Designing Scrapbook

Presented at Seedcamp 2013

Transcript

11. DESIRABILITY FEASABILITY VIABILITY What do people desire? What is technically feasible? What is financially viable?
12. DESIRABILITY FEASABILITY VIABILITY start here... ...then head for here
15. “What if the firm was driven, not by the goal of short-term profitability, but by the goal of continuous innovation in service of finding new ways of delighting customers? The new bo!om line of this kind of organization becomes whether the customer is delighted. Conventional financial measures such as maximizing shareholder value are subordinated to the new bo!om line. Profit is a result, not a goal. Clayton Christensen
17. “If we want to know what a business is, we have to start with its purpose… There is only one valid definition of business purpose: to create a customer. The customer is a foundation of a business and keeps it in existence. The customer alone gives employment. Because it is the purpose to create a customer, any business enterprise has two – and only two – basic functions: marketing and innovation. Peter Drucker
18. @willsh
21. “We can divide well-done design projects into a discovery phase (where we explore the boundaries of the problem we’re trying to solve), an exploration phase (where we toy with different possible solutions), and a refinement phase (where we choose a direction and fill out the details). Not everyone does design projects well, but the folks who do end up following these three phases. The ones who don’t, well, they skip one or more of these stages then regret it later. Jared Spool
22. EXPLORE DISCOVER REFINE
24. PROS CONS ✓ Very well funded ✗ Waterfall ✓ Huge audience ✗ Large ✓ ‘Innovative’ ✗ Silos
25. The ‘brief’
26. 1. Discover Exploring the boundaries of the problem
27. Empathy map Understand your audience
29. Strategy canvas Where is the opportunity?
31. PRICE FAMILY APPEAL EASE OF USE GRAPHICS STORAGE LOW HIGH PS3 XBOX 360 WII
32. BRAND AUDIENCE CONTENT
33. Value proposition What distinguishes you from the pack?
35. WHAT… The only motorcycle manufacturer HOW… that makes big, loud motorcycles WHO… for macho guys (and macho “wannabees”) WHERE… mostly in the United States WHY… who want to join a gang of cowboys WHEN… in an era of decreasing personal freedom
37. Business model canvas Describe, design and challenge your company
40. Design principles What should the the experience of using your product feel like to your customers?
43. The value of this product should be understood from first glance, even if that understanding grows in breadth and richness in the future. The proposition must be shelf–demonstrable “
44. 2. Explore Experiement with a range of solutions
50. Minimize the total time through the loop Learn Build Measure Ideas Code Data
53. 3. Refine Select the best candidate and work towards detail
54. Prof. Kano & The Horizon Effect
55. h p://cennydd.co.uk/2008/agile-and-the-horizon-effect
58. EXECUTED POORLY EXTREME DELIGHT EXTREME FRUSTRATION EXECUTED WELL
59. EXECUTED POORLY EXTREME DELIGHT EXTREME FRUSTRATION EXECUTED WELL BASIC
60. EXECUTED POORLY EXTREME DELIGHT EXTREME FRUSTRATION EXECUTED WELL BASIC PERFORMANCE
61. EXECUTED POORLY EXTREME DELIGHT EXTREME FRUSTRATION EXECUTED WELL BASIC PERFORMANCE DELIGHTERS
62. EXECUTED POORLY EXTREME DELIGHT EXTREME FRUSTRATION EXECUTED WELL DELIGHTERS PERFORMANCE BASIC
63. STORY #130 As an INVESTED USER I want to SHARE MY SCRAPBOOK WITH MY FRIENDS So that THEY CAN SEE MY FAVOURITE WEBSITES Estimate: 5
64. STORY #130 As an INVESTED USER I want to SHARE MY SCRAPBOOK WITH MY FRIENDS So that THEY CAN SEE MY FAVOURITE WEBSITES Estimate: 5 Goal: 2: EXPRESS MY IDENTITY
65. STORY #130 As an INVESTED USER I want to SHARE MY SCRAPBOOK WITH MY FRIENDS So that THEY CAN SEE MY FAVOURITE WEBSITES Estimate: 5 Goal: 2: EXPRESS MY IDENTITY Kano: PERFORMANCE
66. GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5 DELIGHTER PERFORMANCE BASIC
67. Thanks @boxman
68. Links • Undercover User Experience Design • IDEO’s Human-centered Design Toolkit • Zag: The Number One Strategy of High-performance Brands • The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail • The Practice of Management • The Future of Marketing: Make Things People Want or Make People Want Things? • Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant • Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers • Agile and the horizon effect