Slides from the Fresh Tilled Soil workshop Design Sprints at Scale held on 3.15.2018.
A Design Sprint is a flexible time-boxed problem solving framework that increases the chances of making something people want. With an emphasis on collaborative ideation, solution sketching, prototype building, and user testing, Design Sprints give product teams more confidence in their choices and priorities. But confusion still exists.
--How do I convince my organization it’s a good idea, and how do I get leadership buy-in?
--What kind of prep work is required, and how soon should I start?
--How do I make sure this doesn’t just become another innovation brainstorm that people dismiss when it’s over?
2. CEO OF FRESH TILLED SOIL
700+ DIGITAL PRODUCTS
CO-AUTHOR OF DESIGN SPRINT
AUTHOR OF DESIGN LEADERSHIP
CO-AUTHOR OF PRODUCT LEADERSHIP
RICHARD BANFIELD
3. HIGH FIVES
CHALLENGES
ONE PERSON MAKES EVERYONE HAPPY
EACH ANSWER “WHAT MATTERS TO YOU?”
DESCRIBE A VULNERABLE OR EMBARRASSING
MOMENT FROM THE LAST ~6 MONTHS
6. “A DESIGN SPRINT IS A FLEXIBLE TIME-BOXED
PROBLEM SOLVING FRAMEWORK THAT
INCREASES THE CHANCES OF MAKING
SOMETHING PEOPLE WANT”
WHAT IS A DESIGN SPRINT?
9. ANYTIME USER VALIDATION IS REQUIRED
WHEN YOU DON’T HAVE ENOUGH DATA
WHEN THERE ARE RISKY ASSUMPTIONS
WHEN YOU ENTER NEW MARKETS
WHEN YOU DESIGN SOMETHING NEW
WHEN YOU WANT TO AVOID POLITICS
WHEN IS A DESIGN SPRINT USED
10. WHEN YOUR PRODUCT IS WELL DEFINED
WHEN IT INVOLVES PEOPLE’S LIVES
WHEN THERE IS MASSIVE SCOPE
WHEN CHANGES ARE VERY SMALL
WHEN REPLACING PRODUCT DEVELOPMENT
WHEN IS A DESIGN SPRINT NOT USED
16. WHAT IS THE VALUE OF THE DESIGN SPRINT
ACCURATELY FRAME THE PROBLEM
17. WHAT IS THE VALUE
WHY IS THE HEADLINE ALWAYS SOMETHING
LIKE ‘MILLENNIALS AREN’T BUYING FABRIC
SOFTENER’ RATHER THAN ‘P&G FAILS TO
ADAPT TO NEW MARKET’?
ALYSSA SMITH
MILLENNIAL CONSUMER
29. DO YOU HAVE THE BACKGROUND RESEARCH?
WHO WILL BE THERE?
DO THEY KNOW WHAT TO EXPECT?
DO YOU HAVE TEST SUBJECTS LINED UP?
WHAT SUPPLIES DO YOU NEED?
PRE-SPRINT RESEARCH AND PREP
32. USING A SERIES OF EXERCISES WE WILL
BUILD A FOUNDATION OF UNDERSTANDING
OF THE PROBLEM WE NEED TO SOLVE.
WHY?
UNDERSTAND
33. - EVERYONE PARTICIPATES
- ALL VOICES ARE EQUAL
- BE TOUGH ON IDEAS, GENTLE ON PEOPLE
- ADOPT A PLAYFUL MINDSET
- …?
RULES OF THE SPRINT
34. GOAL: FOSTER CLIENT
LOYALTY
$$$
BUY EXPENSIVE
LOYALTY SOLUTION?
Points Program
lots of money & 00/100
DESIGN SPRINT:
LOYALTY IDEATION
TESTED MULTIPLE
PROTOTYPES
1 2 3
RANDOM ACTS OF
KINDNESS > POINTS
SAVE $, HAND WRITTEN
NOTES
just
because
SOLVING THE WRONG PROBLEM
36. SOUTHWEST AIRLINES HAS FOUND THAT
CUSTOMER SATISFACTION IS SIGNIFICANTLY
HIGHER ON FLIGHTS LEAVING FROM TOP
RATED AIRPORTS LIKE PHOENIX OR
PORTLAND (OR).
BOSTON IS RANKED 18 OUT OF 30 (BEST TO WORST).
TEAM CHALLENGE
37. THEIR HYPOTHESIS IS THAT…
IF A PASSENGER IS ALREADY UNHAPPY FROM
THE PRE-FLIGHT EXPERIENCE, IT IS MORE
DIFFICULT FOR THEM TO ACHIEVE HIGH
SATISFACTION RATING.
TEAM CHALLENGE
38. SOUTHWEST HAS HIRED YOUR TEAM TO
CREATE FRESH NEW IDEAS FOR IMPROVING
THE EXPERIENCE OF FLYING OUT OF BOSTON
LOGAN, FROM THE MOMENT PASSENGERS
LEAVE THEIR HOME OR HOTEL TO THE
MOMENT THE PLANE TAKES OFF.
TEAM CHALLENGE
39. BACKGROUND
EXISTING PRODUCT, COMPETITORS, AND SUBSTITUTES
RESEARCH DATA OR ANALYSIS
FACTS AND ASSUMPTIONS
DEFINE THE PROBLEM
PROBLEM STATEMENT
CHALLENGE MAP(S)
KNOW THE USER
WHO / DO - EMPATHY MAP
PERSONAS
USER JOURNEY MAP
UNDERSTAND
40. WHAT DO WE REALLY KNOW?
WHO ARE YOU DESIGNING FOR?
WHAT IS THE PROBLEM?
PURPOSE OF THIS PHASE
41. ASSUMPTIONS STORMING
ON YOUR OWN, WRITE DOWN WHAT YOU KNOW
OR THINK YOU KNOW ABOUT THE TOPIC.
(ONE IDEA PER POST-IT)
50. QUADRANT: CONFIDENCE VS. IMPORTANCE
LOW
IMPORTANCE
HIGH
IMPORTANCE
HIGH CONFIDENCE
LOW CONFIDENCE
51. QUADRANT: CONFIDENCE VS. IMPORTANCE
THINGS WE’RE SURE
ABOUT AND ARE
VERY IMPORTANT
THINGS WE’RE NOT
SO SURE ABOUT
AND IT’S NOT RISKY
THINGS WE’RE
SURE ABOUT AND
IT’S NOT RISKY
THINGS WE’RE NOT
SO SURE ABOUT
BUT THEY ARE
VERY IMPORTANT
55. ORGANIZING AND PRIORITIZING
SELECT THE ASSUMPTIONS THAT POSE THE
HIGHEST RISK IF THEY ARE FOUND TO BE
INCORRECT.
THEN PRIORITIZE THOSE ASSUMPTIONS
USING EITHER THE DOT VOTE OR MONEY
VOTE OPTIONS.
68. PROBLEM STATEMENTS
WE HAVE OBSERVED THAT [PRODUCT/
SERVICE/ORGANIZATION] ISN’T MEETING
[THESE GOALS/NEEDS], WHICH IS
CAUSING [THIS ADVERSE EFFECT].
73. NOW WE WIDEN THE LENS AND GENERATE
POSSIBLE SOLUTIONS TO THE PROBLEM.
THE OBJECTIVE IS TO GENERATE AS MANY
IDEAS AS POSSIBLE. YOU’LL WORK
INDEPENDENTLY AND IN GROUPS TO
MAXIMIZE YOUR POWERS OF IDEATION.
DIVERGE
85. WE MAKE HARD CHOICES AND PICK A SINGLE
DIRECTION TO PROTOTYPE AND TEST.
YOU’LL FOCUS ON HAVING THE RIGHT (AND
SOMETIMES DIFFICULT) CONVERSATIONS
ABOUT HOW YOU CAN SOLVE YOUR CHOSEN
PROBLEM.
CONVERGE
86. SHARE YOUR IDEAS AND DISCUSS WITH THE
ENTIRE GROUP.
REMEMBER: TOUGH ON IDEAS, GENTLE ON
PEOPLE.
SKETCHING
87. EACH PERSON TAKES TURNS IN PRESENTING
THEIR IDEA TO THE REST OF THE TEAM.
LISTENING TEAM MEMBERS PROVIDE
FEEDBACK. PRESENTER TAKES NOTES.
REPEAT UNTIL EACH MEMBER HAS GONE.
RITUAL DISCENT
96. ONE:
CREATE A SHARABLE VERSION OF YOUR
SOLUTION THAT CAN TEST YOUR SOLUTION
TWO:
DESIGN AN EXPERIMENT THAT WILL SUPPORT
YOUR SOLUTION TESTING
PURPOSE
97. TYPES OF PROTOTYPES
PHYSICAL DIGITAL SERVICE
PAPER FLIP CHART
INTERACTIVE SKETCHES
STATIC-LINKED SCREENS
VIDEO
CONCEPT MODEL
SCENARIO
ROLE-PLAYING
PHYSICAL MODEL
INTERACTIVE MODEL
LANDSCAPE MODEL
EXPERIENCE DIORAMA
98. TYPES OF PROTOTYPES
DIGITAL SERVICE
PAPER FLIP CHART
INTERACTIVE SKETCHES
STATIC-LINKED SCREENS
VIDEO
CONCEPT MODEL
SCENARIO
ROLE-PLAYING
PHYSICAL MODEL
INTERACTIVE MODEL
LANDSCAPE MODEL
EXPERIENCE DIORAMA
PHYSICAL
99.
100.
101.
102. TYPES OF PROTOTYPES
PAPER FLIP CHART
INTERACTIVE SKETCHES
STATIC-LINKED SCREENS
VIDEO
CONCEPT MODEL
SCENARIO
ROLE-PLAYING
PHYSICAL MODEL
INTERACTIVE MODEL
LANDSCAPE MODEL
EXPERIENCE DIORAMA
PHYSICAL DIGITAL SERVICE
109. TYPES OF PROTOTYPES
PAPER FLIP CHART
INTERACTIVE SKETCHES
STATIC-LINKED SCREENS
VIDEO
CONCEPT MODEL
SCENARIO
ROLE-PLAYING
PHYSICAL MODEL
INTERACTIVE MODEL
LANDSCAPE MODEL
EXPERIENCE DIORAMA
PHYSICAL DIGITAL SERVICE
112. TYPES OF PROTOTYPES
PAPER FLIP CHART
INTERACTIVE SKETCHES
STATIC-LINKED SCREENS
VIDEO
CONCEPT MODEL
SCENARIO
ROLE-PLAYING
PHYSICAL MODEL
INTERACTIVE MODEL
LANDSCAPE MODEL
EXPERIENCE DIORAMA
PHYSICAL DIGITAL SERVICE
PRODUCT PROTOTYPES ARE LIVING
VERSIONS OF YOUR IDEAS.
113. PROTOTYPES DON'T HAVE TO BE PERFECT,
BUT SHOULD PROVIDE ENOUGH DETAIL TO
ADEQUATELY TEST YOUR ASSUMPTIONS
WITH USERS OTHER THAN YOURSELVES.
BUILD
114. AS A TEAM, DETERMINE THESE ROLES:
- PROTOTYPE DESIGNERS
- EXPERIMENT DESIGNERS
- INTERVIEWER
- INTERVIEW NOTE TAKERS
PROTOTYPING EXERCISE
119. AS A TEAM CREATE 3 QUESTIONS TO ASK
DURING THE PROTOTYPE TEST.
DETERMINE WHICH QUESTIONS WILL GET
ASKED BEFORE THE PROTOTYPE IS SHOWN
(UNBIASED), DURING THE PROTOTYPE
(CONNECTED TO A FEATURE), OR AFTER
(WRAP UP)
QUESTION FORMULATION
129. YOUR USERS AND/OR CUSTOMERS ARE THE
ONES WHO WILL GIVE YOU THE BEST
FEEDBACK.
GO BEYOND THE VERBAL FEEDBACK AND
ALSO OBSERVE BEHAVIORS, BODY
LANGUAGE, AND EMOTIONS.
TEST
130. ASK WHEN AND HOW QUESTIONS?
SAY “TELL ME MORE?”
DON’T ASK YES & NO QUESTIONS
DON’T ASK LEADING QUESTIONS
ALLOW FOR SILENCES
INTERVIEWING
131. PAIR UP WITH ANOTHER TEAM
ONE TEAM PRESENTS AND THE OTHER TEAM
ASKS QUESTIONS
SWITCH TEAMS AND REPEAT
INTERVIEWING EXERCISE
133. WHAT DID YOU LEARN FROM THE TEST?
WHAT WOULD YOU CHANGE OR ADD TO
IMPROVE THE SOLUTION?
RETROSPECTIVE
134. ASSUMPTION MAPPING
ASSUMPTION EXPERIMENT VALIDATED
X
Trigger Email Sent to Prospective
Customers Leads To Engagement
Prototype Showing User
Journey Explains Value Prop
Sales Call Based on New Value
Proposition Script Closes Deals
145. Hopes & Fears
Goal & Anti-Goal
Who / Do
Persona Design
User Journey Map
Experience Map
Problem Reframe
Daily Retrospective
Pitch Practice
Parking Lot
Job-Stories
Challenge Map
Mind Map
Silent Critique
$100 Test
Service Blueprint
Sprint Debrief
150. Who knew our account managers would
have such great ideas for our product?
They generated more than half the ideas
we came up with, including the idea we
prototyped. I’d never have tapped into
them if we hadn’t done this.
Dan Koziak
CXO OF PROMOBOXX
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