stakeholders - strategic design thinking module · market segment a subgroup of consumers (people...

USERS & STAKEHOLDERS 21st November 2012

Strategic Design Thinking

21st November 2012

‘Stakeholders’

Stakeholders (Corporate) a party who affects, or can be affected by, the !company's actions!

Stakeholders (Design) a party who affects, or can be affected by, the !design solution!


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Profiling users Having empathy

with the

user story & context

translating these

requirements into

design

solutions

Structured Intuition

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Understanding consumption & use in a commercial context

•  Understanding who does / who could buy product & services and the relative value of these customers

•  Understanding what these consumers and users want now and their future aspirations

•  Understanding how to translate these needs and aspirations into the design of product and services

•  Understanding how to test and evaluation concepts and potential solutions


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Understanding who does / who could buy product & services

Market Segment a subgroup of consumers (people or organisations) sharing one or more characteristics that cause them to have similar product needs Market Segmentation the process of dividing a market into distinct subsets (segments) that behave in the same way or have similar needs

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•  Market segmentation (Traditional)

– Demographic variables … age/sex/language – Family life-cycles … young family/retired – Social class … working class / middle class – Behavioural variables … product end use – Geographical … region / country / climate



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Trends forecasting

www.thefuturelaboratory.com Spring 2007 •  Design-á-porter •  Thirtyfive-up •  Humanised Hardware •  Quietvertising •  Birth Luxe •  Wagabees •  Generational Play


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Trends forecasting

www.thefuturelaboratory.com Spring 2009 •  No-Frills Affluents

As consumers cut back and re-assess their lifestyle priorities, we look at how our NFAs, as a new and emerging retail tribe, are set to affect long-term consumer shopping habits and household priorities.

•  The Fifth Scenario

A black US president is elected, Dubai turns green, bees vanish and life is declared on Mars. Add to this the vanishing of once-revered banking institutions and the successful landing of a plane on water; we are entering a word of inexplicable change. Here, then, we look at how and why preparedness, prequel planning, wild-skies thinking and envisioneering are being used by brands, businesses and global corporations to future-proof themselves against the unthinkable.

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Understanding what consumers and users want: Methods

•  Observation •  Role storming •  Focus Groups •  Interviews •  Prototypes


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Observation - Ethnography

Better understanding how people do things by watching their actions

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Role storming

Getting inside the head of the consumer by acting out the experience of using the product or service under investigation … or by experiencing first-hand

Image: IDEO


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Focus Groups

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Focus Groups

Useful questions •  What do you like about the product? •  What do you dislike about the product? •  Show me how you use the product? •  Why did you buy this product? •  What do you think about competitors

products? •  What improvements would you make to the

product?


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Focus Groups

Tips for effective interaction: •  Go with the flow •  Use visual stimuli & props •  Suppress preconceptions - be alert for surprises •  Watch the customer use the product - look for non-

verbal communication

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Surveys & Interviews

•  Survey design - size, piloting, type (postal, telephone, face to face interviews)

•  Short concise questions with familiar wording •  Are you asking a question (Who? Why? Etc) •  Are you allowing for any response •  Will you be able to make use of the data?


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Prototypes

Prototyping describes the use of physical material to Simulate or test a product or service idea. Dummy spaces, products, objects and scale models are all forms of prototype

Cultural Probes

•  What is a Cultural Probe? Cultural probes (also known as diary studies) provide a way of gathering information about people and their activities. Unlike direct observation (like usability testing or traditional field studies), the technique allows users to self-report.

•  When are Cultural Probes appropriate?

Cultural probes are appropriate when you need to gather information from users with minimal influence on their actions, or when the process or event you’re exploring takes place intermittently or over a long period.

•  How are Cultural Probes conducted? Selected participants are briefed, given a kit of materials, and briefed about the requirement to record or note specific events, feelings or interactions over a specified period. Typically, a follow-up interview is conducted at some point after the briefing session.


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Translating these needs into the design of product and services

•  Capturing the ‘voice of the customer’ •  Structuring the ‘voice of the customer’ •  Translating the ‘voice of the customer’ into

potential measures •  Setting appropriate design targets for

measures


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Structuring the voice of the customer: Affinity Maps

•  Capture the voice of the customer via: interviews, focus groups, observation, surveys etc …

•  Record observations on separate cards / post-its •  Distribute cards amongst team members •  Start grouping cards •  Develop a title for each card •  Organise groups into a hierarchy

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Affinity Maps

•  Provides a framework for organising data

•  Helps teams achieve an understanding of customer needs

•  Helps bring to light relationships which might not be apparent in a less detailed review


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Levels of need: Primary, Secondary, Tertiary Primary Needs •  Summary of the product’s strategic benefits •  Products are usually differentiated on 2-3 primary needs Secondary Needs •  More detailed tactical needs which support the primary needs •  Are used for tactical decisions in the product programme Tertiary Needs •  More detailed operational needs •  Sometimes these link directly to engineering characteristics

Affinity Maps

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Affinity Maps Primary Needs Secondary Needs Tertiary Needs Good operation Easy to open & close door Easy to close from outside & Use Stays open on a hill

Easy to open from the outside Doesn’t kick back Easy to close from inside Isolation Doesn’t leak in rain No road noise Doesn’t leak in car wash No wind noise Doesn’t rattle

Material won’t fade Good appearance Interior trim Attractive look

Stay clean Easy to clean Clean No grease from door

Fit Uniform gaps between panels


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Translating needs into measures

•  Take key consumer needs and consider – How could we measure whether this need

has been fulfilled or not? –  Is the measure qualitative or quantitative? – What is the metric? – How would you actually test for this?

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Translating needs into targets

•  Decide key areas for comparison (based on customer needs … )

•  Collect competing products/services together •  Evaluate against key needs and their

measures •  Use this evaluation to identify ‘targets’ for

future development


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QFD Quality Function Deployment

Need 1!Need 2!Need 3!Need 4!Need 5!

1 2 3 4 5 6 !Our product!Competitor 1!

Mea

sure

1!

Mea

sure

2!

Mea

sure

3!

Mea

sure

4!

Mea

sure

5!

Targ

et 1

= !

Targ

et 2

=!

Targ

et 3

=!

targ

et 4

=!

Targ

et 5

=!

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QFD Quality Function Deployment



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Defining the Product/Service

The ‘instructions’ also known as: •  Project brief •  Product/Service Definition •  Design brief •  Product specification •  Product Design Specification (PS)

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Demands

•  Quantified requirements that must be met •  Not meeting demands will lead to failure Wishes

•  Requirements which are desirable •  Must only be pursued as far as is economically

justifiable


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Build the definition •  Write as requirements not solutions •  Quantify requirements competitively •  Classify as Demands or Wishes •  Record the contributors •  Date & issue number •  Changes are a controlled action

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Checklist examples: •  Performance - speed, loads, rates •  Environments - temperature, humidity •  Service Life - how long, how often •  Quantity - how many p.a.


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Defining the Product/Service •  Performance •  Environment •  Life in service •  Maintenance •  Target product cost •  Competition •  Shipping •  Packaging •  Quantity •  Manufacturing •  Size •  Weight •  Aesthetics & brand •  Materials •  Product Life Span •  Standards & Specifications •  Documentation Source: Stuart Pugh - Total Design

•  Ergonomics •  Customer profile •  Quality & reliability •  Shelf Storage Life •  Processes •  Time Scales •  Testing •  Safety •  Legal considerations •  Company constraints •  Market constraints •  IPR - Patents •  Political & social •  Installation •  Energy requirements •  User training •  Disposal

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Customers - pitfalls

Degree of !achievement!

Customer !satisfaction!

None!

Complete!

Complete!None!

Kano’s model!


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None!

Complete!

Complete!None!

Basic factors!

Kano’s model!

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None!

Complete!

Complete!None!

Performance !factors!

Basic factors!

Kano’s model!


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None!

Complete!

Complete!None!

Performance !factors!

Basic factors!

Kano’s model!

Excitement factors!

Traditional notions of design ... Generating ideas Creating a broad portfolio of solutions

Profiling users Having empathy with the user story & context translating these requirements into solutions

Visualising the tangible Creating visual representations of potential ‘product’ solutions

Accommodating uncertainty Coping with emergent ideas in real-time at different stages in development

Managing trade-offs Creating solutions that balance conflicting technical requirements

Synthesising futures Synthesising and prototyping future product concepts

Extended roles for design in society … Facilitating Idea Generation Facilitating participatory creation

Mediating Stakeholders Building profile of multiple internal & external stakeholders & contexts

Visualising the intangible Creating an additional richer language for strategic decision making

Navigating Complexity Acting as an organisational and community navigator, profiling the impact of emergent ideas in real-time

Negotiating Value Establishing trade-offs between options and wide spectrum of metrics

Synthesising strategy Synthesising and prototyping future strategic positions & contexts

Creativity Aesthetics

Creativity Aesthetics


Stakeholders in a design solution

Supply & Distribution

Implementation

Consumption and use

Initiation & development End-of-use

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What are their requirements in the

design solution?

Initiation & development

Initiation & development

Production

Marketing

Sales Patent Attorney

Finance

Directors

Testing

R&D

Design

Purchasing

Who is initiating the idea? Who is making the investment? Who is doing the design & development?


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Supply & Distribution Supply &

Distribution Implementation

Retail buyers

Distributors

Stockists

Sales Staff

Service staff

Retail staff

Journalists


design solution?

Who is supplying the design solution? Who is distributing the design solution? Who is implementing the design solution? Who is maintaining the design solution?

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Consumption & Use Consumption & Use

children

parents

friends

patients

doctors

•  Who is going to purchase the design solution?

•  Who is going to use the design solution?

•  Who is going to interact with the design solution?


design solution?


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End of use

•  Who will reuse the design solution? •  Who will recycle the design solution? •  Who will dispose of the design solution?

End-of-use


Design solution?

Consumer

Waste collection

Waste Handling

Planet Earth

Next user

Stakeholder Mapping Example

•  National Design Research Forum – stakeholder workshop, Design Council, London, March 09

•  35 key stakeholders – mapping out who the potential stakeholders in the new proposition might be and their motivations

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This activity was done in 6 groups. Each group was given a sheet marked up with 8 suggested NDRF stakeholders (white circles). Each group was asked to mark up:

Other potential stakeholders (marked up in black rings)

Factors that might both encourage (marked up in green zone) and discourage (marked up in pink zone) stakeholders from engaging with a potential NDRF

This discourse mapshows results from all six groups transposed onto one sheet:

© www.theatresofthinking.org.uk

2. Exploring motivations

DIUS

ResearchCouncils

DesignResearchers

DesignCouncil

DesignIndustry

UKBusiness

UK PublicSector

Others

Factor that encouragesengagement with a NDRF

collectivelearning


knowing who the experts are


learning about good practice


innovation opportunities


methodology & practice support


Recruitment of new skills

Factor that discourages engagement with a NDRF

Too Academic


Intellectual Property Issues


More Metrics


Research Councils already do this ... they are sufficient


NDRF =‘Another body’

Third Sector

World

EU

SchoolsHEIs

teaching


What is the difference (in perception) between NDRF & DC?


Lack of relevance


Lack of clear financial benefit


Duplicating of existing organisations DRS etc

Govern-ment


builds critical mass and permeability


access to funding


demonstrates impact of research


could provide timely respone to emergent research initiatives


Gives the Design Council the relevance & credibility of R councils


could be a think tank to suggest radical new ways to build economy


could increase profitability


could enable international leadership


could improve application of outputs


could give more funds and more status


gives design research a distinctiveness


creates a critical mass of design researchers


Poor value for money - no HEI benefit


Outside remit of current research council structure


No industry focus


All talk - no action


Credit crunch - is there sufficient time?

International business


Lack of alignment with policy priorities


Fragmentation of audiences

DCSF

DCMS

TSB

BERRRDAs

ACE

NESTA

CBI


Time & Cost


Fragmentation of audiences


Lack of clar-ity of communica-tion - purpose aims


Network for knowledge info and contacts


could help define what design research is.


Ability to align research with prioritised agendas


Effective partnerships with subject associations


gives access to research expertise


provides a coherent voice from the research community


Defining research platforms


effective use of funding evidence of impact of research


provide understadn-ing of new regulations and policies


accessible knowledge of new materials, technology and processes


knowledge of new business opportunities & models


Horizon scanning - future trends intelligence


case studies related to specific design activities


Talking Shop


Potentially could put restrictions on research


Time Wasting

Charities


Non-selective membership


Could be simply a one way exchange

RegionalQuangos


knowledge exchange


Expansion of opportunities


could give cost savings in government through design


PR + Standing


It’s another committee


Lack of recognition eg by government, industry & academia Factor that discourages

engagement with a NDRF

Unable to respond in a timely manner


Poorly positioned


Lack of political leverage


Use of jargon


Duplication not recreating what we have already (DRS)


Approachable not elitist ... tone of voice, not ivory tower,


Bring together bodies DBA/BDI/CSD/Synergy

DBA

BDI

CSDFactor that encouragesengagement with a NDRF

could bring a focus on how design relates to the big issues


Politically effective not an also ran


Good market-ing and wide dissemination good com-munications


Pragmatic .. not just a talk-ing shop ‘do something’


Broad range of stakeholders


Range of public events eg exhibitions


NDRF Award Endorsements


embrace all design networks


Broad representa-tion industry academia, designers


ability to respond in a timely manner


authorative a central voice representative & knowled-gable

CIKTN

3. Form of a NDRF?

Each of the six groups suggested the form a potential NDRF might take. These ideasare shown below:

Facilitated & mapped by Tom Inns

1. Design’s BMA- Commission own research to develop focused argument & collective sense making for NDRF

2. Strategic Planning capacity Providing evidence statistics, representation, advocacy, expert engagement

3. web presence, signposting to research that is available, mapping, subscription model

4. An output, book? not competing with exiting journals confs etc, sets a design research agenda, with exec committee

5. Frames a mission statement that adopts biosphere as ultimate stakeholder but that facilitates flexible interpretation

6. Online TED talks, big moments (conferences) pay for confs not memebership

Images from the workshop

This Discourse Map captures outputs from workshop activities at the National Design Research Forum Workshop held at the Design Council on 13th March 2009. Over 30 representatives from the UK design research community participated.

Stakeholder General Lessons

•  What is the life-cycle of the entity? •  Who affects the entity? •  Who is affected by the entity? •  How are their ‘voices’ being gathered? •  How is this information being used in the

design of the entity? •  How are conflicting requirements being

resolved?

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stakeholders - strategic design thinking module · market segment a subgroup of consumers (people...

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