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Strategy Designer > Value Design > Flashcards

Value Design Flashcards

1
Q

Key elements to scope the process

A
  1. Understand the need
  2. Articulate the opportunity for design
  3. Establish the problem-solving approach
  4. Create a project plan
  5. Identify measures of success and potential risks
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2
Q

How Might We (HMW) statement

A

turns your challenge framing into a question that can be solved. It turns problems into opportunities for generative thinking and organizes how you think about the problem and possible solutions. It starts with a call to action, and in moments of ambiguity, it guides you in how to push your design.

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3
Q

Key moments when teams need most support

A
  1. Kickoff
  2. Research moments
  3. Synthesis moments
  4. Review moments
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4
Q

Common methods for evaluating success

A
  1. Business Success : Growth targets, Expansion targets, Efficiency targets, Customer satisfaction targets
  2. Customer Success: Net promoter score (NPS), Customer retention rate, Lifetime value
  3. Societal Success
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5
Q

One of the best ways to develop attainable goals is the SMARTE framework

A

SMARTE stands for Specific, Measurable, Achievable, Relevant, Time-bound, and Ethical. The SMARTE framework can help ensure the vision you’re delivering hits your goals.

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6
Q

Research enables you to

A

take advantage of expert perspectives and build confidence that you’re solving the right problems, and solving the problems right.

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7
Q

Different types of research for strategy design

A
  1. Research for Discovery/Understanding
  2. Research for Inspiration/Idea Generation
  3. Research for Exploration/Refining an Idea
  4. Research for Validating Assumptions, Decisions, and Designs
  5. Ongoing Assessment and Customer Listening
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8
Q

Choose quantitative methods for questions that sound like

A

“How many…?”, “How much…?”, “What do most people…?”, or “What is the success rate of…?”

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9
Q

Choose qualitative methods for questions like

A

, “Why…?”, “What would be ideal…?”, “How does it feel to…?”, or “What’s wrong with….?” And for qualitative methods, the follow-up question to ask yourselves is who is best suited to provide the answers you seek.

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10
Q

Seven key methods for external primary research

A
  1. Interviews
  2. Observations or shadowing
  3. Group conversations with stimulus
  4. Diary/journal studies
  5. Co-design/participatory design sessions
  6. Surveys
  7. Analogous research
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11
Q

Research goals and research methodologies

A

For Discovery/Understanding
● Interviews
● Observations or shadowing
● Diary/journal studies
● Surveys
For Inspiration/Idea Generation
● Group conversations with stimulus
● Diary/journal studies
● Codesign/participatory design sessions
● Analogous research
For Exploration/Refining an Idea
● Group conversations with stimulus
● Codesign/participatory design sessions

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12
Q

Best practices for design research ethics

A
  1. Be Honest
  2. Ask Permission to Record
  3. Stay Lean
  4. Limit Access to Identifiable Data
  5. Observe Regulations
  6. Respect Participants’ Expertise
  7. Pay Participants Fairly
  8. Listen Without Leading or Advising
  9. Take Only What You Need
  10. Ensure Representation
  11. Seek Support If You Have Ethical Questions
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13
Q

What is an Insight?

A

Insights form the basis for strategy design, unlocking opportunities for innovation and leading to ideas that are meaningful to people, creating real value.

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14
Q

A job story might look like

A
  1. When I’m <Situation></Situation>
  2. I need an <Motivation></Motivation>
  3. So I can <Expected></Expected>
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15
Q

Best practices for planning an insights workshop

A
  1. Create an agenda that leaves plenty of room for discussion
  2. Bring the research insights to life
  3. Create a set of boards for shared viewing
  4. Set a time and place
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16
Q

Best practices for facilitating an insights workshop

A
  1. Remember to pause
  2. Ask open-ended questions
  3. Listen to your stakeholders
  4. Allow participants to challenge and build on the ideas you’re presenting
  5. Know what’s next
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17
Q

Ideation

A

is the process of generating ideas and solutions through sessions such as Sketching, Prototyping, Brainstorming, Brain-writing, Worst Possible Idea, and a wealth of other ideation techniques

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18
Q

Who to Invite to a Brainstorm

A
  1. The ideal size for a group of people brainstorming is no smaller than 3 and no bigger than 10. Create your list with a few things in mind. Invite:
  2. People who know your users
  3. Generative people
  4. A mix of optimists and realists
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19
Q

Brainstorming rules

A
  1. Encourage Wild Ideas
  2. Go for Quantity
  3. Be Visual
  4. Build on the Ideas of Others
  5. Stay Focused on the Topic
  6. One Conversation at a Time
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20
Q

Dot voting

A

is a method of group voting used to identify a team’s preferences from a list of options. In other words, it’s a quick and easy decision-making process for narrowing down options, prioritizing ideas, and figuring out the most popular choices.
1. So how exactly do you conduct a dot voting session? Here are the basics:
1. Generate ideas or list a set of alternatives
2. Organize the options into groups or clusters based on theme or type, as needed
3. Clarify voting constraints
4. Vote
5. Assess the outcome
6. Revote as needed

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21
Q

Benefits of Journey Mapping

A
  1. Better team alignment
  2. Strategic thinking
  3. Deeper understanding of customer pain points
  4. Increased empathy
  5. A guide to measuring impact
  6. A strong case for innovation
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22
Q

What is a Journey Map?

A

Sometimes a Journey Map is used to analyze an existing process and diagnose issues with it, but design teams also use journey maps to describe a future state experience.
Journey maps are documents that visually illustrate the experiences customers have with a business or an organization. A journey map identifies several things.

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23
Q

Asynchronous Ideation

A

Sometimes a meeting in real-time won’t work out, due to scheduling or issues with group dynamics. In that case, you can run an asynchronous ideation session using Slack, a digital collaboration tool like Figjam, or even a Google Slides deck.

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24
Q

Co-creation

A

is when a design or product team invites people outside the core team into the ideation process.

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25
Q

Common mistakes in group Ideation

A
  1. Deferrals to Leadership
  2. Grouping by Perspective
  3. GroupThink
  4. Dominant Personality Bias
  5. Distractions
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26
Q

Analyze each solution concept based on:

A
  1. Desirability: Think of this as what’s valuable to the user.
    a. Do they want this?
  2. Viability: Think of this as what’s valuable to the business.
    a. Should we do this?
  3. Feasibility: Think of this as what’s technically possible.
    a. Can we do this?
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27
Q

Consequence Scanning

A

is a way for organizations to consider the potential consequences of their product or service on people, communities, and the planet. Consequence Scanning is a process teams use to interrogate solution concepts to consider their potential effects by asking three key questions.
1. What are the intended and unintended consequences of this product or service feature?
2. Within these intended and unintended consequences, which are positive?
3. Within these intended and unintended consequences, which are negative?

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28
Q

Consequence Scanning helps mitigate

A
  1. Imbalance in the Benefits of Technology
  2. Unforeseen Issues
  3. Erosion of Trust
  4. Impact on the Environment
  5. Changes in Norms and Behaviors
  6. Displacement and Societal Shifts
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29
Q

Strategic vision

A

is an aspirational view of a future state and a point of view on what teams should build to solve the project’s design challenge.

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30
Q

What Is Prototyping?

A

A prototype is a first pass, a simple sketch of an idea you want to implement. It doesn’t have to be pretty. It’s not completely thought out. It’s not final.

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31
Q

Prototypes can be used in three ways.

A
  1. Ideation: To generate ideas and provide stimulus for others to build on.
  2. Exploration: To try different ways of doing something or challenge assumptions.
  3. Validation: To confirm that a design solves a problem well and is usable.
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32
Q

Examples of low-fidelity prototype formats

A
  1. Sketches
  2. Paper interfaces
  3. Building block prototypes
  4. Borrowing and recombining
  5. Live action + Survey
  6. Role-playing
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33
Q

Examples of medium-fidelity prototype formats

A
  1. Wireframes
  2. Mockups
  3. Splash pages
  4. Foam or 3D-printed models
  5. Interactive prototypes
34
Q

Best practices for packaging prototype findings

A
  1. Create a one-page executive summary
  2. Give analytical and emotional highlights
  3. Make the document tell the story
  4. Keep it lean
35
Q

Four common types of product roadmaps

A
  1. Portfolio roadmap: Shows the planned releases of multiple products in a single view
  2. Strategy roadmap: Displays the team initiatives needed to achieve the product goals
  3. Releases roadmap: Shows the activities (what needs to be done, when, and who is responsible) that must happen before you can bring the release to market
  4. Features roadmap: Shows the timeline for delivering new features
36
Q

Best practices for creating alignment with key stakeholders

A
  1. Know your audience
  2. Start early
  3. Orient around outcomes
  4. Get them involved
  5. Create clarity
  6. Anticipate objections
37
Q

If a product makes it to market

A

the first iteration probably won’t be perfect. To even get your product in the hands of your customers, you need a go-to-market (GTM) strategy.

38
Q

What Is a Go-to-Market Strategy?

A
  1. The product roadmap laid out the journey for your target customer and the business and customer outcomes you’re trying to achieve. But the product isn’t going to sell itself. A go-to-market strategy stretches beyond the product roadmap with an end-goal of achieving a competitive advantage. It’s a strategy that outlines how you’ll:
  2. Successfully launch your product to your target audience.
  3. Acquire new customers.
  4. Drive awareness, adoption, and engagement.
39
Q

Key trade-off consideration during the deployment

A
  1. Effort vs. value
  2. Time vs. cost
  3. Compromise vs. sacrifice
  4. Clarity vs. consistency
  5. Aesthetics vs. usability
40
Q

Benefits of Alignment

A
  1. Focus the project team’s efforts on what matters most.
  2. Drive outcomes more directly.
  3. Improve communication and teamwork.
  4. Improve efficiency, since people can act more independently in service of the common goals.
  5. Reduce the possibility of friction and stray from intent, especially at handoffs.
  6. Enable everyone to contribute their expertise in a way that supports the vision.
  7. Increase team satisfaction because members believe in what they’re doing and can see that others value it.
  8. Increase accountability, because when everyone shares goals, we can hold each other accountable.
41
Q

What’s at risk without Alignment

A
  1. Wasting time and energy on the wrong ideas and tasks.
  2. Inconclusive outcomes because success isn’t well defined, you can never achieve clear success.
  3. Discord between stakeholders, which sometimes becomes discord between teams.
  4. The need to do re-work, including the need for additional investments in time and resources at a minimum.
  5. Resistance and lack of trust in the project team and in design overall.
  6. A lack of understanding of the importance and value of the work and the solution vision.
  7. Project failure or premature ending due to a lack of support or resources.
  8. Low morale among employees who can’t point to successful contributions to the organization or feel misaligned with company values.
42
Q

Decision making and prioritization methods

A
  1. Dot Voting
  2. Decision Checklist
  3. Criteria Scorecard
  4. Prioritization Matrices
  5. Trade-Off Scales
43
Q

Best practices to help groups resolve friction and come to alignment on a plan they can support

A
  1. Get Curious
  2. Get to the Heart of the Objection
  3. Go Back to the Last Aligned Moment
  4. Name the Challenges
  5. Acknowledge the Value of Perspectives
  6. Explore Solutions Genuinely
  7. Invite Collaborative Problem-Solving
  8. Bring in Fresh Inspiration
  9. Pause, Then Revisit
44
Q

The V2MOM

A

lets you clarify what you’re doing and then communicate it to the entire company. It boils down to these five questions, which create a framework for alignment and leadership:
1. Vision — what do you want to achieve?
2. Values — what’s important to you?
3. Methods — how do you get it?
4. Obstacles — what is preventing you from being successful?
5. Measures — how do you know you have it?

45
Q

Jobs to Be Done, or JTBD for short

A

is a framework designed to help us define success from a customer perspective. It starts with a deeper inquiry that seeks to answer a simple question: What jobs are customers hiring your product or service to do for them? JTBD empowers you to focus on the outcomes that people using your product want. It’s a great way to stand in the users’ shoes.

46
Q

Jobs to Be Done principles

A
  1. Customer-centric
  2. Solution Agnostic
  3. Stable Over Time
  4. Measurable Outcomes
47
Q

Four principles of accessibility

A
  1. Perceivable – Users must be able to perceive the information being presented. The information cannot be invisible to all of a user’s senses
  2. Operable – Users must be able to operate the interface. The interface cannot require interaction that a user cannot perform
  3. Understandable – Users must be able to understand the information and the operation of the user interface. The content or operation cannot be beyond the user’s understanding
  4. Robust – Users must be able to access the content using a wide variety of user agents, including assistive technologies
48
Q

The 4 Industrial revolutions:

A

○ Mechanical Production
○ Science & Mass Production
○ Digital Revolution
○ … other stuff? (Seriously… there isn’t a name for it)
■ Includes things like
● AI
● Blockchain
● VR & AR
● IoT
● 3D printing
● Genetic engineering
● Quantum computing
■ Key factors to differentiate 4th from 3rd
● Velocity
● Breadth & depth
● Systems impact

49
Q

Sustainable Design

A

● Sustainability in business refers to the quality of relationship between a business and the society & environment where it operates
● A sustainable business is “…one that delivers value for investors, customers, & employees; improves the living standards of its employees & the communities it touches; makes wise use of natural resources; and treats people fairly.”

50
Q

Stakeholder capitalism

A

businesses should benefit customers, suppliers, employees, communities, and shareholders
○ Companies have a responsibility to all stakeholders: shareholders, employees, customers, suppliers, communities, and the environment

51
Q

Orders of Impact

A

○ 1st order: direct/intended impacts of a design decision/product
○ 2nd order: impacts that are the consequences that might arise from the 1st order impacts
○ 3rd order: consequences of the 2nd order consequences

52
Q

Behavior Change Design
6 Behavioral Levers

A

is the intentional effort to modify people’s attitudes, choices, and habits.
○ Intentionally creating experiences that foster desirable behaviors
1. Social Influences
■ Uses the behavior, beliefs, and expectations of others to bring about desired behavior change
2. Information
3. Emotional Appeals
4. Rules & Regulations
5. Choice Architecture
■ Changing the context in which choices are made
■ Leverages the mental shortcuts we use to reduce effort in our decisions
6. Material Incentives

53
Q

● Ecosystem mapping

A

is a process used to capture all the key groups that influence a product or service
○ Who they are, what their roles are, what their motivations are around the project

54
Q

● Coalition of the Willing

A

is a mission-driven group of advocates, including project sponsors and cross-functional team members who use their skills, experiences, & networks to develop a new idea into a product/service & help bring it to market.
○ Discovery
■ Who is interested in the idea?
■ Are others working on it?
■ What skills would you need for the idea?
○ Integration
■ Planning & collaboration process to bring the vision to life
○ Partnership
■ Show executive leadership how the vision/project align with org goals/priorities
■ Create buy-in

55
Q

Accountability in Design

A

● Business accountability: the responsibility to report on the effectiveness & impacts of decisions & activities
○ Reporting metrics such as market & profit performance to connect an org’s internal work to things like revenue & optimization
● Social accountability: assuming responsibility for how business decisions & activities affect society (including positive impacts)
○ Mitigating any adverse impacts of a product/service
○ Involves setting up internal processes to ensure org’s account for a product or service’s potential impacts on society
● 4 ways to activate the business value of design
1. Turn on the business mindset
■ Clear understanding of the long-term outcomes & value that an org wants a product or service to achieve
2. Finding a starting point
■ What does the business value of design look like at an org?
3. Apply an integration process
■ To delivery on the business value of design
■ Enables integrating the business value of design across its organizational process
4. Consider design maturity
■ The level at which design operates in an org
■ Used to determine the impact an org’s designer’s have
● An org where design is core to the growth strategy will drive more impact by threading the business value framework through its entire org

56
Q

● Consequence Scanning

A

can be used to examine the impacts on communities & greater society

57
Q

Consequence Scanning Workshops have 2 phases

A
  1. Ideation
    ■ Participants complete prework of capturing the intended consequences & identifying them as positive or negative
    ■ Leaders explain the workshop focus & recap what is being scanned
    ■ Prework responses are captured in the 4-quadrant matrix
    ■ Participants are prompted to think about potential consequences beyond the obvious user experience
    ■ Participants are asked to brainstorm more unintended consequences
    ■ Capture responses in the 4-quadrant matrix
  2. Action
    ■ Participants take ideas from the ideation phase and turn them into actions sorting by 3 categories
    ● Act
    ○ Within the control of the participants
    ● Influence
    ○ Out of the participants’ control, but they can influence outcome
    ● Monitor
    ○ Completely out of participants’ control, but still important to understand & monitor
    ■ Participants invited to vote on whether or not they believe consequences in the Act and Influence categories are positive or need to be mitigated
    ■ Discuss how to make them more positive than negative
58
Q

● Consequence scanning workshop best practices

A

● Narrow Scope
■ Examine a particular feature/aspect for a deeper dive
■ Important to do in the early stages of development
● Diverse Perspectives
■ Cross-functional group with varied experiences to collaborate
● Assign Homework
■ Have participants come ready with a list of potential consequences to make workshop more efficient
● Make a Plan
■ Task leaders with scheduling a separate prioritization meeting to discuss identified consequences
■ Leaders to ensure remediating recommendations get integrated into a current roadmap or other artifact

59
Q

Relationship Design at Scale

A

● Key considerations when thinking about scaling relationships with technology
○ What kind of relationships you want to build w/customers at scale
○ How technology can enable these types of relationships
○ The associated benefits and trade-offs
● It is important to keep in mind that technology is just the gateway to relationship
○ It can help you reach your goals, but it cannot do the work for you
● Best practices for scaling relationships
○ No one-size-fits-all solution
■ People have unique ways of engaging with products/services & are affected differently
■ Must rely on different kinds of tech to provide varied solutions based on user/community needs
○ Take the time to engage
■ Understand how users interact with your product/service
● Understand their pain points & needs
■ Meet customers where they are & offer value through resources
● Helps customers better understand the product/service
■ Scaling with tech can decrease direct interaction with customers
● Important to intentionally find other ways to stay in touch
○ Sentiment is important
■ Users are nuanced & diverse and orgs must ensure they’re adapting to those differences in authentic & sustainable ways
● Design Systems allow organizations to scale the use of common elements within a user experience
○ A collection of repeatable design patterns & reusable code (building blocks)

60
Q

Business Model Canvas

A

● Tool for developing and documenting business models
● One-page view into how an org creates, delivers, & captures values
○ Enables you to target opportunity or drive improvement by focusing on a company’s business model
● Enterprise Architects use the Business Model Canvas to:
○ Capture the current state representation of the business
○ Inform the scope of a capability assessment
○ Identify critical solutions required for capturing value or servicing customers
○ Add value to (or overlay with) a business context diagram to emphasize the points of value exchange

61
Q

● 9 blocks of the Business Model Canvas

A
  1. Customer Segments
    ■ Who your customer is/who you are promising value to
  2. Value Propositions
    ■ What you are promising to your customers
  3. Channels
    ■ Where & how you interact with your customers
    ● Retail? Mobile? Ship-to-home? (or a combination?)
    ● Can be multiple for multiple customer segments and value propositions
    ● Can have channels that are value-delivered as well as channels that are value-received
  4. Customer Relationships
    ■ Connections & interactions with each of the customer segments
    ● Does the relationship meet the expectations of that customer segment?
  5. Revenue Streams
    ■ How you describe revenue
    ● Recurring, transactional, both?
    ● How you’re completing value exchange for each segment
    ○ Which types are applicable to which segments?
  6. Key Resources
    ■ What you need to make the value exchange happen
    ● Could be people- a highly skilled sales force
    ● Could be data, business intelligence, IP
    ● Could be physical assets like real estate, infrastructure, financial assets
  7. Key Activities
    ■ What you do to make the business model run
    ● Which are required for fulfilling the value proposition, maintaining relationships, etc.?
  8. Key Partnerships
    ■ Outsiders you rely on to make the business model work
  9. Cost Structure
    ■ All the costs required to run the business model
62
Q

Trend Research

A

● Trend: an assumed development in the future that will have a long-term & lasting effect on and change something
● Trend Management includes:
○ Identification of trends
■ Systematics
● Megatrends- long-term developments over several decades that affect all areas of society & worldwide economy
● Setting- changes in the business environment
■ Methodology
● Primary Research (first-hand research):
○ Interviews with customers, users, employees, suppliers, etc.
○ Interviews with experts
○ Workshops with experts & stakeholders
○ Delphi studies
● Secondary Research (using available information)
○ Analysis of the effects
○ Analysis of the implications

63
Q

Design Leadership Metrics

A

● Three focus areas for crafting an effective Design-metric system:
○ Dream
○ Detail
○ Drive
● North Star Metric: captures a particular business ambition around which business teams & leaders rally and to which design will contribute
● North Star Metrics typically take one of 3 forms:
○ User-experience (e.g.: Customer satisfaction score (CSAT))
○ Operational (e.g.: Net adoption score (NAS))
○ Financial (e.g.: Incremental transaction volume)
● Cascading KPIs
○ Linking KPI across each level of a product/service that can drive the North Star
○ Example: Experience driver, Journey or product performance, touchpoint performance, and experience driver
● Collect qualitative as well as quantitative measures

64
Q

Top Customer Service Metrics to Measure

A

● O-data
○ Operational data
○ E.g.: sales revenue
○ E.g.: # of new customers, website visitors, call center volumes, etc.
● X-data
○ Experience data
○ Context for how customers experienced the service & WHY they feel the way they do
○ Human feedback- points to the gaps between what you think is happening and what is really happening
○ Helps you see the big picture
● Top 10:
1. CSAT
■ Customer Satisfaction
■ KPI to track how satisfied customers are with your product/service
■ # of satisfied customers (4 or 5 out of 5) / # of responses X 100
2. CES
■ Customer Effort Score
■ Single-item experience metric
■ How much effort a customer has to exert to accomplish something, ie:
● Get an issue resolved, request fulfilled, product purchased/returned, question answered, etc.
3. NPS
■ Net Promoter Score
■ Often considered the gold standard customer experience metric
■ Single-question survey, 1-10
● Promoters: 9 or 10
● Passives: 7 or 8
● Detractors: 6-0
■ % of Detractors - % of Promoters
4. Social Media Monitoring
■ Brand mentions over time
■ Negative comments
■ Technical or account questions
■ # of questions that could be answered through support material
5. Customer Churn
■ Also known as customer attrition
■ When a customer stops using your products/services
6. First Response Time
■ How long it takes for a customer to receive a response
■ Starting point benchmarks
● Email/online form: <24hrs
● Social media: 60mins
● Phone: 3mins
● Live chat/messaging: instant
■ Time of first response - Time of customer request
7. Overall Resolution Rate
■ Total # of tickets / # of tickets solved
8. First Contact Resolution Rate
■ # of incidents resolved on the first contact / total # of incidents
■ Can also measure the average # of replies it takes for a customer to get their issue resolved
9. Customer Ticket Request Volume
■ Compare month over month
10. Average Ticket Handling Time
■ How long agents spend working on individual cases

65
Q

Distilling product vision & strategy into KPIs

A

● “What gets measured, gets managed.”
● Steps to create strategic product KPIs
1. Break down your product vision/strategy into their elements
■ Product vision/strategy often ties directly to company vision/strategy
● What to measure
○ Stakeholders
○ Impact
○ Timeframe
2. Distill these strategic elements into KPIs
■ Define by category
■ KPIs have to be SMART
3. Put KPIs into action
■ No more than 3-4 max
■ Set some baselines, targets, and measurement frequency
● Frequency informed by time frame section
4. Measure, rinse, repeat
■ First 2 measurement periods to make adjustments in collection process or targets

66
Q

Ideation

A

● Generating solution ideas
● HMW statements at the Ideation Brainstorm Level are smaller, less holistic, and more tactical
○ Drive toward more specific customer outcomes, built on an insight or JTBD, & has more of the customer’s context built in
● 3 common methods of brainstorming/ideation used by salesforce
○ Journey mapping
○ Asynchronous ideation
○ Co-creation

67
Q

Strategic Vision Creation

A

● Aspirational view of a future state & a point of view on what teams should build to solve the project’s design challenge
● Steps
○ First synthesize ideas from solution brainstorming
○ Then create concepts
○ Cyclically iterate by visualizing, analyzing, and critiquing to strengthen & refine
■ Analyze based on:
● Desirability
● Viability
● Feasibility
○ Present the vision

68
Q

Values-Driven Design

A

● Organizations center their design process on their core values to ensure they actively express them in their products and services
○ Allows orgs to elevate, guide, and strengthen relationships, internally & externally between organizations, consumers, and communities
● Values-driven design is key to relationship design
● Corporate Integrity Workshops are used to assess how effectively your org expresses its stated values
○ Understand values their products/services express
○ Identify gaps between current state of value expression & ideal state
○ Deeper understanding of why leading with values in the design & build process is key
○ Introduce teams to values in a business context to build the practice of separating personal values from core organizational values
● 3 steps of Corporate Integrity Workshops
○ Analyze- what values does the product/service express?
○ Compare- where does it stand with the stated core values?
○ Brainstorm- generate ways to express the core values of focus, both in terms of change to existing features & new ideas

69
Q

Balanced Scorecard

A

● The 4 pillars of the Balanced scorecard are
○ Perceptions of Customers & external stakeholders
■ Measured with things such as customer satisfaction, NPS, repeat purchase & loyalty, market share
○ Operations & internal process efficiency
■ Operations management- supply chain, production, distribution, inventory, quality control
■ customer management- selection, acquisition, retention, growth
■ innovation management- R&D, new product development processes, new product portfolio mgmnt, new product launches
■ external influences management- political, environmental, social, technical & economic forces; how external forces impact practices; relationship with immediate community
○ Financial performance & stewardship
■ Revenue, profit growth, free cash flow
● Productive strategy, growth strategy
○ Organizational capacity, knowledge, & innovation
■ culture , leadership style, alignment, teamwork; employee NPS, new ideas contributed by employees or new products launched/improved

70
Q

● NPS

A

○ Net Promoter Score
○ Tool for measuring customer loyalty
○ Customers use a 10pt scale to indicate how likely they are to recommend your product
Detractors, Passives, Promoters
Promoters - Detractors = NPS
● Market share
○ Your company’s piece of the pie compared to competitors
○ Typically reported as a % of sales

71
Q

Product Discovery

A

● Discovery is about deciding what you should build
● In older times, discovery was getting info from internal stakeholders, then years of building, then they’d find out if customers wanted it
○ Important steps forward were the agile framework and design thinking
○ Also asking if customers want the solutions and are you solving the right problems
○ Shifting from thinking about features to thinking about outcomes you’re driving for customers
■ Outcomes over outputs

72
Q

● What is the goal for product discovery?

A

○ Learn fast:
■ Are we meeting stakeholder needs?
■ Can customers use it?
■ Do customers want our solution?
■ Are we solving a problem customers care about?
■ Are we driving towards a desired outcome?

73
Q

● Opportunity Solution Tree

A

○ Define a clear desired outcome
○ Discover opportunities to drive that desired outcome
■ Problems, desires, etc.
■ What prevents people from doing the thing?
● Obstacles, barriers
■ For my customers that are doing the thing now, how are they doing it?
● What job does my product/service do for them?
○ Discover solutions that deliver on those opportunities
○ Experiment

74
Q

● Continuous Product Discovery

A

○ Smaller pieces of research
○ Conducted every week
○ Make product decisions on sets of signals

75
Q

Challenge Framing & Scoping

A

● How Might We statements
○ Turn challenge framing into a question that can be answered
○ Converts problems into opportunities to find possible solutions
○ Contains 3 parts
■ How suggests that the problem has a solution
■ Might allows the project team to imagine/explore possibilities w/o committing to them
■ We acknowledges that a project is going to take a collaborative effort
○ Used for
■ Challenge framing & scoping
● Clarify the project’s purpose and unify the design team with a common challenge to solve
■ Synthesis
● Articulate opportunities for design after new insights/findings have emerged from users to guide the ideation & concepting phases
■ Ideation
● Generate ideas around specific aspects of the larger design challenge
● You may create many HMW statements and use several per brainstorm or ideation session
■ Iterating
● Guide iterations in prototyping to see if the prototype answered the question & refine it as you learn more from users
○ Good HMW should
■ Be generative- can you get 5 solutions quickly that solve for the intended impact?
■ Be accessible- can someone outside your team generate solutions quickly?
■ Be neither too narrow or broad-
● If the solution is already stated in the framing, it is hard to discover various solution pathways
● Too broad and there will be too many solutions so you can’t begin to problem solve
■ Contains a desired outcome- can you understand what success would look like based on the statement?

76
Q

● Challenge framing

A

○ First alignment moment in a successful initiative or project
○ Defines the focus of the problem you’re trying to solve and clarifies what your team is setting out to do
○ Informs scoping in terms of time & skills needed
○ Provides clarity & direction for the team
○ Sets expectations of decision-makers on what they will/won’t solve within a project
■ Also provides the opportunity to negotiate this
○ Creates a shared definition of success
○ Ensure the team is working on something of value
○ Particularly useful when
■ Working on an ambiguous or complex problem
■ Driving for significant change from existing work/products/services
■ Aligning a new team around goals, roles, responsibilities
■ Proposing a new initiative that needs funding or leadership buy-in
■ Trying to create enduring advantage
■ Trying to determine who is best suited to solve your problem
○ Not needed if
■ There is a clear path forward
■ The challenge represents an evolutionary change to an existing product/service
■ Team is working well

77
Q

● Challenge scoping is the logistical plan for how the project will be structured

A

○ Understand the need
○ Articulate the opportunity for design
○ Establish the problem-solving approach
○ Create a project plan
○ Identify measures of success/potential risks
● The Triple Constraint:
○ Scope
○ Time
○ Cost

78
Q

Research

A

● Internal design research informs a project’s constraints in multiple ways:
○ Ensures you’re driving with the right company values
○ Ensures you’re coordinated in your efforts & outcomes
○ Helps you take advantage of existing organizational capabilities & cultural behaviors
○ Helps you understand the realistic appetite for change so you can right-size your ambition
○ Helps build empathy for designers & for stakeholders who make decisions

79
Q

Research in the Design Process

A

Discover>Define>Design>Deliver>Deploy
Main types of Research
● Research for Discovery/Understanding
○ Info gathering
○ Understand context & constraints of a design challenge
○ Build on work already done
● Research for Inspiration/Idea Generation
○ Most divergent type of research in format & practice
○ Anything that inspires problem-solving at the highest level
○ Could be looking for similar solutions, bringing in thought partners, using trends & forecasts, or diving into an experience
● Research for Exploration/Refining an Idea
○ Once a concept is in mind, this helps
■ Hone understanding of nuances surrounding the challenge
■ Build a case for the right way to solve it
○ Focuses on desirability & feasibility
○ Helps teams mitigate risk & optimize for impact w their solutions
● Research for Validating Assumptions, Decision, & Designs
○ Helps teams confirm that their solution is useful & usable
○ This is less about strategy and more about UX
● Ongoing Assessment & Customer Listening

80
Q

Research Methods

A

Interviews
● Meet with participants individually
● Ask questions and discuss attitudes, behaviors, preferences, expectations, or experiences
● Interviewees could be experts in the field or users/potential users of what is being designed
● One or two other team members may accompany to take notes/record session
● The most broadly used qualitative technique
Observations or shadowing
● Watch a participant during an experience in its typical context
● Participant asked to “think aloud” throughout the experience
● Useful for collecting information on a customer journey or learning about friction/difficulties with an existing product/process
Group conversations with stimulus
● Facilitated discussion with a group (3-12 typically) using activities, prototypes, or prompts to guide the convo
● Allows participants to exchange opinions, ideas, and perspectives w/each other & researcher
● In strategy design, used to increase understanding of social, emotional, and functional user needs
● In strategy design, used to generate ideas
● NOT focus groups- focus groups are designed to validate concepts
Diary/jornal studies
● Participants are given an assignment to track their actions, thoughts, habits, or attitudes over a short time
● Given a standard format- photos, audio recordings, journal, or combo
● Useful when learning about how products fit into users’ lives
● Useful when focusing on behavioral outcomes
Codesign/participatory design sessions
● Ideas sketched quickly for the purpose of provoking a research convo about why they’re bad
○ Using sketches, paper interfaces, or sacrificial concept
● Participants are asked to fix what’s wrong, or design their own ideal version of a concept
● Useful in deducing priorities & sparking convo about social, emotional, & functional needs
Surveys
● Most widely used & flexible formation for quantitative research
● Everything from/to
○ Ping polling- texting participants for quick responses to simple questions
○ Desirability testing with pixel perfect mockups, price-point marketing research, & large-scale demographic, attitudinal, behavioral studies
● Are a data collection instrument
○ Analysis is needed to provide useful insight
Analogous research
● Takes a team outside of its industry to find inspiration in the ways other have tackled similar challenges
● Can be inspiration research- project team identifies an isolated element of a design opportunity- such as an emotional state, behavior, or social dynamic- and looks for examples of that element done well in other contexts
● E.g. experiencing an escape room in order to gather inspiration around leadership through ambiguity

81
Q

Ethics best practices

A

● Be Honest
● Ask Permission to Record
● Stay Lean
● Limit Access to Identifiable Data
● Observe Regulations
● Respect Participants’ Expertise
● Pay participants Fairly
● Listen Without Leading or Advising
● Take Only What You Need
● Ensure Representation
● Seek Support If You Have Ethical Questions

Strategy Designer (5 decks)

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