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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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