2017 UXPA User Friendly 南京大會工作坊：沈美君(Diane Shen) 實體驗設計的戰略/策略思維與方法

WORKSHOP

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Business Models Inc

Diane)

DESIGN. STRATEGY. INNOVATION.

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策略略設計

服務設計 怎麼創造/滿足需求

怎麼賺錢 假設驗證

田野

行動計畫

服務體驗

商業模式

分析需求

未來使用情境 同理

與利害關係人共創

Diane

用戶研究

BUSINESS MODELS INC

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GLASGOW AMSTERDAM NEW YORK SAN FRANCISCO

TAIPEI

MELBOURE BRISBANE

BUSINESS MODELS INC

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戰略略/策略略設計師 STRATEGY DESIGNER

創意設計師 CREATIVE DESIGNER

社群經營者 CLUB MANAGER

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“Bringing a clear thought process and a design mindset to the design of business.” // ERIK VAN DER PLUIJM Designer

“We been testing various different other tools in Strategy and Innovation work. After working on these for some years with great companies, I felt it was time to share these with our readers.� // PATRICK VAN DER PIJL Author

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你可能对这些场景很熟悉...

source: internet

source: http://businessmodelalchemist.com/

OBSERVATION #1 对 对

OBSERVATION #2 开 觉

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诠释

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#1 ⼼心态的改变

战

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计

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>

规

执

#2 技能/⼯工具的改变

THERE IS NO TOOL CULTURE (YET).

Alexander Osterwalder Lead Author of Business Model Generation and Value Proposition Design

#3 (策略略设计)流程的改变

IDEATE

UNDERSTAND

规 SCALE

PREPARE

验证 VALIDATE

PROTOTYPE

设计师们，你的⾓角⾊色也在改变

计师 续

计 续

们

2009 计

开

讨论战

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现

AGILE WAY OF WORKING INSIDE OUT

GET EXECUTIVE OUT OF BUILDING FOR SAFARI / CHANGE INVESTMENT DECISION

REBUILD NEW BUSINESS CREATION TEAM 3.5 MONTHS design

Tech/Business

design design

Business

Business

Tech

CONTEXT ANALYSIS FOR A GLOBAL BANK

2014

OPEN INNOVATION WITH CISCO/INTEL/GE/CITI BANK/DB SCHENKER

怎么开始实践？

落落地的⽅方法之⼀一：策略略战

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营环 们

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FUTURE 们

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CUSTOMER JOURNEY CANVAS I DO... (KEY MOMENTS)

I USE... (TOUCHPOINTS)

I THINK... (QUOTE OR THOUGHTS)

I FEEL... (EMOTIONS)

BY DESIGNABETTERBUSINESS.COM This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

DESIGN A BETTER BUSINESS

觉

导览

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給予⼈人們⼒力力量量 讓客⼾戶在⼈人⽣生和事 業中都領先⼀一步

#60

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BUSINESS MODEL CANVAS

DESIGN CRITERIA CANVAS

KEY PARTNERS

KEY ACTIVITIES

VALUE PROPOSITION

CUSTOMER RELATIONSHIPS

CUSTOMER SEGMENTS

Who are your key partners?

What are the activities you perform every day to deliver your value proposition?

What is the value you deliver to your customer? What is the customer need that your value proposition addresses?

What relationship does each customer segment expect you to establish and maintain?

Who are your customers?

KEY RESOURCES

CHANNELS

What are the resources you need to deliver your value proposition?

How do your customer segments want to be reached?

DESIGN A BETTER BUSINESS

MUST Must-haves and non-negotiables

COST STRUCTURE

REVENUE STREAMS

What are the important costs you make to deliver the value proposition?

How do customers reward you for the value you provide to them?

SHOULD Should-haves and important features

DESIGNED BY BUSINESS MODEL FOUNDRY AG This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

strategyzer.com

VALUE PROPOSITION CANVAS

COULD Could-haves and optional features

GAIN CREATORS What can you offer your customer to help them achieve their gains?

WON’T Won’t haves - things that are definitely not on the table.

Also non-negotiables.

BY DESIGNABETTERBUSINESS.COM This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

The MoSCoW prioritization method was originally developed by Dai Clegg

GAINS What would make your customer happy? What would make their life and the job-to-be-done easier?

PRODUCTS & SERVICES

JOB-TO-BE-DONE

What are the products and services you can offer your customer so they can get their job done?

What is the job the customer wants to get done in their work or life??

PAIN RELIEVERS How can you help your customer to relieve their pains? What problems can you eradicate?

© BUSINESS MODEL FOUNDRY AG

PAINS What is annoying or troubling your customer? What is preventing them from getting the job done?

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INVESTMENT REA

DINESS LEVEL

LEVEL 9

DESIGN A BETTER BUSINESS

Metrics that M

atter

LEVEL 7 & 8

Validate Left side of th e

HIGH

Business Mod e

l Canvas

LEVEL 5 & 6

Product/Mark et Fit Right side of the Business M ode

l Canvas

MEDIUM LEVEL 3 & 4

Problem/Solu tion Fit Low fidelity M VP

LEVEL 1 & 2

Value Proposi ti

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战！

WORKSHOP PLANNING SHEET

DESIGN A BETTER BUSINESS

your v temp isual late

the bible! your research and prototype

BY DESIGNABETTERBUSINESS.COM This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

your planning worksheet

你的⼯工具与参考资料

BLAH BLAH BLAH

no blah!

验

计

维

规划好的策略略⼯工作坊体验 = 组织内的服务体验设计

source: Inspiration from Jamin Hegeman

让关键利利害关系⼈人参与在过程中，⼀一起共创 给

们 考

让 们 结论

创

让

们

让

们

YOU DON’T KNOW WHAT YOU DON’T KNOW.

OUR JOB IS TO ASK QUESTIONS.

別作天才獨⾏行行俠

根据问题使⽤用不同⼯工具

让视觉⼯工具成为跨专业团队的策略略共同语⾔言

策略略视觉引导就像爵⼠士乐⼀一样

“Visual facilitation is like a jazz, playing within steady beats and formal structures that empower spontaneity and vitality.” // David Sibbet Founder of Grove

让⼯工具能与⽇日常流程结合

Adrian Frutiger

STEP BACK AND SEE THE WHOLE PICTURE.

Curt Coffman, Kathie Sorensen

CULTURE EATS STRATEGY FOR LUNCH.

们

验谈

AGILE WAY OF WORKING INSIDE OUT

总结摘要 学习战略略/策略略的共同语⾔言以提升体验设计的对话层次 1. 你的⾓角⾊色改變：学习战略略/策略略的共同语⾔言以提升体验设计的对话层次 2. 设计策略略的⼼心态（非线性）、⽅方法（双回圈）和⼯工具 3. 设计包容策略略讨论的空间容器：策略略战情室 4. 13个重要的视觉策略略⼯工具快速导览 5. 学习如何与利利害关系⼈人作策略略共创 6. 共创案例例 7. 策略略思维⽅方法的落落实与提醒

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