Design Thinking & Agile Innovation Workshop
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Transcript of Design Thinking & Agile Innovation Workshop
There is nothing so useless as doing efficiently that
which should not be done at all.
Peter F. Drucker
KEGON AG 2014
Practice: Form interdisciplinary DT Teams of 4
Facilitator/Coach
Marketing/PO/Business
UX, Designer
Developer
not from the same company
Male & female in each team
KEGON AG 2014
Practice: Pitch
Half baked
Brainstorm some problems with electric cars/visiting conferences
Combine 2 interesting problems …
Pitch your own product idea (1 Minute)
What is the problem that your product is solving? (10-20 Seconds)
How does the product solve the problem? (10-20 seconds)
Why would a customer prefer your solution to a common existing alternative? (10-20 seconds)
Finally, make up a name for your product. (5 Seconds)
http://glasgow.startupweekend.org/2012/05/21/pitching-advice-for-friday/
KEGON AG 2014
Iterative Design Thinking Process
Hildebrand e.a. 2013
Understand
Observations
Define Ideate
PrototypES
TestS
KEGON AG 2014
Customer Development (Blank)
Customer Development Customer Development was first describes by Steve Blank as a four step process:
Customer Discovery Goal: Problem/Solution Fit (Do I have a problem worth solving?)
Document the initial Business Plan (aka Plan A) in a one page Business Model Canvas and run
experiments to test problem and solution in front of potential customers (aka prospects). Build a low
fidelity MVP (mock up or rapid prototype) and “demo” it to early adopters, who are already aware of
the problem and are actively searching for a solution.
Customer Validation Goal: Product/Market Fit (Have I build something people need and pay for?)
Build a MVP to test key features and try to sell it, thereby turning prospects into customers. Measure
acquisition, retention and growth rate of customers to verify that your business model is repeatable
and scalable. Otherwise pivot, which means changing one or more parts of your business model (aka
Plan B), and return to customer discovery.
Customer Creation & Company Building Goal: Scale (How do I accelerate growth?)
Expand sales and marketing activities to grow. Accelerate learning by shortening the Build-Measure-
Learn cycle. Deliver new features continuously and apply split testing (aka A/B testing) with different
versions of your product in production presented to different groups of customers (aka cohorts) to
verify, that the new features have led to an improvement in revenue or growth of customer base. If
not, remove the new features from production.
Product- Market Fit
Have I build something people
want and buy?
Problem- Solution Fit
Do I have a problem worth solving?
Sustainable Growth
How can I accelerate growth?
KEGON AG 2014
Customer Discovery Process
MBA295-F Customer Development in the High-Tech Enterprise Spring 2009
Customer Discovery
Customer
Discovery
Phase 1Author
Hypothesis
Phase 2Test
Problem
Hypothesis
Phase 4Verify, I terate &
Expand
Phase 3Test
Product
Hypothesis
To Validation
https://steveblank.files.wordpress.com/2014/06/what-is-customer-discovery.m4v
KEGON AG 2014
Christensen: Jobs to be Done
https://www.youtube.com/watch?v=s9nbTB33hbg
KEGON AG 2014
Value Proposition Canvas
Problem-Solution Fit Do I have a problem worth solving?
http://businessmodelalchemist.com/blog/2012/08/achieve-product-market-fit-with-our-brand-new-value-proposition-designer.html
KEGON AG 2014
Osterwalder:
Mapping Customer Pains to Value Proposition
https://www.youtube.com/watch?v=xTtvwAmjais
KEGON AG 2014
Test Value Proposition Canvas
http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html
KEGON AG 2014
Javelin Experiment Board
https://www.youtube.com/watch?v=F-5Iyj9A1MU
KEGON AG 2014
Practice: Test Customer Problem Assumptions
In your product groups:
Prioritize assumptions by risk of failure (top 3)
How do you test them?
5 minutes
KEGON AG 2014
Lean Startup
A Startup is an organization designed to create new products and services under conditions of extreme uncertainty.
Validated Learning They exist to learn how to build a sustainable business. This learning can be validated scientifically, by running experiments that allow us to test each element of our business model.
Build-Measure-Learn The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere, where a pivot is defined as a major change in the company’s business model.
KEGON AG 2014
Build-Measure-Learn
1. What do I want to learn?
3. What do I need to build for that?
2. How can I prove that?
KEGON AG 2014
Practice: Brainstorm Solution
http://www.businessmodelgeneration.com/downloads/value_proposition_canvas.pdf
KEGON AG 2014
Practice: Test Solution Assumptions
In your product groups:
Prioritize assumptions by risk of failure
How can you test the riskiest one?
What do you need to build for that?
5 minutes
KEGON AG 2014
Practice: Crazy Eight (8 x 40 sec.)
https://www.gv.com/lib/the-product-design-sprint-divergeday2