Slides from the presentation I gave on Agile Experience Design. Look at the first slide. Someone delivered that. Someone signed it off. Someone had to use it. And they cried. It needn't be like that. This is how to make delightfully designed software faster. Test, learn, fail fast, succeed at speed.
The document discusses experience design and provides a framework for Agile Experience Design (AXD). It advocates envisioning customer experiences, showcasing ideas, testing and learning, and continuously evolving and delivering products. The framework emphasizes collaboration between business, creative, technology, and UX teams. It also stresses the importance of research, rapid prototyping, focusing on the minimum viable product, and continuous delivery to provide delightful customer experiences.
How to make your corporate management think and act like a startup. (by @boar...Board of Innovation
The document provides guidance for corporate management teams to think and act more like startups. It recommends building a minimum viable product quickly without extensive upfront planning, then measuring how customers interact with it to test assumptions. The key is to learn from failures by optimizing the product based on metrics and customer feedback, rather than getting bogged down in reporting and meetings. An iterative process of building, measuring, and learning is advocated over traditional business planning.
Customer development with Not-For-Profitsmarc mcneill
The document provides tips for customer development when planning a digital presence or project. It advises to start by understanding customer problems rather than focusing on desired features. Develop personas of important audiences and prioritize their goals. Conduct field research by talking to customers to validate assumptions and learn their needs. Use rough sketches to develop initial ideas and get early feedback through continuous testing with prototypes and analytics. The overall approach is to learn about customers and confirm hypotheses through validation.
This document discusses design thinking and the process of product design and development. It outlines the key stages of design thinking: empathize, define, ideate, prototype, and test. Empathize involves understanding user needs through observation and interaction. Define is forming insights about the problem to address. Ideate is exploring solutions. Prototype is creating representations of ideas. Test is validating solutions by getting user feedback. The document provides examples of each stage and emphasizes the importance of prototyping early to iterate designs and test solutions before fully developing them.
User Experience Design: The Past, The Present, The FutureCharbel Zeaiter
In our mostly true exploration of the history of UX and the current space we're in, we look to how UX Designers will be called upon in the future to create experiences that matter.
This document discusses the benefits of prototyping for developing digital experiences. Prototyping helps reduce costs and time, validate ideas quickly, and design products that are desirable, viable, and technically feasible. The type of prototype should match the goal, such as using conceptual prototypes for developing ideas and technical prototypes for testing features. Low-fidelity prototypes provide better feedback on ideas, while high-fidelity prototypes receive comments on visuals. Storyboarding, role-playing, and paper or interactive clickable prototypes are methods discussed for testing different stages of the design process. Failure is part of prototyping, as each failure provides an opportunity to improve designs based on user feedback.
This document discusses user experience (UX), agile product management, and delivering software that meets user needs. It advocates for an iterative development process that incorporates UX research and testing. Product managers are advised to work closely with UX designers to validate assumptions through usability testing, measure outcomes, and prioritize addressing UX issues. An agile, lean approach that rapidly builds and learns from user feedback is presented as the best way to deliver innovative products that customers want and provide a competitive advantage.
This document contains the transcript from a presentation on UX in South Africa. It discusses:
1) The current state of UX in South Africa, with some organizations not understanding user needs or how to handle complexity.
2) How companies that use design strategically grow faster, and the need for growth in South Africa.
3) How the 684 attendees can help drive positive change through understanding what UX is and what needs to change.
4) Various aspects of UX like vision, strategy, interaction design and more. It emphasizes the importance of user research, prototyping and getting products in front of users.
The document discusses experience design and provides a framework for Agile Experience Design (AXD). It advocates envisioning customer experiences, showcasing ideas, testing and learning, and continuously evolving and delivering products. The framework emphasizes collaboration between business, creative, technology, and UX teams. It also stresses the importance of research, rapid prototyping, focusing on the minimum viable product, and continuous delivery to provide delightful customer experiences.
How to make your corporate management think and act like a startup. (by @boar...Board of Innovation
The document provides guidance for corporate management teams to think and act more like startups. It recommends building a minimum viable product quickly without extensive upfront planning, then measuring how customers interact with it to test assumptions. The key is to learn from failures by optimizing the product based on metrics and customer feedback, rather than getting bogged down in reporting and meetings. An iterative process of building, measuring, and learning is advocated over traditional business planning.
Customer development with Not-For-Profitsmarc mcneill
The document provides tips for customer development when planning a digital presence or project. It advises to start by understanding customer problems rather than focusing on desired features. Develop personas of important audiences and prioritize their goals. Conduct field research by talking to customers to validate assumptions and learn their needs. Use rough sketches to develop initial ideas and get early feedback through continuous testing with prototypes and analytics. The overall approach is to learn about customers and confirm hypotheses through validation.
This document discusses design thinking and the process of product design and development. It outlines the key stages of design thinking: empathize, define, ideate, prototype, and test. Empathize involves understanding user needs through observation and interaction. Define is forming insights about the problem to address. Ideate is exploring solutions. Prototype is creating representations of ideas. Test is validating solutions by getting user feedback. The document provides examples of each stage and emphasizes the importance of prototyping early to iterate designs and test solutions before fully developing them.
User Experience Design: The Past, The Present, The FutureCharbel Zeaiter
In our mostly true exploration of the history of UX and the current space we're in, we look to how UX Designers will be called upon in the future to create experiences that matter.
This document discusses the benefits of prototyping for developing digital experiences. Prototyping helps reduce costs and time, validate ideas quickly, and design products that are desirable, viable, and technically feasible. The type of prototype should match the goal, such as using conceptual prototypes for developing ideas and technical prototypes for testing features. Low-fidelity prototypes provide better feedback on ideas, while high-fidelity prototypes receive comments on visuals. Storyboarding, role-playing, and paper or interactive clickable prototypes are methods discussed for testing different stages of the design process. Failure is part of prototyping, as each failure provides an opportunity to improve designs based on user feedback.
This document discusses user experience (UX), agile product management, and delivering software that meets user needs. It advocates for an iterative development process that incorporates UX research and testing. Product managers are advised to work closely with UX designers to validate assumptions through usability testing, measure outcomes, and prioritize addressing UX issues. An agile, lean approach that rapidly builds and learns from user feedback is presented as the best way to deliver innovative products that customers want and provide a competitive advantage.
This document contains the transcript from a presentation on UX in South Africa. It discusses:
1) The current state of UX in South Africa, with some organizations not understanding user needs or how to handle complexity.
2) How companies that use design strategically grow faster, and the need for growth in South Africa.
3) How the 684 attendees can help drive positive change through understanding what UX is and what needs to change.
4) Various aspects of UX like vision, strategy, interaction design and more. It emphasizes the importance of user research, prototyping and getting products in front of users.
What your customers REALLY think: Incorporating usability testing into agilePhil Barrett
This document discusses incorporating user testing and research into Agile development processes. It makes three key points:
1) Agile projects can miss overall user impact because changes are incremental, so user testing is important.
2) Simply observing users and having them think aloud while trying to complete tasks provides valuable insights into usability issues and why users behave the way they do.
3) Involving users regularly, even just testing mockups or concepts, and reviewing the results as a team can lead to major improvements in design and the user experience.
Getting into UX: How to take your first steps to a career in user experiencePhil Barrett
Want to work in UX but can't get a job without experience? Here are a few ideas about how to break into the UX business, make a portfolio, win at your interview and design assessment - and whether UX is the right career for you. You can start doing UX in the job you already have, then build a portfolio from that.
User experience doesn't happen on a screen: It happens in the mind.John Whalen
User experience is a vital component of mission-critical projects. The vast majority of experience is digital. We spend insane amounts of time and money designing UX for websites, apps and products to impress users. But the truth is UX isn’t a singular experience we can define. And it doesn’t happen on a screen – it happens in the mind. More specifically, the six minds.
Discover how UX is truly a collection of experiences occurring across six brain concentrations, each with their own processing styles and ideal states. And how, using psychological principles, you can uncover the conscious and subconscious needs of these six minds to appeal to users on cognitive and emotional levels.
Would you use this? UX South Africa 2016Phil Barrett
if you're an innovator, "Would you use this" is a question you really want to answer. But you can't ask it in a usability test. Usability tests can evaluate comprehension and ease of use, but test respondents can't reliably predict their own future behaviour. If you base your strategic choices on experiments where you ask them to do that, you can cause serious damage to your company.
But using the JTBD change making forces, and the MAO model, you can start to explore the factors that influence people's actions systematically . You can find out *when* and *why* people will use your new product idea, which is enough to work out whether your product is on the right track.
UX SA Conference 2015: Innovation Toolkit Phil Barrett
Uber, AirBnB, Wayz, SnapScan, WhatsApp, SnapChat… Those are some of the early winners in the wave digital change that’s sweeping the world. Those companies have innovated further, quicker than competitors and they’ve done it so well that the services they deliver seem “obvious” in hindsight. But to compete with them, and whatever comes next, your organisation is going to have to do something even more awesome.
It might not be very pretty.
Leading an organisation through the realities of innovation is hard. Organisations are typically well adapted to doing what they do, they way they’ve always done it. Real, transformative innovation asks them to leave that behind. It feels equal parts crazy and terrifying. It needs focus, nerve, and yet also heaps of humility.
It helps if you know where you are, secure the time and support you need to succeed, use good ideation methods and conduct proper experiments.
In this 90 minute session we’ll draw on techniques from the world of lean startup and design thinking and look at:
- Some words you can use to get managers to tackle innovation
- How to structure and negotiate the right space for innovation to succeed in your organisation
- Techniques to maximise the chances of generating amazing ideas
- How to deal with differences of opinion and prioritise the right choices
- How to think and talk about experiments and failure
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
UX STRAT 2014: Jim Kalbach, "Applying 'Jobs to be Done' to UX Strategy"UX STRAT
A case study of how Turner Broadcasting approached creating a multichannel experience for March Madness Live that extended from Android and iPhones to iPads and desktops. The presentation will cover how the pillars of the cool project where implemented in the product, what worked and what did not work and how the UX design strategy set the team up for continued success.
The user-centered view of the interactions and experience led to the fulfillment of the business goals of improving the brand image which is expressed in the title of the presentation "March Madness is my BFF!" This is one of thousands of tweets expressing the joy fans felt while using the application.
The good, the bad, the ugly of UX RecruitingJason Mesut
This document summarizes the good, bad, and ugly aspects of UX recruiting based on the author's experience recruiting over 500 candidates for 87 interviews and 29 hires over the past 8 months. The good includes plenty of UX job opportunities and demand. The bad includes candidates sabotaging credibility by having no work samples, unclear roles, or lying. The ugly includes poor presentations, unprofessionalism, and slagging off past employers. The document provides tips for candidates such as bringing work samples, showing process, and emphasizing interests in the organization.
These slides are from a 2 hour presentation called Design for Developers.
The goal of Design for Developers is to teach interface design as a set of rules: there are some good default values for a lot of design decisions that you should remember, there is a “scientific” way of approaching things like alignment, even though many designers will tell you it’s something you should “feel”.
Innovation, design thinking, and competitive advantagePhil Barrett
A quick talk from the Cape Town funding fair. Exponentials and the imperative for innovation. The trouble with innovation in corporations. Wicked problems and complex adaptive systems. How design thinking works. What design thinking does do, in Digital. Design thinking counteracts our tendency for poor decision making.
UX STRAT USA: Ben Babcock, "Blending Big Data and Little Data to Build Amazin...UX STRAT
Ben Babcock discusses how Jet.com uses a blend of big and small data to better understand customers. They conduct frequent field studies and in-person shopalongs with real customers to gain insights. These findings are categorized into areas for immediate launch, cautious testing, or more research. Insights directly inform rapid iteration through A/B testing and allowing small autonomous teams to push changes live from customer feedback. The goal is to consistently learn from customers and improve their experience.
Introduction to Lean Startup & Lean User Experience Design William Evans
The document summarizes key concepts from Lean UX and the Lean Startup methodology. It discusses focusing on learning over requirements, using iterative design and testing to learn from customers, minimizing waste and cycle time, and emphasizing problem-solution fit over features. Key techniques mentioned include formulating hypotheses, conducting customer interviews and experiments, and measuring outcomes to guide decisions.
Be Like the Internet - 8 steps to success in a post 2.0 worldThor
1) The document discusses 8 steps for businesses to succeed in a post Web 2.0 world by adapting to the networked nature of the internet.
2) It argues that businesses need to shift from control to chaos and embrace unpredictability through iteration. They also need to shift from convention to instinct.
3) Additionally, businesses need to shift from rigid documentation and processes to more fluid collaboration and flow. They also need to shift from fear of competition to embracing critics.
10 videos on our near Future - What's the impact on your business? (by @nickd...Board of Innovation
The document provides an overview of 10 videos on future technologies and visions. It encourages the viewer to consider how each technology could impact their industry and how they could make money in the near future. It also describes the Board of Innovation's approach to structured innovation workshops focusing on analyzing trends, designing new business models, and creating "innovation blockbusters".
1. The document discusses Lean Startup and Lean UX methodologies for product development under conditions of uncertainty. It emphasizes starting with customer development and validating hypotheses through iterative testing of prototypes.
2. Key concepts include minimizing waste, focusing on learning through experiments, and getting customer feedback early via low-fidelity prototypes. Cross-functional collaboration and visualizing processes are also emphasized.
3. Successful implementation requires formulating hypotheses about problems and solutions, designing experiments to test assumptions, and using results to continuously improve products and the development process.
Using jobs-to-be-done to design better user experiences (UX Cambridge 2017)Neil Turner
"People don’t want to buy a quarter-inch drill. They want a quarter-inch hole." (Theodore Levitt, Harvard marketing professor). Jobs-to-be-done is one of those concepts that intuitively makes so much sense, and yet still isn’t that widely known or used. The idea that you should focus on the job that someone is trying to do, rather than just the means of achieving , is not a revolutionary one, but is nonetheless incredibly powerful and insightful. As Clay Christensen, one of the fellow architects of jobs-to-be-done, has said, "In hindsight the job to be done is usually as obvious as the air we breathe. Once they are known, what to improve (and not to improve) is just as obvious".
This interactive and hands-on workshop, from UX Cambridge 2017 covers how to use jobs-to-be-done to not only come up with innovative ideas, but to research and design better user experiences, regardless of whether someone is starting from a blank sheet, or improving an existing product or service.
It includes how to identify jobs-to-be-done, how to use job stories to help frame jobs-to-be-done and how to enhance personas, user journey maps and even user stories using jobs-to-be-done.
This document discusses the concept of pivoting in startups. It summarizes the founder's experience with LivingSocial over many years, during which they tried several different business ideas before finding product-market fit. Some of their early ideas like social application consulting and a visual bookshelf site did not prove scalable. Through persistence and many pivots, they eventually succeeded with LivingSocial's daily deals platform in 2009. The founder emphasizes the importance of measuring everything, learning quickly, and iterating until finding a successful product.
When Tech meets Fashion, what could possibly go wrong? @nickdemeyBoard of Innovation
This document discusses common pitfalls when combining technology and fashion. It notes that simply throwing technology into fashion does not make sense and provides examples of fashiontech startups that failed because they did not understand user behavior. The document emphasizes the difficulty of introducing new behaviors versus altering existing ones and stresses the importance of observing real users when developing fashiontech products and business concepts.
Great user experience design begins with great user experience teams and managers. This course will help user experience managers, leaders and aspiring leaders to create exciting, actionable strategies that will amplify the impact of their teams within their organizations. It will provide insights and approaches that have proven to be best practices across our field, and support their application to advance the strategies, overcome obstacles and drive change.
Agile practitioners talk about the customer but who do they really mean? This presentation argues that the customer is not the person who is sponsoring the project - the 'product owner', the customer is the person whose life is touched by the product. It concludes with some recommendations for engaging the real customer in the process. It was presented at Qcon a couple of years ago, I narrate it here - http://video.google.co.uk/videoplay?docid=-8408360027459704260
Paying for media content through a pay wall seems to be a daft idea. Why pay for stuff that is free elsewhere? That's not to say people won't pay for content, look at the success of iTunes and app stores. Their success is due at least in part to the ease of making payments. We see challenge. For consumers there’s just too much noise in the Digital Landscape. It’s random, raw, repetitive. And for content providers, in this Digital Land of the Free, where’s the revenue? So here's the idea. So here’s an idea. People won’t pay for most content (why should they? It’s free somewhere else isn’t it?) But they will pay for some content. Our hypothesis is that there is a market for content that is original, timely, novel, exclusive, unique or has quality and authority… that is relevant to me. With that in mind, we present a model underpinned by a media broker, where content is priced according to its relevance.
What your customers REALLY think: Incorporating usability testing into agilePhil Barrett
This document discusses incorporating user testing and research into Agile development processes. It makes three key points:
1) Agile projects can miss overall user impact because changes are incremental, so user testing is important.
2) Simply observing users and having them think aloud while trying to complete tasks provides valuable insights into usability issues and why users behave the way they do.
3) Involving users regularly, even just testing mockups or concepts, and reviewing the results as a team can lead to major improvements in design and the user experience.
Getting into UX: How to take your first steps to a career in user experiencePhil Barrett
Want to work in UX but can't get a job without experience? Here are a few ideas about how to break into the UX business, make a portfolio, win at your interview and design assessment - and whether UX is the right career for you. You can start doing UX in the job you already have, then build a portfolio from that.
User experience doesn't happen on a screen: It happens in the mind.John Whalen
User experience is a vital component of mission-critical projects. The vast majority of experience is digital. We spend insane amounts of time and money designing UX for websites, apps and products to impress users. But the truth is UX isn’t a singular experience we can define. And it doesn’t happen on a screen – it happens in the mind. More specifically, the six minds.
Discover how UX is truly a collection of experiences occurring across six brain concentrations, each with their own processing styles and ideal states. And how, using psychological principles, you can uncover the conscious and subconscious needs of these six minds to appeal to users on cognitive and emotional levels.
Would you use this? UX South Africa 2016Phil Barrett
if you're an innovator, "Would you use this" is a question you really want to answer. But you can't ask it in a usability test. Usability tests can evaluate comprehension and ease of use, but test respondents can't reliably predict their own future behaviour. If you base your strategic choices on experiments where you ask them to do that, you can cause serious damage to your company.
But using the JTBD change making forces, and the MAO model, you can start to explore the factors that influence people's actions systematically . You can find out *when* and *why* people will use your new product idea, which is enough to work out whether your product is on the right track.
UX SA Conference 2015: Innovation Toolkit Phil Barrett
Uber, AirBnB, Wayz, SnapScan, WhatsApp, SnapChat… Those are some of the early winners in the wave digital change that’s sweeping the world. Those companies have innovated further, quicker than competitors and they’ve done it so well that the services they deliver seem “obvious” in hindsight. But to compete with them, and whatever comes next, your organisation is going to have to do something even more awesome.
It might not be very pretty.
Leading an organisation through the realities of innovation is hard. Organisations are typically well adapted to doing what they do, they way they’ve always done it. Real, transformative innovation asks them to leave that behind. It feels equal parts crazy and terrifying. It needs focus, nerve, and yet also heaps of humility.
It helps if you know where you are, secure the time and support you need to succeed, use good ideation methods and conduct proper experiments.
In this 90 minute session we’ll draw on techniques from the world of lean startup and design thinking and look at:
- Some words you can use to get managers to tackle innovation
- How to structure and negotiate the right space for innovation to succeed in your organisation
- Techniques to maximise the chances of generating amazing ideas
- How to deal with differences of opinion and prioritise the right choices
- How to think and talk about experiments and failure
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
UX STRAT 2014: Jim Kalbach, "Applying 'Jobs to be Done' to UX Strategy"UX STRAT
A case study of how Turner Broadcasting approached creating a multichannel experience for March Madness Live that extended from Android and iPhones to iPads and desktops. The presentation will cover how the pillars of the cool project where implemented in the product, what worked and what did not work and how the UX design strategy set the team up for continued success.
The user-centered view of the interactions and experience led to the fulfillment of the business goals of improving the brand image which is expressed in the title of the presentation "March Madness is my BFF!" This is one of thousands of tweets expressing the joy fans felt while using the application.
The good, the bad, the ugly of UX RecruitingJason Mesut
This document summarizes the good, bad, and ugly aspects of UX recruiting based on the author's experience recruiting over 500 candidates for 87 interviews and 29 hires over the past 8 months. The good includes plenty of UX job opportunities and demand. The bad includes candidates sabotaging credibility by having no work samples, unclear roles, or lying. The ugly includes poor presentations, unprofessionalism, and slagging off past employers. The document provides tips for candidates such as bringing work samples, showing process, and emphasizing interests in the organization.
These slides are from a 2 hour presentation called Design for Developers.
The goal of Design for Developers is to teach interface design as a set of rules: there are some good default values for a lot of design decisions that you should remember, there is a “scientific” way of approaching things like alignment, even though many designers will tell you it’s something you should “feel”.
Innovation, design thinking, and competitive advantagePhil Barrett
A quick talk from the Cape Town funding fair. Exponentials and the imperative for innovation. The trouble with innovation in corporations. Wicked problems and complex adaptive systems. How design thinking works. What design thinking does do, in Digital. Design thinking counteracts our tendency for poor decision making.
UX STRAT USA: Ben Babcock, "Blending Big Data and Little Data to Build Amazin...UX STRAT
Ben Babcock discusses how Jet.com uses a blend of big and small data to better understand customers. They conduct frequent field studies and in-person shopalongs with real customers to gain insights. These findings are categorized into areas for immediate launch, cautious testing, or more research. Insights directly inform rapid iteration through A/B testing and allowing small autonomous teams to push changes live from customer feedback. The goal is to consistently learn from customers and improve their experience.
Introduction to Lean Startup & Lean User Experience Design William Evans
The document summarizes key concepts from Lean UX and the Lean Startup methodology. It discusses focusing on learning over requirements, using iterative design and testing to learn from customers, minimizing waste and cycle time, and emphasizing problem-solution fit over features. Key techniques mentioned include formulating hypotheses, conducting customer interviews and experiments, and measuring outcomes to guide decisions.
Be Like the Internet - 8 steps to success in a post 2.0 worldThor
1) The document discusses 8 steps for businesses to succeed in a post Web 2.0 world by adapting to the networked nature of the internet.
2) It argues that businesses need to shift from control to chaos and embrace unpredictability through iteration. They also need to shift from convention to instinct.
3) Additionally, businesses need to shift from rigid documentation and processes to more fluid collaboration and flow. They also need to shift from fear of competition to embracing critics.
10 videos on our near Future - What's the impact on your business? (by @nickd...Board of Innovation
The document provides an overview of 10 videos on future technologies and visions. It encourages the viewer to consider how each technology could impact their industry and how they could make money in the near future. It also describes the Board of Innovation's approach to structured innovation workshops focusing on analyzing trends, designing new business models, and creating "innovation blockbusters".
1. The document discusses Lean Startup and Lean UX methodologies for product development under conditions of uncertainty. It emphasizes starting with customer development and validating hypotheses through iterative testing of prototypes.
2. Key concepts include minimizing waste, focusing on learning through experiments, and getting customer feedback early via low-fidelity prototypes. Cross-functional collaboration and visualizing processes are also emphasized.
3. Successful implementation requires formulating hypotheses about problems and solutions, designing experiments to test assumptions, and using results to continuously improve products and the development process.
Using jobs-to-be-done to design better user experiences (UX Cambridge 2017)Neil Turner
"People don’t want to buy a quarter-inch drill. They want a quarter-inch hole." (Theodore Levitt, Harvard marketing professor). Jobs-to-be-done is one of those concepts that intuitively makes so much sense, and yet still isn’t that widely known or used. The idea that you should focus on the job that someone is trying to do, rather than just the means of achieving , is not a revolutionary one, but is nonetheless incredibly powerful and insightful. As Clay Christensen, one of the fellow architects of jobs-to-be-done, has said, "In hindsight the job to be done is usually as obvious as the air we breathe. Once they are known, what to improve (and not to improve) is just as obvious".
This interactive and hands-on workshop, from UX Cambridge 2017 covers how to use jobs-to-be-done to not only come up with innovative ideas, but to research and design better user experiences, regardless of whether someone is starting from a blank sheet, or improving an existing product or service.
It includes how to identify jobs-to-be-done, how to use job stories to help frame jobs-to-be-done and how to enhance personas, user journey maps and even user stories using jobs-to-be-done.
This document discusses the concept of pivoting in startups. It summarizes the founder's experience with LivingSocial over many years, during which they tried several different business ideas before finding product-market fit. Some of their early ideas like social application consulting and a visual bookshelf site did not prove scalable. Through persistence and many pivots, they eventually succeeded with LivingSocial's daily deals platform in 2009. The founder emphasizes the importance of measuring everything, learning quickly, and iterating until finding a successful product.
When Tech meets Fashion, what could possibly go wrong? @nickdemeyBoard of Innovation
This document discusses common pitfalls when combining technology and fashion. It notes that simply throwing technology into fashion does not make sense and provides examples of fashiontech startups that failed because they did not understand user behavior. The document emphasizes the difficulty of introducing new behaviors versus altering existing ones and stresses the importance of observing real users when developing fashiontech products and business concepts.
Great user experience design begins with great user experience teams and managers. This course will help user experience managers, leaders and aspiring leaders to create exciting, actionable strategies that will amplify the impact of their teams within their organizations. It will provide insights and approaches that have proven to be best practices across our field, and support their application to advance the strategies, overcome obstacles and drive change.
Agile practitioners talk about the customer but who do they really mean? This presentation argues that the customer is not the person who is sponsoring the project - the 'product owner', the customer is the person whose life is touched by the product. It concludes with some recommendations for engaging the real customer in the process. It was presented at Qcon a couple of years ago, I narrate it here - http://video.google.co.uk/videoplay?docid=-8408360027459704260
Paying for media content through a pay wall seems to be a daft idea. Why pay for stuff that is free elsewhere? That's not to say people won't pay for content, look at the success of iTunes and app stores. Their success is due at least in part to the ease of making payments. We see challenge. For consumers there’s just too much noise in the Digital Landscape. It’s random, raw, repetitive. And for content providers, in this Digital Land of the Free, where’s the revenue? So here's the idea. So here’s an idea. People won’t pay for most content (why should they? It’s free somewhere else isn’t it?) But they will pay for some content. Our hypothesis is that there is a market for content that is original, timely, novel, exclusive, unique or has quality and authority… that is relevant to me. With that in mind, we present a model underpinned by a media broker, where content is priced according to its relevance.
Bank 2.0 - How to get ready for the new era of Engagement BankingBackbase
In this presentation, Jelmer de Jong presents the Backbase vision of Engagement Banking, introducing the concept of Bank 2.0, to help banks prepare for this new era.
Steve is a 55-year old architect who earns £110k per year. He enjoys saving money through ISAs and stock investments. He is comfortable with his current income and likes to keep up with technology by buying new gadgets. Steve is interested in long haul holidays and investing in overseas property.
Nick is a 25-year old bartender who enjoys his social job. He tends to spend money without thinking and doesn't save up for purchases. Nick is a member of Chelsea FC and wants to travel to European away games if they do well.
Sally is a 28-year old admin assistant who worries about her financial future. She struggles with budgeting, is an impulsive buyer, and finds it
Wessel van Leeuwen presenting User Experience Trends in Banking. Sharing the Top 5 trends in online banking and user experience design as well as the top 5 UX principles.
Strategy to Execution by Jonny Schneider - ThoughtWorksThoughtworks
Predicting the future is hard. Most software projects come in over budget. We need to stop predicting, and rather adapt. Using design thinking, lean and agile practices will help explore, test and build - the right thing.
In this presentation we explore the link between business need and customer need and how to innovate (and remove business problems or discover business opportunities) through persona creation and Design Thinking
Working as an agile Experience DesignerThoughtworks
This talk discusses,in detail, the design process that our teams follow within the agile development of products, in-depth process details for how to build new products, and how to build up an innovation pipeline. Throughout the talk diverse techniques that can be applied in an innovation lifecycle such as contextual inquiries, diary studies, expert reviews, affinity mapping and personas, are discussed.
Navigating uncertainty: The art and science of learning and doing 10x in a te...National Retail Federation
The document discusses various topics related to uncertainty, failure, and innovation including:
- World uncertainty has increased since 1990 according to an uncertainty index.
- Top sources of traffic for top Shopify stores are email, referral, social media, and direct visits rather than search.
- Costs of computation, data storage, and networking have collapsed and programming costs may collapse as well.
- A study analyzed failure dynamics across science, startups, and security based on large datasets.
- Innovation requires formulating hypotheses, prototyping ideas quickly, and testing prototypes to learn and improve. Doing many small, early tests is better than elaborate testing.
I recently had the honor and privilege to present at the Lafleur's 2015 Lottery Conclave & Interactive Summit in Orlando (12/1-12/4). Here the presentation, slightly edited.
The Elephant and the Dassie: A Tale of Evolution and KinshipKerry-Anne Gilowey
The evolution of our work and environment has produced new relationships between disciplines, within digital teams, across organisational verticals, in our local design and tech community, and across borders. I gave this talk as the keynote presentation at the UX Craft conference in Cape Town, South Africa on 4 October 2014.
Save a Floundering Digital Marketing CampaignEffin Amazing
You have an amazingly valuable product or service. Your customers love you. You’re extending an amazing offer to new prospects. And yet, your online campaigns linger with little or no action. How can this be? Brian Massey and Dan McGaw are going to show you how to fix this. In this webinar, you will learn proven techniques for diagnosing and fixing a disappointing digital campaign, saving your credibility, and growing sales. How to approach solving your conversion rate woes.
Why landing pages are so critical to digital campaigns:
- What kills digital campaigns from the start
- How to narrow your design ideas to the ones that will work
- How to manage helicopter executives and well-meaning agencies
Five Digital Marketing Steps to Dominate Online Like A SuperheroJay Feitlinger
Companies are overwhelmed with the constantly evolving digital marketing landscape and are getting frustrated with lack of results! Companies often ask questions such as what platforms to use? How much time does it take? What kind of results can I expect? Those are all the wrong questions. Instead focus on what you are trying to accomplish, what your audience needs are, what your competition is doing and how to get ahead with positioning you can own. This presentation walks through 5 steps on how to dominate online marketing focusing on the right questions!
The Art and Psychology of Storytelling in B2BOmobono
This document discusses the use of narrative storytelling in B2B content marketing. It argues that stories tap into human psychology more effectively than facts and figures by activating emotions and mirroring characters. The key elements of an effective narrative story are outlined as plot, conflict, characterization, setting, and atmosphere. Examples are provided of companies like SunGard, Adobe, GE, and Google that have used stories in their B2B marketing. Formats for storytelling beyond video like slideshares and interactive videos are also mentioned. The document encourages B2B brands to consider what narrative stories they could tell to engage customers.
Maintaining the competitive edge in the digital age: Crafted IoD presentationCrafted
The document discusses maintaining a competitive edge in the digital age. It covers choosing the right digital channels, including considerations for social media. Social media provides opportunities for relationships and viral promotion but requires investment of time and loss of some control. Testing assumptions and conversions is also discussed as important for optimizing digital efforts. Maintaining trust with customers over the long term is key to success.
Master Workshop Business Modeling - The Institute MexicoTheInstituteMexico
This document provides information about two people, Diana Vermeij and Steven Zwerink, and their work facilitating creative workshops. Diana helps companies improve their online and offline listening skills, and facilitates workshops on working with the internet to create smarter companies. Steven likes to show people what is possible so they can become better versions of themselves. The document then provides an example workshop agenda on business modeling, explaining why such workshops are useful and outlining the business model canvas tool.
How To Write Like a Human - by Claire DawsonZeus Jones
This document provides tips for writing concisely and clearly. It begins with four main rules: know what you want to say, be concise, be clear, and edit. It then elaborates on each rule with examples and additional tips. Some key points include planning before writing, cutting unnecessary words, avoiding jargon, getting feedback from others, and writing in a relaxed, human tone. Proper use of grammar like contractions is also emphasized. The overall message is to focus on distilling ideas down to their essence and using language that is easy to understand.
During dmaDetroit's 15th Annual AIMS event, Ira Dolin, Vice President of Digital Strategy and Email Services @ Aspen Marketing Services presented on: "What is Relevancy?"
This is his presentation.
This document provides guidance on pitching a venture capital firm. It recommends including the following essential elements in a pitch: a 30-second elevator pitch, a product demo ("the money shot"), information on market size, and details on customers and revenue. It also recommends focusing on the team, proprietary technology, competition, marketing plan, funding needs, and milestones. The overall message is to keep the pitch concise, demonstrate the solution, and emphasize the problems it solves, market opportunity, and team's experience.
This document provides an overview of lean planning and how agencies can adopt lean startup principles. It discusses that lean planning focuses on continuous customer interaction, establishing revenue goals from the beginning, and assuming features and customers are unknowns. Agencies are traditionally not built to be lean, focusing on large commissions and billings. The document advocates adopting lean principles like prototyping, testing hypotheses with customers, being willing to pivot ideas based on learning, and iterating campaigns based on customer feedback rather than assuming big, perfect campaigns are needed. The overall message is that lean planning prioritizes minimum viable products, continuous learning, and adapting based on discovering what customers really want rather than large pre-defined projects.
Leanconf 2014: the agony of lean startup by tristan kromerLeanconf
Lean startup is slowly moving beyond the buzzwords and being codified in books, templates, and Standard Operating Procedures. We're learning how to run experiments, but our teams are failing and flailing on finding a business they can actually care about. We're staring so closely at our innovation accounting dashboard that we're not only missing out on the view, but we're driving right past our goals into the ditch. Are we taking the fun and passion out of startups?
AMSRS instagram Presentation (words on a screen mix)Stephen Dann
This document discusses classifying Instagram imagery for internal benchmarks. It proposes capturing an Instagram timeline and coding images into four categories: realism, aspirational, regrammed, and advertorial. A case study is described where imagery from various brands was replicated and quantified into these categories. The results are represented as percentages to demonstrate how well the Instagram story matches the brand's intentions. Measuring Instagram content in this way helps quantify how effectively the story is being told and sold to customers.
The document discusses steps for requesting writing assistance from HelpWriting.net, including creating an account, completing an order form with instructions and deadline, reviewing writer bids and choosing one, placing a deposit to start the assignment, reviewing and authorizing payment for the completed work. It notes the site offers free revisions and stands by its promise of original, high-quality content with refunds for plagiarism.
(Collaboration) Stop Pushing, Get Your Team to Pull!Dan Keldsen
This document summarizes a webinar on strategies for increasing user engagement and adoption of collaboration platforms. It discusses establishing a strategy involving pre-engagement, rollout, and re-engagement phases. It also covers understanding the 3Cs of content, context, and community and using techniques from marketing, gaming, and design to build engagement loops. The webinar provided war stories of failed collaborations and success stories of highly engaged users. It emphasized focusing on engagement after launch rather than just during rollout.
How to not suck! Lessons Learned from running a Web Startup. Wolf Becvar
How to not suck! is a keynote presentation held at the Startupcamp SK #9 in Bratislava by Wolf Becvar on personal lessons learned from running a web startup. This talk delivers 10 DOs and DONTs when entering the webapp business. Please be aware of the fact that this slides are a supplement to the life presentation and therefore by no means complete or self explaining.
Digital Marketing Summit in Dhaka, Bangladesh keynote presentation delivered by keynote speaker Michael Leander.
The talk is about digital marketing and covers a number of relevant tips and insights on digital marketing.
Driving agility into your customer experiencemarc mcneill
This document discusses ways for organizations to drive agility into the customer experience. It recommends bridging silos between departments, walking in customers' shoes to understand their journeys, prototyping ideas simply and focusing on value. It advocates being continuous through incremental delivery, experimenting to learn, and making agility an organizational priority. The overall message is that by adopting these more agile practices, organizations can better understand customers and respond quickly to deliver improved experiences.
Imagine it is 2007, there is no Apple, you are a new entrant developing a product that will go head to head with Nokia’s flagship phone the N95. You are the product manager who is responsible for the success of the product. You are focused upon beating Nokia; you’ve made it your business to intimately know the N95, you can recite the list of features it has from memory. You have a meeting with your design team and they break the news. They tell you the spec they have come up with.
“Let me get this straight” you say. “You are telling me that the phone you are proposing we take to market will have no Card slot, no 3G, no Bluetooth (headset support only), no decent camera, no MMS, no video, no cut and paste, no secondary video camera, no radio, no GPS, no Java…”
“Yup” the team say.
How do you feel?
Ditch the feature list that you’ve fixated upon in your quest to beat your competitors flagship product?
Only the brave would avoid the tick box mentality and strive for feature parity as a minimum requirement. Would you really throw out 3G, GPS and a decent camera; the real innovations in the market place?
The first generation of iPhone was released in June 2007, three months after Nokia’s flagship handset the N95. On paper, when you compare the phone features side by side, it is a sorry looking list. As a product manager would you rather have the iPhone or the N95 on your resume?
Customer driven innovation: Making it happen!marc mcneill
People talk about innovation but how do you make it happen? How do you engage your customers in the process; how do you rapidly move beyond ideas on the whiteboard to actually implementing them; how do you introduce tests and learn to continuously improve, or provide comfort in failing fast?
Combining agile software development and design thinking, it is possible to go from concept to cash at speed, placing the customer at the heart of the process.
This presentation introduces some of these ideas and practical ways of making customer-driven innovation happen.
Airline digital channels: Starting the conversationmarc mcneill
The document discusses how airlines can provide a seamless digital experience for customers across different traveler profiles and touchpoints. It describes journeys for 4 types of travelers - a group leisure traveler, business traveler, individual leisure traveler, and bargain hunter. It outlines how digital channels can be used to plan, book, get flight status updates and provide a consistent experience on web, mobile and at the airport. The goal is to create experience-based differentiation for customers through digital interactions.
Better, faster, cheaper. Lean and agile approaches to IT developmentmarc mcneill
The document discusses challenges with traditional IT project development approaches which often run over budget, over schedule, and fail to deliver all features. It then introduces lean and agile approaches which aim to deliver value faster with better quality and lower costs. These approaches emphasize collaborative workshops, lightweight documentation, user stories, adaptive planning, test-driven development, continuous integration and feedback to continuously improve.
Progress Report - Qualcomm AI Workshop - AI available - everywhereAI summit 1...Holger Mueller
Qualcomm invited analysts and media for an AI workshop, held at Qualcomm HQ in San Diego, June 26th. My key takeaways across the different offerings is that Qualcomm us using AI across its whole portfolio. Remarkable to other analyst summits was 50% of time being dedicated to demos / hands on exeriences.
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian MatkaKALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Vision and Goals: The primary aim of the 1st Defence Tech Meetup is to create a Defence Tech cluster in Portugal, bringing together key technology and defence players, accelerating Defence Tech startups, and making Portugal an attractive hub for innovation in this sector.
Historical Context and Industry Evolution: The presentation provides an overview of the evolution of the Portuguese military industry from the 1970s to the present, highlighting significant shifts such as the privatisation of military capabilities and Portugal's integration into international defence and space programs.
Innovation and Defence Linkage: Emphasis on the historical linkage between innovation and defence, citing examples like the military genesis of Silicon Valley and the Cold War's technological dividends that fueled the digital economy, highlighting the potential for similar growth in Portugal.
Proposals for Growth: Recommendations include promoting dual-use technologies and open innovation, streamlining procurement processes, supporting and financing new ICT/BTID companies, and creating a Defence Startup Accelerator to spur innovation and economic growth.
Current and Future Technologies: Discussion on emerging defence technologies such as drone warfare, advancements in AI, and new military applications, along with the importance of integrating these innovations to enhance Portugal's defence capabilities and economic resilience.
DPBOSS | KALYAN MAIN MARKET FAST MATKA RESULT KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | МАТКА СОМ | MATKA PANA JODI TODAY | BATTA SATKA MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA MATKA NUMBER FIX MATKANUMBER FIX SATTAMATKA FIXMATKANUMBER SATTA MATKA ALL SATTA MATKA FREE GAME KALYAN MATKA TIPS KAPIL MATKA GAME SATTA MATKA KALYAN GAME DAILY FREE 4 ANK ALL MARKET PUBLIC SEVA WEBSITE FIX FIX MATKA NUMBER INDIA.S NO1 WEBSITE TTA FIX FIX MATKA GURU INDIA MATKA KALYAN CHART MATKA GUESSING KALYAN FIX OPEN FINAL 3 ANK SATTAMATKA143 GUESSING SATTA BATTA MATKA FIX NUMBER TODAY WAPKA FIX AAPKA FIX FIX FIX FIX SATTA GURU NUMBER SATTA MATKA ΜΑΤΚΑ143 SATTA SATTA SATTA MATKA SATTAMATKA1438 FIX МАТКА MATKA BOSS SATTA LIVE ЗМАТКА 143 FIX FIX FIX KALYAN JODI MATKA KALYAN FIX FIX WAP MATKA BOSS440 SATTA MATKA FIX FIX MATKA NUMBER SATTA MATKA FIXMATKANUMBER FIX MATKA MATKA RESULT FIX MATKA NUMBER FREE DAILY FIX MATKA NUMBER FIX FIX MATKA JODI SATTA MATKA FIX ANK MATKA ANK FIX KALYAN MUMBAI ΜΑΤΚΑ NUMBERSATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The Key Summaries of Forum Gas 2024.pptxSampe Purba
The Gas Forum 2024 organized by SKKMIGAS, get latest insights From Government, Gas Producers, Infrastructures and Transportation Operator, Buyers, End Users and Gas Analyst
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian MatkaKALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Empowering Excellence Gala Night/Education awareness Dubaiibedark
The primary goal is to raise funds for our cause, which is to help support educational programs for underprivileged children in Dubai. The gala also aims to increase awareness of our mission and foster a sense of community among attendees
DPBOSS | KALYAN MAIN MARKET FAST MATKA RESULT KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | МАТКА СОМ | MATKA PANA JODI TODAY | BATTA SATKA MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA MATKA NUMBER FIX MATKANUMBER FIX SATTAMATKA FIXMATKANUMBER SATTA MATKA ALL SATTA MATKA FREE GAME KALYAN MATKA TIPS KAPIL MATKA GAME SATTA MATKA KALYAN GAME DAILY FREE 4 ANK ALL MARKET PUBLIC SEVA WEBSITE FIX FIX MATKA NUMBER INDIA.S NO1 WEBSITE TTA FIX FIX MATKA GURU INDIA MATKA KALYAN CHART MATKA GUESSING KALYAN FIX OPEN FINAL 3 ANK SATTAMATKA143 GUESSING SATTA BATTA MATKA FIX NUMBER TODAY WAPKA FIX AAPKA FIX FIX FIX FIX SATTA GURU NUMBER SATTA MATKA ΜΑΤΚΑ143 SATTA SATTA SATTA MATKA SATTAMATKA1438 FIX МАТКА MATKA BOSS SATTA LIVE ЗМАТКА 143 FIX FIX FIX KALYAN JODI MATKA KALYAN FIX FIX WAP MATKA BOSS440 SATTA MATKA FIX FIX MATKA NUMBER SATTA MATKA FIXMATKANUMBER FIX MATKA MATKA RESULT FIX MATKA NUMBER FREE DAILY FIX MATKA NUMBER FIX FIX MATKA JODI SATTA MATKA FIX ANK MATKA ANK FIX KALYAN MUMBAI ΜΑΤΚΑ NUMBERSATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
AskXX Pitch Deck Course: A Comprehensive Guide
Introduction
Welcome to the Pitch Deck Course by AskXX, designed to equip you with the essential knowledge and skills required to create a compelling pitch deck that will captivate investors and propel your business to new heights. This course is meticulously structured to cover all aspects of pitch deck creation, from understanding its purpose to designing, presenting, and promoting it effectively.
Course Overview
The course is divided into five main sections:
Introduction to Pitch Decks
Definition and importance of a pitch deck.
Key elements of a successful pitch deck.
Content of a Pitch Deck
Detailed exploration of the key elements, including problem statement, value proposition, market analysis, and financial projections.
Designing a Pitch Deck
Best practices for visual design, including the use of images, charts, and graphs.
Presenting a Pitch Deck
Techniques for engaging the audience, managing time, and handling questions effectively.
Resources
Additional tools and templates for creating and presenting pitch decks.
Introduction to Pitch Decks
What is a Pitch Deck?
A pitch deck is a visual presentation that provides an overview of your business idea or product. It is used to persuade investors, partners, and customers to take action. It is a concise communication tool that helps to clearly and effectively present your business concept.
Why are Pitch Decks Important?
Concise Communication: A pitch deck allows you to communicate your business idea succinctly, making it easier for your audience to understand and remember your message.
Value Proposition: It helps in clearly articulating the unique value of your product or service and how it addresses the problems of your target audience.
Market Opportunity: It showcases the size and growth potential of the market you are targeting and how your business will capture a share of it.
Key Elements of a Successful Pitch Deck
A successful pitch deck should include the following elements:
Problem: Clearly articulate the pain point or challenge that your business solves.
Solution: Showcase your product or service and how it addresses the identified problem.
Market Opportunity: Describe the size, growth potential, and target audience of your market.
Business Model: Explain how your business will generate revenue and achieve profitability.
Team: Introduce key team members and their relevant experience.
Traction: Highlight the progress your business has made, such as customer acquisitions, partnerships, or revenue.
Ask: Clearly state what you are asking for, whether it’s investment, partnership, or advisory support.
Content of a Pitch Deck
Pitch Deck Structure
A pitch deck should have a clear and structured flow to ensure that your audience can follow the presentation.
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How Communicators Can Help Manage Election Disinformation in the WorkplaceMariumAbdulhussein
A study featuring research from leading scholars to breakdown the science behind disinformation and tips for organizations to help their employees combat election disinformation.
6. $$$$$$$$$$$$$$$$$$$$$$$$$$$$$
If failure is defined as declaring a
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
projection and then falling short of
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
meeting it, then the failure rate is a
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
whopping 90 to 95 percent.
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
Shikhar Ghosh Harvard Business School
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$
7. Never 45%
Rarely 19%
Sometimes16%
Often 13%
Always 7%
Feature usage in deployed applications
Source: The Standish Group
11. $$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
Enterprises across 16 countries lose an estimated
USD$338.5 billion each year
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
due to defections and abandoned purchases
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
as a direct result of a poor customer experience.
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$
Source: Genesys: 9000 consumers surveyed (500 per country)
12. “Rent a warehouse and build a prototype
of a store… go build 20 of them,
then discover it didn't work…”
Apple Store is the most profitable shop in
London
Sources: Steve Jobs in Fortune Magazine March 8 2007 Verdict Global Retail Freview Aug 2010
13. 02
Agile and
user
centred
design
Image source:
14. Design led
Participatory mindset
Expert mindset
Research & development led
59. At Sony we assume that all products of our
competitors have basically the same
technology, price, performance and
features.
Design is the only thing that
differentiates one product from another
in the marketplace.
Norio Ohga
Former Chairman and CEO, Sony
60. “a focus on improving usability for the
customer…. has been reflected in
improved provider conversion in the
period, increasing revenues and RPV”
61. Goal driven development
Otherwise known as preventing features trumping experience
Locate Find a local See deal Sign-up for Buy the Be reminded Upload a
See all deals Get reports
stockist deal details account product of deals deal
Story Story Story Story Story Story Story Story
Story Story Story Story Story Story Story Story
Story Story Story Story Story Story Story Story
Story Story Story Story Story Story Story Story
Story Story Story Story Story Story Story Story
Story Story Story Story Story Story Story Story
72. Step into their shoes
Whole team
By stealth
test early & often
73. Be desirable [customer design led]
Think big! [start with a vision]
Start small! [Minimal viable product]
Fail fast! [Test and learn]
Grow success [Continuous design & deliver]
74. Keep in touch
Marc McNeill
marc.mcneill@forward.co.uk
dancingmango
www.dancingmango.com
Editor's Notes
Mark HedlundMint focused on making the user do almost no work at all, by automatically editing and categorizing their data, reducing the number of fields in their signup form, and giving them immediate gratification as soon as they possibly could; we completely sucked at all of that. Instead, I prioritized trying to build tools that would eventually help people change their financial behavior for the better, which I believed required people to more closely work with and understand their data.
I looked for quotes on numbers of startups that failed, I thought this was a reasonably impactful number. Celebrate this! Realise how dumb it is to make predicitons and projections. Have a vision but realise that things will change in the journey. Pivot.
Steve Jobs: “…innovation is not about saying "yes" to everything. It's about saying "no" to all but the most crucial features.”
Look at the iPhone. When it was launched, on paper it was rubbish. Look at all those features it didn’t ship with. iPhone Sales are forecast to Surpass 100 Million by 2011. Steve Job’s had a vision, (there’s that vision thing again), to reinvent the phone. And he was was right. Three and a half years later, we don’t look at phones the same way.
You’ve got a product to market that is successful but is it any good?
This is why things must change…not living up to the promise or expectations. need to redefine how we design and deliver value and create compelling experiences
Prototype – test and learn. Apple’s approach is an exemplar of design thinking and using that to challenge the rules. When they created the store, they didn’t build a me-too store. They applied the same approach to the way they built the store."One of the best pieces of advice Mickey ever gave us was to go rent a warehouse and build a prototype of a store, and not, you know, just design it, go build 20 of them, then discover it didn't work," says Jobs. In other words, design it as you would a product. Apple Store Version 0.0 took shape in a warehouse near the Apple campus. "Ron and I had a store all designed," says Jobs, when they were stopped by an insight: The computer was evolving from a simple productivity tool to a "hub" for video, photography, music, information, and so forth. The sale, then, was less about the machine than what you could do with it. But looking at their store, they winced. The hardware was laid out by product category - in other words, by how the company was organized internally, not by how a customer might actually want to buy things. "We were like, 'Oh, God, we're screwed!'" says Jobs.But they weren't screwed; they were in a mockup. "So we redesigned it," he says. "And it cost us, I don't know, six, nine months. But it was the right decision by a million miles." When the first store finally opened, in Tysons Corner, Va., only a quarter of it was about product. The rest was arranged around interests: along the right wall, photos, videos, kids; on the left, problems. A third area - the Genius Bar in the back - was Johnson's brainstorm."When we launched retail, I got this group together, people from a variety of walks of life," says Johnson. "As an icebreaker, we said, 'Tell us about the best service experience you've ever had.'" Of the 18 people, 16 said it was in a hotel. This was unexpected. But of course: The concierge desk at a hotel isn't selling anything; it's there to help. "We said, 'Well, how do we create a store that has the friendliness of a Four Seasons Hotel?'" The answer: "Let's put a bar in our stores. But instead of dispensing alcohol, we dispense advice."http://money.cnn.com/magazines/fortune/fortune_archive/2007/03/19/8402321/index.htmApple’s first London store on Regent Street opened in 2004, and is the most profitable shop per square foot in London. Apple has recently reported record quarterly figures, as its revenues rose 73% year-on-year to nearly $2.6 billion last quarter, thanks to the company’s recently introduced iPad, as well as the updated iPhone 4. In May, Apple overtook Microsoft as the largest technology company by market value.http://www.google.co.uk/url?sa=t&source=web&cd=1&ved=0CBsQFjAA&url=http%3A%2F%2Fwww.verdict.co.uk%2FeNewsletters%2FVR_Global_Freeview%2Fissues%2F100819_GLOBAL_RETAIL_FREEVIEW.pdf&rct=j&q=site%3Awww.verdict.co.uk%2F%20apple&ei=HZ6TTNaOOoKQjAetkYDABQ&usg=AFQjCNEiy-CRweD_ZKe5aSHejTIcDzcQ7Q&sig2=Dl3N6LEygCmd1IrWCGPlNw
So how do we do it?When the problem space and the solution is well understood we can start buildingHowever, when either the problem or the solution is undefined we start by asking who, why, what and how (a lot)
Companies like westpac in oz are doing this
MARC
MARC
MARC
MARC
MARC
MVT
So how do we do it?When the problem space and the solution is well understood we can start buildingHowever, when either the problem or the solution is undefined we start by asking who, why, what and how (a lot)
Design for everyone pleases no-oneGet to know your customers - Who, what, where, how and why…Profile your customers and make them part of your team (not a document)Office Depot: Kevin Peters – not how clean the windows are but can I achieve my goalhttp://hbr.org/2011/11/office-depots-president-mystery-shopping-turnaround/ar/1The office products retailer was measuring customer service using metrics— such as the cleanliness of bathrooms—that didn’t drive sales. Its new president is trying to fix that by retraining the staff and transforming the company.
Deniro – taxi driver.Design for everyone pleases no-oneGet to know your customers - Who, what, where, how and why…Profile your customers and make them part of your team (not a document)Office Depot: Kevin Peters – not how clean the windows are but can I achieve my goalhttp://hbr.org/2011/11/office-depots-president-mystery-shopping-turnaround/ar/1The office products retailer was measuring customer service using metrics— such as the cleanliness of bathrooms—that didn’t drive sales. Its new president is trying to fix that by retraining the staff and transforming the company.
Emotions, needs, wants, desires, Trigger.Why should anyone care?
Assumptions of the known knowns, but be ready to discover unkown unknowns.
Get to know your customersGo to where they hang outBecome a customer (westpac mystery shopping)
Not just the real world but digital – don’t just look in your own back yard.Listen and monitorFind out what they’re saying, influencing and being influenced by
Not just the real world but digital – don’t just look in your own back yard.Listen and monitorFind out what they’re saying, influencing and being influenced by
We think we have the best idea and look for validation of that idea. This can bias our questioning. Assume every assumption is wrong.
What are all the customer touchpoints with a systemBank example – customer comes wants a loan – tells a story.Medical startup – don’t start with the software, how to login etc, Metrobank – why can’t you get a card?
We use the wall as the desk. The wall is the ppt. People go out and come back with insights and design nuggets and we get them up on the wall. And we move the ideas about, and synthesize our thinking, look for themes, affinities….
And co-design! It is screen based products we are talking about, so go design the screens! This dude is a chief architect at a bank. He’s got a persona in front of him – Lucy – and he is drawing a portal dashboard for her retail banking needs.
Paper prototyping
Rapidly iterating. We are building out the product on paper. How cheap is that
Product ideas are emerging. We are testing and coming up with something we feel is ready to take to the next stage
Time to think about what we need. Or rather, what is the minimum the customer will need.
If you can’t agree on the MVP play games to help get you there. Here we’ve laid out all the requirements for a product and put a price on each on. “Create email campaigns” cost 1p. The developers were in the room – they estimated it. They’re going to build it. Doing some crude release planning we can say that the team can only afford 27p worth of requirements… yet there are 97p worth of stuff they want on the table….
Design doesn’t just happen at the startHaving created a vision, the design detail emerges during delivery.
Desirabilitycomes from design.
MARCDesirability comes from design.
Risk comes with guessing and spending money on features that are not needed in the end.45% of features are never used.Customer goals based on understandingTie goals back to the business objectivesDrive out the user-stories (requirements) and design detail from the goalsDecide on the MVP or the minimum release that we can get to market fastest that will deliver customer and business value.
Life begins at launchCrowdsource success -Listen, monitor & engageAB & Multivariate testingBe in a position to be able to continously design and continuously deliver improvments
Delivery of an MVP is not where the project stops but where learning begins.Test and learn at every stage and continue to innovate and respond to change.
Test early and often, throughout the entire new product development process5-100 users every week
Life begins at launchCrowdsource success -Listen, monitor & engageAB & Multivariate testingBe in a position to be able to continously design and continuously deliver improvments
Life begins at launchCrowdsource success -Listen, monitor & engageAB & Multivariate testingBe in a position to be able to continously design and continuously deliver improvments
AXD – what can you do?Adopt principles by stealth Shopper/customer centricInnovate with design thinkingCross-functional Collaboration is keyTest early, test often,measure always
In conclusion, bring a start up mentality to product development. Facebook is An idea that is 4 years in R&D is 2/3rd the life of Facebook. IT is a ¼ of the life of google. Look how those products have metamorphosed since their inception.