Five habits for the front-end by Plan

Five habits for the front-end Kevin McCullagh

May 2016

My journey

Mech Eng

Industrial design

Product strategy

1984

Title Sub-heading

Section

Title 1 line

Clarity at the front-end

Slide 10

Section

Title 1 line

Slide 11

‘ You can use an eraser on the drafting table or a sledge hammer on the construction site.’ Frank Lloyd Wright

Product strategy

Bringing clarity to the front-end of innovation

Helping innovation teams raise their game

Rise of design

The return of Steve Jobs Sub-heading Title

Rise of design

The rise of the CDOs Stefano Marzano

Sean Carney

J Mays

Jonathan Ive

Peter Schreyer

Mauro Porcini

Rise of design

Designer CEOs Chrisopher Bailey

Mark Parker

Rise of design

Start-up founders Brian Chesky

Nathan Blecharczyk

Evan Sharp

Graham Hill

Bachelor of Fine Arts in industrial design

Dual degree of Graphic Design and Industrial Design at RISD.

Trained as an Architect, then worked in the design industry.

Bachelor of Architecture and Industrial Design

‘ Great companies are built with a design ethos at the core, ... Understanding that design isn’t just pixels and paint but an experience that has been thought through end-to-end is really important.’ Megan Quinn, a Silicon Valley venture capitalist, in Tim Bradshaw, ‘Designers on the ascendant in Silicon Valley’, Financial Times, 7 July 2013

Design thinking Sub-heading Title

Wicked problems User-driven Inter-disciplinary Iterative Prototyping

Innovation in a Sub-heading cultural context Title

‘ problem solving in a cultural context.’ Ron Arad

Product strategy context

Culture

‘ problem solving in a cultural, technology and commercial context.’ Plan

Business

Technology

Product strategy focus

Meaning

Scale

Usability

Meaning

Desirability and cultural fit

Meaning

Scale

Usability

Meaning

Utility and ease of use

Scale

Usability

Scale

Meaning

Market and production potential

Scale

Usability

Outline

Introduction

Slide 26

Five habits

Five habits for the front-end

Zoom Frame inthe and challenge out

Mix rigour with creativity

Envision Frame Combine in the perspectives the challenge round

Frame the challenge … frankly

Prototype Combine Zoom and perspectives in and learn out

Walk around the problem

Zoom Envision in inand the out round

Envision in the round

Envision Prototype in and thelearn round

Prototype and learn

Prot and

1. Mix rigour with intuition

2. Frame the problem… frankly

3. Walk around the problem

4. Envision in the round

5. Prototype and develop

Mix rigour with intuition

Balanced thinking ‘ The most successful companies in the years to come will balance analytical mastery and intuitive originality in a dynamic interplay.’ Roger Martin, ‘The Design of business’, 2009

Analytical thinking

50/50 mix

Intuitive thinking

Mix rigour with intuition

Ambidextrous thinking Analytical

Intuitive

Mix rigour with intuition

Designers’ brain

Mix rigour with intuition

Intuitive leaps + getting the data

1. Mix rigour with intuition 2. Frame the problem… frankly

3. Walk around the problem

4. Envision in the round

5. Prototype and develop

1. Frame the problem… frankly

Knowledge Funnel

Mystery

Unexplained problem

Heuristic

Rule of thumb

Algorithm

Replicable success formula

Source: Roger Martin, ‘The Design of business: Why design thinking is the next competitive advantage’, 2009

1. Frame the problem… frankly

Early aspirations

Premium Transformative

Disruptive

Intuitive Seamless end-to-end experience

Like Apple

Sustainable advantage New revenue streams

Contemporary and authentic White space / blue ocean

1. Frame the problem… frankly

Ambiguity Sub-heading Title

1. Frame the problem… frankly

Scope Sub-heading Title

1. Frame the problem… frankly

Frame Sub-heading Title

1. Frame the problem… frankly

Analyse Sub-heading Title

1. Frame the problem… frankly

Synthesize Sub-heading Title

Section

Slide 42

‘ A good strategy honestly acknowledges the challenges being faced and provides an approach to overcoming them…. Bad strategy tends to skip over pesky details such as problems.’ Richard Rumelt, ‘Good Strategy, Bad Strategy’, 2011

1. Frame the problem… frankly

Framing drives focus

‘ Focus is about saying no. No, no, no.’ Steve Jobs, Apple WWDC ‘97

‘ It was about being very focused and not trying to do too much… the key was getting rid of stuff.’ Jonathan Ive quoted in ‘The guts of a new machine’, New York Times, 30 November 2003

1. Frame the problem… frankly

Case Study

Case study Luxury

Premium

Mass

1. Frame the problem… frankly

Point of departure The mission: deliver enhanced margins from differentiated products and services, with customer experience of the highest calibre. A pricing increment above the ASP Exclusive, Prestigious, Personal, Connected Sensuality, uniqueness, confidence, authenticity and quality

End-to-end experiences

Healthy gross margins

The space between Starbucks and Rolex

1. Frame the problem… frankly

Premium definition High calibre experiences that a significant number of consumers will pay more for. Premium ≠ Low volume

There is not an inverse relationship between price and volume

High prices ≠ Premium

Premium is defined by positive consumer perceptions of value

High margins ≠ Premium Mass brands can extract high gross margins

High performance ≠ Premium

Although high performance is often associated with premium, it is only part of the equation

78%

VW Phaeton $64,000-85,000 25,000 Global sales, 2002-2009 49,000 Global sales 2009

BMW 3 Series outsell Ford Mondeos in the UK

58% 52%

Premium consumers prefer to buy into the lower end of a luxury brand, than the top end of a mass brand.

The Motorola RAZR was a huge premium handset success, despite being under specified.

1. Frame the problem… frankly

Premium experiences Luxury

Aspirational

Convey sophistication and affirm self-worth

Premium

Mass

Visionary

Express a distinctive view on the future

Innovative

Stay ahead of the mass market

Engaging

Have powerful emotive appeal

Coherent

Have a consistent tone, look and feel

1. Frame the problem… frankly

Premium businesses Mass

Premium

Luxury

Innovation focus

— Supply chain

— Design — Technology — Communications

— Retail — Customer service — (Technology and performance are rarely an issue)

Costs

— Low to extract margins from low prices through economies of scale and supply chain management

— Low-high hybrid costengineered around the experience, investment is targeted at key areas

— High to cover hand-crafted production, fine materials, lavish marketing and flagship stores

Distribution and retail

— Maximum availability through mass and discount channels.

— Wide availability, but discount channels are avoided. — Shop-in-shop sometimes used

— Restricted availability maintains exclusivity and high level of personal service. — Flagship stores immerse consumers in brand aura.

Portfolio structure

— Diffuse and rapidly changing ranges – Complex product naming

— Small number of distinctive platforms — Longer life cycles and clear evolution paths — Clear product naming

— Relatively small portfolios — Slowly evolving classics – Evocative product names

Customer service

— More reliance on self service — Queues and multiple contacts to resolve issues — Often involves being charged more

— Responsive — Staff take individual responsibility for resolving issues

— Highly personal — Individualised — Often an connoisseur advisory element to service

1. Frame the problem… frankly

Consumer target

Reject

Target

Reject

Small and declining group Specification driven

Build on solid perception Significant group

Build on work association Large and growing group More likely to spend more

Far from heartland Young, fickle and limited group Many likely to move to Apple

Rational

High End Explorers

Savvy Fashionistas

Emotional

1. Frame the problem… frankly

Steps upmarket 1 Commit for the duration Repositioning upmarket takes time – years, not quarters

2 Develop a premium culture Start to live and breathe premium to become discerning guardians of premium

2011

1986

4 Become an experience company

5 Send a clear signal to the market

M anage intangible value across the consumer journey and touch-points

Communicate that the company has changed

3 Create a new meaning C reate a distinct, relevant and credible vision

Section

Title 1 line

Framing is about finding the most useful way to define the problem

Section

Title 1 line

It also helps to assess whether it’s the right challenge to take on

1. Mix rigour with intuition

2. Frame the problem… frankly 3. Walk around the problem

4. Envision in the round

5. Prototype and develop

Section Walk around the problem

Slide 55

Title future The 1 line is hazy

Walk around the problem

Multiple lens

Users

Market data

Learnings from parallel markets

Experts

Trends

Technological potential

Walk around the problem

Synthesise across boundaries ‘ Laser intelligence probes deeply into a topic, but ignores opportunities to cross-pollinate... Searchlight intelligence may not probe as deeply but is always scanning the environment and [spotting] connections across spheres.’ Howard Gardner, ‘Five Minds for the Future’, 2007

Walk around the problem

DVF workshops

Desirable

Viable

Feasible

Walk around the problem

Bottom-up + top-down Big idea

Walk around the problem

Zoom in and out

Big picture perspective

Affinity with design detail

Slide 61

Van men

Case Study

Section

Forgotten mobile workers

Case study

Intersection of industries Device makers

Internet & software

Government

Car makers

Operators

Case study

Dynamic part of economy

Vans

All motor vehicles

150

Van sales exceed sales of other motor vehicles by almost 20%

140

Index (1998 = 100)

130

120

110

100

90 1998

1999

2000

2001

Footnotes: Van Men worth over £35 billion, the AA, 2007 / Road freight statistics, 2008

2002

2003

2004

2005

2006

2007

2008

Case study

Focus on small enterprises 78% of vans operate in fleets of one to five

IT solutions cater for large corporations

Size Small

Scale of van in fleet

Large

Case study

Mobile enthusiasts, but not advanced users

“ Mobile phone is essential to what I do ... I mainly use my phone for voice calls. Don’t really use it for a lot of other things ... don’t use all the functions on it.”

“ I have an iPhone and use it for most things ...I never send e-mails from it and rarely use it for Internet ...I don’t listen to music with my iPhone ...It does so many different things though, but I don’t use everything.”

John, Plumber, 48 (HTC Touch HD)

Terry, Delivery man, 28 (iPhone 3GS)

Case study

Key barriers to adoption of mobile services

Complex admin

? ? ?

? ?

Uncertain circumstances ? ?

Case study

Needs go unmet

P No traffic updates on Sat Nav like on radio

Parking information is absent from Sat Nav

Mobile video doesn’t help secure the van

Laptops can’t take side notes & doodles

John, plumber, 48

Terry, deliveryman, 28

Kodzo, courier, 38

James, fitter, 41

Case study

Opportunity areas

Personal assistance

Integrated planing

Parking utilities

Tracking and monitoring

Resource management

Mobile office facilities

Collaboration platforms

P Sh

e Ke

ari o Kn les

he Sc

d wle

g tin

ina

ord

cco

plie

sup

oo gt

g gin

Arr

gin

uri

sec

rki

tio ga

avi

ling

uri

Ins

lvin

Case study

Prefer calling ‘Inputting data into things is just too time consuming, calling them up is the fastest way to get information’ John, Plumber, 48

Learning curve

Frequent updates

Screen immersion

Fiddly data input

Three interaction principles

Fluid interaction Effortless input Minimal immersion

Case study

Working notes

1. Mix rigour with intuition

2. Frame the problem… frankly

3. Walk around the problem 4. Envision in the round

5. Prototype and develop

Envision in the round

A north star

Continuity

Change

Mission

Vision

Sense of purpose and core values

Inspirational and vivid goal

Authentic Widely accepted Reflect practices

Ambitious Achievable Memorable

Clear / Concise / Compelling

Process of discovery

Creative process

Envision in the round

Inspirational and vivid goal

‘ Strategy must be created from the future backwards.’

Envision in the round

Work from the future backwards 2015

2016

2017

Gary Hamel

2018

2019

2020

Envision in the round

Title orientated Future Subtitle

‘ The future is part of every designer’s job description.’ Mark Newson

Envision in the round

Holistic thinking

Customer experience

Competitive positioning

Business model

Envision in the round

Car sharing service

Users

Ford

London

Envision in the round

Defining our terms

Vision

Proposition

Envision in the round

Defining our terms Vision

Proposition

Inspirational and vivid goal

Concrete and differentiated offer

Envision in the round

Defining our terms Vision

More internal facing

Proposition

More outward facing

Envision in the round

Defining our terms Vision

Proposition

Ambitious Achievable Memorable

Unique Tangible Beneficial

Clear / Concise / Compelling

Envision in the round

Time horizons

Visions are long-term, propositions evolve

Vision

Proposition v1

2015

2016

Proposition v2

2017

2018

2019

2020

Proposition v3

2021

2022

2023

2024

2025

Case study

Case Study

New business concepts

Professional human service Building management systems

Security encryption

Cloud storage

Devices

Technology platform Insurance

Shared facilities

Compact apartments

Physical storage

11 Product-service showcase

Bar / cafe

Exhibition space

Incubator

Design studio

Events space

Digital service

Case study

Identifying opportunities between business units

Business unit

Opportunity Area

Business unit

Opportunity Area

Business unit

Opportunity Area

Case study

Hybrid IT

Micro trend

Synology’s ‘App Store’ for its NAS device

Sky Go Extra offline streaming

Dropbox hybrid storage

Case study

Behavioural sensing

Micro trend

Electric Foxy Move posture garment

Bosch driver drowsiness detection

Nest ‘Auto-away’ mode

Case study

Also called: Freelance Economy Contingent workers Portfolio workers Micro businesses Micro-multinationals

Micro-enterprise

The Brew Collective

Flexible working

Growth of freelance workers

Micro trend

Case study

Workplace distraction

Causes of distraction – Open-plan offices – Emphasis on collaboration – Multi-tasking – Email / Social media – VoIP calls – Multiple devices

‘the most significant factor in workplace effectiveness is not collaboration, it’s individual focus work.’ ‘What we’ve learned about focus in the workplace’, Gensler, 2012 based on a survey of 90,000 people

Rachel Silvermann, ‘Workplace Distractions’, Wall Street Journal, 11 December 2012

Case study

Fluid workplaces Hybrid / Zoned / Less walls

Corporate offices

Co-working offices

Hotel lobbies

Airport lounges

Case study

Focus / meeting pods Space-saving / Flexible / Low installation cost Private focus – Reading – High-concentration work – Conference calls Casual meetings – Management check-ins – Team catch-ups – Meeting suppliers

Case study

Expert foresight Experts Professional interpreters of the future

‘ ...with experience we become experts at using our behaviour and our training to interpret – and decode – what lies behind our snap judgements and first impressions.’ Malcolm Gladwell, ‘Blink’, 2005, p183

Consumers Rear-view mirror outlook

‘ You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new.’ Steve Jobs, CEO, Apple

Case study

Idea components

Hypothesis

Remote collaboration service

Remote collaboration hardware

Meeting room hardware

Streamlined filing sharing and video conferences to enhance working anywhere at any time

Agile peripheral touch-points such as Bluetooth speakers and microphones

Fixed touch-points such as displays, projectors and printers

Huddle Content collaboration platform provides online file storage, file sharing, document management, whiteboards, discussions, and phone conferencing.

Jambox Wireless speaker has a built-in microphone to allow conference calls anywhere.

Cisco Smart+ Connected Meeting Spaces Simplifies the meeting room reservation and resource management process while enhancing the overall collaboration experience.

Case study

3-way proposition Office furniture brands

Enable the design and production of highly productive micro work environments, through the provision of a plug and play technology platform.

Facilities managers

Provide services such as booking system, meeting summaries and maintenance contracts directly to the managers of the environments that host Pods.

Independent users

Offer booking and meeting capture services to users of publicly accessible pods.

Business collaboration Electronics Innovation type Product Service Business Components

Case study

Features Services A number of services sold to office facilities managers including:

Screen

Hardware Screen mirroring, sharing and video conferences Software Airplay, Allshare, SmartGlass and Miracast compatible

Directional speakers and microphones

Pod app (users)

Tech support & maintenance (FMs)

Cross-hardware and OS app that enables users to check pod availability and reserve slots remotely, and have meetings captured and transcribed.

Support package for Facilities managers, which would include hardware and software maintenance.

Ambient and task lighting

Hardware Modal settings: reading, meetings, video conferences Software Automated ambient management based on behaviour sensing and service usage

Hardware Noise cancellation and reduction audio leakage outside the pod Software Audio optimisation (Airplay, Allshare, SmartGlass and Miracast compatible)

Power and connectivity

Camera

Sensors

Hardware Facial detection and automatic orientation Software Camera optimisation

Hardware Convenient power sockets and dedicated Wifi router Software Power and hotspot management

Hardware Detect users presence and behaviour Software Audio and lighting optimisation

Executive rover Focused / Flexible / Energetic UK London

Lewis 45 Name

Age

Motto

‘Enjoy the fast and slow lanes in equal measure.’

Personal income $120,000 (134M KRW) Personal status Lives with his partner in Highgate, a few tube stops from ‘Silicon roundabout.’ Occupation CEO, Healthcare social media start-up Key values Make a difference, then make money Enjoy work as much as life Stay ahead and independent

Favourite pastime?

‘Escaping to the countryside, for a low tech weekend’

What possession would you save if your home was burning?

‘Apart from the obvious iPhone and MacBook Air, it would be my Gaggia. I kick start the day with double-shot flat white,then feed my caffeine addiction for the rest of the day’

AGILE ROVING

EDITED LIVING

Case study

Journey 1 Hastily arranged video call Lewis has just arrived at a client’s HQ after the red-eye flight from New York, when he takes a call from an investor concerned about the impact of a competitor’s announcement on his strategic plan. Lewis suggests a conference in 20 minutes which will give him enough time to update the plan. He asks the receptionist if there is a pod free for him to use. She checks the booking app, finds one free on the first floor and books it.

Touchdown and screen share

Video call set-up

Wrap-up transcription

Lewis finds the pod and is reassured to see his name on the screen and reserved for the next hour. He plugs in his laptop and shares its screen with the Pods larger display, so we can quickly review the plan on one screen and the press announcement on the other.

With the document updated, he launches GoTo meeting ready for the video call. The Pod automatically adjusts the lighting, so Lewis looks fresher than he feels. The call is sensitive so he flips down the pod’s microphone, so he can speak quietly. The directional speakers ensure only he can hear his investor.

The call has been productive and they’ve agreed on a number of policies and actions. Before Lewis summarises them verbally, he asks her if she minds him recording the final five minutes of call, so a transcript can be emailed to them both. She agrees and he hits the Transcribe button on his Pod app.

Case study

Business concept Value propositions

Hardware/software platform Launch with a small number of leading brands to define market, then open access

Service platform and tech support

Pod location and meeting capture service

Hardware component sales Tech support provided by local partners

Furniture brands Furniture brands provide pod design, marketing and sales channels

Tech support and maintenance contracts Bulk meeting capture fees

PAYG meeting capture fees Service delivered through a crossplatorm app

Facilities managers (FMs) User services delivered through a cross-platorm app

Corporate users

Independent users

Case study

3-way proposition

Users

Facilities Managers

Furniture brands

1. Mix rigour with intuition

2. Frame the problem… frankly

3. Walk around the problem

4. Envision in the round 5. Prototype and develop

Start learning early Zoom in and out

Envision in the round

Combine perspectives

Conceptual

Prototype and learn

Zoom in and out

Envision in the round

Prototype and learn

Prototype Frame the challenge

Combine perspectives

Test Learn Improve

Zoom in and out

Envision in the round

Prototype and learn

Prototype Frame the challenge

Fidelity

Prototype and develop

Combine perspectives

Test Learn Improve

Zoom in and out

Envision in the round

Prototype and learn

Prototype Test Learn Improve Prototype Test Learn Improve Prototype

Concrete Time

Smartmeter proposition

Case Study

Prototype and develop

Radical leap

Prototype and develop

Proposition prototyping Initial component testing

Prototype and develop

Proposition concepts

flexipay Pay how you choose, for what you use. It’s as simple as that.

No bells, no whistles. Just our best deals, direct to you.

everyday saver

EVERYDAY SAVER

AFFORDABLE ENERGY ALL YEAR ROUND, AND NO NASTY SURPRISES.

Prototype and develop

Customer exploration

Prototype and develop

Lo-fi prototypes

Prototype and develop

Wizard of Oz techniques

Prototype and develop

Hi-fi prototypes Decorate Advertising

Decorate Out-of-the-box experience

1.First Impressions

2. Telling the story

3. Unwrapping

The eye catching glossy fashion illustration on the outer box breaks the rules of conventional phone packaging and alludes to the worlds of fashion and glamour.

The outer lid is removed to reveal the inner box with a layer of petal shaped flaps. The flaps echo the soft shape of the phone and build up the excitement before revealing the phone. The graphics on the inner box communicate the interchangeable covers.

The petal flaps are unfolded like a flower to reveal a surprising magenta on the inside tray, where the phone is displayed in the same manner as an expensive watch or perfume.

4. Surprise

5. Layering of parts

The phone sits on a satin ribbon which is gently pulled to remove the phone from the inner tray revealing a teasing layer of colourful print underneath.

Touch

Decorate

The petal layer is then removed where a glossy instruction booklet sits which communicates the idea of changeable covers and the phones features in a colourful and exciting booklet design.

Noir

Go!Drive

Case Study

Mixing prototypes Functioning digital

Digital mock-up

Paper

Five habits for the front-end

Zoom Frame inthe and challenge out

Mix rigour with creativity

Envision Frame Combine in the perspectives the challenge round

Frame the challenge … frankly

Prototype Combine Zoom and perspectives in and learn out

Walk around the problem

Zoom Envision in inand the out round

Envision in the round

Envision Prototype in and thelearn round

Prototype and learn

Prot and

We join the dots

www.plan.london

Design Thinking

The Big Re-Think Sub-heading Title

Redesigning business summit 11-12 March 2010

‘ Business leaders are casting around for new ideas... ...design thinking is offering itself up as one of the new ideas’ Vijay V Vaitheeswaran, ‘The Big Re-Think: redesigning business summit’, 11-12 March 2010

Vijay V Vaitheeswaran, Global Correspondent, The Economist

Design Thinking

An ill-defined notion Sub-heading Title

Roger Martin A way of thinking

Tim Brown Designer’s process