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Designing for Purpose
Sydney Design Thinking Meetup—Feb 2016
Grant Young Director, Innovation Strategy Zumio
@zumio | @grantyoung [email protected]
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PURPOSEFUL.
PERSUASIVE.
DIGITAL.
We connect people, technology and the physical world to encourage smarter consumption.
designindustrial
architectural
visual
interaction
user experience
design thinking
thinking
policyservicesorganisationssocial innovation
Wicked problems Imag
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(disorder)
Complex
Complicated
Chao
tic
Simple
The relationship between cause and effect can only be perceived in retrospect
No relationship between cause and effect at systems level
The relationship between cause and effect is obvious to all
The relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge
Cynefin FrameworkDave Snowden <http://cognitive-edge.com/>
(disorder)
Complex
Complicated
Chao
tic
Simple
Cynefin FrameworkDave Snowden <http://cognitive-edge.com/>
The relationship between cause and effect can only be perceived in retrospect
No relationship between cause and effect at systems level
The relationship between cause and effect is obvious to all
The relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge
(disorder)
Complex
Complicated
Chao
tic
Simple
Probe
Sense
Respond
Act
Sense
Respond
Sense
Categorise
Respond
Sense
Analyse
Respond
Cynefin FrameworkDave Snowden <http://cognitive-edge.com/>
What’s different?
Defining value
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Commercial- Retail - high traffic near public transport station
- Word of mouth- www
Commercial- kitchen / coffee equipment
- Shop (asset)- Location- Brand- Staff
Commercial- Baristaring- cooking / catering- customer service- Front of shop and backroom management
Impact- support and participation activities- support
Commercial- personalised service, repeat custom, loyalty
- long term customers
Impact- personalised service, repeat custom, loyalty- long-term impact customers
Commercial- Walk-by commuters- Local businesses, offices, services (retail and catering)
- Regulars
Impact- Ethical consumers- Not-for-Profits, other social enterprises- social procurement customers (catering)Government - purchasing jobs for people with disabilities, and training
Commercial Value Proposition (CVP)
Great coffee, fresh food, personal service
Impact Value Proposition (IVP)Sustainable employment for people who have been long-term unemployed
Commercial- Coffee distributor- Drink distributor- Local chamber of commerce
Impact- Not-for-profit partner supporting people with a disability- Social Enterprise Alliance- Social Investor
Commercial- Inventory- Equipment- Utilities- Staff- Insurance- Compliance costs
Impact- Support and participation costs - staff - productivity - training - work- readiness costImpact assessment costs
Commercial- Retail sales- Catering sales
Impact- Participation and support funding- Training funding- Donations
Key partnerships Key activities
Cost structures
valuepropostion
Customer relationships
Customer segments
revenue streams
ChannelsKey resources
Impact- Support expertise - Support staff- Impact brand
Impact- Social enterprise networks and directories- Social procurement directories
http://knode.com.au/
Business Model Canvas for Change
Primary Customers
Und
erst
andi
ng V
alue
Understanding Value
Crea
ting
Valu
e Creating ValueCa
ptur
ing
Valu
e Capturing Value
Job-to-be-done
Revenue Streams
Costs
Impact Streams
Adapted from the Business Model Canvas
Financial Customers
Job-to-be-done
Revenue Streams
Costs
Impact Streams
Theory of Change
Supporting Customers
Job-to-be-done
Revenue Streams
Key activities Key Resources
Costs
Impact Streams
Business Model Canvas for Change
Primary Customers
Und
erst
andi
ng V
alue
Understanding Value
Crea
ting
Valu
e Creating ValueCa
ptur
ing
Valu
e Capturing Value
Job-to-be-done
Revenue Streams
Costs
Impact Streams
Adapted from the Business Model Canvas
Financial Customers
Job-to-be-done
Revenue Streams
Costs
Impact Streams
Theory of Change
Supporting Customers
Job-to-be-done
Revenue Streams
Key activities Key Resources
Costs
Impact Streams
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Business Model Canvas for Change
Primary Customers
Und
erst
andi
ng V
alue
Understanding Value
Crea
ting
Valu
e Creating ValueCa
ptur
ing
Valu
e Capturing Value
Job-to-be-done
Revenue Streams
Costs
Impact Streams
Adapted from the Business Model Canvas
Financial Customers
Job-to-be-done
Revenue Streams
Costs
Impact Streams
Theory of Change
Supporting Customers
Job-to-be-done
Revenue Streams
Key activities Key Resources
Costs
Impact Streams
What’s different?
Defining value
The gravity of “failure”
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Start small. Fail early, learn often...
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What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
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Walking in their shoes
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Walking in their shoes
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Walking in their shoes
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What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
Designing behaviours
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ugh
Mac
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(Gap
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QUICK FACT
Standby power accounts for 10% of household electricity consumption in Australia
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Personal Responsibility
Pers
onal
Pow
eraw
aren
ess,
educ
atio
n, m
eans
acceptance, engagement, accountability
Disconnected Willing
Shirkers Action
Diagram adapted from Tim Cotter "Responsibility & Power" http://www.awake.com.au/wakeupsep07.html
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We are not rational
Do this today and you could get a 10% bonus on your next electricity bill.
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ACT TODAY!
Do this today and stop spending up to 10% on your electricity bill.
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ACT TODAY!
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Electricity bills & energy consumption
2.9 kWh
3.8 kWh
4.2 kWh 3.4 kWh
4.7 kWh
2.9 kWh
3.8 kWh
4.2 kWh 3.4 kWh
4.7 kWh
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What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
Designing behaviours
Metrics + traction
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DESCRIBE EXPLAIN ADAPT
Participation
Impact
Environment(barriers & enablers)
Design(strengths/weaknesses)
Implementation(strengths/weaknesses)
Advocacy agenda
Design modifications
Management responses
• Commencement• Engagement• Usage
Reflect back Look forward
Evaluation framework for the Indigenous Digital Excellence Initiative (Inca Consulting)
IDEAS
DATA PRODUCT/SERVICE
LEARN BUILD
MEASURE
Adapted from Lean Startup Principles <http://theleanstartup.com/principles>
What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
Designing behaviours
Metrics + traction
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Design With Intenthttp://designwithintent.co.uk/
A Map of Changeology
Find
the right
inviterPopular folk
theories
Man is Bad Bias
Heroic Agent Bias
Have a diverse, informed, inspired brains trust
First,
start a
buzz
1
Offer
hope
2
Create an
enabling
environment
3Design a
sticky
solution
4
Expand the
comfort zone
5
6
Address frustrated hopes
Avoid shock tactics
For more: www.enablingchange.com.au
© L
es R
obin
son 2
012
The practice of enabling people to do things they’ve never done before.
The THEORY OF CHANGE is:Wanting + Enablement + Invitation = TrialTrial + Satisfaction = Sustained adoption of new practices
Enablement
Wan
ting
Design for 3 über-wants:
Control
Time
Self-esteem
To enable action:
Familiarity
Autonomy
Discussion with peers
Goals and feedback
Enjoyment
Social proof
Commitment
Labelling
Incentives
An inviter who is:
Passionate
Respected
Connected
Similar
Powerless
Emotional+surprising stories
Popular opinion leaders
Facilitated discussions
To enable sustained change:
For desired behaviours:
Build a community
Create ease
Lower the price
For undesired behaviours:
Raise the price
Thwart
Regulate
Invitation
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4/Examples…
http://www.fastcompany.com/1648801/biomimicry-challenge-smart-design-ecosystem-approach-to-water-conservation-for-ibm
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This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Questions & Discussion
Grant Young [email protected]
@grantyoung || @zumio
