Strategic design tools - patterns, frameworks and principles

STRATEGIC DESIGN TOOLSPatterns, Frameworks & Principles

Oli Shaw | @olishaw | www.olishaw.com

June 2013

UX Scotland

1Monday, 24 June 13

http://www.olishaw.com


Product and service innovation company

www.fluxx.uk.com

+

Experience & Brand Strategistwww.olishaw.com

2Monday, 24 June 13

I work at fluxx, as a strategic designer, we are a product an service innova6on company.

“Fluxx is an innova6on company, crea6ng new products and services to drive growth for established brands. We encourage large companies to behave like start-‐ups, introducing our unique blend of business rigour and crea6ve enterprise to see big thinking brought to life.”

It’s not a very sexy title for a talk, is it?

STRATEGIC DESIGN

Patterns, Frameworks & Principles

3Monday, 24 June 13

Maybe I should have called it:

PROBES, COAXING &

MANIPULATION

4Monday, 24 June 13

What is strategic design?

5Monday, 24 June 13

“Strategic design is about applying some of the principles of traditional design to ‘big picture’ [challenges] ...It redefines how problems are approached, identifies opportunities for action”

WHAT IS STRATEGIC DESIGN?

~ Helsinki Design Lab

6Monday, 24 June 13

“This is only possible when design is integrated into the DNA of organisations, creating new opportunities for designers with a strategic aptitude to migrate from studios and ateliers to integrated positions, embedded within organisations and governments.”

WHAT IS STRATEGIC DESIGN?

~ Helsinki Design Lab

7Monday, 24 June 13

DESIGN HAS

MORE VALUE

TO OFFER

8Monday, 24 June 13

Design has more value to offer then.. then just making things preGy and feel nice

DESIGNING THE

SOLUTION9Monday, 24 June 13

Designers are typically used to start by finding the answer to the ques6on; ‘what is the solu6on?’

Jurassic Park

http://youtu.be/qIXk3mNkGy4

10Monday, 24 June 13

John Hammond: I don't think you're giving us our due credit. Our scien6sts have done things which nobody's ever done before...

Dr. Ian Malcolm: Yeah, yeah, but your scien6sts were so preoccupied with whether or not they could that they didn't stop to think if they should.



How do we solve this?

Should we be doing this?

Why are we doing this..?11Monday, 24 June 13

Rather then geQng excited and rushing into ‘how do we solve this’, we should always want to make sure to make sure ‘should we be doing this’ and what is the commercial reason we are doing this.

When mentoring one of the most common things I see is people jus6ng straight into wireframing, worse s6ll is when they jumping straight in to wireframing in soRware. This isn’t leaving 6me for thinking about the purpose, its straight into the experience.

DEFINING THE

PROBLEM12Monday, 24 June 13

I’ve always been more interested in defining the problem, because defining the problem is as if not more important then designing the solu6on.

DEFINING THE RIGHT PROBLEM


Because you need to make sure its the RIGHT problem your trying to solve.

PURPOSE +EXPERIENCE

= IMPACT14Monday, 24 June 13

In the world of branding you have purpose, experience and impact.

For designers you can create the greatest experience but it the purpose is not right, its not worth anything and more importantly it wont have the impact the business wants or needs.

STRATEGIC DESIGN


I’m going to talk about strategic design, with the goal of trying to get the right balance of theory and things that you can take away with and use in your work.

Where are design decisions

being made?


Before we begin, I want you to consider this...

Design decisions are made without some people realising that they are making design decisions or that they are effec6ng the design decisions that can be made.

Where are design decisions being made?

Developers & Engineers


Developers / Engineers: The choices they make in the development process effects the final product which are design decisions (e.g. transi6on / anima6on speeds)



Product Owner/ Manager


Product owners: By Choosing the priority of features etc.




Business & Finance


Business & Finance: By the amount of budget and resources they assign to a project, or by seQng the business objec6ves and the measurements of success.




Business & Finance

Policy makers & Legal


As you move up the chain there are increasingly more things which shape the design decisions being made, the laws and policies which might need to be challenged or changed for the right design to happen.

THIS TALK COVERS:1. Defining the right problem

2. Importance of a vision

3. Design principles

4. Synthesis & Perspective

5. Frameworks & Templates

6. Better innovation through collaboration


1. Defining the right problem2. Importance of a vision






PROBLEMS AREN’T CLEAN AND CLEAR

Squiggle By Damien Newman


Problems aren’t clean and clear, they are messy.

Donald Rumsfeld

http://youtu.be/NfNnnoXBd40


‘There are known knowns, there are known unknowns and there are the unknown unknowns...’



DARK MATTER

~ Dan Hill


This is what Dan Hill talks about as the dark maGer of projects...if you haven't read what he has said you should make a point of going and reading it.

“The answer to unlocking a new experience,

product or service is sometimes buried deep

within organisational culture, regulatory or policy environment.”

~ Dan Hill


The design you will produce is shaped by these invisible, intangible forces, which shape the end results as much as the choice of type or colour pallet.

Sid Meier's Civilization

http://youtu.be/U3up2VzedTM


In the beginning a new design project if feels a lot like playing civilisa6on to me, its a dark map, you don't have much to go on, but you explore, you make discoveries, you create, you make allies and such.



Solutions!=

Requirements (or assumptions)


I want to be given a problem to understand, define and solve.

Not a solu6on to design and implement.

When you are given a solu6on as a star6ng point there is liGle scope for innova6on to happen, worse s6ll there is a greater poten6al for the project to go in the wrong direc6on.

What are the business objective?


A simple technique for ‘transla6ng back’ a solu6on you have been given to implement in to a requirement, is to find out “what the business objec6ve is that this solu6on needs to address?”

If a project or feature is NOT linked to a business objec6ve, why are you doing it?

This creates the opportunity for the designer to...concept beGer, add more value and to well design, not just implement.

Hypothesesbeat

Requirementswhich beats

Solutionsany day of the week


A hypothesis or and assump6on which you can work from, allows for more scope and opportunity then a fixed requirement. But both a hypothesis and a requirement as far beGer then being given a solu6on to implement.

START WITH A HYPOTHESISES


How can you add value if your just puQng the lips6ck on?

1. Defining the right problem

2. Importance of a vision3. Design principles





Thundercats

http://youtu.be/0-0hNQTmZ0Q


Lion-‐o lord of the Thundercats has a the sword of omens to guide him the right direc6on...



THE IMPORTANCE OF A VISION


Sight beyond sight...I oRen talk a lot about the the importance of a vision as something to aim towards.

You need to know where you are heading before you set out upon a journey, rather then focusing on your method of geQng somewhere.

calgary.ca

HAVE SOMETHING VISIBLE TO AIM FOR


There are many routes, obstacles and unforeseen events on the way to your goal, but you need something to keep aiming for as you navigate the course of a project.

What are we delivering on?

CREATE SOMETHING VISIBLE TO AIM FOR


So what do you need to consider when crea6ng your vision to aim for?

1. What are we delivering on? What is the brand value or business objec>ve we are linking this to?

What are we delivering on?How far forward are we looking?



As its a vision it should be a blend of a?ainable but also beyond reach (so it is something to aim for)

What are we delivering on?How far forward are we looking?Make it a collaborative exercise



It should be a collabora6ve exercise in crea6ng it, with key representa6ves / stakeholders involved. This should create buy in with the right people at the right level.

What are we delivering on?How far forward are we looking?Make it a collaborative exerciseShare it with everyone



It must be share with everyone in the organisa6on, communicate it, so that it becomes a share vision everyone is working towards.

VALUE PROPOSITION

by Stephan Liozu


And now for some examples of exercises for finding and shaping the vision.

First, the value proposi6on elevator pitch by Stephan Liozu, it concisely combines all of the key aspects needed to start crea6ng a vision.

hGp://thebuildnetwork.com/innova6on/value-‐proposi6on-‐statement/

OBITUARY

by Bill Taylor


The Obituary by Bill Taylor

“take 6me (probably much longer than twenty minutes) and write their organiza6on's obituary. What legacy did your company leave in its industry? What contribu6ons did your business unit make to your company? How did your brand move the needle in a market category? To clarify your company's future, it helps to step back and imagine a world in which it does not exist.”

hGp://blogs.hbr.org/taylor/2012/05/your_companys_obituary_can_shape_its_future.html

TECHCRUNCH REVIEW


Or if that is too morbid, you can work it the other way round. If you launch tomorrow (with everything finished perfectly) what would the TechCrunch (or alike) review of your product be? What aspects would they praise, what would they compare you to?

AMAZON REVIEWS


Or to make it more audience focused (if you have personas at the stage), you could create Amazon customer reviews of your product.

Sugru.com


Another method is to craR a manifesto as something to aim for, a good manifesto is rooted in disrup6on, it needs to inspire and rally people together towards a unified objec6ve.

MISSION STATEMENT TO A TWEET

Praesent non nisi quis mauris convallis aliquet. Curabitur ac bibendum lacus, nec congue lorem. Donec eget cursus odio. Maecenas luctus felis luctus sagittis vulputate. Suspendisse eget nunc vitae odio aliquet ornare. Mauris in semper neque, et

Praesent non nisi quis mauris convallis aliquet. Curabitur ac bibendum lacus, nec congue lorem. Donec eget cursus odio.

Praesent non nisi quis mauris conva

Mission statement Elevator pitch

Tweet

@olishaw www.olishaw.com45Monday, 24 June 13

An exercise I have been refining in my work is the mission statement to a tweet.

Have (all the right people) in a workshop, get them to individually write a mission statement for the company / product. Then they each take turns in reading it out, discuss the differences. Then they rewrite the mission statement but much more condensed, like an elevator pitch, again read out and discuss, but this 6me they should all be more aligned. Finally get them to once again write it, but this 6me they have to put it into a tweet, and one last 6me read out and discuss.

By the end of the process they should all be aligned, and you should have a clear idea of the key objec6ves and differen6ators.



A STARTING

POINT46Monday, 24 June 13

These exercises are just the beginning, you shouldn’t expect to get a finished polished vision out of these workshops and exercises. But you should have successfully begun to align the key stakeholders towards the same vision. The vision will need some further craRing and polishing before you can communicate it with everyone else in the organisa6on.

COAXING OUTTHE SOFTER REQUIREMENTS


In the process of crea6ng the vision and working through these exercises, it will oRen help you tease out some of the soRer requirements and less explicit goals for the project/organisa6on.



3. Design principles4. Synthesis & Perspective




If your not familiar with what design principles do and why are they important... good design principles should measure up to these points:

DESIGN PRINCIPLESThey describe the characteristic of a product.


The characteris6cs and the personality...

DESIGN PRINCIPLESThey describe the characteristic of a product.They are used to communicate to a wide variety of people.


They must be in a language which can be understood by a wide variety of people.

This is so that they can be agreed with, supported by and championed by others within the organisa6on.

DESIGN PRINCIPLESThey describe the characteristic of a product.They are used to communicate to a wide variety of people.They are experience goals for the product.


They are goals which the product experience needs to achieve

DESIGN PRINCIPLESThey describe the characteristic of a product.They are used to communicate to a wide variety of people.They are experience goals for the product.They help guide us towards our vision.


They should help navigate the project to reach the desired vision, keeping it true.

DESIGN PRINCIPLESThey describe the characteristic of a product.They are used to communicate to a wide variety of people.They are experience goals for the product.They help guide us towards our vision.They can be used to aid decision making in a project.


Lastly but most importantly, having a set of design principles are invaluable when you trying to make a decision about a,b or c (aside from prototypes and user tes6ng). The are even more helpful when you have a senior stakeholder coming along and doing a “swoop n poop” in your mee6ng.

“We created a spreadsheet of design

principles that companies shared:

Google, Apple, UK.gov, etc. Then we took the strongest principles”

~ Anonymous 2013


I recently read this on a forum discussing how to create design principles.

WHAT’S RIGHT FOR YOUR BRAND / PRODUCT


The principles for Google won’t be right for Morrisons, who’s principles wont be right for Louis VuiGon.

The principals you are using to govern and steer your product's decisions should be grounded in what is important to your product, your brands values, your business objec>ves, linked to research or your audience goals.

Universal: our design needs to work for everyone, every culture, every language, every device, every stage of life.Human: our voice and visual style stay in the background, behind people’s voices, people’s faces, and people’s expression.Clean: our visual style is clean and understated.Consistent: reduce, reuse, don’t redesign.Useful: meant for repeated daily useFast: faster experiences are more efficient and feel more effortless.Transparent: we are clear and up front about what’s happening and why.


Your principles shouldn’t be too abstract or too generic.

What design shouldn’t be useful? The goals facebook’s principles are looking to achieve are good but the way they are communicated is too general.

PRINCIPLES TEMPLATEPrinciple (statement)

Description / details

Examples of use


A design principal should consist of: A statement, a descrip6on and where possible an example (this can be added later).

It should be noted that the principle / statement should be strong and clear enough on its own, without the descrip6on / details.


It goes without saying that your design principles should be considered, and as such they shouldn’t be an epic list. Too many principles will encourage people to use them lest, the wont be as memorable.

GOV.UK PRINCIPLES


The Gov.UK principles are a shining example of a good set of design principles, if you haven’t seen them make sure you go an read them.

TEST YOUR PRINCIPLES

~ Jared M. Spool 2011


Jared M. Spool gave these checks to test the principles you have created

TEST YOUR PRINCIPLES1. Does It Come Directly From Research?



I would update this test to include that it should be linked to at least one of; your brands values, your business objec6ves, your audience goals or research.


2. Does It Help You Say 'No' Most Of The Time?



The principle should be a guide and a support when making decisions or decisions are being made without you.



3. Does It Distinguish Your Design From Your Competitors'?



(see facebook’s ‘useful and clean’)




4. Is it Something You Might Reverse In A Future Release?







5. Have You Evaluated It For This Project?







5. Have You Evaluated It For This Project?

6. Is Its Meaning Constantly Tested?



Use the principles, don't forget them, iterate and keep them current.

SHARE, COMMUNICATE

& USE67Monday, 24 June 13

Once you have your design principles, they should be communicated with the whole organisa6on (and beyond). Don’t just keep them for the design department, make them public, they might even end up being used in the marke6ng campaigns (as seen by HTC and EE)




4. Synthesis & Perspective5. Frameworks & Templates



On the journey to defining the right problem and star6ng to look at what possible solu6ons their might be, synthesis and perspec6ve can be great tools for the strategic designer.

Adding more value by synthesising the available informa6on not just analysing it. And looking at the problem from different perspec6ves, to understand the purpose behind what your trying to achieve and solve.

(asking the right questions)

Synthesising not Analysing


If analysis is about reviewing the informa6on and determining why something is, Synthesis is about proposing the way something could be. Synthesis adds value.

“… During synthesis, it is not the discrete elements of data that are interes6ng so much as the rela6onship between these elements. Iden6fying a rela6onship forces the introduc6on of a credible (although rarely validated) story of why the elements are related.” -‐ Jon Kolko

PUT IT ON THE WALLS

MAKE IT PHYSICAL & COLLABORATE70Monday, 24 June 13

When synthesising, don't hide it away in digital files.

Make it physical, something you can scribble on, leQng you see the wood for the trees, and open it up to being collaborate.

DISTILL INTO VISUALISATIONS

Get box through post Open box

Dropo! Dropo!

Install Register

Physical to digital transition

Tx

Rx


Create diagrams of your synthesis, by visualising what you understand it helps you (and others) to see priori6es, rela6onships and unseen ques6ons.

CREATE HYPOTHESISES


Start crea6ng ‘your best gues6mates’, make some hypothesises which you want to prove or disprove.

MAKE IT TO BREAK IT


Create a hypothesis to tear it down and make a beGer one.

Try and break it. Why did it break? What have you learnt from it?

Then iterate, iterate, iterate...

PROTOTYPES*


This is why quick prototypes are so useful for experimen6ng and learning.

Work out what the Minimum Viable Experiment is, get it in front of some people, and find out: Is this the right direc6on? Is our hypothesis correct?

EXPLORE DIFFERENT PERSPECTIVES


Perspec6ves.

When your looking at a problem or a poten6al solu6on its worth trying to view it from as many different perspec6ves (contexts) as possible.

lensesEXPLODE / ATOMISE


The first stage in this process is to atomise it, like a lego model take it a part and see it for all its elements.

SEE PATTERNS & THEMES


Zoom in and out of the detail, try and iden6fy the themes / territories / paGerns

CONTRAST& CONTEXT


Some6mes one of the best ways to see the rela6onships is to use contrast, put it against something else, or to pivot the context of use.

lensesLOOKING THROUGH LENSES


An exercise which is great for this is to ‘look through a lens’.

For example, if a car was viewed through different lenses, you have the lavish hot rod, the precision F1, the safe and reliable family car and the rugged and u6litarian van.

EXAMPLE LENSESAnalytical


For a home energy monitoring project we explored these lenses. They are just examples and their not right for every project, but should give you an idea.

Analy>cal: what is the best tools for slicing and dicing their energy data?


Environmental


Environmental: ‘Helping me understand the impact of my ac6ons’


EnvironmentalFinancial


Financial: ‘Reassuring me that I’m geQng the best deal’ & ‘Helping me save money by using less’



Social


Social: ‘Sharing my behaviour and intent’, ‘Comparing my ac6ons against others’ & ‘Making me more visible’



SocialGame


Game: ‘Using game mechanics to encourage behavioural change’ & ‘Being playful’



SocialGame

Editorial85Monday, 24 June 13

Editorial: ‘What is the role of content in helping people understand energy use? e.g. educa6onal’

lensesCONTRAST VIA CONTEXT

School run Road Trip


Or you can contrast the context...passive vs ac6ve, short vs long, etc.

Using the car example again:

If your making a car for a school run, it needs to be safe (child friendly), good for short frequent journeys and capable of holding lots of children.

Where as if your making a car for a road trip, it needs to be comfortable for long journeys, capable of holding luggage and people, etc.

LATERAL REVIEWConsidering alternatives

which have similar patterns or features


Another technique is to explore laterally compe6tors / inspira6on.

For example, home energy monitoring...Essen6ally by monitoring the energy use of your home your crea6ng a data feed, it goes up and down and you can overlay different axis to see the ac6vity in different ways.

What else use a data feed to monitor ac6vity?


Sports apps. Tracking your ac6vity when cycling (Strava), your driving ac6vity (ecoDrive) and running or general ac6vity monitors like Nike Fuel band.

nike+

Runkeeper


There are lots of running monitors out there, 2 key examples are nike+ and Runkeeper. the track your speed, distance and overlay it with GPS data.

How can you be different? Running is running, right?


running is running right? its been done, its a saturated space, how could you differen6ate a new app?

Zombies RUN!

A running app which combines narrative with exercise.


How about look at it through a narra6ve or game lens?


“Zombies, Run! is an immersive running game. Players act as the character Runner 5 through a series of missions, during which they run and listen to various audio narra6ons to uncover the story. While running, the player collects supplies such as ammuni6on, medicine and baGeries which they can use to build and expand their base. The app can record the distance, 6me, pace, and calories burned on each mission through the use of the phone's GPS or accelerometer.”

lensesLENSES, CONTRAST & LATERAL


ARer you have exhausted exploring lenses, contrast and lateral you should end up with a wealth of ideas and thoughts to synthesise.

UNDISCOVERED OPPORTUNITIES

&UNSEEN PROBLEMS


By shiRing the pivo6ng, looking at different perspec6ves or reframing things it will help you see some previously unseen problems, it should also help you uncover some addi6onal opportuni6es.





5. Frameworks & Templates6. Better innovation through collaboration


Why use a framework or a template?


They creates rigger and efficiency, they help with making things replicable -‐ saving you 6me and energy in the long run.

Most importantly they help you focus on making things good / making good things.

VALUE PROPOSITION

by Stephan Liozu


Some examples of frameworks and template, as we have seen already the value prop pitch template.

Primary Persona

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I’m sure your all familiar with persona frameworks and templates.

BUSINESS MODEL GENERATION CANVAS

http://www.businessmodelgeneration.com/canvas


“The Business Model Canvas, is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model.”



DIYCreate your own, iterate, improve and evolve


Create your own templates for your workshops and yourself.

Adapt and evolve them as you need, start crea6ng your own playbook.








collaborate, collaborate, collaborate.


There are already some great resources out there for crea6ve workshop, and my 6me is limited in this talk so I wont go into detail on workshops -‐ Also I’ve already covered some of it in the talk.

Kids party

Herding cats


I will say that planing and running a collabora6ve workshop is like organising a children's party, trying to work out what party games will yield the best results. Or like cat herding for professionals, trying to focus and mo6vate a variety of par6cipants.

HARMONISING / ALIGNING


A key outcome of collabora6ve work is in aligning everyone to the same goal / objec6ve.

I have always found collabora6ve session to be one of the best ways of harmonising and aligning everyone towards the same goals, to understand and appreciate the complexity of the problem at hand, or as a good way of geQng some stakeholders passionate solu6on out into the open so that it can be discussed.

PROVOKE


Provoking discussion and mo6va6ng people to make a decision, some6mes the best thing is to do something deliberately wrong.

One technique I like for geQng things moving when there is a lot of discussion but liGle agreement, is “Go with the worst idea” tac6c.

As described by Jon Bell as the “McDonald’s for lunch” trick:

“I use a trick with co-‐workers when we’re trying to decide where to eat for lunch and no one has any ideas. I recommend McDonald’s.

An interes6ng thing happens. Everyone unanimously agrees that we can’t possibly go to McDonald’s, and beGer lunch sugges6ons emerge. Magic!

It’s as if we’ve broken the ice with the worst possible idea, and now that the discussion has started, people suddenly get very crea6ve. I call it the McDonald’s Theory: people are inspired to come up with good ideas to ward off bad ones.”

PROBE


Some6mes you need to more subtle and discreet, then provoking.

In deep space terms, probes are sent out to discover things and report informa6on back.

Probes are fantas6c strategic design tools for geQng an indica6on of something (oRen with evidence) and repor6ng informa6on back.

A good story of a probe is the Van Halen...story

“"M&M's (WARNING: ABSOLUTELY NO BROWN ONES)." While the underlined rider entry has oRen been described as an example of rock excess, the outlandish demand of mul6millionaires, the group has said the M&M provision was included to make sure that promoters had actually read its lengthy rider. If brown M&M's were in the backstage candy bowl, Van Halen surmised that more important aspects of a performance-‐-‐ligh6ng, staging, security, 6cke6ng-‐-‐may have been botched by an inaGen6ve promoter.” -‐ Rolling stone magazine

DESIGN COMMUNICATION


All to oRen designers lock themselves away to craR the solu6on and only them come back and present it. Design should take a lead form dark rooms, black boxes and invisibility

COMMUNICATE & SHARE


I’ve been using an open produc6on process for years now, not disappearing off in a dark room and coming back with an 'amazing' solu6on. But geQng everything out of the digital files and up on the wall for anyone to come and look at, taking that further and invi6ng ‘walk throughs’ for anyone in the company to come and see what in progress . I’ve found it to be a great way of geQng buy in for those whom need to buy in and geQng trust from thoues whom work in the organisa6on.

Decisions


ORen when I talk about this with others they ask; how decisions and sign off happens with an open inclusive process?

Too many cooks spoil the broth...

Design by Committee


All too oRen I hear the terms: “To many cooks spoil the broth” or “I hate design by commiGee”.

But there is a difference between leQng others make design choices and allowing for design discussion. Two key skill in this senario we have already discussed in this talk...

1. Don’t take solutions

2. Synthesise the feedback


1. Solu>ons. don't take a solu6on as a star6ng point, understand what the underlying mo6va6on is, ‘define the right problem’.

2. Synthesis. don't take a list of direct ac6ons to work through synthesise the feedback and understand how best to address it.

Getting Decisions

Made112Monday, 24 June 13

Another technique to geQng decisions made is to get responses before the mee>ng. Get something ‘signed off’ before the sign-‐off mee6ng, so that the actual mee6ng is more of a formality. This lets you answer ques6ons and pass the work through quickly and efficiently -‐ no egos need to come out between stakeholders in the mee6ng.

CONCLUSIONS


In summary, some closing thoughts.

Hitchhikers guide to the galaxy

http://youtu.be/Sx2QIntaLA4


The Babel fish from HGTTG.

Designer need to be like babel fish, able to understand all languages, developers, business, customers and be able to translate things back into the languages of others.



IS THIS THE RIGHT

PROBLEM TO SOLVE?


Always be asking: is this the right problem? Before you start to think about a solu6on.

Will the results of our efforts be valuable?

or Could they be more valuable?


Always be looking to answer these ques6ons, how can my design/work add more value?

MAKE EXPERIMENTS


Make it to brake it, create experiments, build prototypes, understand though the leanest possible MVP’s.

FACILITATORSTEWARDSHIPNEGOTIATORMOTIVATOREMPOWER


Skills of the strategic designer, embrace and develop these skills.

You don't need to be the person with the brilliant answer, you can be the person that mo6vates others to find it and/or improves on it.

Empowering others -‐ How can you make them look good / their life easier?

Where is the fun?


The fun is not in the glamorous stuff, the shiny, the gliGer on top...

The fun is...


The fun is in the process and the structure behind the visible, the fun is in making it happen, in working the system to get the best result.

With every project I've worked on there has been an increasing element of changing the process / organisa6on to deliver the right solu6on, to the right problem for the best results.

OLI SHAWwww.olishaw.com@[email protected]

THANK YOU

www.fluxx.uk.combig thinking, brought to life


Thank you

http://www.fluxx.uk.com

http://www.fluxx.uk.com