How to Make Something Awesome - Lean Digital Product Design
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This document outlines a Lean Digital Product Design methodology. It emphasizes early customer validation, collaborative design, solving user problems, measuring key performance indicators, applying appropriate tools, and nimble design. The methodology involves hearing customer needs, thinking through solutions, building prototypes, measuring outcomes, and resetting goals based on learnings to continuously improve. Sketching and testing solutions at every stage allows for quick iteration and improvement. The goal is to make something that answers customer needs in a way that achieves business goals and makes the brand and team proud.
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How to Make Something Awesome - Lean Digital Product Design
- 1. MAKE SOMETHING AWESOME how to L E A N D I G I TA L P R O D U C T D E S I G N M E T H O D O L O G Y, o r…
- 2. MAKE SOMETHING AWESOME how to KEY METRICS OF “AWESOME” • ANSWERS CUSTOMER NEED • IN A WAY THAT ACHIEVES BUSINESS GOALS • IS RIGHT FOR THE BRAND • AND MAKES YOU PROUD
- 3. MAKE SOMETHING AWESOME how to but first… WHAT DOES IT MEAN TO BE LEAN?
- 4. W E B E L I E V E I N T H E P I L L A R S O F L E A N EARLY CUSTOMER VALIDATION over releasing products with unknown end- user value 1 COLLABORATIVE DESIGN over designing on an island 2 SOLVING USER PROBLEMS over designing the next ‘cool’ feature 3 MEASURING KPI’s over undefined success metrics 4 APPLYING APPROPRIATE TOOLS over following a rigid plan NIMBLE DESIGN over heavy wireframes, comps and specs 5 6
- 5. MAKE SOMETHING AWESOME how to so now… WHAT DOES OUR PRODUCT DESIGN MODEL LOOK LIKE?
- 6. WHAT’STHENEED/ PROBLEM? WHATDOES “AWESOME”LOOK LIKE? HEAR. MAKE SOMETHING AWESOME how to THINK. BUILD. MEASURE. RESET. BETTER HOW CAN WE IMPROVE QUICKLY? NOW: WHAT’STHE NEED/PROBLEM? GOAL: WHATDOES “AWESOME” LOOKLIKE?
- 7. MAKE SOMETHING AWESOME how to WHAT SHOULD WE BE WORKING ON? WHAT’STHENEED/ PROBLEM? WHATDOES “AWESOME”LOOK LIKE? HEAR. THINK. BUILD. MEASURE. RESET. BETTER HOW CAN WE IMPROVE QUICKLY? NOW: WHAT’STHE NEED/PROBLEM? GOAL: WHATDOES “AWESOME” LOOKLIKE?
- 8. HEAR. levelling up… CUSTOMER EMPATHY IS GOOD, BUT INTIMACY IS THE GOAL
- 9. levelling up… CUSTOMER EMPATHY IS GOOD, BUT INTIMACY IS THE GOAL Understanding the feelings, needs and priorities of the customer. EMPATHY
- 10. levelling up… CUSTOMER EMPATHY IS GOOD, BUT INTIMACY IS THE GOAL Understanding the feelings, needs and priorities of the customer. EMPATHY Having a pre-existing relationship with the customer that is two-way, emotional and authentic. INTIMACY
- 11. Indigo excels in the area of customer intimacy. We not only actively listen (feedback, ideas) — we have pre-existing relationships with thousands of our customers. This allows us to engage and involve our customers in real-time.
- 12. HEAR. Indigo excels in the area of customer intimacy. We not only actively listen (feedback, ideas) — we have pre-existing relationships with thousands of our customers. This allows us to engage and involve our customers in real-time. UX TOOLBOX PERSONAS CUSTOMERPANEL SURVEYS JOURNEYMAPPING FOCUSGROUPS INTERVIEWS IDEASHARING
- 13. MAKE SOMETHING AWESOME how to SHOULD WE FIX THE PROBLEM? HOW? WHAT’STHENEED/ PROBLEM? WHATDOES “AWESOME”LOOK LIKE? HEAR. THINK. BUILD. MEASURE. RESET. BETTER HOW CAN WE IMPROVE QUICKLY? NOW: WHAT’STHE NEED/PROBLEM? GOAL: WHATDOES “AWESOME” LOOKLIKE?
- 14. THINK. high level… WHAT’S OUR VISION?
- 15. high level… WHAT’S OUR VISION? “Kata” is a product design model used to set a project vision and maintain focus on continuous improvement. KATA ASKS: 1. What is the actual condition (now)? 2. What is the target condition (goal)? 3. What obstacles are preventing us from reaching the target condition? Is there a more realistic short term target for quick improvement? 4. What is our next step? What do we expect to happen after that? IMPROVEMENT THEME: NOW: REALISTIC TARGET: DEFINITION OF AWESOME: FIRST STEPS:
- 16. high level… WHAT’S OUR VISION? 1. What matters the most? 2. How will our product achieve that? 3. Will that be in line with our design principles? Using our kata as our context, we define our vision:
- 17. W E S E T O U R C O U R S E A S A T E A M THIS IS FOR (WHO): customers who have gift cards BECAUSE THEY NEED (WHAT): to use them easily AND WE WANT TO (GOAL): make it as awesome as using a saved credit card
- 18. 1. Add joy. 2. Remove stress. 3. Enrich the moment. 4. Tell a story. 5. Do the right thing. Our Experience Design Principles
- 19. 1. Add joy. 2. Remove stress. 3. Enrich the moment. 4. Tell a story. 5. Do the right thing. Our Experience Design Principles UX TOOLBOX KATAGRID DESIGNPRINCIPLES VISIONSTATEMENT KPI’S
- 20. MAKE SOMETHING AWESOME how to WHAT’STHENEED/ PROBLEM? WHATDOES “AWESOME”LOOK LIKE? HEAR. THINK. BUILD. MEASURE. RESET. BETTER HOW CAN WE IMPROVE QUICKLY? NOW: WHAT’STHE NEED/PROBLEM? GOAL: WHATDOES “AWESOME” LOOKLIKE? HOW DO WE GET IT RIGHT?
- 21. BUILD. wireframes are dead… THE OLD VS NEW UX
- 22. We used to design in a vacuum. wireframes are dead… THE OLD VS NEW UX
- 23. We used to design in a vacuum. We’d sit alone for weeks and produce painstakingly complete experiences. We drew and we carefully documented so the team could interpret them later. The design process would take us weeks. Our wireframes were our babies. By the time they were ready, we were in love with them. Like proud parents, we’d reveal them to the team…
- 24. wait… what do you MEAN, you want to make changes?
- 25. WE DON’T WIREFRAME ANYMORE… WE SKETCH. IT’S EASIER TO LET GO OF A WHITEBOARD DRAWING than HOURS OF OMNIGRAFFLE. T H E N E W U X
- 26. 1. Does this answer the need (in a way that’s right for the brand)? 2. What here is hard to do? 3. Is it worth doing? 4. What alternatives are there that might be easier/faster? After we sketch, we ask ourselves 4 questions:
- 27. PROVE IMPROVE
- 28. PROVE IMPROVE W E T E S T AT E V E R Y S TA G E A/B TEST released code is tested in field to see if we can improve again. SKETCH we collaborate on whiteboards and paper. sketches are shown to stakeholders. we improve. PROTOTYPE we use rapid prototyping tools to create a testable experience. prototypes are shown to end-users. we improve. CODE DEMOcode is demo’d to stakeholders. feedback taken and incorporated. we improve. RELEASE code is released to production (or held in a staging area).
- 29. A/B TEST released code is tested in field to see if we can improve again. SKETCH we collaborate on whiteboards and paper. sketches are shown to stakeholders. we improve. PROTOTYPE we use rapid prototyping tools to create a testable experience. prototypes are shown to end-users. we improve. CODE DEMOcode is demo’d to stakeholders. feedback taken and incorporated. we improve. RELEASE code is released to production (or held in a staging area). W E T E S T AT E V E R Y S TA G EPROVE IMPROVE UX TOOLBOX MODERATION EXPERTISE PROTOTYPING TESTPLANNING
- 30. MAKE SOMETHING AWESOME how to WHAT’STHENEED/ PROBLEM? WHATDOES “AWESOME”LOOK LIKE? HEAR. THINK. BUILD. MEASURE. RESET. BETTER HOW CAN WE IMPROVE QUICKLY? NOW: WHAT’STHE NEED/PROBLEM? GOAL: WHATDOES “AWESOME” LOOKLIKE? WE’RE PRETTY SURE WE GOT IT RIGHT, BUT JUST IN CASE…
- 31. MEASURE. okay, we have a great product in the market… NOW, PROVE IT AGAIN
- 32. A/B TESTING Incremental release of new features, allows us to limit the damage of unsuccessful products and accurately measure the impact of successful ones. okay, we have a great product in the market… NOW, PROVE IT AGAIN
- 33. but also… LEAVE THE BUILDING
- 34. USER TESTING # OF TEST SUBJECTS USABILITYPROBLEMSFOUND 0% 25% 50% 75% 100% 0 3 6 9 12 15 Nielsen’s diagram depicts a diminishing amount of useful feedback after testing with just five users. This means in-field testing can be done quickly, painlessly and at a very low cost.
- 35. USER TESTING # OF TEST SUBJECTS USABILITYPROBLEMSFOUND 0% 25% 50% 75% 100% 0 3 6 9 12 15 Nielsen’s diagram depicts a diminishing amount of useful feedback after testing with just five users. This means in-field testing can be done quickly, painlessly and at a very low cost. UX TOOLBOX A/BTESTING USERTESTING USERRESEARCH
- 36. MAKE SOMETHING AWESOME how to WHAT’STHENEED/ PROBLEM? WHATDOES “AWESOME”LOOK LIKE? HEAR. THINK. RESET. BETTER HOW CAN WE IMPROVE QUICKLY? NOW: WHAT’STHE NEED/PROBLEM? GOAL: WHATDOES “AWESOME” LOOKLIKE? LOOK BACK AND LEARN. BUILD. MEASURE.
- 37. RETROSPECTIVE Where did we fail? What did we learn? What will we change?
- 38. MAKE SOMETHING AWESOME how to but wait… HOW IS THIS BETTER THAN WATERFALL? WHAT’STHENEED/ PROBLEM? WHATDOES “AWESOME”LOOK LIKE? HEAR. THINK. BUILD. MEASURE. RESET. BETTER HOW CAN WE IMPROVE QUICKLY? NOW: WHAT’STHE NEED/PROBLEM? GOAL: WHATDOES “AWESOME” LOOKLIKE?
- 39. but wait… HOW IS THIS BETTER THAN WATERFALL? TIME RISK FAILURE IS CATASTROPHIC EARLY FAILURES + PIVOTS = A LOT OF PROOF
- 40. MAKE SOMETHING AWESOME and that’s how you