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PRESTON SMALLEY 1
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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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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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
