE
ENABLES
CONTINUOUS
CHANGE
7

11. Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile

12. Business
Design?
Business?
Design?
Coping with Continuous Production
Business?
Agile UX
Agile UX
Agile

13. Business
Design?
Business?
Design?
Coping with Continuous Production
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile

14. Ideas
Build
Product
Measure
Data
Learn

15. The Lean UX Cycle
State your desired outcomes
Declare your assumptions
Hypothesize: write the test first
Design an Experiment
Make an MVP
Get out of the building
Team synthesis
Repeat
Ideas
Build
Product
Measure
Data
Learn

16. Lean UX Characteristics
Small, x-functional teams
Small-batch flow
A bias towards making
Continuous Learning
A focus on outcomes
Ideas
Build
Product
Measure
Data
Learn

17. LEAN UX
+
UX STRAT
12
OK. Um. How?

18. HOW WE THINK ABOUT HOW:
1. CONTINUOUS LEARNING
2. ASSUMPTIONS AND HYPOTHESES
3. BIAS TOWARDS MAKING
4. MANAGE OUTCOMES
5. A NEW ORGANIZATION
13

19. 1CONTINUOUS LEARNING
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20. LEAD WITH VISION.
TEST RUTHLESSLY IN THE MARKET.
15

22. EVERYBODY HAS A PLAN
UNTIL THEY GET
PUNCHEDIN
THE FACE

23. Internet Mouse

24. Internet Mouse

25. A system built on continuous learning
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Risk
Diagram concept: @clevergirl
Learning!

26. Build it
19
Figure out if it works
Then

27. Build it
19
Figure out if it works
Then

28. 2ASSUMPTIONS AND HYPOTHESES
20

29. EVERY PROJECT
STARTS WITH
ASSUMPTIONS
21

30. CUSTOMER PROBLEM SOLUTION
BUSINESS
MODEL
COMPETITION
KEY COMPETITIVE
ADVANTAGE
CUSTOMER
OUTCOME
CUSTOMER
ACQUISITION
EARLY
ADOPTER
360° ASSUMPTIONS

31. Technique: Write the test first
We believe ______.
We’ll know this is true when we see
§ qualitative outcome and/or
§ quantitative outcome
§ That improves this KPI.

32. Hypothesis statement
We believe that
[doing this]
for [these people]
will achieve [this outcome].
We’ll know this is true when we see
[this market feedback].

33. Hypothesis statement: feature
We believe that
creating Internet Mouse
for people who own “Convergence” TVs
will need a way to control the computer
from their couches
We’ll know this is true when we see
people buying Convergence TVs.

34. Hypothesis statement: business
We believe that
creating Internet Mouse
for people who own “Convergence” TVs
will get us in the internet business.
We’ll know this is true when we see
pre-orders from our retail channel
partners.

35. 3BIAS TOWARDS & ENABLE MAKING
27

36. MVP = MINIMUM VIABLE PRODUCT
“THE SMALLEST THING YOU CAN
MAKE TO TEST YOUR HYPOTHESIS.”
28

37. 29

38. Step 1 Step 2 Step 3 Step 4
CALL CENTER
IN-STORE
SOCIAL MEDIA
MOBILE
WEBSITE
Multi-channel UX Strategy
TOUCHPOINTS

39. What are businesses trying to learn?
31

40. What are businesses trying to learn?
1. Is there a need / opportunity in the market?
31

41. What are businesses trying to learn?
1. Is there a need / opportunity in the market?
2. Will people buy my solution?
31

42. What are businesses trying to learn?
1. Is there a need / opportunity in the market?
2. Will people buy my solution?
3. Does my solution work?
31

43. MVP: Pre-sales
32

44. MVP: Call to action button
33

45. MVP: Concierge / Wizard of Oz

46. Twitter Bootstrap

47. Design Systems at GE
36

48. UI Technology at PayPal
37
Bill Scott
Sr. Director of UI Technology
PayPal

49. 4MANAGE OUTCOMES
38

50. Output, Outcome, Impact

51. Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in page.

52. Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in page.
§ Outcome: the change in the world after we deliver output.
Harder to trace. Example: increase user log-in rate.

53. Output, Outcome, Impact
§ Output: the software we build. The materials we produce.
Easy to trace. Example: A new log-in page.
§ Outcome: the change in the world after we deliver output.
Harder to trace. Example: increase user log-in rate.
§ Impact: the change we see over time.
Very hard to trace. Example: Our service is profitable.

54. Output

55. Outcome

56. Impact

57. Don’t manage output.
Instead, focus on outcomes.
Don’t make teams responsible for impact.

58. Case Study: TheLadders

59. Case Study: TheLadders
14%

61. Case Study: TheLadders

62. Case Study: TheLadders
63%

63. 5A NEW ORGANIZATION
47

64. Business
Design?
Business?
Design?
Enterprise?
Business?Lean Startup
Lean Startup
Agile UX
Agile UX
Agile

65. Business model validation
Product validation
Small team

66. Business model validation
Product validation
Small team
Culture / Infrastructure to support continuous learning
Stakeholders
Small-chunk, outcome-based, predictable funding
$$$

67. AGENDA
1. CONTINUOUS LEARNING
2. ASSUMPTIONS AND HYPOTHESES
3. BIAS TOWARDS MAKING
4. MANAGE OUTCOMES
5. A NEW ORGANIZATION
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68. THANK YOU!
@jseiden
www.leanuxbook.com
www.neo.com
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