Presentation by Grant Young at Design Thinking Sydney meetup, Feb 2016. Looks at some of the differences in applying common UX, design thinking and lean startup methods in a for-purpose context. Touches on defining value, flearning, engaging stakeholders, behaviour change, metrics and traction.

1. Designing for Purpose
Sydney Design Thinking Meetup—Feb 2016
Grant Young
Director, Innovation Strategy
Zumio
@zumio | @grantyoung
grant@zum.io
Image:https://www.flickr.com/photos/dazsmithpics/4362235716/

2. Image:https://www.flickr.com/photos/missrogue/1064784666/

3. PURPOSEFUL.
PERSUASIVE.
DIGITAL.
We connect people, technology
and the physical world to encourage
smarter consumption.

4. design
industrial
architectural
visual
interaction
user experience

5. design thinking

6. thinking
policy
services
organisations
social innovation

7. Wicked problems
Image:https://www.flickr.com/photos/clement127/16110848444/

8. (disorder)
Complex
Complicated
Chaotic
Simple
The relationship between cause
and effect can only be perceived
in retrospect
No relationship between cause
and effect at systems level
The relationship between cause
and effect is obvious to all
The relationship between cause
and effect requires analysis or
some other form of investigation
and/or the application of
expert knowledge
Cynefin Framework
Dave Snowden <http://cognitive-edge.com/>

9. (disorder)
Complex
Complicated
Chaotic
Simple
Cynefin Framework
Dave Snowden <http://cognitive-edge.com/>
The relationship between cause
and effect can only be perceived
in retrospect
No relationship between cause
and effect at systems level
The relationship between cause
and effect is obvious to all
The relationship between cause
and effect requires analysis or
some other form of investigation
and/or the application of
expert knowledge

10. (disorder)
Complex
Complicated
Chaotic
Simple
Probe
Sense
Respond
Act
Sense
Respond
Sense
Categorise
Respond
Sense
Analyse
Respond
Cynefin Framework
Dave Snowden <http://cognitive-edge.com/>

11. What’s different?
Defining value
Image:http://www.flickr.com/photos/carbonnyc/991004550/

12. http://www.businessmodelgeneration.com/

13. 30
Commercial
- Retail - high traffic
near public transport
station
- Word of mouth
- www
Commercial
- kitchen / coffee
equipment
- Shop (asset)
- Location
- Brand
- Staff
Commercial
- Baristaring
- cooking / catering
- customer service
- Front of shop and
backroom management
Impact
- support and
participation
activities
- support
Commercial
- personalised service,
repeat custom, loyalty
- long term customers
Impact
- personalised service,repeat custom,
loyalty
- long-term impact
customers
Commercial
- Walk-by commuters
- Local businesses,
offices, services
(retail and catering)
- Regulars
Impact
- Ethical consumers- Not-for-Profits, othersocial enterprises- social procurementcustomers (catering)Government - purchasingjobs for people withdisabilities, and training
Commercial Value
Proposition (CVP)
Great coffee, fresh
food, personal service
Impact Value
Proposition (IVP)
Sustainable
employment for peoplewho have been long-term unemployed
Commercial
- Coffee distributor
- Drink distributor
- Local chamber
of commerce
Impact
- Not-for-profit partnersupporting people with
a disability
- Social Enterprise
Alliance
- Social Investor
Commercial
- Inventory
- Equipment
- Utilities
- Staff
- Insurance
- Compliance costs
Impact
- Support and participationcosts
- staff
- productivity
- training
- work- readiness costImpact assessment costs
Commercial
- Retail sales
- Catering sales
Impact
- Participation and
support funding
- Training funding- Donations
Key partnerships Key activities
Cost structures
value
propostion
Customer
relationships
Customer
segments
revenue
streams
Channels
Key resources
Impact
- Support expertise- Support staff
- Impact brand
Impact
- Social enterprise
networks and
directories
- Social procurementdirectories
http://knode.com.au/

15. Business Model Canvas for Change
Primary Customers
UnderstandingValue
UnderstandingValue
Job-to-be-done
Financial Customers
Job-to-be-done
Theory of Change
Supporting Customers
Job-to-be-done

16. CreatingValue
CreatingValue
lue
Cap
Revenue Streams
Costs
Revenue Streams
Costs
Theory of Change
Revenue Streams
Key activities Key Resources
Costs

17. Image:http://www.responsiblejewellery.com/monitoring-and-evaluation/

18. CapturingValue
CapturingValue
Revenue Streams
Costs
Impact Streams
Adapted from the Business Model Canvas
Revenue Streams
Costs
Impact Streams
Revenue Streams
Key activities Key Resources
Costs
Impact Streams

19. What’s different?
Defining value
The gravity of “failure”
Image:http://www.flickr.com/photos/carbonnyc/991004550/

20. http://www.inwithfor.org/how/

21. Start small. Fail early, learn often...

22. Image:KimberlyVardeman@Flickr—https://www.flickr.com/photos/kimberlykv/

23. What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
Image:http://www.flickr.com/photos/carbonnyc/991004550/

24. Walking in their shoes
Image:https://www.pexels.com/photo/people-street-sidewalk-jeans-4634/

25. Walking in their shoes
Image:https://www.pexels.com/photo/man-person-street-shoes-2882/

26. Walking in their shoes
Image:https://www.pexels.com/photo/woman-dark-eye-spooky-25757/

27. What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
Designing behaviours
Image:http://www.flickr.com/photos/carbonnyc/991004550/

28. Image:HughMacleod(Gapingvoid)http://www.gapingvoidart.com/gallery/good-intentions/

29. Image:clifnotes@Flickr—http://www.flickr.com/photos/clifnotes/3690312785/
QUICK FACT
Standby power accounts for
10% of household electricity
consumption in Australia

30. Image:lestaylorphoto@Flickr—http://www.flickr.com/photos/lestaylorphoto/

31. Personal Responsibility
PersonalPower
awareness,education,means
acceptance, engagement, accountability
Disconnected Willing
Shirkers Action
Diagram adapted from Tim Cotter "Responsibility & Power" http://www.awake.com.au/wakeupsep07.html

32. Image:ProfoundWhatever@Flickr—http://www.flickr.com/photos/hoyvinmayvin/
We are not rational

34. Do this today and you could
get a 10% bonus on your
next electricity bill.
Image:clifnotes@Flickr—http://www.flickr.com/photos/clifnotes/3690312785/
ACT TODAY!

35. Do this today and stop
spending up to 10% on your
electricity bill.
Image:clifnotes@Flickr—http://www.flickr.com/photos/clifnotes/3690312785/
ACT TODAY!

36. Image:everywhereisimagined—http://www.flickr.com/photos/everywhereisimagined/4102985881/

37. Image:brendan.wood—http://www.flickr.com/photos/brendanwood/2161236298/
Electricity bills & energy consumption

38. 2.9 kWh
3.8 kWh
4.2 kWh 3.4 kWh
4.7 kWh

39. 2.9 kWh
3.8 kWh
4.2 kWh 3.4 kWh
4.7 kWh

40. Image:everywhereisimagined—http://www.flickr.com/photos/everywhereisimagined/4102985881/

41. What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
Designing behaviours
Metrics + traction
Image:http://www.flickr.com/photos/carbonnyc/991004550/

42. DESCRIBE EXPLAIN ADAPT
Participation
Impact
Environment
(barriers & enablers)
Design
(strengths/weaknesses)
Implementation
(strengths/weaknesses)
Advocacy agenda
Design modifications
Management responses
• Commencement
• Engagement
• Usage
Reflect back Look forward
Evaluation framework for the Indigenous Digital Excellence Initiative (Inca Consulting)

43. IDEAS
DATA
PRODUCT
/SERVICE
LEARN BUILD
MEASURE
Adapted from Lean Startup Principles <http://theleanstartup.com/principles>

44. What’s different?
Defining value
The gravity of “failure”
Empathy can be dangerous
Designing behaviours
Metrics + traction
Image:http://www.flickr.com/photos/carbonnyc/991004550/

45. Image:https://www.pexels.com/photo/young-game-match-kids-2923/

46. http://books.ideo.com/

47. Design With Intent
http://designwithintent.co.uk/

48. A Map of Changeology
Find
the right
inviter
Popular folk
theories
Man is Bad Bias
Heroic Agent Bias
Have a diverse,
informed, inspired
brains trust
First,
start a
buzz
1
Offer
hope
2
Create an
enabling
environment
3
Design a
sticky
solution
4
Expand the
comfort zone
5
6
Address frustrated hopes
Avoid shock tactics
For more: www.enablingchange.com.au
©LesRobinson2012
The practice of enabling people to do things they’ve never done before.
The THEORY OF CHANGE is:
Wanting + Enablement + Invitation = Trial
Trial + Satisfaction = Sustained adoption of new practices
Enablement
Wanting
Design for 3 über-wants:
Control
Time
Self-esteem
To enable action:
Familiarity
Autonomy
Discussion with peers
Goals and feedback
Enjoyment
Social proof
Commitment
Labelling
Incentives
An inviter who is:
Passionate
Respected
Connected
Similar
Powerless
Emotional+surprising stories
Popular opinion leaders
Facilitated discussions
To enable sustained change:
For desired behaviours:
Build a community
Create ease
Lower the price
For undesired behaviours:
Raise the price
Thwart
Regulate
Invitation

49. Image:https://www.flickr.com/photos/deaconmacmillan/5528678404/
Examples…

50. http://www.fastcompany.com/1648801/biomimicry-challenge-smart-design-
ecosystem-approach-to-water-conservation-for-ibm

52. Image:http://news.mit.edu/sites/mit.edu.newsoffice/files/images/2009/20091215141530-3.jpg

53. Image:http://www.magazineim.com/home/index.php/hippo-roller-rolling-water-since-nineteen-nineties/

54. http://tacsi.org.au/project/family-by-family/

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Questions &
Discussion
Grant Young
grant@zum.io
@grantyoung || @zumio