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Co-designing Content
@kevinmhoffman
Working alone.
2 Weeks10 years
2 Weeks
The most successful collaborations
assembled regularly for videoconferences or,
better yet, in-person meetings.
“
BENNET &...
@kevinmhoffman


FILE SHARING &
REPOSITORIES
ARE NOT
COLLABORATION.
@kevinmhoffman


COLLABORATION
HAPPENS WHEN THE
WHOLE IS GREATER
THAN THE SUM.
@kevinmhoffman


REAL-TIME
MEETINGS
CAN LEAD TO
COLLABORATION.
Meetings are a bad idea, right?
USERS TEAM CLIENT LEADERSHIPOR
USERS
TEAMCLIENT
LEADERSHIPTEAM
USERS
BESTTHE
USERS
TEAMCLIENT
LEADERSHIPTEAM
USERS
Co-design
ALVIEN LEE | SINAI HOSPITAL
Co-design
JENNY GOLD | KAISER HEALTH NEWS
Co-design
@kevinmhoffman


ANYONE

ADDING VALUE
IS
COLLABORATION.
Co-design
WIKICOMMONS
Working Alone
Not Co-design
Co-design
We aren’t sure how
to prioritize our content
in a responsive design.
“
STORY TITLE
STORY BYLINE
MANY SOCIAL MEDIA LOGOS
PHOTO, CREDIT, CAPTION
STORY
RELATED/RECIRCULATED
STORIES
ADVERTISING
MAI...
STORY TITLE STORY BYLINE MANY SOCIAL MEDIA
LOGOS
PHOTO, CREDIT,
CAPTION
STORY
RELATED/
RECIRCULATED
STORIES
ADVERTISING MA...
TRADITIONAL COMPANY STRUCTURE
John P. Kotter, Accelerate, Harvard Business Review, November 2012
SMALL, CROSS-DISCIPLINARY TEAMS
FACILITATOR
STORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLE
...
LESS 

IMPORTANT
MORE
IMPORTANT
WHAT WILL THEY DO WITH IT?
WHO NEEDS IT?
4 different variations.
Design the Meetings
ARE DECISIONS

NEEDED?
YES
NO
No meeting.
ARE DECISIONS

NEEDED?
YES
LIST ALL THE DECISIONS
LIST ALL THE DECISIONS
IDENTIFY THE OWNERS
IDENTIFY THE OWNERS
INVITE THOSE WHO ADD VALUE
DESIGN THE AGENDA
DESIGN THE AGENDA
@kevinmhoffman


GREAT MEETINGS
START WITH
CLEAR
OBJECTIVES.
@kevinmhoffman


PLAN MEETINGS
AROUND
DECISIONS
NOT PEOPLE.
MAKING A DECISION
at Webdagene
HOW

MUCH
ICE CREAM?
MAKING A DECISION
at Webdagene
THIS
MUCH
ICE CREAM
HOW

MUCH
ICE CREAM?
MAKING A DECISION
at Webdagene
THIS
MUCH
ICE CREAM
HOW

MUCH
ICE CREAM?
MAKING A DECISION
at Webdagene
THIS
MUCH
ICE CREAM
HOW

MUCH
ICE CREAM?
MAKING A DECISION
at Webdagene
THIS
MUCH
ICE CREAM
HOW

MUCH
ICE CREAM?
MAKING A DECISION
at Webdagene
DECISION
POINT
NEW

TOPIC
MAKING A DECISION
by yourself
DECISION
POINT
MAKING A DECISION
in a group
NEW

TOPIC
Management
Ideas
Team

Ideas
MAKING A DECISION
in a group
WTF?
NEW

TOPIC
Management
Ideas
Team

Ideas
WTF?
WTF?
WTF?
WTF?
WTF?
WTF?
MAKING A DECISION
in a group
NEW

TOPIC
Management
Ideas
Team

Ideas
FTW!
MAKING A DECISION
in a group
NEW

TOPIC
Management
Ideas
Team

Ideas
DIVERGENT
THINKING
CONVERGENT
THINKING
Prioritize
Summarize
Agree
Use judgment
Make lists
Open discussion
Many perspectives
Suspend judgement
DIVERGENT
THINKING
...
@kevinmhoffman


PEOPLE NEED TO BE
HEARD
BEFORE THEY CAN
LISTEN.
@kevinmhoffman


ALWAYS
MAKE IDEAS
BEFORE YOU
TAKE IDEAS.
Plan outcomes
Give room for 

ideas to breathe
2WAYS TO
DESIGN
MEETINGS
Mistakes will be made.
Mistakes will be made.
http://youtu.be/szr0ezLyQHY
DESIGNER
DEVELOPER
SUNGLASS PLANNER
PRODUCT MANAGER
DEVELOPER
SUNGLASS BUYER
CUSTOMER
CUSTOMER
CUSTOMER
CUSTOMER
RESEARCHER
We have solid content
and an idea but we aren’t
sure how to get started.
“
The first content is always free.
The first content is always free.
DIRECTOR OF NEWS SERVICE
PROJECT MANAGER
REPORTER AND CONTENT DIRECTOR
PROJECT MANAGER
DEVELOPMENT DIRECTOR
DIRECTOR OF ME...
DIRECTOR OF NEWS SERVICE
PROJECT MANAGER
REPORTER AND CONTENT DIRECTOR
PROJECT MANAGER
DEVELOPMENT DIRECTOR
DIRECTOR OF ME...
BUILD A DESIGN TEST
in 1 hour or less!
Individual Hypothesis
Discussion
Group Hypothesis
10 min.
BUILD A DESIGN TEST
in 1 hour or less!
Individual Hypothesis
Discussion
Group Hypothesis
10 min.
BUILD A DESIGN TEST
in 1 hour or less!
Individual Hypothesis
Discussion
Group Hypothesis
10 min. 10 min.
BUILD A DESIGN TEST
in 1 hour or less!
Individual Hypothesis
Discussion
Group Hypothesis
10 min. 10 min.
15 min.
BUILD A DESIGN TEST
in 1 hour or less!
Individual Hypothesis
Discussion
Group Hypothesis
10 min. 10 min.
15 min.
30 min.
Product Statement
!
Complete the following two sentences.
!
!
We believe that ____________________ has ___________________...
Provide Access to Process
Introduce neutrality.
A FACILITATOR
Is neutral
Doesn’t evaluate or
contribute ideas
Coordinates/
manages the
process
Selects questions
and activ...
A FACILITATOR
Sufficient domain
knowledge including
technology, content,
workflow & culture
Conducts one-on-
one interviews...
@kevinmhoffman


DESIGN TEAMS MUST 

STOP USING
MEETINGS
TO DO RESEARCH.
@kevinmhoffman


BECOME AN EXPERT.
THEN FACILITATE
A PRODUCTIVE
CONVERSATION.
http://youtu.be/4xU-rJNgoWU
Don’t be bloody guy.
Todd Zenger, What is the Theory of Your Firm? Harvard Business Review, June 2013 | Illustration Copyright Disney, 1957
VISUAL
AGENDA
The 24 hour circle
represents the
meeting length
Time-on-task is
scaled against that
length
Draw or write where
everyone can see
Summarize and
synthesize
Prepare visuals 

in advance
PUBLIC

RECORDING
@kevinmhoffman


CRITICAL IDEAS WILL
BE LOST

IF YOU DON’T
ENGAGE VISUALLY.
@kevinmhoffman


VISUALLY 

REPRESENT
AGENDA,

CONFLICTS & 

KEY DECISIONS.
Neutral, informed
facilitation
Use visuals for
agendas, conflicts,
decisions, and
concepts
2WAYS TO
PROVIDE 

ACCESS
TO PRO...
Transparency About Risks
Transparency About Risks
“Digital SWAT 

Team Leader”

Chief Digital
Officer, 

Harvard
University
Boston, MA
Perry Hewitt
“Focus relentlessly.”
@kevinmhoffman


SHORTER &
MEASURABLE
EXPERIMENTS 

FOCUS ON 

RESULTS.
!
Our initial customers will be ________________________.
!
The #1 value a customer gets out of our service is ___________...
Assume that
discounts are a
critical value
proposition.
People don’t care
about content.
Rapid acquisition -
people cared about
the content, but
No conversion - 

not a single user
became a member
2KEY FINDINGS
People do care
about the content.
Yay!
Discounts are not
sufficient to initiate
membership. Um…
People do care
about the content.
Yay!
We’d only used
of the project budget.
2 %5
@kevinmhoffman


OBSERVATIONS &
METRICS ARE 

STRATEGY 

SIGNPOSTS.
Transparency About Outcomes
http://kevinmh.co/m/7h
Open weekly meeting
Share interesting data points
Changed direction on current
projects
Lead to new features and
even prod...
“Sharing is influence.”
Focuses interest
Changes culture

2ASPECTS TO 

TRANSPARENCY
Co-designed
Designed Meetings
Access to Process
Transparency About
Risks & Outcomes
3BUILDING
BLOCKS
of CO-DESIGN
You are a guide for doing this better.
Be deliberate. Play together.
Thank you!
@kevinmhoffman
sevenheadsdesign.com
kevinmhoffman.com
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
Kevin Hoffmann: Co-Designing Content
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Kevin Hoffmann: Co-Designing Content

Sure, we don’t like sitting in meetings. They can be ragged speed bumps in our process; necessary evils used to secure agreement without incurring excessive tire damage. But it doesn't have to be that way.

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Kevin Hoffmann: Co-Designing Content

  1. 1. Co-designing Content @kevinmhoffman
  2. 2. Working alone.
  3. 3. 2 Weeks10 years
  4. 4. 2 Weeks
  5. 5. The most successful collaborations assembled regularly for videoconferences or, better yet, in-person meetings. “ BENNET & GADLIN, NATIONAL INSTITUTES OF HEALTH
  6. 6. @kevinmhoffman 
 FILE SHARING & REPOSITORIES ARE NOT COLLABORATION.
  7. 7. @kevinmhoffman 
 COLLABORATION HAPPENS WHEN THE WHOLE IS GREATER THAN THE SUM.
  8. 8. @kevinmhoffman 
 REAL-TIME MEETINGS CAN LEAD TO COLLABORATION.
  9. 9. Meetings are a bad idea, right?
  10. 10. USERS TEAM CLIENT LEADERSHIPOR
  11. 11. USERS TEAMCLIENT LEADERSHIPTEAM USERS
  12. 12. BESTTHE USERS TEAMCLIENT LEADERSHIPTEAM USERS
  13. 13. Co-design
  14. 14. ALVIEN LEE | SINAI HOSPITAL Co-design
  15. 15. JENNY GOLD | KAISER HEALTH NEWS Co-design
  16. 16. @kevinmhoffman 
 ANYONE
 ADDING VALUE IS COLLABORATION.
  17. 17. Co-design WIKICOMMONS
  18. 18. Working Alone
  19. 19. Not Co-design
  20. 20. Co-design
  21. 21. We aren’t sure how to prioritize our content in a responsive design. “
  22. 22. STORY TITLE STORY BYLINE MANY SOCIAL MEDIA LOGOS PHOTO, CREDIT, CAPTION STORY RELATED/RECIRCULATED STORIES ADVERTISING MAILING LIST
  23. 23. STORY TITLE STORY BYLINE MANY SOCIAL MEDIA LOGOS PHOTO, CREDIT, CAPTION STORY RELATED/ RECIRCULATED STORIES ADVERTISING MAILING LIST
  24. 24. TRADITIONAL COMPANY STRUCTURE John P. Kotter, Accelerate, Harvard Business Review, November 2012
  25. 25. SMALL, CROSS-DISCIPLINARY TEAMS FACILITATOR STORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLE STORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLE STORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLE STORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLESTORY TITLE
  26. 26. LESS 
 IMPORTANT MORE IMPORTANT
  27. 27. WHAT WILL THEY DO WITH IT? WHO NEEDS IT?
  28. 28. 4 different variations.
  29. 29. Design the Meetings
  30. 30. ARE DECISIONS
 NEEDED? YES NO No meeting.
  31. 31. ARE DECISIONS
 NEEDED? YES LIST ALL THE DECISIONS
  32. 32. LIST ALL THE DECISIONS IDENTIFY THE OWNERS
  33. 33. IDENTIFY THE OWNERS INVITE THOSE WHO ADD VALUE
  34. 34. DESIGN THE AGENDA
  35. 35. DESIGN THE AGENDA
  36. 36. @kevinmhoffman 
 GREAT MEETINGS START WITH CLEAR OBJECTIVES.
  37. 37. @kevinmhoffman 
 PLAN MEETINGS AROUND DECISIONS NOT PEOPLE.
  38. 38. MAKING A DECISION at Webdagene
  39. 39. HOW
 MUCH ICE CREAM? MAKING A DECISION at Webdagene
  40. 40. THIS MUCH ICE CREAM HOW
 MUCH ICE CREAM? MAKING A DECISION at Webdagene
  41. 41. THIS MUCH ICE CREAM HOW
 MUCH ICE CREAM? MAKING A DECISION at Webdagene
  42. 42. THIS MUCH ICE CREAM HOW
 MUCH ICE CREAM? MAKING A DECISION at Webdagene
  43. 43. THIS MUCH ICE CREAM HOW
 MUCH ICE CREAM? MAKING A DECISION at Webdagene
  44. 44. DECISION POINT NEW
 TOPIC MAKING A DECISION by yourself
  45. 45. DECISION POINT MAKING A DECISION in a group NEW
 TOPIC Management Ideas Team
 Ideas
  46. 46. MAKING A DECISION in a group WTF? NEW
 TOPIC Management Ideas Team
 Ideas WTF? WTF? WTF? WTF? WTF? WTF?
  47. 47. MAKING A DECISION in a group NEW
 TOPIC Management Ideas Team
 Ideas FTW!
  48. 48. MAKING A DECISION in a group NEW
 TOPIC Management Ideas Team
 Ideas DIVERGENT THINKING CONVERGENT THINKING
  49. 49. Prioritize Summarize Agree Use judgment Make lists Open discussion Many perspectives Suspend judgement DIVERGENT THINKING CONVERGENT THINKING
  50. 50. @kevinmhoffman 
 PEOPLE NEED TO BE HEARD BEFORE THEY CAN LISTEN.
  51. 51. @kevinmhoffman 
 ALWAYS MAKE IDEAS BEFORE YOU TAKE IDEAS.
  52. 52. Plan outcomes Give room for 
 ideas to breathe 2WAYS TO DESIGN MEETINGS
  53. 53. Mistakes will be made.
  54. 54. Mistakes will be made.
  55. 55. http://youtu.be/szr0ezLyQHY
  56. 56. DESIGNER DEVELOPER SUNGLASS PLANNER PRODUCT MANAGER DEVELOPER SUNGLASS BUYER CUSTOMER CUSTOMER CUSTOMER CUSTOMER RESEARCHER
  57. 57. We have solid content and an idea but we aren’t sure how to get started. “
  58. 58. The first content is always free.
  59. 59. The first content is always free.
  60. 60. DIRECTOR OF NEWS SERVICE PROJECT MANAGER REPORTER AND CONTENT DIRECTOR PROJECT MANAGER DEVELOPMENT DIRECTOR DIRECTOR OF MEMBERSHIP OFFERS GRAPHIC DESIGNER MOBILE DEVELOPER AGENCY OWNER PROJECT MANAGER BUSINESS ANALYST DEVELOPER VICE PRESIDENT OF NEWS
  61. 61. DIRECTOR OF NEWS SERVICE PROJECT MANAGER REPORTER AND CONTENT DIRECTOR PROJECT MANAGER DEVELOPMENT DIRECTOR DIRECTOR OF MEMBERSHIP OFFERS GRAPHIC DESIGNER MOBILE DEVELOPER AGENCY OWNER PROJECT MANAGER BUSINESS ANALYST DEVELOPER VICE PRESIDENT OF NEWS RESIDENT RESIDENT RESIDENT RESIDENT RESIDENT RESIDENT RESIDENT
  62. 62. BUILD A DESIGN TEST in 1 hour or less! Individual Hypothesis Discussion Group Hypothesis 10 min.
  63. 63. BUILD A DESIGN TEST in 1 hour or less! Individual Hypothesis Discussion Group Hypothesis 10 min.
  64. 64. BUILD A DESIGN TEST in 1 hour or less! Individual Hypothesis Discussion Group Hypothesis 10 min. 10 min.
  65. 65. BUILD A DESIGN TEST in 1 hour or less! Individual Hypothesis Discussion Group Hypothesis 10 min. 10 min. 15 min.
  66. 66. BUILD A DESIGN TEST in 1 hour or less! Individual Hypothesis Discussion Group Hypothesis 10 min. 10 min. 15 min. 30 min.
  67. 67. Product Statement ! Complete the following two sentences. ! ! We believe that ____________________ has ______________________ 
 ! (CUSTOMER) (PROBLEM) ! and that ____________________ may solve this problem by ! (THIS SOLUTION) ! ____________________ and ____________________. (THIS ASPECT) (THAT ASPECT) ! ! We will know we have succeeded when ! ____________________ and/or ____________________ reaches _____________. (QUANTITATIVE MEASURE) (QUALITATIVE MEASURE) (LEVEL) 
 BASED ON THE BOOK LEAN UX BY GOTHELF & SEIDEN DESIGN HYPOTHESIS…
  68. 68. Provide Access to Process
  69. 69. Introduce neutrality.
  70. 70. A FACILITATOR Is neutral Doesn’t evaluate or contribute ideas Coordinates/ manages the process Selects questions and activities
  71. 71. A FACILITATOR Sufficient domain knowledge including technology, content, workflow & culture Conducts one-on- one interviews BEFORE the kickoff workshop
  72. 72. @kevinmhoffman 
 DESIGN TEAMS MUST 
 STOP USING MEETINGS TO DO RESEARCH.
  73. 73. @kevinmhoffman 
 BECOME AN EXPERT. THEN FACILITATE A PRODUCTIVE CONVERSATION.
  74. 74. http://youtu.be/4xU-rJNgoWU Don’t be bloody guy.
  75. 75. Todd Zenger, What is the Theory of Your Firm? Harvard Business Review, June 2013 | Illustration Copyright Disney, 1957
  76. 76. VISUAL AGENDA The 24 hour circle represents the meeting length Time-on-task is scaled against that length
  77. 77. Draw or write where everyone can see Summarize and synthesize Prepare visuals 
 in advance PUBLIC
 RECORDING
  78. 78. @kevinmhoffman 
 CRITICAL IDEAS WILL BE LOST
 IF YOU DON’T ENGAGE VISUALLY.
  79. 79. @kevinmhoffman 
 VISUALLY 
 REPRESENT AGENDA,
 CONFLICTS & 
 KEY DECISIONS.
  80. 80. Neutral, informed facilitation Use visuals for agendas, conflicts, decisions, and concepts 2WAYS TO PROVIDE 
 ACCESS TO PROCESS
  81. 81. Transparency About Risks
  82. 82. Transparency About Risks
  83. 83. “Digital SWAT 
 Team Leader”
 Chief Digital Officer, 
 Harvard University Boston, MA Perry Hewitt
  84. 84. “Focus relentlessly.”
  85. 85. @kevinmhoffman 
 SHORTER & MEASURABLE EXPERIMENTS 
 FOCUS ON 
 RESULTS.
  86. 86. ! Our initial customers will be ________________________. ! The #1 value a customer gets out of our service is ________________________. ! We will acquire a majority of our customers through ________________________. ! Our primary competition is ________________________. ! (We will beat them by ________________________.) ! Our biggest risk is ________________________. ! What assumptions do we hold that if proven wrong, could cause the product to fail? ! 1. ________________________ 2. ________________________ ! 3. ________________________ 4. ________________________ Ask everyone in the room these questions Write their answers on the wall. ! Our initial customers will be ________________________. ! The #1 value a customer gets out of our service is ________________________. ! We will acquire a majority of our customers through ________________________. ! Our primary competition is ________________________. ! (We will beat them by ________________________.) ! Our biggest risk is ________________________. ! What assumptions do we hold that if proven wrong, could cause the product to fail? ! 1. ________________________ 2. ________________________ ! 3. ________________________ 4. ________________________
  87. 87. Assume that discounts are a critical value proposition. People don’t care about content.
  88. 88. Rapid acquisition - people cared about the content, but No conversion - 
 not a single user became a member 2KEY FINDINGS
  89. 89. People do care about the content. Yay!
  90. 90. Discounts are not sufficient to initiate membership. Um… People do care about the content. Yay!
  91. 91. We’d only used of the project budget. 2 %5
  92. 92. @kevinmhoffman 
 OBSERVATIONS & METRICS ARE 
 STRATEGY 
 SIGNPOSTS.
  93. 93. Transparency About Outcomes
  94. 94. http://kevinmh.co/m/7h
  95. 95. Open weekly meeting Share interesting data points Changed direction on current projects Lead to new features and even products Data Nerd Lunch
  96. 96. “Sharing is influence.”
  97. 97. Focuses interest Changes culture
 2ASPECTS TO 
 TRANSPARENCY
  98. 98. Co-designed
  99. 99. Designed Meetings Access to Process Transparency About Risks & Outcomes 3BUILDING BLOCKS of CO-DESIGN
  100. 100. You are a guide for doing this better.
  101. 101. Be deliberate. Play together.
  102. 102. Thank you! @kevinmhoffman sevenheadsdesign.com kevinmhoffman.com

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