How can we introduce lean, iterative, customer-centric design methodologies (also known simply as "good design") at large established organizations? One method that has proven effective and low-risk is to focus on the Proof of Concept stage. This talk outlines the methodology we've used to create proofs of concept that will give products the best chance of success when they're introduced to customers.

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09 OCT - 11 OCT 2014
Bangalore, Karnataka, India
Ray DeLaPena
@rayraydel
Catalyst Group
www.catalystnyc.com

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Introduction
Hi. I’m Ray
Ray DeLaPena
Director of Strategy, Catalyst Group
catalystnyc.com

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Introduction
About this talk
How can we introduce lean a
methodology in large (enterprise)
organizations?

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Preface
What is an MVP?
Minimum Viable Product
• A minimal version of a proposed solution
• Learn from customers by measuring a
product’s performance
• Ensures a solution meets a need
• Used to repeat the process and continually
improve the product (both for the business
and for the customers)

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Preface
The Lean “Cycle”
THINK
CHECK MAKE

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Preface
What is a Proof of Concept?
Usually a concept or prototype meant to
demonstrate feasibility including:
• Functional requirements
• Development estimates
• Initial designs (to get the “go-ahead” to
build out the full-fledged product)
• Performance projections (usually financial)

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Preface
Mash them up and you get...
Minimum
Viable
Proof
Of
Concept*
*Please don’t really use this term.

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Initiation
Initiation - How do we begin?
Project goals:
• Proof of Concept
• Product Roadmap
• Validated Product

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Initiation
How do we get ready?
1. Get buy-in
2. Put the right team together
3. Establish the process

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Initiation
How do we address potential risks?
In large, established organizations:
• We work within organizational constraints
• We don’t risk relationships & reputation
• We don’t affect existing products or sales
• We work within the available budget

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Initiation
What are the rewards?
• Customer-validated concept
• More informed roadmap
• Less Risk
• Better understanding of customers
• Repeatable process

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Initiation
Who are the players?
• Business
• Stakeholder
• Product Owner
• Domain Expert
• Design
• Development
• Customer(s)

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Initiation
How do we do this?
Discovery - Understand the business and the
customers
Ideation - Create concepts to meet the goals of
both
Validation - Make sure the needs are real and
you can really meet them
Iteration - Repeat (three times, ideally) to
validate and refine

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Initiation
Entering the cycle
THINK
CHECK MAKE
LOOK
Discover
Ideate
Validate
Iterate

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Discovery
Discovery - Where are we now?
Look and Think:
• Understand the business
• Understand the customers
• Understand how the product
serves both

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Discovery
Where are we starting?
• Understand the business domain
• Understand existing products and services
• Establish goals
• Understand existing (or previous) strategy
• Define and/or analyze metrics

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Discovery
Who are our customers?
Represent our understanding of the
customer
• Proto-persona
• Presumed life-cycle
• Research*
• Generative Research
• Historical Analysis
* Do what your budget allows

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Discovery
How might this relationship work?
Synthesize all you’ve found to depict the
customer’s journey
• Awareness
• Evaluation
• Acquisition
• Support
• Retention

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Ideation
Ideation - What might we do?
Think and make:
• Design Studio
• Create concepts
• Involve customers

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Ideation
Why design studio?
• Brings together all the players
• Generates LOTS of ideas
• Evolves the team’s understanding

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Ideation
Adapt to what you’re seeing
• Discuss and modify the characters
and scenarios.
• Have a group discussion during a
break to talk about what we’ve
learned.
• Get the customers talking, especially
to each other, in the presence of the
product team.

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Validation
Validation - Are we on the right track?
Make and Check:
• Identify the assumptions
• Business
• Customer
• Create an experiment
• Hypotheses
• Prototype
• Test

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Validation
Identify Assumptions
• Problem statement
• Business assumptions
• Customer assumptions

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Validation
What’s our problem?
• Our business was created to achieve these
goals...
• We have observed that our service isn’t
meeting these goals...
• Which is causing these adverse effects to our
business...
• How might we improve our service so that we
are more successful based on these measurable
criteria...

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Validation
How will our business succeed?
• What is the match between customer needs
and business capabilities?
• How do we generate revenue?
• Who is our primary competition?
• What are our biggest risks?

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Validation
How will we serve our customers?
• What do we know about our customers?
• How does our business meet their needs?
• What are the most valuable features?
• How should our products be designed?

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Validation
Formulate Hypotheses
Convert assumptions into:
• We believe ...
• These features/functions
• For these customers/personas
• Will achieve these outcomes
• We’ll know where right (or wrong) when ...
• We see this measurable result

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Validation
Create a Prototype
Work from hypotheses and sub-hypotheses to
determine:
• Which feature
• For which target persona
• Will acheive the expected outcome
Then build nly what’s needed to test the
hypotheses

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Validation
Conduct a Test
• Recruit properly
• Record thoroughly
• Repeat (and prepare to repeat)

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Iteration
Iteration - Why three times?
Check and Think (x3):
1. First opportunity to test your
assumptions with real customers
2. First opportunity to react to real
feedback (pivot?)
3. Either test your pivot or refine your
concept

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Conclusion
What have we done?
• Validated our product idea
• Created a team-wide understanding
about
• The product
• The customers
• The fit
• Established the methodology

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Conclusion
What comes next?
• Establish product metrics
• Scope the initial release
• Repeat!

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Thank You
The End.
Thank you!
Ray DeLaPena
Director of Strategy, Catalyst