Innovating From Within

Transcription

1 HOW Design Live 2014 Innovating From Within Justin LUMA Institute and its licensors

2 INNOVATING FROM WITHIN Crap title. 2

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4 FRAMING THE PROBLEM How might I allow the audience to design the talk? (How might I shirk some responsibility if the talk is crap?) 4

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7 CHOOSE YOUR PRESENTER S LOOK A! B! Sensible dress shirt Irreverent design tee 7

8 MY APPROACH TO DEVELOPING MY PRESENTATION 8

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15 TO BE SKILLED AT HUMAN-CENTERED DESIGN IS TO BE SKILLED AT 15

16 CHOOSE YOUR OWN PRESENTATION A! B! Tell me about your personal background and a few key experiences that got you here. Tell me about the LUMA story and your approach to humancentered design. 16

17 LUMA INSTITUTE We equip individuals, teams and 0rganizations to accelerate innovation. Every day, all around the world. 90

18 THE CHALLENGES WE FACE REQUIRE VARIOUS DEGREES OF CHANGE! Little Change Big Change 91

19 IN MANY DIFFERENT FORMS Products Environments Websites Software Tools Hardware... Tangible Forms! Services Processes Business Models Policies Laws Intangible Forms Little Change Big Change 92

20 DOTTING THE LANDSCAPE OF INNOVATION Products Environments Websites Software Tools Hardware... Tangible Forms Services Processes Business Models Policies Laws Intangible Forms Little Change Big Change 93

21 Innovation is a growing global economic imperative. 94

22 Innovation is a growing global economic imperative. It calls for more people to be more innovative more often. 95

23 Innovation is a growing global economic imperative. It calls for more people to be more innovative more often. But how? 96

24 Human-Centered Design 97

25 Human-Centered Design The discipline of developing solutions in the service of people. 98

26 Human-Centered Design The discipline of developing solutions in the service of people. 99

27 Design is not a one-shot vaccine; it s an innovation fitness program that puts an organization on top of its game. It is not an event, it is a way of thinking, communicating and doing every day. HEATHER FRASER Rotman School of Business University of Toronto 100

28 Human-Centered Design The discipline of developing solutions in the service of people. 101

29 Everyone designs who devises courses of action aimed at changing existing situations into preferred ones. HERB SIMON Nobel Laureate in Economics 102

30 Human-Centered Design The discipline of developing solutions in the service of people. 103

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37 CHOOSE YOUR OWN PRESENTATION A! B! Tell me about the LUMA System of Innovating for People. Tell me about the future of innovation. 110

38 TO BE SKILLED AT HUMAN-CENTERED DESIGN IS TO BE SKILLED AT 128

39 THE LUMA SYSTEM OF INNOVATING FOR PEOPLE 129

40 We didn t invent this 130

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43 Ethnographic! Research! People & Systems Concept Ideation Participatory Research Patterns & Priorities Modeling & Prototyping Evaluative Research Problem Framing Design Rationale 133

44 Looking Methods for observing human experience: Understanding Methods for analyzing challenges and opportunities: Making Methods for envisioning future possibilities: ETHNOGRAPHIC RESEARCH PEOPLE & SYSTEMS CONCEPT IDEATION o o o o Interviewing Fly-on-the-Wall Observation Contextual Inquiry Walk-a-Mile Immersion... o o o o Stakeholder Mapping Persona Profile Experience Diagramming Concept Mapping... o o o o Thumbnail Sketching Creative Matrix Round Robin Alternative Worlds... PARTICIPATORY RESEARCH PATTERNS & PRIORITIES MODELING & PROTOTYPING o o o o What s on Your Radar? Buy a Feature Build Your Own Journaling... o o o o Affinity Clustering Bull s-eye Diagramming Importance/Difficulty Matrix Visualize-the-Vote... o o o o Storyboarding Schematic Diagramming Rough & Ready Prototyping Appearance Modeling... EVALUATIVE RESEARCH PROBLEM FRAMING DESIGN RATIONALE o o o o Think-Aloud Testing Heuristic Review Critique System Usability Scale... o o o o Problem Tree Analysis Statement Starters Abstraction Laddering Rose, Thorn, Bud... o o o o Concept Poster Video Scenario Cover Story Mock-up Quick Reference Guide...

45 This is not a prescriptive process. 135

46 Looking Methods for observing human experience: Understanding Methods for analyzing challenges and opportunities: Making Methods for envisioning future possibilities: ETHNOGRAPHIC RESEARCH PARTICIPATORY RESEARCH EVALUATIVE RESEARCH PEOPLE & SYSTEMS PATTERNS & PRIORITES PROBLEM FRAMING CONCEPT IDEATION MODELING & PROTOTYPING DESIGN RATIONALE YOUR PROCESS HERE Interviewing Fly-on-the-Wall Observation Contextual Inquiry Walk-a-Mile Immersion What s on your Radar? Build Your Own Buy a Feature Journaling Think-Aloud Testing Heuristic Review Critique System Usability Scale Stakeholder Mapping Persona Profile Experience Diagramming Concept Mapping Affinity Clustering Bull s-eye Diagramming Importance/Difficulty Matrix Visualize-the-Vote Problem Tree Analysis Statement Starters Abstraction Laddering Rose, Thorn, Bud Thumbnail Sketching Creative Matrix Round Robin Alternative Worlds Storyboarding Schematic Diagramming Rough & Ready Prototyping Appearance Modeling Concept Poster Video Scenario Cover Story Mock-up Quick Reference Guide Research Concept Development Pilot Launch Maintain

47 SAMPLE METHOD COMBINATIONS A good sequence of methods for developing creative solutions in service of customers A good sequence of methods for assessing the usability of a rapidly built prototype and finding prioritized insights 137

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50 CHOOSE YOUR OWN PRESENTATION A! B! What is the future of innovation? Now that I have a seat at the table, what can I do tomorrow? 140

51 I ve got a seat at the table now what? 173

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53 INNOVATING FROM WITHIN Problem Framing 178

54 The problem is that we don t understand the problem. PAUL MACCREADY MECHANICAL ENGINEER, DESIGNER OF HUMAN-POWERED AIRCRAFT 179

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56 UNDERSTANDING PROBLEM FRAMING Statement Starters An approach to phrasing problem statements that invites broad exploration 181

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61 How might we make people less self-conscious about an artificial limb? I spend a lot of time at the beach in the summer and people frequently say, Cool tattoos. Nadav Kander for the New York Times 186

62 How might we reflect a wearer s unique personality and interests? I don t want them to think, Poor, disabled girl. I want them to think, Wow, she s hot. With the snake arm, I feel like I have something added on. Nadav Kander for the New York Times 187

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64 The application isn t the goal it s an obstacle between the user and their goal. 189

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66 INNOVATING FROM WITHIN Putting People First 191

67 What people say, what people do, and what they say they do are entirely different things. MARGARET MEAD ANTHROPOLOGIST 192

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69 LOOKING ETHNOGRAPHIC RESEARCH Walk-a-Mile Immersion A way of building empathy for people through firsthand experience 194

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73 UNDERSTANDING PROBLEM FRAMING Rose, Thorn, Bud A technique for identifying things as positive, negative, or having potential 198

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80 INNOVATING FROM WITHIN Creating & Prioritizing Valuable Ideas 205

81 It s easier to tone down a wild idea than think up a new one. ALEX OSBORN Author, Your Creative Power 206

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84 MAKING CONCEPT IDEATION Creative Matrix A format for sparking new ideas at the intersections of distinct categories 209

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86 COLUMNS (RELATED TO PEOPLE) MATRIX CONSTRUCTION Market segments Service touchpoints Problem statements Creative Matrix ROWS (ENABLERS) Emerging tech Cultural drivers Market trends 211

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88 MAKING CONCEPT IDEATION Round Robin An activity in which ideas evolve as they are passed from person to person 213

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92 "2010"LUMA"Institute"and"its"licensors". " ROUND&ROBIN CHALLENGE&STATEMENT Create"a"CDI"Positioning"Statement."A"positioning"statement"describes"what"you"want"the"world"(in"this"case"the"rest"of" IR)"to"think"about"CDI."It"should"state"how"you"want"CDI"to"be"perceived"and"valued"based"on"what"it"delivers. PROPOSE&A&MISSION& STATEMENT Here"is"an"example:"(Who):"Bloomingdale s"(what)"are"fashion"focused"department"stores"(for"whom)"for"trendp conscious,"upperpmiddle"class"shoppers"(what"need)"looking"for"highpend,"new"products."(against"whom"or"what)" Unlike"other"department"stores"(What s"different)"bloomingdales"provides"unique"merchandise"in"a"posh,"thetrical" setting"(so)"that"makes"the"shopping"experience"entertaining"and"memorable." (Who):" (What):" ROUND&ROBIN CHALLENGE&STATEMENT Create"a"CDI"Positioning"Statement."A"positioning"statement"describes"what"you"want"the"world"(in"this"case"the"rest"of" IR)"to"think"about"CDI."It"should"state"how"you"want"CDI"to"be"perceived"and"valued"based"on"what"it"delivers. (For"whom): (What"Need):" (Against"whom"or"what):" (What s"different)" Here"is"an"example:"(Who):"Bloomingdale s"(what)"are"fashion"focused"department"stores"(for"whom)"for"trendp conscious,"upperpmiddle"class"shoppers"(what"need)"looking"for"highpend,"new"products."(against"whom"or"what)" Unlike"other"department"stores"(What s"different)"bloomingdales"provides"unique"merchandise"in"a"posh,"thetrical" setting"(so)"that"makes"the"shopping"experience"entertaining"and"memorable." (So):"(Capabilitiy"1) (Capability"2) (Capability"3) CRITIQUE&THE&MISSION& (Who):" STATMENT.&POINT&OUT&THE WEAK&PARTS&AND&EXPLAIN WHY&IT&IS&INADEQUATE (What):" (For"whom): PROPOSE&A&MISSION& STATEMENT (Who):" (What"Need):" (Against"whom"or"what):" (What s"different)" (So): (What):" ADDRESS&THE&CRITIQUE&BY (Who):" EDITING&THE&EXISTING& PROPOSAL& (What):" (For"whom): (For"whom): (What"Need):" (Against"whom"or"what):" (What s"different)" (So):"(Capabilitiy"1) (What"Need):" (Capabilitiy"2) (Capabilitiy"3) (Against"whom"or"what):" (What s"different)" (So):"(Capabilitiy"1) (Capability"2) (Capability"3) 217

93 "2010"LUMA"Institute"and"its"licensors". " (Capability"2) (Capability"3) ROUND&ROBIN CHALLENGE&STATEMENT PROPOSE&A&MISSION& STATEMENT Create"a"CDI"Positioning"Statement."A"positioning"statement"describes"what"you"want"the"world"(in"this"case"the"rest"of" IR)"to"think"about"CDI."It"should"state"how"you"want"CDI"to"be"perceived"and"valued"based"on"what"it"delivers. Here"is"an"example:"(Who):"Bloomingdale s"(what)"are"fashion"focused"department"stores"(for"whom)"for"trendp conscious,"upperpmiddle"class"shoppers"(what"need)"looking"for"highpend,"new"products."(against"whom"or"what)" Unlike"other"department"stores"(What s"different)"bloomingdales"provides"unique"merchandise"in"a"posh,"thetrical" setting"(so)"that"makes"the"shopping"experience"entertaining"and"memorable." (Who):" (What):" (For"whom): CRITIQUE&THE&MISSION& STATMENT.&POINT&OUT&THE WEAK&PARTS&AND&EXPLAIN WHY&IT&IS&INADEQUATE (Who):" (What):" (What"Need):" (Against"whom"or"what):" (What s"different)" (For"whom): (So):"(Capabilitiy"1) (Capability"2) (Capability"3) CRITIQUE&THE&MISSION& (Who):" STATMENT.&POINT&OUT&THE WEAK&PARTS&AND&EXPLAIN WHY&IT&IS&INADEQUATE (What):" (What"Need):" (For"whom): (What"Need):" (Against"whom"or"what):" (Against"whom"or"what):" (What s"different)" (So): ADDRESS&THE&CRITIQUE&BY (Who):" EDITING&THE&EXISTING& PROPOSAL& (What s"different)" (What):" (For"whom): (So): (What"Need):" (Against"whom"or"what):" (What s"different)" " (So):"(Capabilitiy"1) (Capabilitiy"2) (Capabilitiy"3) ADDRESS&THE&CRITIQUE&BY 218

94 ROUND&ROBIN CHALLENGE&STATEMENT PROPOSE&A&MISSION& STATEMENT CRITIQUE&THE&MISSION& STATMENT.&POINT&OUT&THE WEAK&PARTS&AND&EXPLAIN WHY&IT&IS&INADEQUATE ADDRESS&THE&CRITIQUE&BY EDITING&THE&EXISTING& PROPOSAL& "2010"LUMA"Institute"and"its"licensors". Create"a"CDI"Positioning"Statement."A"positioning"statement"describes"what"you"want"the"world"(in"this"case"the"rest"of" IR)"to"think"about"CDI."It"should"state"how"you"want"CDI"to"be"perceived"and"valued"based"on"what"it"delivers. Here"is"an"example:"(Who):"Bloomingdale s"(what)"are"fashion"focused"department"stores"(for"whom)"for"trendp conscious,"upperpmiddle"class"shoppers"(what"need)"looking"for"highpend,"new"products."(against"whom"or"what)" Unlike"other"department"stores"(What s"different)"bloomingdales"provides"unique"merchandise"in"a"posh,"thetrical" setting"(so)"that"makes"the"shopping"experience"entertaining"and"memorable." (Who):" (What):" (For"whom): (What"Need):" (Against"whom"or"what):" (What s"different)" (So):"(Capabilitiy"1) (Capability"2) (Capability"3) (Who):" (What):" (For"whom): (What"Need):" (Against"whom"or"what):" (What s"different)" (So): " (Who):" (What):" (For"whom): (What"Need):" (Against"whom"or"what):" (What s"different)" (So):"(Capabilitiy"1) (Capabilitiy"2) (Capabilitiy"3) (So): " ADDRESS&THE&CRITIQUE&BY EDITING&THE&EXISTING& PROPOSAL& (Who):" (What):" (For"whom): (What"Need):" (Against"whom"or"what):" (What s"different)" (So):"(Capabilitiy"1) (Capabilitiy"2) (Capabilitiy"3) "2010"LUMA"Institute"and"its"licensors". 219

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96 We can do anything, but we can t do everything. 221

97 UNDERSTANDING PATTERNS & PRIORITIES Importance/Difficulty Matrix A quad chart for plotting items by relative importance and difficulty 222

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99 IMPORTANCE/DIFFICULTY MATRIX 224

100 IMPORTANCE/DIFFICULTY MATRIX 225

101 IMPORTANCE/DIFFICULTY MATRIX 226

102 IMPORTANCE/DIFFICULTY MATRIX LUXURY STRATEGIC LOW HANGING FRUIT HIGH ROI 227

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104 INNOVATING FROM WITHIN Rapid Iteration & Improvement 229

105 I haven't failed! I ve just found 10,000 ways that won t work. THOMAS EDISON 20 TH CENTURY INNOVATOR 230

106 MAKE TEST Research > Develop > Launch Don t Make! Learn Stop Learning! Make 231

107 TEST WITH PEOPLE TEST WITH PEOPLE TEST WITH PEOPLE TEST WITH PEOPLE MAKE MAKE MAKE MAKE MAKE Research > Develop > Launch Make in Order to Learn TEST WITH PEOPLE 232

108 You can infinitely fake more than you can afford to build. 233

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111 TAKE THE RISK OUT OF RISK-TAKING RELATIVE COST TO REPAIR TYPICAL STAKEHOLDER TOUCH-POINTS IDEAL STAKEHOLDER TOUCH-POINTS Research Concept Spec. Alpha Beta Launch Support 1x 10x 100x 236

112 NUMBER OF PEOPLE 237

113 MAKING MODELING & PROTOTYPING Rough & Ready Prototyping A rapidly built model of a new idea that approximates its appearance and behavior 238

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118 Thank 243