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8/4/2019 Production as Strategy - Adrian Ho
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Minn
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Production as strategy.And other contradictions of making modern brands.
May 20, 2011
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Modern brands are defined by what they do.
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Classic model
of a brand.
Built for a mass-media
world.
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Established 2007 to build modern brands.We combine strategy, design and digital expertise. Many of us came from the digital side.
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
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A tale of two cities.Charles Dickens writing about London and Paris in 1775.
It was the best of times, it was the worst of times, it wasof wisdom, it was the age of foolishness, it was the epocit was the epoch of incredulity, it was the season of Ligh
the season of Darkness, it was the spring of hope, it waswinter of despair, we had everything before us, we had before us, we were all going direct to heaven, we were adirect the other way - in short, the period was so far lik
present period, that some of its noisiest authorities insisbeing received, for good or for evil, in the superlative decomparison only.
8/4/2019 Production as Strategy - Adrian Ho
7/71Zeus Jones Proprietary and Confidential. All rights reserved 2011.
good description of Zeus Jones in 2009.
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
8/4/2019 Production as Strategy - Adrian Ho
8/71Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Closing a hole in
the sales cycle.
Sales often delayed or lost
in the dressing room due to
need for approval.
Go to BP
Peruse the
department
Choose items
to try on
Try on clothes
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
8/4/2019 Production as Strategy - Adrian Ho
9/71Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Closing a hole in
the sales cycle.
Sales often delayed or lost
in the dressing room due to
need for approval.
Do more
Lo
Go to BP
Peruse the
department
Choose items
to try on
Try on clothes
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Adjust outfits
Take PB P
Purchase
clothes
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10/71Zeus Jones Proprietary and Confidential. All rights reserved 2011.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
It was our best project of 2009.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
It was our best project of 2009.It was our worst project of 2009.
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What consumed most of our attention.And what ultimately limited our success.
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Surface background alternativesWe spent 3 weeks arguing against yellow, and then we lost.
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What we should have focused onUsing the content, learning about our customers, learning about our clothes.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
We invested all our effort in the least valuabof the experience and none in the most valua
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Things we focused on Things we forgot a
Making it cool
Making it pretty
Stability
Perfecting an object
The customer
The experience
Building it
Making it cheaply
Making it fast
Flexibility
Perfecting a process
The data
The output
Building upon it
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Products and experiences reveal new opportunitusage after they're built.Thats just one of the ways they differ from communications.
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Image via RedDogFever
http://www.flickr.com/photos/reddogfever/http://www.flickr.com/photos/reddogfever/http://www.flickr.com/photos/reddogfever/8/4/2019 Production as Strategy - Adrian Ho
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The services we love the most are always in beta
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
We needed a modern approach to production thAllows more consistent opportunities for feedback, new ideas, innovation, and iterative progress
Documents ideas, discussions and decisions and makes them available to everyone.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
TraditionalProject
Management
Based on Fredrick Taylor's
"Scientific Management"
written in 1911
Used to scope out
systematic projects that
require up-front planning.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Traditional project
management framework.
Predictability and systematic, linear development
Deterministic, reductionist approach that rely on task
breakdown
Stable requirements, analysis and stable design
Compliance as a means of project control
Individual resources as interchangeable cogs in the
machine.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Problems with traditional project management meth
Creates a false sense of security that projects are being managed by exhaustive planning, measuring, an
Adds unnecessary upfront cost and time for planning which in the end will be tested and changed throu
Requires detailed, rigid proposals that are developed at the beginning of a project are written at a point
the most uncertainty.
Does not see participants as skilled and valuable stakeholders in the execution of the project.
Change is seen as a result of poor planning which leads to the perception that the project is failing.
Average percentage of developed
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Traditional project
management creates
inefficiencies.
Fixed price bids/contracts are bad ideas for both
Design/Development companies and the client.
Clients think they are reducing their financial risk
with a fixed bid, but the reality is that it forces them
into a position where their money is almost always
wasted (see figure below). For developers, it almost
always motivates them to reduce the delivered quality
in order to make it within budget and/or time.
Always
Often
Sometimes
Rarely
Never 45
19
16
13
7
Source: Chaos Report v3. Standish Group. Copyright 20
Average percentage of developed actually used when a traditional, lto requirements definition is taken"launched" information technolog
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
See, itwas a production problem.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Agile project
management.
Evolved from the agile
software development
manifesto in 2001 and the
fields of human interaction
management and business
process management.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Agile project management
frameworks.
Flexibility and dynamic, cyclical development -
Launch with less, evaluate and revise
Focus on Guiding Vision
Change management and communication
Collaboration as a means of project improvement
Employees as skilled and valuable stakeholders
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Projects should and will change during execuWe manage the change to improve the pr
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
A fundamental change in how we organize and work
A view of organizations as fluid, adaptive systems composed of intelligent living beings
A recognition of the limits of external control in establishing order, and of the role of intelligent control
organization as a means of establishing order
An overall problem solving approach that is humanistic
It regards employees as skilled and valuable stakeholders in the management of a team instead of cogs i
It relies on the collective ability of autonomous teams as the basic problem solving mechanism.
(2003-2008). Agile Project Management. Retrieved Februar y 9, 2010 , from CC Pace Web site: http://www.ccpace.com/Resou
http://www.ccpace.com/Resources/documents/AgileProjectManagement.pdfhttp://www.ccpace.com/Resources/documents/AgileProjectManagement.pdf8/4/2019 Production as Strategy - Adrian Ho
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Itlimitsup-frontplanning to a minimubased on an assumption of unpredictability,instead stresses adaptability to changing con
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Turns out it was a strategy problem after al
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
We needed a modern approach to strategy.One that limits the number of up-front assumptions made prior to developing a solution.
One that marries strategic development with product development.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
One thatreacts to new opportunities asbecome available and uses them to solve band marketing problems.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Google even
more.
Help us re-think how we
list our products.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
We started by asking ourselves what can bRather than asking what could be done?
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Design as strategy: audit of product pages.Many product pages have an API that show what people are doing with the product.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
The things people do with products are more intand more descriptive than the products themselStrategy emerged from design.
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A cultural dashboardNew opportunities emerged from production.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Production as strategy.We made it in 3 weeks, so we only built the things that were quick and easy to build.
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Things we focused on Things we didnt
Making it cheaply
Making it fast
Flexibility
The output
The data
Perfecting a process
Building upon it
Making it cool
Making it pretty
Stability
The experience
The customer
Perfecting an object
Building it
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Execution became a strategic conversawhich made it less subjective and less arbitra
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Production as strategy
frameworks.
Turns client and agency into collaborators, outcomes
are purposefully unclear therefore no side can claim
to have the answer.
No separation between thinking teams and making
teams, thinking doesnt end.
Projects improve as they progress.
Creates a situation where there are often too many
opportunities rather than too few.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
A fundamental change in how strategists work.
Need to get your hands dirty, cant remove yourself from the actual making of things.
Focus on behavioral pivot points rather than mental pivot points.
Build strategy from the ground up rather than from the top down.
Be more aware of what you dont know that what you do know.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
A fundamental change in how producers work.
Think about change as an opportunity instead of something that derails the plan
Create more opportunities for check-ins and collaboration
Develop plans based on duration and resources vs. hours
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Develop strategic processes, not strategicwhose minimum outcomes will meet your obBut which also have the potential to deliver far more.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Strategic starting points.
1. Whats the desired outcome in order to solve the problem?
2. What needs to happen first in order to achieve our outcome?
3. What can be built quickly to enable that?
4. How can building it deliver enough business value that the problem becomes easier to solve?
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
GMI Connect
Help to create a culture of
cross-team and cross
division collaboration at
General Mills
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Collaboration
worksheet
Collaboration activities
Meeting spaces
Rich conversations
Collaborative workspaces
Q&A platf
Identifying pto collaborat
Case study library
Virtual whiteboards
Hard to Accomplish IRL
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Collaboration
worksheet
Collaboration activities
relative to development
difficulty.
Hard to Build
Easy to Accomplish IRL
Meeting spaces
Rich conversations
Collaborative workspaces
Q&A platf
Identifying pto collaborat
Case study library
Virtual whiteboards
Hard to Accomplish IRL
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Collaboration
worksheet
Collaboration activities
relative to development
difficulty.
Hard to Build
Easy to Accomplish IRL
Meeting spaces
Rich conversations
Collaborative workspaces
Q&A platf
Identifying to collabora
Case study library
Virtual whiteboards
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General Mills ConnectCreating a culture of collaboration in the company.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Connect strategy has been driven by user neuser observation.
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Case Study: Senior Management Conference
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Case Study: Senior Management Conference
Used like twitter to post questions / feedback before & during conference
Presented on displays around campus for virtual attendance
1000+ attendance
Increased attendance, new interactions, new connections
Allowed people to search for conversations after the event
Traditional strategy Modern strategy
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Traditional strategy Modern strategy
Theoretical
Mental models
Prediction
Testing backwards
Monolithic
Results oriented
Reductionist
Practical
Tangible products
Observation
Testing forwards
Iterative
Guided by a vision
Expansionist
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Traditional
strategy builds
traditional
brands.
Strategy for a predictable,
focused outcome.
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Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Modern
strategy builds
modern brands.
Strategy guided by a vision
and designed to create
complex and surprising
experiences.
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Modern brands connect in a more human way.Production as strategy is a more human way to build brands.
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Minn
Zeus Jones Proprietary and Confidential. All rights reserved 2011.
Thank you!Questions and workshop.
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