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Innovation Inc
Mike Parsons
Chief Innovation Officer
QUALITANCE
S U R V I V A L K I T F O R B U S I N E S S I N N O V A T I O N
Learn from the best Deal with the bumps
Innovation Incorporated 2018
Innovation Incorporated 2018
“95% of innovation fails.”
CLAY CHRISTENSEN, INNOVATION GURU
INNOVATION IS
HARDHARD
HOPEHOPE
Innovation Incorporated 2018
Innovation Incorporated 2018
Innovation Incorporated 2018
FRAMEWORK SPECTRUM PRINCIPLES
Definitions
People
Product
Profit
Experience
Product
System
Love
Profitability
Viability
METHODOLOGY CHALLENGES EMERGING FACTORS
Discover
User Insights
Sprint
Beta
MVP
Inspiration
Validation
Idea to Product
Invention vs. Innovation
User Experience
Technology
DEFINITIONS
How do we create viable and profitable
products that users love?
How do we create viable and profitable
products that users love?
Oh!
Not that word again
[IN-UH-VEY-SHUH N]
What do we mean by innovation?
BREAKTHROUGH
TECHNOLOGY
RADICAL
SOLUTION
HUGE
PROBLEM
10X
PHYSICAL
IPHONE
SERVICE
HOME DELIVERY
EXPERIENCE
RETAIL IN-STORE
Why Innovation Matters
0
100000000000
200000000000
300000000000
400000000000
1997 2016
Wal-mart Amazon
$69B
$440M
$222B
$341B
Market Capitalization & Creating Value
Apple vs Microsoft Net Profits
($billion)
0
75
150
225
300
1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015
Apple Microsoft
Profit & Creating Value
FRAMEWORK
How to think about innovation
People
Profit Product
Promotion
The Big Picture
STORY, ADVOCACY, MEDIA
BUSINESS MODEL, CANVAS, MARKET FIT
CULTURE, LEADERSHIP AND VALUES
EXPERIENCE, PRODUCT, SYSTEMS
Great products are built by great
companies
Did the last hire or fire meet our values and standards?
Are you upholding the rules of accountability and authority?
Are you listening first before speaking and responding?
What could you change to reduce employee friction?
Growth is a result of solving big
customer problems
Do you have a healthy profit per employee and customer?
Does your P&L have a balance of fixed and variable costs?
Can we collect cash faster and pay slower?
Are we exceeding the call of customer pains with gains?
Testing and learning with
customers inspires innovation
Have you achieved a sustained advantage in both customer
experience and network effects?
Is your product equally loveable, viable, and profitable?
Do you conduct regular sprints with customer prototypes?
Tell a story worth sharing
Do your employees and customers know the What, How, Why?
Have you recently tested the personality of your message?
When was the last time an influencer shared your story?
Do you have equal results between paid, earned and own media?
PEOPLE PRODUCT
PROFIT PROMOTION
Innovation Incorporated 2018
Innovation Incorporated 2018
HORIZON 1
Defend the core
How do we improve our current business
strengths?
• LAUNCH NEW PRODUCT VARIANTS
• SELL PRODUCT TO NEW CHANNELS
• EXPAND GEOGRAPHIES
• OPEN NEW CUSTOMER SEGMENTS
• OPTIMIZE EXISTING TECHNOLOGIES
HORIZON 2
Expand the core
How do we grow new business strengths?
• LAUNCH A NEW PRODUCT
• EXPANDING INTO A NEW CATEGORY
• ADDRESSING UNMET CONSUMER NEEDS
• APPLY EMERGING TECHNOLOGIES
HORIZON 3
Transformative Growth
How do we grow with radical new innovations?
• DEVELOP A NEW ADDITIVE BUSINESS
MODEL
• DISRUPT OWN CORE BUSINESS
• INVESTIGATE EXPONENTIAL TECH,
ECONOMICAL AND SOCIAL TRENDS
Looking to the Future
Innovation Incorporated 2018
Small focused teams working at speed
What’s a Brand Worth?
SPECTRUM
How do the world’s best do it?
Innovation Spectrum
CUSTOMER EXPERIENCE PRODUCT SYSTEM
Store of the future
Customer Service
Community of this or that
Uber for this or that
Xbox & Playstation
Uniqlo
Currency
Collaborative economy
Hyperloop
Amazon Innovation Spectrum
1-Click
Prime Membership
Dash Buttons
The Everything Store
Kindle
Amazon Studios
AWS
40 Jumbo Jets
Alexa
CUSTOMER EXPERIENCE PRODUCT SYSTEM
Apple Innovation Spectrum
Retail Stores
Packaging
Genius Bar
Siri
iTunes
Hardware Devices
OSX & iOS
Supply Chain
Swift Language
CUSTOMER EXPERIENCE PRODUCT SYSTEM
Google Innovation Spectrum
Search
Google Apps
Maps
YouTube
Google Home
Chrome
Android
Chrome OS
Cloud Platform
CUSTOMER EXPERIENCE PRODUCT SYSTEM
Tesla Innovation Spectrum
No dealerships
Over the Air Updates
Cars Batteries
Gigafactory
CUSTOMER EXPERIENCE PRODUCT SYSTEM
Uber Innovation Spectrum
Invisible payments
Flexible work times
Ride Share
Food Delivery
Transportation
Pricing Algorithms
Driver Algorithms
Regulation
CUSTOMER EXPERIENCE PRODUCT SYSTEM
And it gets even… BETTER
Longevity by cannibalization
The CEO, Tim Cook, stated on a public earnings
call the company's"base philosophy is to never
fear cannibalization.”
When a Kodak engineer created the digital
camera he paraphrased management's response
as ‘that’s cute—but don’t tell anyone about it.’
“We don't punish failed innovation.”
Momentum from leverage
1-Click The Everything Store 40 Jumbo Jets
Retail Stores Hardware Devices Supply Chain
Your turn
How could you make the way
your customers purchase
radically better?
What’s one new breakthrough
product that you could
introduce?
What system could you design
that would set the standard for
your industry?
CUSTOMER EXPERIENCE PRODUCT SYSTEM
PRINCIPLES
How do I stay out of trouble?
How do we create viable and profitable
products that users love?
Innovation Incorporated 2018
Does the customer desire the product?
It needs to be 10x better if the user is to change behavior.
Do they miss it when it’s gone?
It needs to be so good it’s like going back to SD after seeing HD TV.
Do they want to tell someone about it?
Is it such a breakthrough that they want to be your advocate.
Don’t be Segway!
Innovation Incorporated 2018
Do we have the materials and tools we need?
Sometimes the technology does not exist.


How much will it cost to get a MVP live?
Be rigorous in understanding the true in/direct costs.


How long will it take?
Make a plan to be quick and efficient in releasing an MVP.
Don’t be the Apple Newton!
Innovation Incorporated 2018
How much are customers willing to pay?
Understand the delicate balance between price and function.
Have we removed all possible friction from purchase experience?
Do it like Uber. Remove the need to get out the wallet.
Is our product competitor-proof?
Create an offering of one. Be hard to compare with.
Don’t be Encarta!
$
METHODOLOGY
How do I make it happen?
Just Do It!
Discovery
1
2 WEEKS
User Insights
2
4 WEEKS
Prototype Sprint
3
3 WEEKS
MVP
4
12 WEEKS
Production
5
3-6 MONTHS
PEOPLE & BUSINESS DATA BEHAVIOURAL DATA INTERNAL ALIGNMENT PRODUCT OWNERSHIPTEAM PARTICIPATION
BUILD A TEAM OF
FEARLESS
COLLABORATORS
DEFINE THE PROBLEM
DEFINE CLEAR STAKES
AND OPPORTUNITY
UNDERSTAND USER
SEGMENTS
DEFINE USER PROFILES
MAP USER JOURNEYS
DISCOVER USER
FRICTIONS
BRING PEOPLE TOGETHER
PROTOTYPE WITH
CUSTOMERS
DIRECT EXPERIENCE
CREATE URGENCY
HAVE A VALIDATED IDEA
DEFINE THE WORK
STREAMS
BUILD THE ESSENTIAL
FEATURE
TEST UP TO 20 USERS
ADD BRAND, FRONT END &
DESIGN
CONDUCT IN THE FIELD
ALIGN TO THE ORGANIZATION
TEST AT LEAST 100 USERS
EXPERTISE FOCUS AREA STAGE TOOLS USER TYPES MENTAL APPROACH
User Experience User Pains and Gains Problem Solution Fit Lean Value Proposition Canvas Recruits Discovery
Product Management Viability Product Market Fit Minimum Viable Product and Lean Canvas Early Adopters Validation
Marketing Traction and Profitability Distribution Conversion Fit Advertising Mass Audience Growth
CHALLENGES
What does trouble look like?
Innovation Challenges
#How to Find Inspiration for Product Innovation
By using research and creative thinking techniques you
can unlock powerful starting points for your next
remarkable product creation.
#How to Know if Your Product Idea is any Good
Validating your idea with real customers can help you
understand when and how an idea can be successful.
#How to Get from a Good Idea to a Great Product
An agile process and alignment with modelling,
operations and marketing will make the journey of
product design possible.
#How to Avoid a Product that Nobody Wants
By increasing the rate of learning and moving at speed,
you’ll maximize ability to create an innovation, not an
invention.
Questions for generating creative ideas
What's the opposite way to how everyone currently
does it?
What if we could not include instructions?
What can we make invisible to the user?
What if users could only use the product for 60
seconds a day?
How can we make the most boring part of the product
delightful?
How could the product get better the more that people
use it?
How to Find Inspiration for Product Innovation
Mantras for generating innovation insights
Discover what keeps people up at night
Discover what brings a smile to people’s faces
Discover what people are missing in their life
Make a product with one feature
Make something ten times better than today's best
option
Make your product like AirBnB would
• Do a quick survey to our existing customers and send
out via Facebook or newsletter
• Do an in-depth home interview with customers
• Read a industry and customer trends report
• Review your competition
• Invite customers to co create with you
• Review customer feedback and complaints
• Run smart reports on your data
• Be a mystery shopper
Mike’s Emergency Inspiration List
#Things to Watch
Positive response to prototypes; nodding, energetic
hand movements,
Negative response to prototypes: Sighs, reluctance,
hesitant
How to Know if Your Product Idea is any Good
#Things to Ask
How much would they pay?
How would you tell a friend?
#Basic Sprint Exercises
Role play a scenario
Card sorting and prioritization
Show a user journey
Make a a paper/cardboard prototype
A closed card sort — participants sort items into categories you give them
Materials
Every workshop will have some custom
materials, here are the essentials for
each trolley per team;
• Black /White XL foam boards
• Post it notes: 4-6 colours
• Tape
• White board markers
• Pens
• Pencils
• Scissors
• Ruler
• String
• A5 Card
• A4 Paper
• Transparent plastic sheets A4
• String
• Paper clips
• Rubber bands
• Name stickers for guest customers
• Small coloured dot stickers
Tools
Tape
Pens & Pencils
Scissors
Ruler
String
A5 Card
A4 Paper
Black /White XL foam boards
Post it notes: 4-6 colors
White board markers
Sketch
InVision
Adobe XD
iPad
Laptop
Types and Scenarios
JOURNEY
Poster
Transaction
Customer support
DIAGNOSTIC
Interview
Role Play
Card Sorting
EXPERIENCE
Onboarding
Feature
Product
Types and Scenarios
DIAGNOSTIC
Interview
What was the most stressful part of
getting a mortgage?
Role Play
Let’s re-create the painful call to the
call the centre
Card Sorting
Take these 20 cards and rank them
from pleasant to stressful
experiences and tell us why
JOURNEY
Poster
Let’s test 5 different propositions for
the mortgage and discover which one
is the most appealing
Transaction
Let’s test the two very different ways
of asking for the loan information
Customer support
Let’s try customer calls with three
different scripts for the agent
EXPERIENCE
Onboarding
Let’s try a visual progress bar in the
app to make the experience more
transparent
Feature
Let’s try giving expert advice in the
chat interface
Product
Let’s try integrating the loan calculator
and chat in one experience
778594
778594
Direct Experience
Listen
Hustle
Start with the important stuff
Most development teams traditionally start with the
login and all the on boarding experience. This often
leads to a situation where the development team are a
half way through the timeline and haven’t really build the
core functionality.
Align your business with your product
Finances and cash, Marketing, legal & finance, Process
and standardizations, Vendors and partners
Make Sure Your Idea is Validated
A good idea is a concept that has been validated. That
means you’ve done some objective verification of the
idea.
Create a small team and go fast
Minimum weekly sprints
Mon: design and dev brief
Thu/Wed: build
Thu: test and learn
Fri: refine and test
How to Get from a Good Idea to a Great Product
Waterfall Approach Prioritization Approach
PRIMARY
FEATURE
(always under
estimated)
UTILITIES
(common practice)
A Z
(follows user journey)
Endowment Effect and Avoiding Failure
Customers value what they have. And they don’t like
change.
When thinking about new products the “switching costs”
weigh heavier than the potential benefits. This means a
new product must be remarkable in order to succeed.
Ten times better than today.
Companies also value what they have. They fall in love
with their creations.
They become blind to the customer truth: the customer
see’s more loses than gains. And thats why most new
products fail.
LOW
HIGH
How to Avoid a Product that Nobody Wants
AMOUNT OF BEHAVIOUR
CHANGE REQUIRED
FAIL
QUICK-FIX
HARD WORK
INNOVATION
iPHONEXIAOMI
IRIDIUM, FIRE, KIN BLACKBERRY
LOW HIGH
USER BENEFITS
More Benefits, Less Change
Amount of Behaviour Change Required
Time
Money
Effort
Brain Cycles
Social Deviance
My Routine
User Benefits
Simplicity
Mobility
Affordability
More personal time
Wellness
Freedom
Higher performance
Fulfilment
Impact
Innovation is hard. It's a journey into the
unknown. It's equal parts art and science.
Leading innovation projects demands
buckets of courage and endless rigor. If
you stay the course and cross the finish
line, the rewards are worth it.
Thank you
FUTURE HORIZONS5 EMERGING TECHNOLOGIES AND
HOW NOT TO MESS THEM UP
WE LIVE IN
exciting
TIMES
1440
PRIN
TIN
G
PRESS
1927 TELEVISION
1876 TELEPHONE
1712
STEAM
TRAIN
1971 MICROPROCESSOR
1990 WORLD WIDE WEB
2007 IPHONE
2017 GDP PER CAPITA
EMERGING
TECHNOLOGY
INNOVATION
1440
PRIN
TIN
G
PRESS
Every two days now we create as
much information as we did from the
dawn of civilization up until 2003
ERIC SCHMIDT, GOOGLE
ICO’s 100X 30M Alexa’s 17% adoption
WHAT’S
NEXT?
User
Wow!
Addressable
Market.
Openness
to innovate
LET’S PICK SOME
WINNERS
1. AUGMENTED REALITY
EMERGING TECHNOLOGY FOR TOMORROW
VOLVO 3D TV
Insert
Insert
Insert
Insert
2. AUTONOMOUS VEHICLES
EMERGING TECHNOLOGY FOR TOMORROW
TESLA UBER
Insert
Insert
Insert
3. FACE RECOGNITION
EMERGING TECHNOLOGY FOR TOMORROW
KFC GOVERNMENT
Insert
Insert
Insert
Insert
4. IOT EFFECT
EMERGING TECHNOLOGY FOR TOMORROW
RIO TINTO EMBERLIGHT
Insert
Innovation Incorporated 2018
Innovation Incorporated 2018
5. ARTIFICIAL INTELLIGENCEEMERGING TECHNOLOGY FOR TOMORROW
GOOGLE & IBM AMAZON
Insert
Innovation Incorporated 2018
MEET
OLIVER HABERSTRO
BUT…
TEST &
LEARN
PAINS &
GAINS
BE MORE
HUMAN
THANK YOU

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Innovation Incorporated 2018

  • 1. Innovation Inc Mike Parsons Chief Innovation Officer QUALITANCE S U R V I V A L K I T F O R B U S I N E S S I N N O V A T I O N
  • 2. Learn from the best Deal with the bumps
  • 5. “95% of innovation fails.” CLAY CHRISTENSEN, INNOVATION GURU
  • 11. FRAMEWORK SPECTRUM PRINCIPLES Definitions People Product Profit Experience Product System Love Profitability Viability METHODOLOGY CHALLENGES EMERGING FACTORS Discover User Insights Sprint Beta MVP Inspiration Validation Idea to Product Invention vs. Innovation User Experience Technology
  • 13. How do we create viable and profitable products that users love?
  • 14. How do we create viable and profitable products that users love?
  • 15. Oh! Not that word again [IN-UH-VEY-SHUH N]
  • 16. What do we mean by innovation? BREAKTHROUGH TECHNOLOGY RADICAL SOLUTION HUGE PROBLEM 10X
  • 20. Apple vs Microsoft Net Profits ($billion) 0 75 150 225 300 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 Apple Microsoft Profit & Creating Value
  • 21. FRAMEWORK How to think about innovation
  • 22. People Profit Product Promotion The Big Picture STORY, ADVOCACY, MEDIA BUSINESS MODEL, CANVAS, MARKET FIT CULTURE, LEADERSHIP AND VALUES EXPERIENCE, PRODUCT, SYSTEMS
  • 23. Great products are built by great companies Did the last hire or fire meet our values and standards? Are you upholding the rules of accountability and authority? Are you listening first before speaking and responding? What could you change to reduce employee friction? Growth is a result of solving big customer problems Do you have a healthy profit per employee and customer? Does your P&L have a balance of fixed and variable costs? Can we collect cash faster and pay slower? Are we exceeding the call of customer pains with gains? Testing and learning with customers inspires innovation Have you achieved a sustained advantage in both customer experience and network effects? Is your product equally loveable, viable, and profitable? Do you conduct regular sprints with customer prototypes? Tell a story worth sharing Do your employees and customers know the What, How, Why? Have you recently tested the personality of your message? When was the last time an influencer shared your story? Do you have equal results between paid, earned and own media? PEOPLE PRODUCT PROFIT PROMOTION
  • 26. HORIZON 1 Defend the core How do we improve our current business strengths? • LAUNCH NEW PRODUCT VARIANTS • SELL PRODUCT TO NEW CHANNELS • EXPAND GEOGRAPHIES • OPEN NEW CUSTOMER SEGMENTS • OPTIMIZE EXISTING TECHNOLOGIES HORIZON 2 Expand the core How do we grow new business strengths? • LAUNCH A NEW PRODUCT • EXPANDING INTO A NEW CATEGORY • ADDRESSING UNMET CONSUMER NEEDS • APPLY EMERGING TECHNOLOGIES HORIZON 3 Transformative Growth How do we grow with radical new innovations? • DEVELOP A NEW ADDITIVE BUSINESS MODEL • DISRUPT OWN CORE BUSINESS • INVESTIGATE EXPONENTIAL TECH, ECONOMICAL AND SOCIAL TRENDS Looking to the Future
  • 28. Small focused teams working at speed
  • 30. SPECTRUM How do the world’s best do it?
  • 31. Innovation Spectrum CUSTOMER EXPERIENCE PRODUCT SYSTEM Store of the future Customer Service Community of this or that Uber for this or that Xbox & Playstation Uniqlo Currency Collaborative economy Hyperloop
  • 32. Amazon Innovation Spectrum 1-Click Prime Membership Dash Buttons The Everything Store Kindle Amazon Studios AWS 40 Jumbo Jets Alexa CUSTOMER EXPERIENCE PRODUCT SYSTEM
  • 33. Apple Innovation Spectrum Retail Stores Packaging Genius Bar Siri iTunes Hardware Devices OSX & iOS Supply Chain Swift Language CUSTOMER EXPERIENCE PRODUCT SYSTEM
  • 34. Google Innovation Spectrum Search Google Apps Maps YouTube Google Home Chrome Android Chrome OS Cloud Platform CUSTOMER EXPERIENCE PRODUCT SYSTEM
  • 35. Tesla Innovation Spectrum No dealerships Over the Air Updates Cars Batteries Gigafactory CUSTOMER EXPERIENCE PRODUCT SYSTEM
  • 36. Uber Innovation Spectrum Invisible payments Flexible work times Ride Share Food Delivery Transportation Pricing Algorithms Driver Algorithms Regulation CUSTOMER EXPERIENCE PRODUCT SYSTEM
  • 37. And it gets even… BETTER
  • 38. Longevity by cannibalization The CEO, Tim Cook, stated on a public earnings call the company's"base philosophy is to never fear cannibalization.” When a Kodak engineer created the digital camera he paraphrased management's response as ‘that’s cute—but don’t tell anyone about it.’
  • 39. “We don't punish failed innovation.”
  • 40. Momentum from leverage 1-Click The Everything Store 40 Jumbo Jets Retail Stores Hardware Devices Supply Chain
  • 41. Your turn How could you make the way your customers purchase radically better? What’s one new breakthrough product that you could introduce? What system could you design that would set the standard for your industry? CUSTOMER EXPERIENCE PRODUCT SYSTEM
  • 42. PRINCIPLES How do I stay out of trouble?
  • 43. How do we create viable and profitable products that users love?
  • 45. Does the customer desire the product? It needs to be 10x better if the user is to change behavior. Do they miss it when it’s gone? It needs to be so good it’s like going back to SD after seeing HD TV. Do they want to tell someone about it? Is it such a breakthrough that they want to be your advocate. Don’t be Segway!
  • 47. Do we have the materials and tools we need? Sometimes the technology does not exist. 
 How much will it cost to get a MVP live? Be rigorous in understanding the true in/direct costs. 
 How long will it take? Make a plan to be quick and efficient in releasing an MVP. Don’t be the Apple Newton!
  • 49. How much are customers willing to pay? Understand the delicate balance between price and function. Have we removed all possible friction from purchase experience? Do it like Uber. Remove the need to get out the wallet. Is our product competitor-proof? Create an offering of one. Be hard to compare with. Don’t be Encarta! $
  • 50. METHODOLOGY How do I make it happen?
  • 52. Discovery 1 2 WEEKS User Insights 2 4 WEEKS Prototype Sprint 3 3 WEEKS MVP 4 12 WEEKS Production 5 3-6 MONTHS PEOPLE & BUSINESS DATA BEHAVIOURAL DATA INTERNAL ALIGNMENT PRODUCT OWNERSHIPTEAM PARTICIPATION BUILD A TEAM OF FEARLESS COLLABORATORS DEFINE THE PROBLEM DEFINE CLEAR STAKES AND OPPORTUNITY UNDERSTAND USER SEGMENTS DEFINE USER PROFILES MAP USER JOURNEYS DISCOVER USER FRICTIONS BRING PEOPLE TOGETHER PROTOTYPE WITH CUSTOMERS DIRECT EXPERIENCE CREATE URGENCY HAVE A VALIDATED IDEA DEFINE THE WORK STREAMS BUILD THE ESSENTIAL FEATURE TEST UP TO 20 USERS ADD BRAND, FRONT END & DESIGN CONDUCT IN THE FIELD ALIGN TO THE ORGANIZATION TEST AT LEAST 100 USERS
  • 53. EXPERTISE FOCUS AREA STAGE TOOLS USER TYPES MENTAL APPROACH User Experience User Pains and Gains Problem Solution Fit Lean Value Proposition Canvas Recruits Discovery Product Management Viability Product Market Fit Minimum Viable Product and Lean Canvas Early Adopters Validation Marketing Traction and Profitability Distribution Conversion Fit Advertising Mass Audience Growth
  • 55. Innovation Challenges #How to Find Inspiration for Product Innovation By using research and creative thinking techniques you can unlock powerful starting points for your next remarkable product creation. #How to Know if Your Product Idea is any Good Validating your idea with real customers can help you understand when and how an idea can be successful. #How to Get from a Good Idea to a Great Product An agile process and alignment with modelling, operations and marketing will make the journey of product design possible. #How to Avoid a Product that Nobody Wants By increasing the rate of learning and moving at speed, you’ll maximize ability to create an innovation, not an invention.
  • 56. Questions for generating creative ideas What's the opposite way to how everyone currently does it? What if we could not include instructions? What can we make invisible to the user? What if users could only use the product for 60 seconds a day? How can we make the most boring part of the product delightful? How could the product get better the more that people use it? How to Find Inspiration for Product Innovation Mantras for generating innovation insights Discover what keeps people up at night Discover what brings a smile to people’s faces Discover what people are missing in their life Make a product with one feature Make something ten times better than today's best option Make your product like AirBnB would
  • 57. • Do a quick survey to our existing customers and send out via Facebook or newsletter • Do an in-depth home interview with customers • Read a industry and customer trends report • Review your competition • Invite customers to co create with you • Review customer feedback and complaints • Run smart reports on your data • Be a mystery shopper Mike’s Emergency Inspiration List
  • 58. #Things to Watch Positive response to prototypes; nodding, energetic hand movements, Negative response to prototypes: Sighs, reluctance, hesitant How to Know if Your Product Idea is any Good #Things to Ask How much would they pay? How would you tell a friend? #Basic Sprint Exercises Role play a scenario Card sorting and prioritization Show a user journey Make a a paper/cardboard prototype
  • 59. A closed card sort — participants sort items into categories you give them
  • 60. Materials Every workshop will have some custom materials, here are the essentials for each trolley per team; • Black /White XL foam boards • Post it notes: 4-6 colours • Tape • White board markers • Pens • Pencils • Scissors • Ruler • String • A5 Card • A4 Paper • Transparent plastic sheets A4 • String • Paper clips • Rubber bands • Name stickers for guest customers • Small coloured dot stickers
  • 61. Tools Tape Pens & Pencils Scissors Ruler String A5 Card A4 Paper Black /White XL foam boards Post it notes: 4-6 colors White board markers Sketch InVision Adobe XD iPad Laptop
  • 62. Types and Scenarios JOURNEY Poster Transaction Customer support DIAGNOSTIC Interview Role Play Card Sorting EXPERIENCE Onboarding Feature Product
  • 63. Types and Scenarios DIAGNOSTIC Interview What was the most stressful part of getting a mortgage? Role Play Let’s re-create the painful call to the call the centre Card Sorting Take these 20 cards and rank them from pleasant to stressful experiences and tell us why JOURNEY Poster Let’s test 5 different propositions for the mortgage and discover which one is the most appealing Transaction Let’s test the two very different ways of asking for the loan information Customer support Let’s try customer calls with three different scripts for the agent EXPERIENCE Onboarding Let’s try a visual progress bar in the app to make the experience more transparent Feature Let’s try giving expert advice in the chat interface Product Let’s try integrating the loan calculator and chat in one experience
  • 69. Start with the important stuff Most development teams traditionally start with the login and all the on boarding experience. This often leads to a situation where the development team are a half way through the timeline and haven’t really build the core functionality. Align your business with your product Finances and cash, Marketing, legal & finance, Process and standardizations, Vendors and partners Make Sure Your Idea is Validated A good idea is a concept that has been validated. That means you’ve done some objective verification of the idea. Create a small team and go fast Minimum weekly sprints Mon: design and dev brief Thu/Wed: build Thu: test and learn Fri: refine and test How to Get from a Good Idea to a Great Product
  • 70. Waterfall Approach Prioritization Approach PRIMARY FEATURE (always under estimated) UTILITIES (common practice) A Z (follows user journey)
  • 71. Endowment Effect and Avoiding Failure Customers value what they have. And they don’t like change. When thinking about new products the “switching costs” weigh heavier than the potential benefits. This means a new product must be remarkable in order to succeed. Ten times better than today. Companies also value what they have. They fall in love with their creations. They become blind to the customer truth: the customer see’s more loses than gains. And thats why most new products fail.
  • 72. LOW HIGH How to Avoid a Product that Nobody Wants AMOUNT OF BEHAVIOUR CHANGE REQUIRED FAIL QUICK-FIX HARD WORK INNOVATION iPHONEXIAOMI IRIDIUM, FIRE, KIN BLACKBERRY LOW HIGH USER BENEFITS
  • 73. More Benefits, Less Change Amount of Behaviour Change Required Time Money Effort Brain Cycles Social Deviance My Routine User Benefits Simplicity Mobility Affordability More personal time Wellness Freedom Higher performance Fulfilment Impact
  • 74. Innovation is hard. It's a journey into the unknown. It's equal parts art and science. Leading innovation projects demands buckets of courage and endless rigor. If you stay the course and cross the finish line, the rewards are worth it.
  • 76. FUTURE HORIZONS5 EMERGING TECHNOLOGIES AND HOW NOT TO MESS THEM UP
  • 78. 1440 PRIN TIN G PRESS 1927 TELEVISION 1876 TELEPHONE 1712 STEAM TRAIN 1971 MICROPROCESSOR 1990 WORLD WIDE WEB 2007 IPHONE
  • 79. 2017 GDP PER CAPITA EMERGING TECHNOLOGY INNOVATION 1440 PRIN TIN G PRESS
  • 80. Every two days now we create as much information as we did from the dawn of civilization up until 2003 ERIC SCHMIDT, GOOGLE
  • 81. ICO’s 100X 30M Alexa’s 17% adoption
  • 85. 1. AUGMENTED REALITY EMERGING TECHNOLOGY FOR TOMORROW
  • 91. 2. AUTONOMOUS VEHICLES EMERGING TECHNOLOGY FOR TOMORROW
  • 96. 3. FACE RECOGNITION EMERGING TECHNOLOGY FOR TOMORROW
  • 100. Insert
  • 101. Insert
  • 102. 4. IOT EFFECT EMERGING TECHNOLOGY FOR TOMORROW
  • 104. Insert
  • 107. 5. ARTIFICIAL INTELLIGENCEEMERGING TECHNOLOGY FOR TOMORROW
  • 108. GOOGLE & IBM AMAZON
  • 109. Insert
  • 112. BUT…