Futurice's Lean Service Creation for Productized
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The document discusses the concept of Lean Service Creation, which combines elements of design thinking, agile development, and lean startup. It emphasizes an iterative process of building, measuring, and learning to create products and services. Key aspects include understanding customer needs through interviews, rapidly prototyping ideas, and engaging customers for feedback to iterate designs. The goal is to solve meaningful problems for customers in an efficient way through collaboration and an experimental mindset.
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Futurice's Lean Service Creation for Productized
- 2. Mirkka Länsisalo Lean Service Creation Lead @ Futurice PhD student @ University of Tampere
- 3. We build. We innovate. We help our clients succeed. • Founded in 2000 • 370 employees from 18 countries • Europe’s best workplace 2012&2013 • 8th year in a row profitable growth • YOY growth 30% LEANSERVICECREATION
- 4. • Group work is power. • Don’t do alone. • Do together. #leanservicecreation
- 5. HI, MY NAME IS.. WHO ARE YOU? MIRKKA NELLI LEANSERVICECREATION
- 7. The Old World Top-down Control Processes Rigid Structure Chain of Command Strong Silos LEANSERVICECREATION
- 8. The New World Grassroots take Responsibility Grassroots make Decisions Transparency of Information Focus on The End Result Happy, Creative, Talented People. LEANSERVICECREATION
- 9. The digital disruption needs builders, innovators and change agents to show the world the way. That’s you and me - us. LEANSERVICECREATION
- 11. LEANSERVICECREATION “The era of separating traditional industries and technology industries is over—and those who fail to adapt right now will soon find themselves obsolete.” – Forbes.com Now every company is a software company http://www.forbes.com/sites/techonomy/2011/11/30/now-every-company-is-a-software-company/
- 12. DIGITAL MAKES THE WORLD CHANGE FASTER THAN EVER BEFORE LEANSERVICECREATION
- 13. YOU CAN’T PLAN THE DIGITAL FUTURE, YOU NEED TO BUILD IT. LEANSERVICECREATION
- 14. AS YOU CAN’T KNOW WHAT YOU NEED TO BUILD YOU NEED TO >> EXPERIMENT >> FAIL FAST & MAXIMIZE LEARNING LEANSERVICECREATION
- 15. COMPANY CULTURE IS YOUR STRATEGY. LEANSERVICECREATION
- 16. COMPANY CULTURE IS YOUR STRATEGY. TRYING & LEARNING LEANSERVICECREATION
- 17. COMPANY CULTURE IS YOUR STRATEGY. DESIRE TO UNDERSTAND THE CUSTOMERS LEANSERVICECREATION
- 18. COMPANY CULTURE IS YOUR STRATEGY. REALLY WORK TOGETHER LEANSERVICECREATION
- 19. COMPANY CULTURE IS YOUR STRATEGY. SPEED, SPEED, SPEED. LEANSERVICECREATION
- 20. COMPANY CULTURE IS YOUR STRATEGY. OWN THE CASE AT HAND. TRULY. LEANSERVICECREATION
- 21. YOU ARE MAKING THE NEW CULTURE WITH YOUR ACTIONS. LEANSERVICECREATION
- 22. CHANGING LEADERSHIP MODEL’S IS HARD. USING NEW WORK PROCESS'S IS EASY. LEANSERVICECREATION
- 23. SMALL GROUPS OF PEOPLE + CHANGE IN DAILY WORK METHODS = PERMANENT CHANGE + TRANSPARENCY = BEGINNING OF COMPANY CULTURE CHANGE LEANSERVICECREATION
- 25. LEANSERVICECREATION BUT WHAT DOES IT MEAN IN PRACTICE? 3/30/17 LEANSERVICECREATION
- 27. BEST PARTS OF HOW STARTUPS END UP WORKING. LEANSERVICECREATION
- 28. LEANSERVICECREATION COMBINATION OF Design thinkingAgile development Lean startup
- 30. LEANSERVICECREATION Concrete / Practice / Build / Service design, Coding Abstract Level: Strategy / Business Model VALUE IS IN THE ITERATION
- 31. FIND A PROBLEM WORTH SOLVING. LEANSERVICECREATION
- 32. KNOWING AND UNDERSTANDING YOUR CUSTOMERS. WHAT THEY DO AND WHY THEY DO IT? LEANSERVICECREATION
- 33. WHAT? Location. Time. Money. Difference. Trends. Amounts. Numbers. Items. Distance. Proportions. Clicks. Analytics. Big data. LEANSERVICECREATION
- 34. WHY? Motivations. Feelings. Goals. Values. Attitudes. Prejudices. Behaviors. Actions. Emotions. Histories. Politics. Identity. LEANSERVICECREATION
- 36. LOVE THE PROBLEM NOT THE SOLUTION LEANSERVICECREATION
- 37. FAKE IT TILL YOU MAKE IT. LEANSERVICECREATION LEANSERVICECREATION
- 38. LEANSERVICECREATION Constantly Visible & Tangible Goal Constant Feedback Meaningful and motivating work. >> Small Steps B U I L D M E A S U R E L E A R N
- 42. IMMERSION - To know where you are and to build on top of others work. : : Customers Competitors Competitors Domestic & Global: Hottest start-ups: How could current business be disrupted: Hot names: Inspiring services: Public debate around the topic: LEAN SERVICE CREATION LEANSERVICECREATION
- 43. BY THE END OF THIS DAY YOU’LL…. //UNDERSTAND THE HUGE POTENTIAL OF LEAN SERVICE CREATION //LEARN ITERATIVE AND EXPLORATIVE WAY OF CREATING PRODUCTS AND SERVICES //LEARN HOW TO INCLUDE END USERS TO THE HEART OF PRODUCT AND SERVICE CREATION //KNOW HOW TO FACILITATE PROCESSES WHICH PRODUCE RIGHT SOLUTIONS TO THE RIGHT PROBLEMS //KICK OFF A POSITIVE CULTURAL CHANGE IN YOUR ORGANISATION LEANSERVICECREATION
- 44. YOUR TASK TODAY: LEANSERVICECREATION //NATIONAL POST OFFICE OF PORTUGAL (LIKE CTT) HAS SET UP SIX NEW INNOVATION TEAMS DUE TO THE DISRUPTION IN THE FIELD. //YOUR BOSSES AT THE POST OFFICE WANT YOU TO FOCUS ON PEOPLE’S EVERYDAY CHALLENGENS. YOU NEED TO FIND A PROBLEM WORTH SOLVING AND CREATE A SOLUTION FOR THAT. //REMEMBER TO FOCUS ON CUSTOMER’S PROBLEMS - HOW CAN YOUR COMPANY HELP THEM IN ORDER TO FIND NEW BUSINESS OPPORTUNITIES. //HAVE FUN!
- 46. 1 min always in silence. LEANSERVICECREATION
- 48. EXPECT THE FOLLOWING: NOT ENOUGH TIME NOT ENOUGH KNOWLEDGE NOT THE RIGHT PEOPLE GETTING THINGS DONE BEING CREATIVE NEW PERSPECTIVES NEW ROLE LEANSERVICECREATION
- 49. //ASSIGNMENT: BUSINESS OBJECTIVES AND CONTEXT LEANSERVICECREATION
- 50. WHAT ARE WE TRYING TO SOLVE? LEANSERVICECREATION
- 51. WHAT ARE WE SOLVING? WHERE ARE WE AIMING? LEANSERVICECREATION The field is in disruption and current business is declining. National post office needs to find new business opportunities
- 54. DON’T LET YOUR COMPETITORS RUN AWAY BY STARTING YOURSELF FROM A SCRATCH. FIND THE MOST RECENT DATA AND JUMP FROM THERE. LEANSERVICECREATION
- 55. BUILD ON OTHERS WORK IMMERSION - To know where you are and to build on top of others work. Your best guess of the customers problem Competitors from customer’s perspective Competitors within our business domain : Hottest start-ups: How could current business be disrupted: Hot names: Inspiring services & products: Public debate around the topic: LEAN SERVICE CREATION Lean Service Creation Toolbox by Futurice Ltd is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. LEANSERVICECREATION
- 57. WHO ARE YOUR CUSTOMERS? //3 POINTS OF HOW DO YOU KNOW THIS PERSON WHEN YOU MEET HIM //NEEDS, MOTIVATIONS!! LEANSERVICECREATION
- 58. //INSIGHTS, GETTING TO KNOW YOUR CUSTOMER LEANSERVICECREATION
- 59. “Yes, yes, we know!” LEANSERVICECREATION
- 60. EMOTIONS MATTER. “BIG GLASS BUILDINGS DON'T BUY PRODUCTS — PEOPLE DO!” LEANSERVICECREATION
- 61. “BUT THEY ALL SAID ‘YES’!” LEANSERVICECREATION
- 62. DO YOUR BEST TO PROVE THAT YOU ARE WRONG! LEANSERVICECREATION
- 63. START WITH ONE. GET CLOSE TO THEM. GENERALIZE ONLY WHEN THE SHOE FITS. LEANSERVICECREATION
- 65. WHAT IS A GOOD INSIGHT? LEANSERVICECREATION
- 66. THISDEEPUNDERSTANDINGISOFTENCALLEDANINSIGHT. Interviews Inspiration Data Research Analysis à Insight à Opportunity LEANSERVICECREATION
- 68. What does she Say? What does she Need? I need coffee! Energy? Caffeine? Is it a habit? Socialize? Break? LEANSERVICECREATION
- 71. PROBLEM INTERVIEW FINDING OUT WHAT REALLY IS THE PROBLEM NEEDS? POSITIVE FEELINGS? NEGATIVE FEELINGS? SURPRISING INSIGHTS? LEANSERVICECREATION
- 73. PROBLEM INTERVIEW SCRIPT INTRODUCTION SETTING THE ATMOSPHERE ENDING THE ACTUAL DATA GATHERING Welcome Short intro of what you are doing Make the person feel comfortable Essential demographics Thank you! Motivations and the big picture. Without talking about the solution, get the person to talk about the problem at hand and ask why… Ask the person to evaluate the problems associated to the topic: Problems 1-3: How important? How big of a problem? How is it solved currently?
- 74. //WRITE A LIST WHAT DO YOU WANT TO KNOW //CONDUCT AN INTERVIEW STRUCTURE //AGREE ON ROLES //2 PERSONS TO BE INTERVIEWED IN OTHER GROUPS, ONE AT TIME, //INTERVIEWER FOR BOTH INTERVIEWS, //NOTE TAKERS (USE “COLORCODED” POST’ITS) NEEDS? POSITIVE FEELINGS? NEGATIVE FEELINGS? SURPRISING INSIGHTS? // ONE PERSON INTERVIEWS, OTHERS TAKE NOTES //PLANNING 20 MIN //INTERVIEWS 20+20 MINUTES LEANSERVICECREATION
- 75. INTERVIEWING THE USERS What does she Say? What does she Need? I need coffee! Energy? Caffeine? Is it a habit? Socialize? Break? LEANSERVICECREATION
- 76. //LUNCH 13-14 O’CLOCK SOCIAL MEDIA: #LEANSERVICECREATION LEANSERVICECREATION
- 77. //SHARE YOUR MAIN FINDINGS WITH THE WHOLE GROUP & SHARE YOUR POST-IT’S TO IDEATION CANVAS LEANSERVICECREATION
- 78. GROUP YOUR POSTITS, • NEED, • POSITIVE, • NEGATIVE • SUPRISING LEANSERVICECREATION
- 79. //ASSIGNMENT: IDEATION IDEATION LEAN SERVICE CREATION Lean Service Creation Toolbox by Futurice Ltd is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. The Value Proposition Canvas is the property of Strategyzer.com and Strategyzer AG. www.strategyzer.com Ideas that fix, eliminate or reduce the user pain Ideas that take the best out of the positive Ideas that fill the user need/ problem User need/problem Write it down on a high enough level so that your ready made idea is not the only solution to it. Negative emotions/aspects related to the user need Positive emotions/aspects related to the user needJL LEANSERVICECREATION
- 82. Yes, AND… BUILD ON THE IDEAS OF OTHERS LEANSERVICECREATION
- 83. STAY FOCUSED ON THE TOPIC LEANSERVICECREATION
- 84. ONE (BRIEF) CONVERSATION AT A TIME LEANSERVICECREATION
- 87. //CONCEPT AND VALUE PROPOSITION LEANSERVICECREATION
- 88. YOUR CONCEPT: //NAME? //HOW DOES IT WORK? LEANSERVICECREATION
- 89. VALUE PROPOSITION: //HOW IT SOLVES CUSTOMERS’ PROBLEMS //SPECIFIC BENEFITS //WHY SHOULD THE CUSTOMER BUY THIS FROM YOU STAND ON YOUR CUSTOMER’S SHOES! LEANSERVICECREATION
- 90. //PROTOTYPING
- 91. HOW DO WE PRESENT OUR MOST CRITICAL HYPOTHESIS TO THE CUSTOMER?
- 92. //CRYSTALLIZE THE VALUE PROPOSITION //FAIL FAST, SAVE MONEY //FEEDBACK THAT IS NOT BASED ON INDIVIDUALS’ IMAGINATIONS BUILD – PROTOTYPE
- 93. //LOW!!!! //QUICK //KILL YOUR DARLINGS MADE LESS DRAMATIC //CONCRETE AND TANGIBLE REPRESENTATION WHEN INCREASING FIDELITY, YOU INCREASE THE AMOUNT OF LOCKED ASSUMPTIONS FIDELITY?
- 94. WHAT KIND OF PROTOS ARE THERE? SKETCHING BODYSTORMING PAPER PROTOTYPING
- 95. FIRST PROTOTYPE TO TEST THE VALUE PROPOSITION FAKE ADVERTISEMENT - The value proposition prototype FAKEITTILL YOUMAKEIT. Picture Headline Copy Caption The first prototype to measure actions in solution interviews. • Is it clear and focused? • Is it written in consumer language? • How is it inspirational? Does it generate emotion? What is it that would motivate people about this proposition? • Is it fact based? • Will it make the target consumer react because it has touched a nerve and is relevant? • Does it really stand out? Is it different? What key elements are different? (Simplicity, price, looks…) • What are the proof points that back up the value prop and give substance to the proposition? • Does it fit with your brand? • Does it address the agreed business objective? • Is it actionable and does it lead to inspiring and differentiated communication? ADVERTISEMENT THE FIRST PROTOTYPE FAKE LEAN SERVICE CREATION Lean Service Creation Toolbox by Futurice Ltd is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. WHAT IS THE FIRST TWEET WE SEND TO LAUNCH THE NEW PRODUCT? HOW DO USERS FEEL WHEN THEY USE THE PRODUCT? WHAT IS THE BRAND PERSONALITY? • Describe yourself as a person? • What car make would you be? • What restaurant? • What city? • What singer/actor? • What animal? LEANSERVICECREATION
- 97. BUILDING MARKETING INSIDE THE PRODUCT CUSTOMER ENGAGEMENT- How do we make people advocate the service LEAN SERVICE CREATION Lean Service Creation Toolbox by Futurice Ltd is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. This canvas has elements from the Business Model Canvas ioriginally by Strategyzer AG. AWARENESS USE Key activities: What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Key resources: What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Key partners: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? LEANSERVICECREATION
- 99. “SHOW ME THE MONEY” € BUSINESS MODEL & MARKET SIZE - Making sure there is the business Who pays whom? How much? What is the revenue model? How are customers paying today? How much? Cost structure? Key elements for EBIT? LEAN SERVICE CREATION Lean Service Creation Toolbox by Futurice Ltd is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. This canvas has elements from the Business Model Canvas ioriginally by Strategyzer AG. Total addressable market: Potential target market: 1st year sales: Plan for 1st month sales: How much? How? To whom? Who? Where and how do you anchor the price perception? LEANSERVICECREATION
- 100. //PITCHING
- 101. FIRST 8 SECONDS
- 103. STORY not a feature listing EMOTIONAL not rational
- 104. STRUCTURE FOR YOUR PITCH WHERE DID YOU START? WHAT DID YOU DO AND WHY? WHAT DID YOU LEARN? WHY IS THIS RELVANT FOT YOUR TARGET SEGMENT? WHAT IS IT? HOW DOES IT WORK? 2min/group
- 105. //VALIDATION THROUGH PEER FEEDBACK
- 106. WHAT SHOULD BE KEPT? WHAT SHOULD BE REMOVED? WHAT NEW SHOULD BE ADDED?
- 107. //WHAT HAS HAPPENED TODAY?
- 108. WHAT DID WE DO TODAY? Business Objective Immersion Segmentation Interview & Insights Ideation Concept Prototyping Business ModelCustomer EngagementValidation
- 109. //LEAN SERVICE CREATION OFFERING LEANSERVICECREATION
- 110. LSC PROGRAM Larger LSC Ambassador program for deep learning and internal change ambassadors and real business results. 10-25 persons for 8 weeks.
- 111. ONE DAY CRASH COURSE LSC Crash Course to make the methodology and idea known in the organisation. 10-X00 people.
- 112. UNIVERSITY COURCES Teaching LSC methodology and hands on lectures in Universities. Students work on real life cases.
- 113. EVENTS Public events, e.g. Ahto’17 which was a huge product and service development workshop that introduced Finnish companies to LSC. 550 participans. https://vimeo.com/20327 6814
- 114. //FEEDBACK
- 115. //WHAT WORKED WELL? //WHAT SHOULD BE IMPROVED?//WHY?//HOW? //FREE WORD
- 116. Futurice Oy Mirkka Länsisalo Lean Service Creation Lead Kelloportinkatu 1 D, 33100 TAMPERE +358504801392 mirkka.lansisalo@futurice.com www.leanservicecreation.com …did I say it is all free? LEANSERVICECREATION