DS - Adaptive Path

UXINTENSIVE
Toronto
10.26.10
U
DAY 1: DESIGN STRATEGY
IN
TE
N
X
SI
VE
A four-day intermediate to advanced
workshop series examining the key elements
that contribute to a successful interactive
experience.
1
DAY 1
DAY 2
DAY 3
DAY 4
DESIGN
STRATEGY
DESIGN
RESEARCH
INFORMATION
ARCHITECTURE
INTERACTION
DESIGN
DS
the tools you need to
put your designs into
business — and vice
versa
DR
how to unearth deep,
practical insights
about the people you
want to reach most
IA
practical techniques to
help you organize,
label and improve your
search functionality
IxD
how to design for
better interactions and
become a better
interaction designer
2
research questions
scope
design criteria
DAY 1
DAY 2
DAY 3
DAY 4
DESIGN
STRATEGY
DESIGN
RESEARCH
INFORMATION
ARCHITECTURE
INTERACTION
DESIGN
DS
DR
IA
IxD
focus
feasibility
offering
3
abstract
DAY 1
DAY 3
DESIGN
STRATEGY
INFORMATION
ARCHITECTURE
DS
IA
think
make
DAY 4
DAY 2
INTERACTION
DESIGN
DESIGN
RESEARCH
IxD
DR
—ruthlessly stolen
from Vijay Kumar
real
4
GO!
00
4
5
2
02
310
01
0
4
5
3
SECONDS
5
Flickr
Twitter
tag: uxitor2010
uxintensive
Tag your photos from
this week.
Follow what’s
happening.
6
DAY 1
DESIGN
STRATEGY
DS
What is Design Strategy?
7
8
Explanatory
catalogues,
informative
displays and
labels
Self transport
by customers
Suburban
locations with
ample parking
Limited
customer
service
Ease of
transport and
assembly
High traffic
store layout
More impulse
buying
Self selection
by customers
Most items in
inventory
Limited sales
staffing
Self assembly
by customers
Increased
likelihood of
future
purchase
“Knock down”
kit packaging
Ample
inventory on
site
Year round
stocking
Low
manufacturing
cost
Modular
furniture
design
100%
sourcing
from long
term
suppliers
In house
design focused
on cost of
manufact
uring
Wide variety
with ease of
manufacturing
Michael Porter, “What is Strategy?”
9
Explanatory
catalogues,
informative
displays and
labels
Self transport
by customers
Suburban
locations with
ample parking
Limited
customer
service
Ease of
transport and
assembly
High traffic
store layout
More impulse
buying
Self selection
by customers
Most items in
inventory
Limited sales
staffing
Self assembly
by customers
Increased
likelihood of
future
purchase
“Knock down”
kit packaging
Year round
stocking
Low
manufacturing
cost
Modular
furniture
design
Wide variety
with ease of
manufacturing
Ample
inventory on
site
In house
design focused
on cost of
manufact
uring
100%
sourcing
from long
term
suppliers
Michael Porter, “What is Strategy?”
10
What is strategy?
■
■
■
Strategy is the creation of a unique and valuable
position, involving a different set of activities.
Strategy requires you to make trade-offs in
competing.
Strategy involves creating “fit” among a
company’s activities.
Michael Porter, “What is Strategy?”
11
12
Sensing business strategy
VALUE
ACTIVITIES
What is your
generic strategy?
EXTERNAL
INTERNAL
STANCE
13
What is your generic strategy?
Unique
competency
Low cost
competency
Broad market
scope
Differentiation
strategy
Cost leadership
strategy
Narrow
market scope
Focus strategy
(Differentiation)
Focus strategy
(low cost)
Michael Porter, “What is Strategy?”
14
Sensing business strategy
INTERNAL
What is your
generic strategy?
EXTERNAL
STANCE
What’s your
competitive
differentiation?
VALUE
ACTIVITIES
15
What’s your competitive differentiation?
Three ways to create differentiation:
!
Operational Excellence aka Cost Leadership — Provide
middle-of-the-market products at the best price and the
least hassle (Costco)
!
Product Leadership — Provide the best product, period.
Continue to innovate year after year (Nike)
!
Customer Intimacy — Provide unique solutions to
customers by virtue of intimate knowledge of their
needs (IBM)
16
Sensing business strategy
ACTIVITIES
INTERNAL
VALUE
What is your
generic strategy?
How do you
make money?
What activities do
you invest in?
what do you not?
EXTERNAL
STANCE
What’s your
competitive
differentiation?
Is your market
growing, shrinking,
or flat?
What activities
do you market?
17
Boutique Hotel
18
19
Business Brief: Web Applications
for Hotel Ganache
Hotel Ganache is a chain of 40 boutique hotels across the state of California. Each hotel
boasts a solid three-star rating, and each hotel features a different style and different
services reflective of its neighborhood, staff, and guests. A particular hotel location might
feature a winebar, bistro, and nightly neighborhood tours while another location might
feature a combination of spa services, organic dining, and a goldfish for every room.
Hotel Ganache keeps a low turnover of employees by extending many of the services of
the hotel chain to its own staff. In exchange, the staff is charged with the tailoring and
continuous improvement of the service experience to exceed guests’ expectations.
Every hotel location is intended to satisfy business travelers, vacation-goers, and couples
looking for a romantic weekend. In addition, most locations can host meetings and small
conferences—a great source for high-margin profit.
History
Begun in the late 1990s, Hotel Ganache grew quickly in a good economy. But when times
turned tough at the end of the last decade, the hotel chain stuck to its guns and continued
to provide its same style of personalized service for its best customers. Ganache finetuned its website and loyalty program to target these customers, and the guests continued
to patronize the hotel chain, helping it survive many tough years as several competitors
faded away.
Future
WORKBOOK: P2
In 2008, Hotel Ganache grew from 20 to 40 properties throughout California and
expanded its attentions to the delivery of highly customized meetings and events. Today
Hotel Ganache plans to stay true to the same focus that got them through the last
recession, attracting and serving guests with great hotel experiences.
20
WORKBOOK: P3
21
DAY 1
DESIGN
STRATEGY
DS
What is Design Strategy?
22
23
Explanatory
catalogues,
informative
displays and
labels
Self transport
by customers
Suburban
locations with
ample parking
Limited
customer
service
Ease of
transport and
assembly
High traffic
store layout
More impulse
buying
Self selection
by customers
Most items in
inventory
Limited sales
staffing
Self assembly
by customers
Increased
likelihood of
future
purchase
“Knock down”
kit packaging
Year round
stocking
Low
manufacturing
cost
Modular
furniture
design
Wide variety
with ease of
manufacturing
Ample
inventory on
site
In house
design focused
on cost of
manufact
uring
100%
sourcing
from long
term
suppliers
Michael Porter, “What is Strategy?”
24
25
Design a thing by considering it in its
next largest context—a chair in a room,
a room in a house, a house in an
environment, environment in a city plan.
— Architect Eliel Saarinen
26
DAY 1
DESIGN
STRATEGY
DS
What is Design Strategy?
A Cautionary Tale...
27
App Startup
A new web-based service
28
29
OPLE?
OF PE
WHAT KIND
piring
Ambition, As
Starters
Upper Middle
C l
l
oup of potentia
This largest gr
t but is
ou
g
rtin
sta
t
users is jus
rd to becoming
looking forwa
d getting
an
y
established
ve little mone
They may ha
have big
y
the
t
bu
n,
of their ow
ead
life events ah
Class
audience
derately sized
This mo
has a
ecialty
groups, and sp
gazines and
ma
,
.g.
(e
dia
me
to
ey can afford
websites). Th
the
joy
en
.
what they enjoy
High Earners
& Spenders
tial
t group of poten
As the smalles
to
users,
time to devote
perhaps not the
y about
They are savv
the
and they know
.
of
fine details
of them.
CUSTOMER-FOCUSED
30
S
PORTUNITIE
OP
-TO-MARKET
THE BEST GO
e
Increase positiv
Hi
database via
re from
y
high feasibilit
Revenue sha
ar tners for
B2C sales
G
et
t
ers
tom
Reach more cus
h
more often wit
from C2C
Commission
Auction
sales through
Do now
Do later
e
Increase positiv ru
follow-th
database via
ion
rat
ist
eg
of Au o-r
Consider
carefully
Revenue from
leads,
Partners for
less
recovery, and
e
leakag
re from
Revenue sha
t
f
B2C sales
re from
re from
Revenue sha
Revenue sha
m
-insurance
sells
fro
Savings share
I
h
l e losses wit
h
cash
products, not
re from
Revenue sha
for
B2C sales
for B2C sales
low feasibility
I
m kin
re from
Revenue sha
l
for
l b
B2C sales
e
high importanc
BUSINESS-FOCUSED
31
NG TO NEW
THE OFFERI
USERS
er
cus, consid
To create fo
k
in
th
d
an
,
positioning
eoffs, we
through trad
ncept
mepage co
created a ho
ckoff.
ki
e
day of th
on the first
App Startup
d service
A new web base
Value
Organize
ry
Tell your sto
Use
Extend
Protect
Use AppStartup
With…
F
k
MARKET-FOCUSED
32
NG TO NEW
THE OFFERI
USERS
App Startup
2
1
d service
A new web base
ge
site? The pa
W hat is this
w users upon
ne
t
ien
or
st
mu
landing.
1
2
3
it mean?
W hat does
and
user ’s needs
the
g
Connectin
ities and
bil
pa
ca
the
desires to
pStartup
benefits of Ap
Value
3
?
ld I do next
W hat shou
make a micro
to
er
us
the
Asking
l the service:
tria
d
an
t
en
commitm
or register.
explore, find,
Organize
ry
Tell your sto
Use
Extend
Protect
Use AppStartup
With…
i
MARKET-FOCUSED
33
✓ Target customers identified
✓ Business opportunities identified
✓ Value proposition articulated
Ready to start designing!
34
35
to work, this has
to clearly embody
the strategy
OUR IDEA OF SCOPE
THEIR IDEA OF SCOPE
36
Back to the start
Planning ! Research ! Concept ! Design ! Development
37
DAY 1
DESIGN
STRATEGY
DS
Moral of this cautionary tale:
To have a successful design,
you have to connect to a
clear strategy.
38
DAY 1
DESIGN
STRATEGY
DS
What is Design Strategy?
Well, let’s talk about it...
39
40
41
what you should have learned
" Design influences strategy
42
43
44
what you should have learned
" Design influences strategy
# Strategy is about ‘fit’
45
Discount retail, but
with a sense of style
Affordable good design
Better, safer approach
to drug delivery
46
what you should have learned
" Design influences strategy
# Strategy is about ‘fit’
$ Strategy is about ‘different’
47
safer drug
delivery
“fit”
friendlier
pharmacists!
“unfit”
same
different
48
customer facing
pill bottle
IT systems
CRM
pharmacists
ClearRX marketing
POS system
training
supply chain
49
DAY 1
DESIGN
STRATEGY
DS
How do you practice
Design Strategy?
Or... How do you avoid the
fate of our cautionary tale?
50
You have to get your ducks in a row!
Focus
Definition
Customer Value
Scope
51
What’s worth
doing?
Focus
52
Return
ROI
Investment
53
ADA PT IVE P
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%
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4
AT H
3
6ALUE
G "USINESS
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R %XPERIEN
ANGES 5SE
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W
(O
3COTT (IRSCH GIST !DAPTIVE 0ATH
ATE
"USINESS 3TR
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RKELEY
(AAS 3CHOO
#ALIFORNIA "E
5NIVERSITY OF
EPATHCOM
WWWADAPTIV
NCE
EXPERIE
THE VALUE OF
54
Our Research
In-depth case studies to examine the link between user
experience and business value
How is value being measured? Why?
What effect is that measurement having?
How is it affecting management, accountability, and
decision-making?
Selected firms represent diverse business models
Site strategies: ecommerce, product research,
information/media, online service, intranet
Business types: public, private, and not-for-profit firms
Companies: ESPN, Belkin, KQED, Cathay Pacific, Bank
of America
%
%
%
%
%
%
55
Identify business
problems and
opportunities
Identify metrics and
measure
Set budgets
User
Experience
Value Chain
Assess actual
value
Choose projects
Design and test
56
Symptoms that you lack focus
%
The panacea project: "this will fix everything"
%
“We want to be the Google/iPod of _____"
%
Ambitions exceed resources
%
Too many competing requirements
%
Prior attempts failed
%
Can't say "no"
%
Focus on just one metric
one of the most
valuable slides in
this presentation
57
" Identify opportunities and problems
%
Culled from stakeholder interviews
%
Brainstorm in a workshop
%
%
%
Make sure these are significant business
opportunities or problems
Don’t sell yourself short!
Map out your opportunities...
58
e.g.,
59
60
61
62
“Influencers”
“Levers”
“Opportunities”
63
Increase
Purchases
Per Visit
Increase
Number of
Titles Per
Author
Importance
Increase
Unique
Visitors
Increase
Number of
Authors
Increase
Commission
Rate
Increase
Number of
Titles
Viability/Feasibility
64
Incr
Un
Vis
Increase
Purchases
P r Visit
Importance
Increase
Commission
Rate
Increase
Number of
Titles
Increase
Number of
ors
Increase
Number of
Titles Per
Author
Viability/Feasibility
65
Incr
Un
Vi
Increase
N b
f
Strategy is about saying “no.”
Impo
Being “the best” isnʼt a strategy.
Viability/Feasibility
66
# Rate each business opportunity
Keep it simple — 2 dimensions, scale of 1-5
%
Importance — How crucial it is to the business to
solve this
%
Feasibility or viability — How much impact you can
actually have addressing this problem or
opportunity?
%
Limit the number of “points” — An average of 3
points per business opportunity
%
%
6 business problems? You have 18 points to
distribute
67
A
B
Importance
C
1
Item
2
Increase Commission Rate
1
1
3
Increase Unique Visitors
4
2
4
Increase Number of Authors
3
3
5
Increase Number of Titles
6
Increase Purchases Per Visit
7
Increase Number of Titles Per Author
4
5
8
Total points assigned:
18
18
1
5
Feasibility
3
4
68
A
1
Item
B
Importance
C
Feasibility
Limit the prioritization to match a firms limited focus and funds
[middle score] x [number of items] = [points available]
3 points x 6 items = 18 points
7
Increase Number of Titles Per Author
4
5
8
Total points assigned:
18
18
69
$ Graph ratings and discuss
%
%
%
Plot business opportunities — based on your ratings
Cluster business opportunities — based on which to
focus on and which to ignore
Gut check the results — Do the clusters of
opportunities make sense? Do you need to reevaluate your ratings?
70
1
2
3
4
5
Focus
Increase
Purchases
Per Visit
Increase
Number of
Titles Per
Author
Increase
Unique
Visitors
Importance
5
Increase
Number of
Authors
4
3
Consider
2
Increase
Commission
Rate
Increase
Number of
Titles
1
Neglect
Viability/Feasibility
71
Importance
Your design must
address these
Focus
Your design should
accommodate these
Consider
Unwise use of time
to address these
Neglect
Viability/Feasibility
72
Great for sharing and communicating with others
Get organizational alignment through prioritization of
business problems — don’t wait for feature prioritization
Importa
Your design should
accommodate these
Consider
Unwise use of time
to address these
Neglect
WORKBOOK: P4-7
Viability/Feasibility
73
Presenting a prioritization
%
“Based on [our effort], we need to focus on [what
the key focus areas have in common] such as
[examples], not [what the opportunities to ignore
have in common].”
Critiquing a prioritization
%
Gut check: Do the clusters make sense?
%
Can you build on the initial focus?
%
Can you defend why you’re neglecting some
opportunities?
74
There are other tools that can help
Forced ranking
Ranked relative value to
business and customer
Budget available
1st
2nd
3rd
4th
5th
6th
7th
Cost of investment ($)
75
There are other tools that can help
Linking Elephants
Business
Opportunity
Desired
Behavior
Behavior
Metric
!
Value
Metric
=
Financial
Outcome
76
77
There are other tools that can help
Linking Elephants
Business
Opportunity
Desired
Behavior
Behavior
Metric
Increase
Purchases
Per Visit
Customer
purchase
additional
titles
Quantity of
subsequent
purchases
per week
$ per
subsequent
purchase
$ per week
2,000
$14.5
$29,000
Using th
LuLu exae
m
per week
!
Value
Metric
on average
=
Financial
Outcome
per week
ple
78
There are other tools that can help
Do-it Map
Should we be
doing it?
Yes
No
Yes
Good! Do
it better?
STOP!
No
Start!
Thank
goodness
Are we
doing it?
79
Focus means
%
Saying “no”
%
Having an achievable mandate
%
Giving explicit design guidance
Focus
80
What’s worth
doing?
What are we
creating?
Focus
Definition
81
Product strategy
» online portal
Got it
Got it
Got it
82
The swoop and poop
83
Symptoms that you lack definition
%
Endless feature creep
%
Misalignment with organization
%
Unclear boundaries and vision
%
Varying interpretations and
expectations
one of the most
valuable slides in
this presentation
84
What I mean by definition
%
Converting the business case and goals into
something tangible
%
If the business case is the “why,” this is the “what”
%
It's the start of “product requirements”
%
It's the go-to-market solution — meeting business
goals and customer needs
85
Perhaps the biggest challenge to defining
your project is getting everyone to agree on
just what your project is!
86
Tim Brown, CEO of IDEO
should bring clarity to an organization;
“Strategy
it should be a signpost for showing people where
you, as their leader, are taking them—and what
they need to do to get there....
People need to have a visceral understanding—
an image in their minds—of why you've chosen a
certain strategy and what you're attempting to
create with it...
Because it's pictorial, design describes the world
in a way that's not open to many interpretations.
”
from “Strategy by Design” in Fast Company, June 2005
87
Co-create concepts
(with your team, stakeholders, users...)
Lo-Fi Prototype
Storyboard
Vividness
UX packaging
“Tangible
Future”
Effort
88
Example: tangible future
A postcard
used to establish
internal definition, but
designed from the
customer’s perspective.
anachye
Hoteanl G
r own wa
you
ce
Toast rom
Cambria
n the
Let us help you pla
d then
an
,
nd
eke
we
ct
rfe
pe
rest.
the
of
e
car
e
we'll tak
LOCATION
ROOM
Master
suite
Lobster
MEAL
Brandon,
at
Make your own plan
/romanceplanner
http://ganache.com assistant at
ning
Or talk to our plan
1.888.555.2040
Ready to create your perfect
romantic weekend? With over 100
locations, dozens of activities, and
hundreds of little touches to choose
from, we can help you create your
own custom weekend of romance
that’s uniquely you.
ACTIVITY
MUSIC
Brandon Schauer
123 Fake Street
Springfield, XX 12345
89
Example: Experience storyboard
Working with a team to create definitions of the
solution from the perspective of the user
:
Opportunities
1. Event
and narrative
3. Thumbnails
2. Elements
y
Des ign Strateg
UX Intensive:
uns)
Compontents (no
rbs)
Interactions (ve
ibles)
Emotions (intang
and narrative
3. Thumbnails
1. Event
2. Elements
uns)
Compontents (no
WORKBOOK: P8-9
rbs)
Interactions (ve
ibles)
Emotions (intang
90
WORKBOOK: P8-9
91
92
After making concepts...
%
%
Assess those concepts — with stakeholders, or, even
better, users
Refine concepts — iteration makes it better; maybe
some Agile development methods?
%
Get buy-in — Achieve alignment based on concepts
%
THEN begin product requirements
93
It can be fast, rough, and hands-on
94
With definition you have...
%
Clear vision
%
Obvious requirements
%
A basis for prototyping
%
%
An offering to test
with others
Definition
Alignment of your team
and in your organization
95
Co-create concepts
Lo-Fi Prototype
Vividness
Storyboard
UX packaging
“Tangible
Future”
Effort
96
97
What’s worth
doing?
What are we
creating?
What value
does it provide?
Focus
Definition
Customer Value
98
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99
in as pet
Uni
W
xp o e
Neapol
More pho
iew his p
More
ca
cir
5
0
20
Value curve
HIGH
Snapfish
Kodak
EasyShare
CVS
drugstore
Flickr
LOW
Uploading
Storage
Viewing
Editing
Sharing
Printing
inspired by Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne
101
Where do these insights come from?
Flickr
Uploading
Storage
Viewing
Editing
Sharing
Printing
102
Where do these insights come from?
» Qualitative insights about customers
103
Where do these insights come from?
» Empathetic design practices
104
“Always design a thing by considering it in its
next larger context - a chair in a room, a
room in a house, a house in an environment,
an environment in a city plan.”
— Eliel Saarinen, Architect
105
Symptoms that you haven’t clarified
your customer value
%
Vague mandate
%
You look just like your competition
%
%
%
%
Your target customer base is
"everyone"
People internally don't understand
what you are working on
It's a "me-too" product
Your offering lacks
competitive advantage
one of the most
valuable slides in
this presentation
106
Framing a viable offering
Who is the target
audience?
What experiences
are compelling
to them?
How is your
offering different
from competitors
and substitutes?
107
Who is the target
audience?
What experiences
are compelling
to them?
How your
offering is different
from competitors
and substitutes?
So what are you
up to now?
108
Moore’s Elevator Pitch
For (target customers your main market segment only)
who are dissatisfied with (the current market alternative),
our product/service is (new product category)
that provides (key problem-solving capability).
Unlike (the product alternative),
we have (differentiating attributes of your offering).
Who is the target
audience?
What experiences
are compelling
to them?
How is your
offering different
from competitors
and substitutes?
109
Example: SkyMall
%
%
For bored business travelers with nothing to read and
who cannot use their electronic devices while on a
plane, SkyMall is a state fair worthy mail order
catalog of lifestyle products including many that may
alleviate some of the misery of the air travel that the
reader may be experiencing at that very moment.
Unlike QVC, The Sharper Image, the airline magazine
and the safety instruction card, SkyMall provides a
distracting in-flight shopping experience to a captive
audience while not interfering with the plane's
electronic system during takeoff and landing.
110
Example: Flickr
%
%
For social and expressive users of the web,
Flickr is an online photo sharing community that
makes it fast and easy to enjoy images with family,
friends, and the world.
Unlike other online digital photo sites mimicking
offline behaviors, Flickr marries digital photos with
online community, delivering unique ways to store,
sort, search and share your photos.
111
Moore’s Elevator Pitch Report Card
PROS
%
%
Covers everything
important
Describes customer
value
CONS
%
%
Too general for many UX
practitioner's needs
Doesn't connect with
high level strategy
%
Good instructions
%
Vision statement quality
%
Mad lib quality
%
Too long
112
Experience-Based Elevator Pitch
__________________ need __________________.
Audience / Who
Insight / Why
__________________ provides __________________.
Name of the Experience
Solution & Differentiator /
What & How
113
Experience-Based Elevator Pitch: flickr
Digital photographers need to get their good photos
off their hard drive and to share their pictures with
family, friends and the rest of the world.
Flickr provides photo sharing, storage and search
tools with community features and unique and fun
ways to explore other people’s pictures.
114
Who
Why
What
How
is this service for?
is there a need?
is the solution?
is it distinct?
115
WORKBOOK: P10-11
116
Try this:
%
If you put your competitors’ names in the elevator
speech, does it still make sense?
%
%
If so, DO IT OVER
Ask, “how sticky your elevator pitch?” Is it...
%
%
%
%
%
%
Simple?
Unexpected?
Concrete?
Credible?
Emotional?
Tell a story?
From Chip and Dan
Heath’s Made to Stick
117
Or try this:
iCarta Stereo Dock
Auto Card Manager
118
So what does any
elevator pitch have to do
with user experience?
one example
from Jeff Veen...
119
The First Impression
What is this thing?
reorienting on landing
What does it mean?
determining value
What should I do next?
making a micro-commitment
120
121
122
123
Blogger: First Impression
What is a blog?
reorienting on landing
What can you do with it?
determining value
How do I get one?
making a micro-commitment
124
How do I
get one?
What is
a blog?
What can
I do with
one?
125
126
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130
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tech-shy,
nge is notoriously
ra
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ag
s
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-p
65
e
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panies make it
blog-hosting com
many say that the
ichek said that
aintain one. Mr. Re
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when he
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how to set up a bl
suddenly,
id. ‘But 1, 2, 3 and
sa
he
e,’
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ph
no
‘I'm a tech
I've got a blog.’
”
— New York Times
131
Articulating customer value provides
%
Customer Value
Clearly differentiated and
meaningful offering
%
New value into the world
%
Market viability
%
Explicit design targets (for
personas and use cases)
132
What’s worth
doing?
What are we
creating?
What value
does it provide?
How do we
deliver it?
Focus
Definition
Customer Value
Scope
133
Remember this?
OUR IDEA OF SCOPE
THEIR IDEA OF SCOPE
134
Symptoms that you haven’t
clarified your scope
TOO BIG:
%
%
Unrealistic delivery expectations
Trouble creating a timely release
(e.g., Vista vs. MacOS X)
%
Battling, “can't we also have ______?”
%
Nervous developers
TOO SMALL:
%
%
Unclear path to the full vision
Unremarkable, unimpressive,
watered-down releases
one of the most
valuable slides in
this presentation
135
Less can be more
136
Less can be more: feature stinginess
137
138
The relationship of scope and strategy
“ Trade-offs are essential to strategy. They create
the need for choice and purposefully limit what a
company offers.”
Michael Porter, “What Is Strategy?”
Harvard Business Review, November December 1996
139
Ikea’s Tradeoffs
limited customer
service
intuitive shopping
and lower prices
“knock-down”
furniture
in-house, modernstyle designs
sub-urban
locations
expansive
inventory on-site
140
Flickr’s Tradeoffs
HIGH
Snapfish
Kodak
EasyShare
CVS
Flickr
LOW
Uploading
Storage
Viewing
Editing
Sharing
Printing
141
Flickr’s Evolution
142
142
stage
Beta
Gamma
Delta?
Online photo management
and sharing application
A platform for sharing,
organizing, and exploration
yourself through photos
A brand for visual
expression and
exploration
features
Upload
Store
View
Tag
Share
Contacts
Interestingness
Organizr
Geo-tagging
Order prints
Blog integration
Mobile connectivity
Flickr events
Flickr travel groups
Flickr local
revenue
Flickr’s Product Evolution
Free accounts
Premium accounts
Printing
Advertising
Partnerships
Licensing fees
143
Product evolution maps
STRUCTURE
on
Flickr’s Evoluti
stage
Convey the customer and
business value at each
stage
Beta
management
Online photo
plication
ap
ng
ari
sh
d
an
features
%
Stage the product into
progressive offerings
Upload
Store
View
Tag
Share
Contacts
revenue
%
Free accounts
unts
Premium acco
Gamma
sharing,
A platform for
d exploration
organizing, an
gh photos
yourself throu
Interestingness
Organizr
Geo-tagging
Order prints
Blog integration
tivity
Mobile connec
Printing
Advertising
Delta?
ual
A brand for vis
d
expression an
exploration
Flickr events
Flickr travel
Flickr local
Partnerships
Licensing fees
144
Product evolution maps
EFFECT
%
on
Flickr’s Evoluti
Define the right scope
for the initial offering
Win battles
Beta
Upload
Store
View
Tag
Share
Contacts
revenue
WORKBOOK: P12-15
Gamma
management
Online photo
plication
ap
ng
ari
sh
and
features
%
Connect to ultimate
product vision
stage
%
Free accounts
unts
Premium acco
sharing,
A platform for
d exploration
organizing, an
gh photos
yourself throu
Interestingness
Organizr
Geo-tagging
Order prints
Blog integration
tivity
Mobile connec
Printing
Advertising
Delta?
ual
A brand for vis
d
expression an
exploration
Flickr events
Flickr travel
Flickr local
Partnerships
Licensing fees
145
Before we start... a quick hint
~versus~
146
Developing a Product Evolution Map
Other perspectives you might consider in a product
evolution plan:
%
%
competitors — who they are and will be
organizational readiness — new roles, processes,
infrastructure needed
%
risks — obstacles to reaching each stage
%
decision points — go/no-go points in the process %
advances — research or innovations that have to
occur
...Also, acknowledge that plans change
147
Another approach to scope
THE LONG WOW
systematically serving and impressing
your customers again and again
148
tracks distance,
time, and pace
and tracks
calorie burn
and keeps a
7-day history
149
DAY
1
DAY
2
150
DAY
3
DAY
4
DAY
5
151
DAY
6
DAY
7
DAY
8
152
tracks distance,
time, and pace
and tracks
calorie burn
and keeps a
multi-day history
153
154
pack in
features up
front
unfold new
experiences
over time
155
Peak-end rule
average
average
from Daniel Kahneman
156
The Long Wow
Plan and stage
the wow
experience
wow
Manage your
platform for
delivery
Evolve your
repeatable
process
Draw from a
wide area of
unmet needs
157
4. Plan and stage the wow experience
organize a pipeline of wow moments that can be
introduced through your palette of touchpoints over time
Before
Now
Next
Later
158
Synched tracking
wow
159
{ }
160
{
…it’s the eye of the tiger it the thrill of the fight…
Powersong!
}
wow
161
Collaborative
running
wow
162
Networked
running events
wow
163
Nike+
sportsband
Running
shoes
Synched tracking
Tracking
tools
iPod nano
Networked running events
Pedometer
Voiceover feedback
Nike+
website
Collaborative running
Music
Desktop
widgets
Sport iMixes
Powersongs
164
The Long Wow
Plan and stage
the wow
experience
wow wow wow wow wow wow wow w
Manage your
platform for
delivery
Evolve your
repeatable
process
Draw from a
wide area of
unmet needs
165
Defining scope provides
%
Sanity
%
Meaningful releases
%
Comforting narrative
%
Tool for communication
%
A plan for execution
%
Relevance every step of the way
Scope
166
What’s worth
doing?
What are we
creating?
What value
does it provide?
How do we
deliver it?
Focus
Definition
Customer Value
Scope
Elevator pitch
WWWH?
Value curve
Storyboard
Lo-fi prototype
UX packaging
Tangible Futures
Concept video
Prioritization
Forced ranking
Linking elephants
Do-it map
Evolution map
The long wow
167
Skills
Voice and tone
Team
Stickiness
mmunity
Marketing
SEM
Context
Customization
Politics
CRM
Personalization
Are these the only ducks? NO
Fo
Integration
Requirements
Compliance
age weight
SEO
Support
Interaction Design
oad times
Documentation
Technology
Accessibility
API
Scalability
Usability testing
Prototyping
Continuous improvement
Bucket testing
pe
browser requ
Navigation
Findability
Structure
Naming
58
168
Voice and tone
Marketing
Interaction Design
oad times
Integration
Compliance
Context
Customization
Politics
Personalization
Customer Value
Scope
Scalability
Usability testing
Accessibility
API
SEM
CRM
Definition
Requirements
age weight
SEO
Support
Focus
Documentation
Technology
Team
Stickiness
mmunity
Skills
Prototyping
Continuous improvement
Bucket testing
browser requ
Navigation
Findability
Structure
Naming
169
170
Focus
171
Scope
172
Customer Value
173
Kelly Webber (YRXU 3URÀle) |
[GFS/PFS Status]
Accounts
Accounts Overview
Your $GYLVRU %HQHÀts
Move Money
Pay Bills
3 Messages
Cross-sell and widen
relationships
Customer Service | Search
Present the range of
offerings available at
Finance Co., integrating it
cleanly into the clients view
of their relationship.
Products & Planning
Trade
Research
Account Services
Lorem Account
Consolidated View | Brokerage | High-Yield Savings | B ll Pay |Overdraft Protection | ONE
$25,603.46
Value as of Nov 18
Change Account
Actions
» Transfer money
into account
» Rename account
Account
Tax Status: Taxable
0923 5852 7857 0 004
Owner: Kelly Webber
Type: ONE Account
Value
Description
Updated
Change in
last month
$25,603.46
Nov 18
+
$497.79
Brokerage
0923 1042 9107 0 004
For acting on and tracking the
investment options you've
selected with your advisor.
12,303.44
Nov 18
+
102.41
High-Yield Savings
Use the Lorem Ipsum Savings
Account for money you want to
set aside in short-term saving
64,901.08
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919.01
0.00
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0.00
ONE Account Total
0923 1043 4944 0 004
Overdraft Protection Account Overdraft protection is a personal
0923 1043 7490 0 004
ONE Card
line of credit that is activated
automatically when you need it
As an Lorem Ipsum No Nummy Account client, you're invited to apply for
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amline
Definition
174
What to take away...
%
%
%
Valuable design connects to
strategy.
“fit”
Focus on work that fits the
business and is differentiated.
Shape your design strategy
with Focus, Definition,
Customer Value, and Scope.
“unfit”
same
different
175
DAY 1
DAY 2
DAY 3
DAY 4
DESIGN
STRATEGY
DESIGN
RESEARCH
INFORMATION
ARCHITECTURE
INTERACTION
DESIGN
DS
the tools you need to
put your designs into
business — and vice
versa
DR
how to unearth deep,
practical insights
about the people you
want to reach most
IA
practical techniques to
help you organize,
label and improve your
search functionality
IxD
how to design for
better interactions and
become a better
interaction designer
176
Thanks!
DAY 1
DESIGN
STRATEGY
DS
Henning
the tools you need to
put your designs into
business — and vice
versa
email:
[email protected]
blog:
adaptivepath.com/blog
177
photo credits
%
%
%
%
Stop sign, slide 10: Rich Anderson,
<http://flickr.com/photos/memestate/54408373>
single daisy, slide 11: ButterflySha,
<http://flickr.com/photos/butterflysha/170045780>
field of daisies, slide 11: macrophile,
<http://flickr.com/photos/macrophile/5794835>
'Date with IKEA', slide 21: P.B. Rage (pinkbelt),
<http://www.flickr.com/photos/77758445@N00/28290260/>
178