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PRAGMATIC PRODUCT STRATEGYWAYS OF THINKING AND DOING THAT BRING TOGETHER TECHNOLOGY, BUSINESS AND DESIGN
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@jonnyschneider
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I am a Service Designer…
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…and a Product Strategist.
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½ business
½ design
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Technology
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Strategy is worthless unless you ship
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Execution benefits from strategy
good^
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Too much TALKING.RESEARCHING.
MODELLING.THINKING.
COMMON STRATEGY
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Too much TALKING.RESEARCHING.
MODELLING.THINKING.
COMMON STRATEGY
NOT ENOUGH doing.
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Idea Target release
research
business strategy
funding
planning
design
delivery
test
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Idea Target release
research
business strategy
funding
planning
design
delivery
test
13
Idea Target release
research
business strategy
funding
planning
design
delivery
test
13
Idea Target release
research
business strategy
funding
planning
design
delivery
test
…we can’t move the release date! the media campaigns are booked!!! Engineers, can you build less, and faster?
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Idea Target release
research
business strategy
funding
planning
design
delivery
test
…we can’t move the release date! the media campaigns are booked!!! Engineers, can you build less, and faster?
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Better Strategy
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EXPLOREUNDERSTAND CREATEDEFINE
vision & plantrigger solutionLEARN BUILD
MEASURE
DEFINE STRATEGY EXECUTE SOLUTIONUnderstand why & define how Create the outcome
Adapted and extended from British Design Council.
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EXPLORE CREATEDEFINE
DIVERGENT EXPLORATION,DEEPER UNDERSTANDING
Exploring opportunity is a search for disruptive questions. Through observation and enquiry we reveal customer behaviour and business drivers to identify opportunities to consider.
DEFINE STRATEGY EXECUTE SOLUTIONUnderstand why & define how Create the outcome
vision & plantrigger solution
UNDERSTAND
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EXPLORE CREATE
CONVERGE TO DEFINE A STRATEGIC DIRECTION
We synthesise knowledge into insight and focus on the most compelling opportunities to pursue as we define a vision. Converging on our strategic direction, we now consider how success will be measured.
DEFINE STRATEGY EXECUTE SOLUTIONUnderstand why & define how Create the outcome
vision & plantrigger solution
UNDERSTAND DEFINE
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ENTERPRISE INNOVATION
CROSS-FUNCTIONAL DISCOVERY
!Product + Process +Technology
STRATEGIC WORKSHOP
!Big Picture Approach
INTEGRATED STRATEGIES
Agile Delivery
Organisational Transformation
Adoption Design
UX Remediation
Continuous Innovation
Continuous Innovation
Legacy Re-engineering
1–3 weeks 2–10 days
“Unlock your enterprise potential”
weeks, not months
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ENTERPRISE INNOVATION
CROSS-FUNCTIONAL DISCOVERY
!Product + Process +Technology
STRATEGIC WORKSHOP
!Big Picture Approach
INTEGRATED STRATEGIES
Agile Delivery
Organisational Transformation
Adoption Design
UX Remediation
Continuous Innovation
Continuous Innovation
Legacy Re-engineering
1–3 weeks 2–10 days
“Unlock your enterprise potential”
KNOW THE ECOSYSTEM
EXAMPLE: ANALYSIS
• Business processes
• Centralised Services
• Manual Processing Centre
• Customer Service Centre
• Business Intelligence
• Marketing Services
• Information Technology
• Marketing Services
• Enterprise Technology Architecture
• Shop-floor observations
40+ 10+30+ 1000+representatives
methours of staff presentations, meetings, and
interviews
hours of live observation
pages of documents and reports
KNOW THE CUSTOMER PAIN
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TELL A STORY
EXAMPLE CUSTOMER STORY - PRE TRIP
Web: Baidu experience PDF: Mafengwo
Triggers Inspiration Preparation Booking
EXAMPLE CUSTOMER STORY - TRANSIT
by Sean Savage by Karl Baronby Anaa Yoo by Hideyuki Kamon
Pre - travel Pre - flight In flight/transit
Map: Citymaps2go
EXAMPLE CUSTOMER STORY - AT DESTINATION
by Wayan Vota by Steven Erat
by Shaun Dunmall
by Mike Chaput
Arrival In country In store
EXAMPLE CUSTOMER STORY - RETURNING HOME
Preparation Landside Airside
by Steven Conry
EXAMPLE CUSTOMER JOURNEY - BACK HOME
by Epsos.de
by AFS-USA Intercultural Programs
Arrival Trip follow up Receive reward
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ENTERPRISE INNOVATION
CROSS-FUNCTIONAL DISCOVERY
!Product + Process +Technology
STRATEGIC WORKSHOP
!Big Picture Approach
INTEGRATED STRATEGIES
Agile Delivery
Organisational Transformation
Adoption Design
UX Remediation
Continuous Innovation
Continuous Innovation
Legacy Re-engineering
1–3 weeks 2–10 days
“Unlock your enterprise potential”
DesignerAnalyst Chief Customer
Officer
Developer
Head of Marketing
CEO
Service Design
ArchitectIT Director
Head of Product
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PERSPECTIVE
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PERSPECTIVE
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PERSPECTIVE
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business design
PERCEPTIONS
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Customer Experience
(usable/desirable)Technology (feasible)
Business (viable)
Good Product
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HOW MIGHT WE…
begin to work better together, for bigger impact?
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HOW MIGHT WE…
use how we see to inform strategy?
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‘FEATURES TO BUILD’
COMMON EXECUTION
vs. IMPACT TO DELVER
BACKLOG ESTIMATION
PLANPRIORITISE
useful tools…
…but delivery run rate isn’t everything - features don’t always equal impact.
SEARCH
DAILY DEALS
INCREASE 17%
INCREASE 455%
CATEGORIES USAGE 41%DOES NOT INCLUDE SEARCH
CONTINUOUS LEARNING AND VALIDATION
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EXAMPLE HYPOTHESIS
EXAMPLE HYPOTHESIS
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CREATE
EXPLORE OPTIONS, VALIDATE SOLUTIONS
Guided by a clear vision, we begin to qualify the options. Through iterations, we explore, validate and refine concepts as we create a blueprint for the solution.
DEFINE STRATEGY EXECUTE SOLUTIONUnderstand why & define how Create the outcome
vision & plantrigger solution
EXPLOREUNDERSTAND DEFINE
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EXPLOREUNDERSTAND DEFINE
CREATE QUALITY OUTCOMES
Now the focus shifts to robust execution as we pay attention to experience and build quality systems. As we measure success, working solutions are iteratively refined to optimise effectiveness.
DEFINE STRATEGY EXECUTE SOLUTIONUnderstand why & define how Create the outcome
vision & plantrigger solution
CREATE
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HOW MIGHT WE…
use development activities to define strategy?
EXPLOREUNDERSTAND CREATEDEFINE
vision & plantrigger solution
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EXPLOREUNDERSTAND CREATEDEFINE
DEFINE STRATEGY EXECUTE SOLUTIONUnderstand why & define how Create the outcome
vision & plantrigger solutionLEARN BUILD
MEASURE
Think big, start small, act quickly.
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Know the impact. Own the impact.
Strategy is worthless without execution. Execution benefits from {good} strategy. Work better together for bigger impact.
PARTING THOUGHTS