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© LUMA Institute and its licensors

®

Innovating From Within HOW Design Live 2014

Justin Knecht @verticalbones

2 © LUMA Institute and its licensors @verticalbones @LUMAInstitute

INNOVATING FROM WITHIN

Crap title.


How might I allow the audience to design the talk? (How might I shirk some responsibility if the talk is crap?)

FRAMING THE PROBLEM


CHOOSE YOUR PRESENTER’S LOOK

A! B!

Sensible dress shirt Irreverent design tee


MY APPROACH TO DEVELOPING MY PRESENTATION


TO BE SKILLED AT HUMAN-CENTERED DESIGN IS TO BE SKILLED AT…


CHOOSE YOUR OWN PRESENTATION

A! B!

Tell me about your personal background and a few key experiences that got you here.

Tell me about the LUMA story and your approach to human-centered design.


We equip individuals, teams and 0rganizations to accelerate innovation. Every day, all around the world.

LUMA INSTITUTE


!

THE CHALLENGES WE FACE REQUIRE VARIOUS DEGREES OF CHANGE…

Little Change Big Change


IN MANY DIFFERENT FORMS…

Services Processes

Business Models Policies

Laws …

Tang

ible

For

ms


Inta

ngib

le F

orm

s

Products Environments

Websites Software

Tools Hardware

...

!


DOTTING THE LANDSCAPE OF INNOVATION

Tang

ible

For

ms


Inta

ngib

le F

orm

s

Services Processes

Business Models Policies

Laws …

Products Environments

Websites Software

Tools Hardware

...


Innovation is a growing global economic imperative.



It calls for more people to be more innovative more often.


It calls for more people to be more innovative more often. But how?



Human-Centered Design


Human-Centered Design The discipline of developing solutions in the service of people.


“Design is not a one-shot vaccine; it’s an ‘innovation fitness program’ that puts an organization on top of its game. It is not an ‘event’, it is a way of thinking, communicating and doing every day.” HEATHER FRASER Rotman School of Business University of Toronto


HERB SIMON Nobel Laureate in Economics

“Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.”



A! B!

Tell me about the LUMA System of Innovating for People.

Tell me about the future of innovation.


TO BE SKILLED AT HUMAN-CENTERED DESIGN IS TO BE SKILLED AT…


THE LUMA SYSTEM OF INNOVATING FOR PEOPLE


We didn’t invent this…


Ethnographic!Research!

People & Systems

Concept Ideation

Participatory Research

Patterns & Priorities

Modeling & Prototyping

Evaluative Research

Problem Framing

Design Rationale

ETHNOGRAPHIC RESEARCH o  Interviewing o  Fly-on-the-Wall Observation o  Contextual Inquiry o  Walk-a-Mile Immersion

. . .

PARTICIPATORY RESEARCH o  What’s on Your Radar? o  Buy a Feature o  Build Your Own o  Journaling

. . .

EVALUATIVE RESEARCH

o  Think-Aloud Testing o  Heuristic Review o  Critique o  System Usability Scale . . .

PEOPLE & SYSTEMS

o  Stakeholder Mapping o  Persona Profile o  Experience Diagramming o  Concept Mapping

. . .

PATTERNS & PRIORITIES

o  Affinity Clustering o  Bull’s-eye Diagramming o  Importance/Difficulty Matrix o  Visualize-the-Vote

. . .

PROBLEM FRAMING

o  Problem Tree Analysis o  Statement Starters o  Abstraction Laddering o  Rose, Thorn, Bud

. . .

CONCEPT IDEATION

o  Thumbnail Sketching o  Creative Matrix o  Round Robin o  Alternative Worlds

. . .

MODELING & PROTOTYPING

o  Storyboarding o  Schematic Diagramming o  Rough & Ready Prototyping o  Appearance Modeling

. . .

DESIGN RATIONALE

o  Concept Poster o  Video Scenario

o  Cover Story Mock-up o  Quick Reference Guide

. . .

Looking

Methods for observing human experience:

Understanding

Methods for analyzing challenges and opportunities:

Making

Methods for envisioning future possibilities:


This is not a prescriptive process.

Research Concept Development Pilot Launch Maintain

Inte

rvie

win

g Fl

y-on

-the

-Wal

l Obs

erva

tion

Cont

extu

al In

quir

y

Wal

k-a-

Mile

Imm

ersi

on

Wha

t’s o

n yo

ur R

adar

?

Build

You

r Ow

n Bu

y a

Feat

ure

Jour

nalin

g

Thin

k-Al

oud

Test

ing

Heu

rist

ic R

evie

w

Criti

que

Syst

em U

sabi

lity

Scal

e

Stak

ehol

der M

appi

ng

Pers

ona

Prof

ile

Expe

rien

ce D

iagr

amm

ing

Conc

ept M

appi

ng

Affin

ity C

lust

erin

g

Bull’

s-ey

e D

iagr

amm

ing

Impo

rtan

ce/D

iffic

ulty

Mat

rix

Visu

aliz

e-th

e-Vo

te

Prob

lem

Tre

e An

alys

is

Stat

emen

t Sta

rter

s

Abst

ract

ion

Ladd

erin

g

Ros

e, T

horn

, Bud

Th

umbn

ail S

ketc

hing

Crea

tive

Mat

rix

Rou

nd R

obin

Alte

rnat

ive

Wor

lds

Stor

yboa

rdin

g

Sche

mat

ic D

iagr

amm

ing

Rou

gh &

Rea

dy P

roto

typi

ng

Appe

aran

ce M

odel

ing

Conc

ept P

oste

r Vi

deo

Scen

ario

Cove

r Sto

ry M

ock-

up

Qui

ck R

efer

ence

Gui

de

ETHNOGRAPHIC RESEARCH

PARTICIPATORY RESEARCH

EVALUATIVE RESEARCH

PEOPLE & SYSTEMS

PATTERNS & PRIORITES

PROBLEM FRAMING

CONCEPT IDEATION

MODELING & PROTOTYPING

DESIGN RATIONALE

YOU

R P

RO

CES

S H

ERE

Looking

Methods for observing human experience:

Understanding

Methods for analyzing challenges and opportunities:

Making

Methods for envisioning future possibilities:


SAMPLE METHOD COMBINATIONS

A good sequence of methods for developing creative solutions in service of customers

A good sequence of methods for assessing the usability of a rapidly built prototype and finding prioritized insights



A! B!

What is the future of innovation? Now that I have a seat at the table, what can I do tomorrow?


I’ve got a seat at the table … now what?



Problem Framing


The problem is that we don’t understand the problem.

PAUL MACCREADY MECHANICAL ENGINEER, DESIGNER OF HUMAN-POWERED AIRCRAFT


UNDERSTANDING

An approach to phrasing problem statements that invites broad exploration

Statement Starters PROBLEM FRAMING


How might we make people less self-conscious about an artificial limb? I spend a lot of time at the beach in the summer and people frequently say, ‘Cool tattoos.’

Nadav Kander for the New York Times


How might we reflect a wearer’s unique personality and interests? I don’t want them to think, ‘Poor, disabled girl.’ I want them to think, ‘Wow, she’s hot.’ With the snake arm, I feel like I have something added on.

Nadav Kander for the New York Times


The application isn’t the goal … it’s an obstacle between the user and their goal.



Putting People First


What people say, what people do, and what they say they do are entirely different things.

MARGARET MEAD ANTHROPOLOGIST


LOOKING

Walk-a-Mile Immersion

A way of building empathy for people through firsthand experience

ETHNOGRAPHIC RESEARCH


UNDERSTANDING

Rose, Thorn, Bud

A technique for identifying things as positive, negative, or having potential

PROBLEM FRAMING


✖ ✖ ✖



Creating & Prioritizing Valuable Ideas


It’s easier to tone down a wild idea than think up a new one.

ALEX OSBORN Author, Your Creative Power

“

”


MAKING

Creative Matrix

A format for sparking new ideas at the intersections of distinct categories

CONCEPT IDEATION


Creative Matrix

© 2011 LUMA Institute and its licensors.

MATRIX CONSTRUCTION

•  Emerging tech •  Cultural drivers •  Market trends

ROWS (ENABLERS)

COLUMNS (RELATED TO PEOPLE)

•  Market segments •  Service touchpoints •  Problem statements


MAKING

An activity in which ideas evolve as they are passed from person to person

Round Robin

CONCEPT IDEATION


ROUND&ROBINCHALLENGE&STATEMENT

PROPOSE&A&MISSION&STATEMENT

CRITIQUE&THE&MISSION&STATMENT.&POINT&OUT&THEWEAK&PARTS&AND&EXPLAINWHY&IT&IS&INADEQUATE

©"2010"LUMA"Institute"and"its"licensors".

Create"a"CDI"Positioning"Statement."A"positioning"statement"describes"what"you"want"the"world"(in"this"case"the"rest"of"IR)"to"think"about"CDI."It"should"state"how"you"want"CDI"to"be"perceived"and"valued"based"on"what"it"delivers.

Here"is"an"example:"(Who):"Bloomingdale’s"(What)"are"fashion"focused"department"stores"(For"whom)"for"trendPconscious,"upperPmiddle"class"shoppers"(What"Need)"looking"for"highPend,"new"products."(Against"whom"or"what)"Unlike"other"department"stores"(What’s"Different)"Bloomingdales"provides"unique"merchandise"in"a"posh,"thetrical"setting"(So)"that"makes"the"shopping"experience"entertaining"and"memorable."

(Who):"

(What):"

(For"whom):

(What"Need):"

(Against"whom"or"what):"

(What’s"Different)"

(So):"(Capabilitiy"1)

(Capability"2)

(Capability"3)

ADDRESS&THE&CRITIQUE&BYEDITING&THE&EXISTING&PROPOSAL&

(Who):"

(What):"

(For"whom):

(What"Need):"



(So):

"

(Who):"

(What):"

(For"whom):

(What"Need):"




(Capabilitiy"2)

(Capabilitiy"3)







(Who):"

(What):"

(For"whom):

(What"Need):"




(Capability"2)

(Capability"3)


(Who):"

(What):"

(For"whom):

(What"Need):"



(So):

"

(Who):"

(What):"

(For"whom):

(What"Need):"




(Capabilitiy"2)

(Capabilitiy"3)








(Who):"

(What):"

(For"whom):

(What"Need):"




(Capability"2)

(Capability"3)


(Who):"

(What):"

(For"whom):

(What"Need):"



(So):

"

(Who):"

(What):"

(For"whom):

(What"Need):"




(Capabilitiy"2)

(Capabilitiy"3)







(Who):"

(What):"

(For"whom):

(What"Need):"




(Capability"2)

(Capability"3)


(Who):"

(What):"

(For"whom):

(What"Need):"



(So):

"

(Who):"

(What):"

(For"whom):

(What"Need):"




(Capabilitiy"2)

(Capabilitiy"3)


We can do anything, but we can’t do everything.


UNDERSTANDING

Importance/Difficulty Matrix

A quad chart for plotting items by relative importance and difficulty

PATTERNS & PRIORITIES


IMPORTANCE/DIFFICULTY MATRIX



LUXURY STRATEGIC

LOW HANGING FRUIT

HIGH ROI



Rapid Iteration & Improvement


I haven't failed! I’ve just found 10,000 ways that won’t work.

THOMAS EDISON 20TH CENTURY INNOVATOR


Research > Develop > Launch Don’t Make! Learn Stop Learning! Make

MAKE

TEST


Make in Order to Learn

MAKE MAKE MAKE MAKE MAKE

Research > Develop > Launch

TEST

WIT

H P

EOPL

E

TEST

WIT

H

PEO

PLE

TEST

WIT

H

PEO

PLE

TEST

WIT

H

PEO

PLE

TEST

WIT

H

PEO

PLE


You can infinitely fake more than you can afford to build.


1x

10x

100x

RELATIVE COST

TO REPAIR

TAKE THE RISK OUT OF RISK-TAKING

Research Concept Spec. Alpha Beta Launch Support

TYPICAL

STAKEHOLDER

TOUCH-POINTS

IDEAL

STAKEHOLDER

TOUCH-POINTS


NUMBER OF PEOPLE


MAKING

A rapidly built model of a new idea that approximates its appearance and behavior

Rough & Ready Prototyping MODELING & PROTOTYPING


Thank you. [email protected] www.luma-institute.com @verticalbones @LUMAInstitute

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