The System is the Product
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Transcript of The System is the Product
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SVPMA The System is the Product 1© 2007 frog design. confidential & proprietary. August 3, 2007
The System is the ProductAdam Richardson / Director of Product Strategy
SVPMA
August 3, 2007
© 2007 frog design. confidential & proprietary.
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SVPMA The System is the Product 2© 2007 frog design. confidential & proprietary. August 3, 2007
We are a strategic-creative consulting firm.
frog brings a unique combination of strategic and creative talent to helpcompanies envision, realize, and deliver actionable strategies for growth.
Our rigorous yet unorthodox approach yields breakthrough innovationand a sustainable competitive edge.
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SVPMA The System is the Product 3© 2007 frog design. confidential & proprietary. August 3, 2007
325 people from 32 countries. 39 years global experience.
New York, NY USA Stuttgart, GermanyMilan, Italy
Shanghai, China
San Francisco, CA USAPalo Alto, CA USA (HQ)
San Jose, CA USAAustin, TXUSA
Seattle, WAUSA
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SVPMA The System is the Product 4© 2007 frog design. confidential & proprietary. August 3, 2007
The System is the Product
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SVPMA The System is the Product 5© 2007 frog design. confidential & proprietary. August 3, 2007
100 Years Ago: “You push the button, we do the rest”
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SVPMA The System is the Product 6© 2007 frog design. confidential & proprietary. August 3, 2007
Systems are more common today
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SVPMA The System is the Product 7© 2007 frog design. confidential & proprietary. August 3, 2007
But designing systems is di!cult
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SVPMA The System is the Product 8© 2007 frog design. confidential & proprietary. August 3, 2007
Systems are abstract and di!cult to see
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SVPMA The System is the Product 9© 2007 frog design. confidential & proprietary. August 3, 2007
Systems are often boring
Train schedule
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SVPMA The System is the Product 10© 2007 frog design. confidential & proprietary. August 3, 2007
Systems cross over organizational boundaries
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SVPMA The System is the Product 11© 2007 frog design. confidential & proprietary. August 3, 2007
The Apple iPod
Why it Stinks• High price• Limited features• Easy to scratch• Hard to carry• Can’t replace battery• Cumbersome menus
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SVPMA The System is the Product 12© 2007 frog design. confidential & proprietary. August 3, 2007
Why the iPod Succeeded
A convergent system that has givenApple a 5+ year competitive edge
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SVPMA The System is the Product 13© 2007 frog design. confidential & proprietary. August 3, 2007
Tecosystems
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SVPMA The System is the Product 14© 2007 frog design. confidential & proprietary. August 3, 2007
Manage Tecosystems Across Experience Touchpoints
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Accessories
MINIRetail
Web
Lifestyle
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Maxtor OneTouch III
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SVPMA The System is the Product 17© 2007 frog design. confidential & proprietary. August 3, 2007
Maxtor OneTouch III
AWARENESS PURCHASE
OUT OF BOXUSE
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Convergence
Convergence
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Turbochef Speedcook Oven
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SVPMA The System is the Product 20© 2007 frog design. confidential & proprietary. August 3, 2007
Turbochef Speedcook Oven
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SVPMA The System is the Product 21© 2007 frog design. confidential & proprietary. August 3, 2007
Turbochef Speedcook Oven
Analogous ProductsCustomer InsightsCultural Trends
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SVPMA The System is the Product 22© 2007 frog design. confidential & proprietary. August 3, 2007
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Alltel Lessons
• Manage up and down• Prototypes as tools for buy-in• Intensive stakeholder
coordination
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Know Thy Organization
GOOGLE APPLE
HP GE
TOP-DOWNBOTTOM-UP
FAITH-BASED
PROOF-BASED
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SVPMA The System is the Product 25© 2007 frog design. confidential & proprietary. August 3, 2007
Business and Technology Challenges
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SVPMA The System is the Product 26© 2007 frog design. confidential & proprietary. August 3, 2007
The User Experience Gap
High
Low
EmergingCategory
MatureCategory
ExperiencePerformance
Crossover
Vertically integratedsystems better
Modular/open-standardssystems better
ExperiencePerformance
ExperienceExpectation
Profit Margin
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SVPMA The System is the Product 27© 2007 frog design. confidential & proprietary. August 3, 2007
Strategic Questions
High
Low
ExperiencePerformance
ExperienceExpectation
EmergingCategory
MatureCategory
Performance/ExperienceCrossover
Profit Margin
How long and what will ittake to close the gap?
How long after acompetitor crosses thegap before profits drop
unacceptably?
How big isthe gap?
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What PMs can do to facilitate convergence
1. Map out the system elements2. Define proximity to experience performance crossover3. Embed systems thinking into the MRD and use it to influence PRD4. Get the whole system in one room5. Set the interfaces within the system as early as possible6. Continually communicate up, down and across to maintain alignment
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