Jackman Reinvents: Design Thinking Workshop at HumberLaunch Part 2

© 2016 Jackman Reinvention Inc.

Design Thinking Workshop

Humber Launch Startup Shop. Tuesday, April 12th, 2016

JAC_Design Thinking Workshop_part2_041116vtv2

PART 1 - TUESDAY, APRIL 5TH

•  Design Thinking

•  Research and Insights

•  Creative Ideation

Homework

PART 2 - TUESDAY, APRIL 12TH

•  Business viability

•  Prototyping principles

•  Team exercise

•  Team presentations

Workshop Agenda

PART 2 - TUESDAY, APRIL 12TH Today’s Agenda 1.  About Jackman & Introductions

2.  Homework Sharing and Q&A

3.  Workshop 1 Recap - Andres, Amye, Mike

4.  Management Consulting + Q&A – Caitlin

5.  Prototype + Q&A - Andres

6.  Activity

7.  Validate & Measure - Amye

8.  Panel Anonymous Q&A

05 mins

10 mins

10 mins

15 mins

15 mins

30 mins

15 mins

25 mins

Design Thinking. Workshop 1 Recap

Problem Solving Desirability

Viability

Design Thinking Components.

Innovation

Business Rationality

Ideation Creativity

Human Empathy

EMPATHIZE

Research techniques to create empathy

with the user.

IDEATE

Use the customer experience insights to discover value creation moments.

DEFINE

Filter ideas using business criteria.

PROTOTYPE

Build something quick that represent your hypothesis.

DESIGN THINKING.

Components & Process.


Research. Workshop 1 Recap

Ace Hotel.


Behavioural What people do

Attitudinal What people say

Qualitative Few

Quantitative Many

Ethnography

Online Surveys

Digital Analytics

Focus Groups

Shop-alongs

In-Depth Interviews

Observation

The four phases of research.


1. Exploration 2. Deep Dive 3. Assessment 4. Refinement

Creative Ideation. Workshop 1 Recap

Creative Ideation Recap.


1. “Do the pig”

•  Multiple viewpoints. •  Create empathy.

2. Reframe the Question

•  Wrong question leads to wrong answer

3. No bad ideas

•  McDonald’s Theorem

Management Consulting. Caitlin Herold

“I have learned fifty-thousand ways it cannot be done and therefore I am fifty-thousand times nearer the final successful experiment.” - Thomas Edison

. .

Determining if your idea is viable and keeping it viable.

1. Find the white space.

3. Don’t wander aimlessly.

2. Know your capabilities.

4. Don’t ignore the numbers.

5. Be flexible and evolve.


1. Find white space.


Questions to ask yourself: 1.  Am I solving for an existing problem?

•  Or, am I trying to find a problem for my solution?

2.  Will a solution serve a market need? •  Or, is it just interesting to solve?

3.  Does anyone care about getting this problem solved? •  Are they willing to pay for a solution?

4.  Are there other solutions on the market? •  What does your solution do differently?

Is it easier to use? Does it cost less? 42% of start-ups fail because of a lack of market need.

19% of start-ups fail because they get outcompeted.

2. Know your capabilities.


People your team needs:

1.   The Leader Start-ups are typically democracies but you need a final decision-maker.

2.   The Doer They’re the ones who roll-up their sleeves and get tasks accomplished.

3.   The Industry Veteran It may be a new idea but you need someone who knows the ins and outs of the industry.

4.   The Salesperson You have a brilliant idea but if you don’t have someone to sell it to investors and customers, it’s not going anywhere.

5.   The Finance Guy The second most common reason start-ups fail is they run out of cash. Enough said.

3. Don’t wander aimlessly.


A business plan is the blueprint for your start-up’s formation, operation, and success.

1.   The Business What are we creating? A product? A service?

2.   The Customer Who’s the right customer? / How will they find us? / How will we find them?

3.   The Team What partners will we involve in this project? Why? / How will we share revenue between partners?

4.   Execution What tools or materials will we need to get this built? / Is there any way to create a really fast prototype? / How much is this going to cost? / Where are we getting the money?

5.   Evaluation How will we know it’s working? / What is our measurement of success?

4. Don’t ignore the numbers.


Cost of Goods Sold < Price Customers are Willing to Pay

Cost of Acquiring a Customer < Lifetime Value of a Customer

Money does not grow on trees.

5. Be flexible and evolve.


It’s a cycle. Customers’ needs change. The market changes. Ideas evolve (and improve).

IDEATE

DEFINE

TEST

PROTOTYPE

OBSERVE

Prototype. Andres Ospina

“How long do you think it would take you to prototype Google glass headset display?”

Prototyping Rule #1: Find the quickest path to experience.

The purpose of prototyping is to validate your ideas.

.

Lean & Effective Prototyping.


3. Sketch 1. Storytelling 2. Map the Story 4. Build & Test

1. Storytelling.


How:

•  Storytelling starts with empathy. •  Identify key principles •  Your audience is the hero of your

story (not you, not your product). •  Transform your idea into the core

message of your story.

2. Map the story.


How: •  Prototype your core idea. •  Mental model. •  Consider the user context and mood. •  Prioritize your content. •  Connect the dots.

3. Sketch the story.


How: •  It’s a way to communicate your idea. •  Sketching is an expression of

thinking and problem-solving. •  If possible, sketch with users and

stakeholders. •  Anyone can sketch. •  Wireframing.

4. Build & Test.


How: •  Create an MVP. •  Use prototyping tools. •  Get out of the building and

let the users interact with your story.

•  Listen, observe and learn from the users.

•  Bring learnings to Design Thinking Step 1.

Tips & quotes.


•  You can’t predict the future, but you can test your ideas to create it. •  It’s a theory until you put it in front of your users. •  Prototype the idea, not the product. •  Get feedback early, easily and cheaply. •  Co-design with the user. •  The moment you think you made it, in that moment, you stop learning.

Sashimi: Bite-sized, raw, digestible.

Innovation is iteration. Fall forward.

“STAY HUNGRY, STAY FOOLISH” - Steve Jobs, Stanford University 2005

Activity

Activity.

1.  Review with your team the outcome of the research and creative ideation.

2.  Making use of the management consulting principles, select the most viable idea.

3.  Prototype your idea using the templates provided. 4.  Share your team process and outcome (optional).


Validate & Measure. Amye Parker

The four phases of research.


1. Exploration 2. Deep Dive 3. Assessment 4. Refinement

3. Assessment.

Questions Answered •  Which of the First Fast Steps initiatives worked (or did not work) and why? •  How are the initiatives impacting CX and customer behavior? •  Are there other opportunities to improve the initiatives tested?

Methods Used •  Which of the First Fast Steps initiatives worked (or did not work) and why? •  How are the initiatives impacting CX and customer behavior? •  Are there other opportunities to improve the initiatives tested?

Content & Deliverables •  Quantify success of FFS / Prototype initiatives. •  Measure impact of initiatives on consumer attitudes and experience journey. •  Identify areas that require refinement or further testing through research.

1 2 3 4


Assessment: Impact.


Pre & Post

•  When measuring the impact of FFS / Prototypes, comparing pre and post is an important step.

Measure

•  Results show which initiatives are most effective at improving, changing or creating consumer behaviours.

Identify

•  Used to identify strengths and weaknesses of FFS / Prototypes.

1 2 3 4

Assessment: Improvement.


Opportunities

•  Leverages consumer input to explore and identify new initiatives, or improvements for existing FFS / Prototypes.

Exploratory

•  Research can be more exploratory in nature, and encourages consumers to think without barriers or limits.

Feasibility

•  Insights and input is grouped into themes and assessed for feasibility.

1 2 3 4

4. Refinement.

Questions Answered •  Are there key consumer indicators that require ongoing tracking? •  What else do we need to uncover about the EP’s target customer segments? •  Does the strategy require further information for refinement?

Methods Used •  Any of the previously mentioned primary, secondary and digital methods. •  Decisions around method will be made based on context and needs.

Output •  Ongoing support and refinement to initiatives as needed through execution. •  Maintain communication with internal team to ensure awareness of initiatives and knowledge

gaps which may required research support.

1 2 3 4


Refinement: Tracking.

Key Performance Indicators

•  Once a strategy has been rolled out, key performance indicators, brand perceptions and consumer attitudes should be tracked.

Fine Tune

•  Providing a consistent stream of insights helps fine tune and tweak the strategy to regularly evolve and maintain strength.

1 2 3 4


Refinement: Refresh.


DEEP DIVE

ASSESS

REPEAT

REFINE

EXPLORE

Evolve

•  It’s possible a strategy may need a more comprehensive evolution, particularly if business results are not being seen.

Repeat

•  When results are lacking, the strategy can be refined to a larger degree by revisiting the research process.

1 2 3 4

Panel Anonymous Q&A

Thank you.

Page 56


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