8. ⢠Flawless planning
⢠Avoid failure
⢠Rigorous analysis
⢠Presentations
⢠Armâs length customer research
⢠Periodic
⢠Thinking
⢠Enlightened TRIAL & ERROR
⢠Fail FAST
⢠Rigorous TESTING
⢠Lightweight EXPERIMENTS
⢠DEEP CUSTOMER IMMERSION
⢠CONTINUOUS
⢠DOING
TO: Designing for Delight
(aka Design Thinking)
FROM: Traditional
Thinking
9. TO: Designing for Delight
(aka Design Thinking)
4 + 4 = 8
8 = 4 + 4
2 + 6
12 â 4
4 x 2
24 / 3
Discovery of what
is ârightâ.
The so-called
âcorrectâ answer
Discovery of
what WORKS.
An inďŹnity of
POSSIBLE
answers
FROM: Traditional
Thinking
20. Purpose of Going Broad to Narrow
⢠Create options before making choices
⢠Explicit criteria = better choices
⢠The foundation for innovating new ways of
doing things
21. Watching how our customers
behave is far better than our
opinion.
26. Purpose of Rapid Experiments with Customers
⢠To learn what will improve customers lives
⢠To learn what the pros and cons of diďŹerent
approaches are
⢠To make better decisions
31. You have research findings and want the team to
understand what they mean at a deeper level.
WHYâ¨
use it
WHENâ¨
to use it
â˘To sink into a userâs perspective and related emotions.
â˘To uncover underlying motivations and beliefs that drive
behaviors and words.
⢠Feelings are key to delivering delight.
Time: 20-30 minutes per user
32. 1.PLAN: Set out Sharpie markers and Post-Its
2.UNPACK FIELD RESEARCH: What âs surprising? Individually,
write down your top 3 observations.Then, as a group, share each userâs story
out loud, one at a time.Take notes on Post-Its, capturing observations, quotes,
and inferences.
3.WALKTHE MAP: Sticking Post-Its in the appropriate areas, starting with
the explicit (say, do) and then to the implicit (feel, think) for each observation.
âWhat did this person...
SAY? (quotes and keywords)
DO? (actions and behaviors)
FEEL? (infer emotions using words/facial expression)
THINK? (infer beliefs, logic â if I do this, then...)
HOW
to do it
34. I am an overweight employee with a full-time
job and a toddler at home.
I am trying to get regular exercise,
but I canât find the time
because I spend all of my free time playing with
my daughter ,
which makes me feel powerless to control my
weight.
35. You have a hypothesis, or understanding, about the customer
problem and need to articulate it to gain shared-vision or
customer feedback.
WHYâ¨
use it
WHENâ¨
to use it
Enables stakeholders to clarify the problem, the root causes and
associated emotions. Use the problem statement with the target
customer to get feedback on how well this statement reflects
their problem, and how painful this problem is relative to others,
from their perspective.
Time: 5-10 minutes per Problem Statement
36. 1.WRITE the problem statement template on a large board or poster
(or print the problem statement template).
2.Each team member should GENERATE their own problem
statement, filling in the 5 phrases.
3.SHARE all problem statements with group
4.CHOOSE which problem statement(s) to test with customers
HOW
to do it
38. You want to generate a bunch of ideas, form a variety of
perspectives â quickly.
WHYâ¨
use it
WHENâ¨
to use it
â˘To generate many new ideas -- quickly
⢠Incorporate diverse perspectives
⢠Probe more deeply into a problem or opportunity area
Time: 30-40 minutes
39. 1.SET CONTEXT by grounding participants in the problem or opportunity space,
project history, personas and insights.
2.WARM UP. Use a group exercise to get energy up.
3.FOCUS ATTENTION by writing a provocative âHow Might We...?â or âWhat ways
can...?â question on the board.
4.QUIET IDEATION. To balance different thinking styles, spend 2-3 minutes
capturing ideas individually, one idea per Post-It. Use Sharpies.
5.ENGAGE EACH PARTICIPANT by asking them to share an idea.
6.REINFORCE the idea by repeating and clarifying it, then sticking it on the board.
7.BROADEN:When ideation slows, build on ideas.
8.CLUSTER ideas into themes.
HOW
to do it
42. When you have a number of ideas, and need to evaluate them to
narrow your focus.
Explore relationships and tensions between two goals, values,
motivations, or other characteristics. Prioritize your ideas using
criteria important to you and your customers.
WHYâ¨
use it
WHENâ¨
to use it
43. 1.EXPERIMENT with word pairs for axis labels. Often, it takes a few
iterations to arrive at useful labels for analyzing ideas.
2.PLACE idea Post-Its in the appropriate quadrants.You should have
Post-Its in all quadrants. If you find they are all clustered in one
quadrant, brainstorm another axis label.
3.PHOTOGRAPH the populated 2x2 and the related notes.
4.ITERATE. Develop multiple versions of 2x2âs to uncover
additional insights and refine your point of view on which ideas to
explore first.
HOW
to do it
47. When you have an idea and want feedback on how well it solves
the customer problem, meets the customerâs criteria, or delivers a
big customer benefit.
WHENâ¨
to use it
Enables your team to iterate quickly on new concepts before
spending time designing or building high-fidelity mockups.
Storyboards can also be used to gain deeper insight into the
customerâs experience.
WHYâ¨
use it
Time: 60 minutes per iteration,
including customer feedback
48. 1.SELECT an idea or problem to storyboard
2.DETERMINE WHATYOU WANTTO LEARN:
1.ASK the team âWhat would be good about this solution?â Be very specific (e.g.,âMake
it Easyâ is too broad)
2.NARROW to the top 2-3 reasons.This is the hypothesis that youâll test for this idea.
3.CREATE A SCRIPT. Place a Post-It in each cell.
1.Write the customer BENEFIT in the last cell.
2.Describe the customer PROBLEM in the first 1-2 cells
3.Use the cells in-between to show how the story unfolds
(your SOLUTION).
4.REPLACE each Post-It with a sketch of a key scene of the story.
1.PILOT your storyboard: Have someone who doesnât know the story read it aloud and
tell you whatâs confusing. Revise.
2.GET CUSTOMER FEEDBACK. Have the customer tell you what is happening in
each cell.Then get their reaction to the problem, idea, and the benefit.
HOW
to do it
50. â˘You need to articulate and align your team on an inspiring
overarching vision.
â˘You need to bring deeper meaning to an existing vision statement.
WHENâ¨
to use it
â˘To establish the emotional connection to why this outcome is
important for you and your team.
â˘To understand the relationship between current state and where
you want to be.
WHYâ¨
use it
Time: 90+ minutes
51. âD4D is our number 1
weapon in attaining growth
and there is no #2â
- Scott Cook