Framework Thinking - 7 Frameworks To Skyrocket Your Career

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Discover how to leverage frameworks to become more effective and gain influence in your organization. Learn more about Framework thinking here:

Transcript of Framework Thinking - 7 Frameworks To Skyrocket Your Career

  • FRAMEWORK THINKING sean johnson @intentionally Partner at Digital Intent and Founder Equity Professor at Northwesterns Kellogg school of Management Startup Team in a box - Product, UI/UX, Development, Traction Seed stage technology investors.
  • WHY SHOULD YOU LEARN TO LEVERAGE FRAMEWORKS? Find out here: FRAMEWORK THINKING sean johnson @intentionally
  • GTD Drastically multiply your eectiveness by managing actions, not projects. FRAMEWORK THINKING sean johnson @intentionally
  • GTD is based on two premises: 1. Your brain is terrible at keeping track of everything. Get things out of your head into a system, and review it enough that your brain can relax and trust your system. 1. You cant manage projects, only actions. Your brain needs to know exactly what physical action you need to do next in order to make progress.
  • Collect: Have as many inboxes as you need to collect everything as soon as it occurs to you. Get it out of your head. ! Process: For each item in your inbox, determine the next appropriate action. ! Organize: Set up a proper system for trashing, ling or tracking next actions. ! Review: Create proper times for appropriately reviewing your projects and next actions. ! Do: Based on your time, energy and context, make progress on your next actions.
  • To collect properly, you need as many inboxes as necessary to be sure you capture everything. This can mean a paper notebook on your desk, a physical inbox for mail, a phone for notes on the run, etc.
  • Set aside regular times for processing your inbox. For each item in your inbox, use the following workow, organizing them with the tools indicated. Is it actionable? NO Throw it Away File It For Reference Incubate It someday lists, etc YES Projects anything with multiple steps What is the next action? Do It anything you can do in 2min Defer It Delegate It keep a waiting for list Calendar date-specic actions Next Action Lists to do as soon as you can
  • Once everything is processed and organized, make sure you review frequently. Review your calendar and next action lists throughout the day, and do a comprehensive review each week. An example weekly review plan is below: Get Clear Collect loose papers and materials Get Inbox to zero Empty your head Get Current Review Action Lists Review past and upcoming calendar Review Waiting For list Review Project (and larger outcome) lists Review any relevant checklists Get Creative Review Someday/Maybe Be creative and courageous
  • The obvious purpose of all of this is to DO stu. Youll often be doing things in response to specic calendar events, but the purpose of GTD is to make you focused and productive the rest of the time. Use your next actions list and the following lters to decide what to do at any given moment. Context Your physical location and the tools you have at your disposal determine your context. You cant make phone calls when you dont have your phone, for example. Time You cant do a 2 hour task when you only have 15 minutes. Energy Some activities require intense focus and energy. You should do these when your energy levels are at their peak, and do less demanding tasks when youre energy is lower. Priority Whats most important?
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  • THE EMPATHY MAP Immerse yourself in the mind of your customer to make smarter product and marketing decisions. FRAMEWORK THINKING sean johnson @intentionally
  • Its critical to always keep the needs of the customer top of mind when making product or marketing decisions. The Empathy Map is a collaborative tool for eshing out a customers psychographic prole.
  • What are they thinking and feeling about their worries and aspirations? What are they hearing while using our product, from their friends or boss? What are they experiencing as pain or fear when using our product? What are they seeing while using our product in their environment? What are they experiencing as positive or gain when using our product? What are they saying & doing while using our product in public or in private?
  • How to use the Empathy Map: Assemble your team, bringing any secondary or primary research youve already compiled. For each section of the empathy map, have each team member add a thought on a sticky note and place it on the map. Discuss the collaborative sketch, and consolidate the notes into a cohesive document.
  • THE LEAN CANVAS Business plans are static and inexible. Business is not. The Lean Canvas helps you go from Plan A to a plan that works. FRAMEWORK THINKING sean johnson @intentionally
  • Business plans change. Its smart to plan for change by turning your plan into hypotheses to be tested and modied based on customer/market feedback. The Lean Canvas helps you do this.
  • CUSTOMER SEGMENTS Who are the customers you plan on targeting? UNIQUE VALUE PROPOSITION Why are you dierent and worth paying attention to? PROBLEM What are the top 3 problems your customers have? SOLUTION How is the product the solution to those problems? UNFAIR ADVANTAGE What cant be easily copied or bought? KEY METRICS CHANNELS How will you reach your customers? COST STRUCTURE What are your costs going to be to deliver this solution? REVENUE STREAMS How will you make money? There are 9 aspects of the business model canvas. Your goal is to identify and document your hypotheses for each box as succinctly as possible.
  • CUSTOMER SEGMENTS UNIQUE VALUE PROPOSITION PROBLEM SOLUTION UNFAIR ADVANTAGE CHANNELS COST STRUCTURE REVENUE STREAMS KEY METRICS Once youve outlined your hypotheses, you identify which are the most risky. Ask yourself how condent your are with each hypothesis.
  • CUSTOMER SEGMENTS Secondary market research. UNIQUE VALUE PROPOSITION Landing pages Tactical Paid Trac Competitive research PROBLEM Customer problem interviews SOLUTION Customer solution interviews Prototypes Beta versions UNFAIR ADVANTAGE Market research Intuition CHANNELS Tactical acquisition campaigns Competitive research COST STRUCTURE Tactical acquisition campaigns REVENUE STREAMS Solution interviews Pricing page tests Competitive benchmarks KEY METRICS Competitive benchmarks Analytics Create a test for each hypothesis. Some can be done in a few hours from your computer, while others require getting out of the building and talking to customers.
  • Using the Lean Canvas: Turn your business plan into a series of hypotheses and plot them on the canvas. Rank your hypotheses in order of most risky to least risky - how condent are you about each of them? Develop a way to test each hypothesis, and implement. Revise the canvas based on the results of your experiments. Repeat.
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  • THE KANO MODEL Build better products by understanding customer needs and their relationship with your products attributes. FRAMEWORK THINKING sean johnson @intentionally
  • SATISFIED DISSATISFIED NOT IMPLEMENTED FULLY IMPLEMENTED One axis plots the degree to which youve implemented a feature. The other plots how satised the customer would be with that feature if implemented well.
  • SATISFIED DISSATISFIED NOT IMPLEMENTED FULLY IMPLEMENTED MUST HAVE FEATURES Must have features are those a user wouldnt notice if implemented, but denitely notice if missing. These must be in your product in order to be considered.
  • SATISFIED DISSATISFIED NOT IMPLEMENTED FULLY IMPLEMENTED MUST HAVE FEATURES PERFORMANCE FEATURES Performance features are those the customer really cares about. They denitely notice the better you are at them. These are usually where you look for your USP.
  • SATISFIED DISSATISFIED NOT IMPLEMENTED FULLY IMPLEMENTED MUST HAVE FEATURES PERFORMANCE FEATURES DELIGHTER FEATURES Delighter features are those the customer wouldnt notice if theyre missing, but love when they see them. These create long-term customer loyalty.
  • Must Have Features: A milk jug that doesnt leak. A car that starts. Word processor that saves les. Performance Features: Simpler le sharing Free photo storage Faster Internet connection Delighter Features Free shipping Bonus item in package Amazing customer support
  • SATISFIED DISSATISFIED NOT IMPLEMENTED FULLY IMPLEMENTED Keep in mind that needs change over time. A feature that used to be a delighter eventually becomes a must have (free email, for example.)
  • Using the Kano Model: Address all must have features. But Determine whether they're actually must haves. Customers arent always sure what they need. Spend the majority of your time innovating on performance features. Thats where you win the business. Look for ways to unexpectedly delight customers since those will drive long-term loyalty and word of mouth.
  • THE CUSTOMER FUNNEL Discover the key levers for driving growth in a business by understanding the components of the customer relationship. FRAMEWORK THINKING sean johnson @intentionally
  • The Customer Funnel is great for focusing marketing activities on things that will inuence the 5 phases of the customer lifecycle.
  • Acquisition: driving people to your site from various channels. ! Activation: getting them to sign up and have a great rst experience. ! Retention: getting them to come back. ! Referral: getting them to tell their friends. ! Revenue: engaging in some form of revenue-generating activity.
  • Most companies focus their energy on the top and bottom of the funnel, and dont spend as much time or energy manipulating the middle. But the middle is where big gains can often be made much faster and for far less money.
  • There are various strategies and tactics you can use at each stage of the funnel
  • And dierent metrics you need to pay attention to at each stage to monitor performance.
  • You can improve your funnel by working in sprints, identifying the metric you want to improve, creating experiments, and measuring results.
  • How to Use The Customer Funnel: Identify what customer behavior matters for each stage of your customer funnel. Get baseline data, and identify bottlenecks. Create some hypotheses for inuencing the metric you want to improve. Rank by level of eort, cost and potential impact. Implement the experiment and track the results. Repeat.
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  • FRAMEWORK THINKING sean johnson @intentionally THE FOGG BEHAVIOR MODEL How to create more persuasive products and experiences.
  • HARD TO DO HIGH MOTIVATION According to the Fogg Behavior Model, there are three elements necessary to create behavior change: motivation, ability and the appropriate trigger. LOW MOTIVATION EASY TO DO ACTIVATION THRESHOLD TARGET BEHAVIOR TRIGGERS FAIL HERE TRIGGERS WORK HERE
  • Pleasure and Pain Will doing this action bring me immediate pleasure or avoid immediate pain? ! Hope and Fear Will this action lead to a positive future outcome for me, or avoid an undesirable future outcome? ! Social Acceptance or Rejection Will this action make me more accepted in my community, or prevent me from being rejected by them? If you can suciently increase motivation, people are willing to do even dicult things. 6 factors you can leverage to increase motivation:
  • Time: Can I do this quickly? Money: Is this expensive or inexpensive? Physical Eort: Is this physically dicult to do? Brain Cycles: Does this require me to think really hard? Social Deviance: Do I have to break standard societal norms to do this? Routine: Does this require me to adopt a new routine? Similarly, if you can increase ability by identifying the barriers preventing someone from taking action, you dramatically increase the likelihood of your desired result. The factors driving ability include:
  • Sparks: For people with low motivation but high ability. This trigger includes a motivation- based element to increase motivation and take action that moment. ! Facilitators: For people with motivation but not ability, facilitators make the desired task easier to do in that moment. ! Signals: If motivation and ability are both suciently high, you simply need to provide the proper signal to remind them to take the desired behavior at the appropriate time. Finally, by deploying the appropriate trigger at the right time, to create the catalyst that drives your desired behavior. There are three triggers you can deploy, depending on the relationship the user has between motivation and ability.
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  • THE LIFT MODEL A systematic framework for identifying and prioritizing conversion optimization opportunities. FRAMEWORK THINKING sean johnson @intentionally
  • Conversion Optimization is about more than tactics and tips. You can change the color of your button, but without a higher level of thinking youll likely miss larger opportunities to improve. The LIFT Model helps you think about conversion more meaningfully.
  • Value Proposition: The promise you make to customers. The most important factor. ! CONVERSION DRIVERS Relevance: Is this what the visitor thought they were going to see? ! Clarity: Is it clear what action you want them to take? ! Urgency: Is there a reason they should take action now? ! CONVERSION INHIBITORS Anxiety: Are you doing anything to give the user pause about taking the next step? ! Distraction: Are you doing anything to divert the users attention from the action you want them to take?
  • The LIFT Model lets you look at your pages from each lens, identifying ways to remove conversion blockers and leverage conversion drivers more eectively. 45.5% IMPROVEMENT
  • How to use the LIFT Model: Identify a page youd like to improve and evaluate it using each of the factors in the LIFT Model. Create hypotheses for improving the page using your ndings. Implement the experiment and track the results. Repeat.
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  • WHAT OTHER FRAMEWORKS SHOULD PEOPLE LEARN ABOUT? Leave them in the comments on SlideShare, or send them to me on Twitter at @intentionally FRAMEWORK THINKING sean johnson @intentionally