Why Design Matters (@P&G)

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WHY DESIGN

MATTERSP&G EXECUTIVE SUMMIT

29 APRIL 2010

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What we’re going to discuss…

• Why does design matter?

• What’s “User Centered Design”?How can companies embrace design?

• How can top management remove barriers?What role can IT professionals play?

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Profitability from creating new mkts

Business Launch

Revenue Impact

Profit Impact

86% 14%

62% 38%

39% 61%

Red ocean launches Blue ocean launches

BOOKBlue Ocean Strategy (Kim & Mauborgne)

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Swiffer (P&G)Customer Insight:To clean up spilled coffee grounds the customer didn’t use the broom or vacuum. Instead she used a paper towel.

Swiffer launched in 1999 and created the “quick-clean” market. As of 2005—had a market share of 75% representing $750M.

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Personal JukeBox (PJB100)by Compaq Research / HanGo

Release: - Oct 1999Features: - 5GB storage (100 CDs)

- 10 hours battery life- Playlists, Tracks, etc

Advantages: - 2 year head start on Apple

- Lots of advanced features

iPod (1st Generation)by AppleVS.

Release: - Oct 2001Features: - 5GB storage (100 CDs)

- 10 hours battery life- Playlists, Tracks, etc

Advantages: - Fast & Easy CD Import SW

- UI Design (Click wheel)- Branding and Marketing

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DESIGNING THE EBAY IPHONE APP

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Results for the eBay iPhone App

• $27M in sales per week* and accelerating to triple sales in 2010 (over previous year)

• 8M total downloads* and is consistently in Top 100 most downloaded list

• Top rated by our customers:

• 1 item purchased every 2 seconds

* Results as of March 2010

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So what isuser centered design?

How can I embrace it?

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1. CUSTOMER INSIGHTS

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How we gather customer insights

Usability Studies(Lab Based)

Survey-basedResearch

“Follow-me-home”(Ethnographic)

Net Promoter Scoreand “verbatims”

QuantitativeQualitative

Focu

sed

Ope

n En

ded

+ Customer Support is often a great source of top customer pain points

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2. DISCOVERY MIND

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EX: Product Discovery

• Product Discovery is a way to insert the “thinking” part into our process that enables us to come up with big ideas and right solutions to the right problems, before we rush into implementation.

• How we made this happen…– Introduced formal Discovery phase within timeline– Cross functional ownership (Customer, BU, Technology)– Drove cultural changes - Delaying judgments, Saying NO

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But first, you have to ask the right questions

Execution delivers the right answers…

Execution

Discovery

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?

right

wrong

rightwrong

Example provided byChris Conley (IIT Professor)

Discovery

Execution

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?

right

wrong

rightwrong

Discovery

Execution

Example provided byChris Conley (IIT Professor)

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Key Discovery Questions

• What are the unmet needs of our customers?• What’s the problem that we are trying to solve?• Who are we solving it for?• Do you and the stakeholders have a common

understanding of the problem?

BOOKSubject to ChangeMerholz and Schauer

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3. SKETCHING

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Building Sketching as a Core CompetencyINFORMAL FORMAL

Lots of Pens& Paper

Part of JobProfessional tools

Sketch as Deliverable(scanned / wireframes)

Software: Comic Life

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EX: Visualizing User Experiences

• Integrated dozens of plans across org to create one vision

• Leverage comic sketching to communicate actual fidelity

• Shared with VPs across corp.and 600 employee all hands

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How to get started with sketchingBill Buxtonbillbuxton.com

Sketching User Experiences (Book)How sketching and prototyping can save a company time and money

Dan Roamdigitalroam.com

The Back of the Napkin (Book, Workshop)How to visualize problems and info to be easily understood

Kevin Chengkevnull.com

See What I Mean (Book due in 2010)How comics can bring user experiences to life and place us in the customers shoes

Balsamiqbalsamiq.com

Balsamiq Mockups (Software)Enables anyone to create simple wireframe sketches and light weight prototypes

Comic Lifeplasq.com/comiclife

Comic Life (Software)Enables anyone to create comic storyboards to illustrate how customers use the product.

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4. PROTOTYPING

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Prototyping

LOW FIDELITY HIGH FIDELITY

Storyboards Mockups Linked Together

InteractivePrototype

LimitedRelease

COST

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5. CRITIQUE

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Why candid feedback is important

On design critiques:1. Leader must want the input2. No one has the authority to tell the

leader what to do

“ It’s better to fix problems later than to try and prevent them ”

Source: Economist April 2010 interview with Ed Catmull (President of Pixar Studio)

Ed Catmull

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So what are thebarriers to design?

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What are the common barriers?

• Complexity• Process• Technology Platforms• Culture of “Blessing”

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How we avoid complexity

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How we made process work for usFormer – Discovery is fragmented and spread out

Concept Requirements (PRD) Dev/QA LaunchLess than OptimalProduct

Scope, PRD date, Launch Date, Booking

CRs

Now - Discovery phase (Mitigate risk, maximize rewards by delaying judgments)

Biz Opp PRD Dev/QADiscoveryProduct that

makes an impact

Scope validation, Launch Date, Booking

Launch

GO, Scope, PRD date

Discovery

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Conventional Development Approach

Source: Process Diagram by Marty Cagan, SVPG

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Agile Development Approach

Source: Process Diagram by Marty Cagan, SVPG

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BUILDING DIAMONDS.EBAY.COM(TECH PLATFORM AS ENABLER)

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EX: LEVERAGING A DESIGN SYSTEM

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Required cultural changeTeams:

Receive opportunity, problem statement. Get time to think, explore Leverage cross-functional team power Regular guidance from the leaders Push back with strong recommendations

What they do: OwnershipAccountability ProductivityHappiness

Execs/Leaders:

Provide opportunity. Ask open ended questions Delay judgments on scope and launch date Guide the teams on regular intervals Trust the teams and take push back

What they do: Unleash the talentGet big ideasCustomer focusBusiness results

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How IT & Engineers can embrace design

• Understand your customer’s pain points and agree on the opportunity as a team before starting

• Build solutions for the core problem in first version and prototype early and often

• Openly critique solutions to seek improvements• Seek out input from your customers not just at the

end or the beginning but throughout• Pull in professional designers into the process and

consider establishing it as a function if it isn’t

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Summary

Core to Design:1. Customer Insights2. Discovery Mind3. Sketching4. Prototyping5. Design Critiques

Watch outs:• Complexity• Process• Tech Platforms• Culture of “Blessing”

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QUESTIONS

www.prestonsmalley.com prestons@gmail.com

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APPENDIX

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bizstone http://www.flickr.com/photos/biz/3832028740/

wha’ppenhttp://www.flickr.com/photos/whappen/1366664930/

desireedelgadohttp://www.flickr.com/photos/desireedelgado/3199587450/

PHOTO REFERENCES

BOOK REFERENCES

Subject to ChangeMerholz and Schauer

Sketching User ExperiencesBuxton

The Art of InnovationKelly

The Back of the NapkinRoam

Thoughts on Interaction DesignKolko

Blue Ocean StrategyKim and Mauborgne

maunzyhttp://www.flickr.com/photos/maunzy/383963004/

canvyhttp://www.flickr.com/photos/canvy/97739827/

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Where to go for great designers• Carnegie Mellon

Human Computer Interaction InstitutePittsburgh, PA

• UC BerkeleySchool of InformationBerkeley, CA

• StanfordD SchoolPalo Alto, CA

• Savannah College of Art and DesignInteraction DesignSavannah, GA

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Technology Design

My Background

Business

PM – Mac ProductsInternet Explorer & Instant Messenger

MBAProduct Management

DesignerSearch & Buyer Experience

Interaction Design

Design DirectorInteraction / Visual Design

Content, UI Engineering& Research

Software Eng.Human Computer Interaction