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 De