Digital transformation through product development 2015.10.21
Transcript of Digital transformation through product development 2015.10.21
1508™ALWAYS IN LOVEWITH WHAT WE DO
HOW TO DRIVE DIGITAL TRANSFORMATION...
HOW TO DRIVE DIGITAL TRANSFORMATION THROUGH PRODUCT DEVELOPMENTWIFI
1508guest
GUESTKODEJegvilonline
URL’S1508.dkslideshare.com/1508asvimeo.com/design1508facebook.com/company/1508-as
HASHTAG#1508as
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1508™ALWAYS IN LOVEWITH WHAT WE DO
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HOW DO WE BUILD AN ‘IS THIS A GOOD IDEA?’- MACHINE
Infrastructure
Proven ideas
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Est. 15.08.2000
+ 500 websites45 employeesAnalysis, strategy, design and implementation
Focus: From sites to services
WHO’S 1508
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3 OFFERINGS 3 APPROACHES
CONVERSION EXPERIENCE INNOVATION
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ADDED VALUE THROUGH CONVERSION DESIGN
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ADDED VALUE THROUGH EXPERIENCE DESIGN
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ADDED VALUE THROUGH INNOVATION DESIGN
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WE BELIEVE IN DESIGN THINKING AS AN APPROACH TO DEVELOP BUSINESS
HUMAN VALUE TECHNOLOGY
BUSINESS
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IN SHORT, THIS IS WHAT WE COMBINE
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We search for product fit and market fit through heavy prototyping and minimum viable products.
WHAT WE’RE AIMING FOR
$=
Create fit
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TO SOLVE STUFF, WE NEED A REAL PROBLEM
HOW MIGHT WE…?
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SOLUTIONS WILL BE FOUND THROUGH HEAVY EXPERIMENTATION
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ASSUMING IS KEY
=≈Hypothesis Facts
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THIS MEANS WE GAIN INSIGHTS FROM FAST PROTOTYPING INDSTEAD OF LONG TERM ANALYSIS
Analysis
Hypothesis Build prototype (MVP)
Launch
Learn from insights
Recommendation
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WE FIND SUCCESFUL PRODUCTS THROUGH SPEEDY CRAFTING AND MULTIPLE ITERATIONS
Research & calculate
Build & iterate
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TO DO SO, TANGIBILITY IS KEY
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WE GOT A 3-STEP FRAMEWORK FOR BRINGING PRODUCTS TO LIFE
PROOF OF PROBLEM PROOF OF CONCEPT PROOF OF PRODUCT
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THE FULL MONTY LOOKS LIKE THIS
CUSTOMER SEGMENTSCUSTOMER JOURNEYS
WORK FLOW ID.MARKET ANALYSIS
TRENDSBUSINES MODEL CANVAS
HOW MIGHT WEHYPOTHESISPROTOTYPES
TEST PRODUCT FITTEST FEASABILITY
BUILD MVPTEST VIABILITYBUILD CANVAS
PROOF OF PROBLEM
PROOF OF CONCEPT
PROOF OF PRODUCTP
hase
Activities
Deliverances
CUSTOMER NEEDS JOBS TO BE DONE
FEASABLE PRODUCTS VIABLE PRODUCTS
GOLIVE
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We’ve got 7500 pages with less than 100 visits a yearxWe spend 4 hours producing each pagexOur internal hourly cost price is 250 kr.=7.500.000 krWE NEED TO FOCUS ON WHAT’S DRIVING VALUE…THIS IS WHAT A CORPORATE SITE TYPICALLY LOOKS LIKE
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PEOPLE SEEK VALUE THROUGH SERVICES, NOT COMMUNICATION
DO
...to services
READ
From communication
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THERE’S A DEMAND FOR INDIVIDUAL EMPOWERMENT AND SERVICES
Kapow
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EXPERIENCE IS CORE
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WE NEED TO AVOID ONE WOW
Time
Experience
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AND AIM FOR LONG WOWS
Time
Experience
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THE TRADITIONAL DEVELOPMENT PROCES IS TOO SLOW
RESEARCH
STRATEGY
TACTICS
BUILD
LAUNCH
INSIGHTS
Time
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HERE IS WHAT’S WRONG WITH TODAY’S PROCESS
SPECS DESIGN BUILD LAUNCH
Some learning
Very littlelearning
Most learning will happen here
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WE NEED TO BUILD GROWTH THROUGH INNOVATION
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THE FUTURE IS HARD TO FIGURE OUT
NOW ?
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UNKNOWN COMPETITORS WILL EMERGE
YOU
COMP
COMP
COMP
COMP
COMP
COMP COMP
COMP
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KNOWN BUSINESS WILL BE DISRUPTED
PERFORMANCE
TIME
SUSTAINING INNOVATIONS
DISRUPTIVE INNOVATIONS
Thx to Clayton Christensen21/10/15P 32
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UNKNOWN TECHNOLOGIES WILL EMERGE
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KNOWN BUSINESS
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SO WE NEED TO SEARCH FOR NEW BUSINESS MODELS WITH INSPIRATION FROM START UPS
FUTURE BUSINESS
FUTURE BUSINESS
FUTURE BUSINESS
START UPTRIALS
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WE NEED TO SEEK INNOVATION THROUGHOUT THE ENTIRE BUSINESSMODEL
Profit model Network Structure Process Product
performanceProduct system Service Channel Brand Customer
engagement
CONFIGURATION OFFERING EXPERIENCE
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WE NEED TO BUILD A CULTURE THAT LEARNS FROM LAUNCHING HISTORY
Time
Learnings
Launch
Launch
Launch
Launch
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THIS IS WHERE THE REAL CHALLENGES ARE HIDDEN
Product
Organization
MindsetDifficult
Easy
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This is what we built and tested in one day
DANSK METAL: SALARY NEGOTIATONTOOL
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”We need to launch a new service in 6 months. Today it takes 3 years.”
Jesper Rønnow, CEO, SKAT
SKAT WANT’S A NEW INNOVATION PROCES
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3 MONTHS DEVELOPMENT: APP WITH DAILY TAX SERVICES
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MOMENT: IMPROVING NEW EMPLOYEE’S ONBOARDING TIME
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This part is all about creating a basic set of structural elements, that have to be established before you’ll succeed in innovating stuff.
THE PROCES
ResearchInfra-
structural set up
MVP 1 MVP2 MVP3
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WE GOT A 3-STEP FRAMEWORK FOR BRINGING PRODUCTS TO LIFE
PROOF OF PROBLEM PROOF OF CONCEPT PROOF OF PRODUCT
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THE ENTIRE PROCESS IN ALEXOSTERWALDERS WORDS
$
1) Identify needs 2) Test product fit 3) Test market fit
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PART 1: UNDERSTAND PROBLEMS AND BUILD AN INFRASTRUCTURE
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UNDERSTANDING BUSINESS AND IDENTIFY KEYPROBLEMS
Target groups?Task analysis?User journeys?Business model?Competitors?Inspiration and trends?Channel?Analytics?Reports and knowledge?=So how might we?
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UNDERSTANDING BUSINESS AND IDENTIFY KEYPROBLEMS WITH THEBUSINESS CANVAS MODEL
$
Customer segments
Customer Relationships
ValuePropositions
Key Activities
Key Partnerships
Cost Structure
Channels
Revenue Streams
Key Resources
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ESTABLISH A PROJECT ROOM
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LEARN TO SKETCH WITH JRGN CLVNBUSINESS COURSE BECAUSE FAST TANGIBILITY IS KEY
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ESTABLISH A DIRECTORS BOARD FOR STRATEGIC DECISIONS AND CULTURAL ANCHORING
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Project managerIT architectBusiness developerResearcher
+
Design fascilitatorUX-designerFrontend specialist
BUILD A TACTICTAL UNIT
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MAP AND GET INTO DIALOGUE WITH STAKEHOLDERS AND SUPPLIERS
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SET UP AN INTERNAL COMMUNICATION AND KNOWLEDGE PLATFORM
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SET UP A FIXED TESTPANEL WITH EXTERNAL CUSTOMERS AND PRESUMERS
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PREPARE EDUCATIONAL RESSOURCES
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PART 2: CONCEPTS AND GV5
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PRINCIPLES OF THE 5 DAY SPRINT
DAY 1 DAY 2 DAY 3 DAY 4 DAY 5
UNDRSTAND IDEA DECIDE BUILD TEST
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STEP 1: DEFINE JOBS TO BE DONE
JOBS TO BE DONE
PAINS
GAINS
PRODUCTS & SERVICES
PAIN RELIEVERS
GAIN CREATORS
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STEP 2: IDENTIFY ‘AS IS’ ANATOMY
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STEP 3: IDENTIFY PROBLEMS AND PAINS
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STEP 4: CHECK COMPETITORS AND STRUCTURAL INSPIRATION
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STEP 5: HOW MIGHT WE…
“
...?“
How might we…
Help compainies and newhiresto onboard faster
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STEP 6: IDEAS WITH CRAZY EIGHTS
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STEP 7: DECIDE WITH DOT VOTING
YES YES
YES
YES
YES
YES
YES
YES
YES
YESYES
YES
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STEP 8: STORYBOARD
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STEP 9: DO WE STAND OUT
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STEP 9: DO WE OFFER SOMETHING UNIQUE?
[Offering]
Our
[Product Category]
Is the only
[Benefit]
That
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STEP 10: PERFORM TEST AND COLLECT LEARNINGS
To verify this, we will
And measure…
We are right, if…
We belive that…
Test name Deadline
TEST CARD
We observed
From that we learned
Therefore, we will
We belived that…
Insight name Date
LEARNING CARD
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Can we make it?Will we make it?
CHECK FEASABILITY
HUMAN VALUE TECHNOLOGY
BUSINESS
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PART 3: BUILD MVP
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HOW SPOTIFY BUILDS A NEW PRODUCT
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A Minimum Viable Product has just those features that allow the product to be deployed, and no more.
The product is typically deployed to a subset of possible customers, such as early adopters that are thought to be more forgiving, more likely to give feedback, and able to grasp a product vision from an early prototype or marketing information.
It is a strategy targeted at avoiding building products that customers do not want, that seeks to maximize the information learned about the customer per dollar spent. "The minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort."
http://en.wikipedia.org/wiki/Minimum_viable_product
PROVE EVIDENCE: DO THEY MEAN WHAT THEY SAY
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JUST GET OUT OF THE BUILDING
F..k it, ship it
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MAKE A LANDINGPAGE
Make a landing page, distribute links and track interest
My product
BUY
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MAKE A VIDEO DESCRIBING USP’S
PREORDER NOW
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DO A SPLITTEST
A B
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BUILD AND TEST YOUR CANVAS
$ $
$ $
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THX
1508 A/Swww.1508.dk
Klaus BundvigDir. of Business [email protected]+45 2250 9795
Check out more inspirational stuff at 1508.dk/viden
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