The team at GV (Google Ventures) has graciously published a fabulous book, "Sprint," in which Jake Knapp with John Zeratsky and Braden Kowitz comprehensively explain their Design Sprint Methodology. It's a five-day process that spans from Monday to Friday. Design Sprint Events or Activities are respectively Understand-Diverge-Decide-Prototype-Validate. This presentation focuses on Event 1, which is "Understand."
In this presentation, the visual tool of the Design Sprint (DS) Map is used to summarize "Understand" tasks as a visual checklist. In addition, the DS Map is used to present a worksheet that is used to visually collect, organize, select, and test (C.O.S.T.) ideas during a Design Sprint. Included in the presentation are three case studies that illustrate how the "Understand" activity is used on Day (Event) 1 of the 5-Day Sprint.
Southwest Airlines has hired the design team to improve the passenger experience at Boston Logan Airport from arrival to departure. On the first day, the team conducted assumption storming and empathy mapping to understand passenger pain points. They defined the problem as making passengers happy during their pre-flight experience. On day two, the team generated ideas through job stories and six-ups. On day three, they converged on ideas through sketching and $100 testing. Day four involved prototyping the selected idea. On the final day, the team tested their prototype with passengers and analyzed the results.
The document describes the Design Sprint process, which allows teams to solve design problems and test ideas with customers in 2-5 days. The process involves 5 stages: 1) Understand the problem through research, 2) Diverge by generating many potential solutions through brainstorming techniques, 3) Converge by defining a prototype and assumptions to test, 4) Prototype quickly using paper or digital tools, and 5) Validate by testing the prototype with users and gathering feedback. Design Sprints use methods from Design Thinking to help teams break out of processes and focus on the user perspective to create innovative products.
This document outlines the steps of a Product Design Sprint (PDS) methodology for developing new product ideas. The PDS involves gathering a cross-functional team, understanding user needs, rapidly generating concepts, deciding on a solution to prototype, testing prototypes with users, and iterating the design based on feedback. Key aspects of the PDS include constraining the problem scope, diverging and converging on ideas, creating low-fidelity prototypes, and running multiple short cycles of prototyping and user testing to quickly refine the design. The goal of the PDS is to compress the design process through rapid iteration and validation with end users.
The Design Sprints are a 2-5 days process for answering critical business questions through design, prototyping, and testing ideas with customers.
In this keynote I present you the Google Venture Design Sprints Methodology.
Solving Design and Business Problems in 3 Days with Google Design Sprint by B...Borrys Hasian
This document provides an overview of the Design Sprint process, which is a framework for teams of any size to solve design problems in 2-5 days. It outlines the 6 stages of a Design Sprint: 1) Understand, 2) Define, 3) Diverge, 4) Decide, 5) Prototype, and 6) Validate. For each stage, it describes the overall goal and provides examples of methods that can be used, such as affinity mapping, user journey mapping, storyboarding, prototyping, and usability testing. The goal of a Design Sprint is to explore ideas, make decisions, and validate solutions with users in a short, intensive process to solve business and design challenges quickly.
The Design Sprint: A Fast Start to Creating Digital Products People Wantdpdnyc
In this talk, you'll learn how to plan, facilitate, and optimize the five phases of a Design Sprint: Understand, Diverge, Converge, Prototype, and Test. You’ll learn why and how Design Sprints work and how you can use Design Sprints to enhance your own design process.
Using a Design Sprint to Accelerate Innovation - Agile AustraliaRob Scherer
Last year, we worked on a project where we trialled the design sprint process created by Google Ventures.
We’d identified an opportunity. We had a segment of the market that we weren’t serving particularly well and when we had a look around, it seemed that nobody else was either. The area was ripe for disruption and we believed that if we didn't disrupt ourselves, somebody else would.
This talk covers:
1. what a design sprint is
2. some of the modifications we made to the Google Ventures process
3. a few practical tips that might help if you're running your own sprints
The document describes a Product Design Sprint, which is a 5-phase exercise that uses design thinking to reduce risks in bringing products to market. The 5 phases are: Day 1) understand the design problem through research; Day 2) diverge and develop solutions; Day 3) decide on the best ideas; Day 4) prototype a quick solution; Day 5) validate the prototype with users outside the company. The goal of the Sprint is to quickly build something when a lot is unknown in order to find product/market fit and reduce risks before fully developing or releasing a product.
The document describes the design sprint process, which involves mapping challenges, sketching solutions, deciding on solutions to prototype, storyboarding the selected solution, prototyping it, and testing the prototype. The process is intended to help teams quickly generate, refine, and test ideas to address challenges in a focused, time-boxed format over the course of a few days.
Quick guide to the Design sprint.
The sprint is a five-day process for answering critical business questions through design, prototyping, and testing ideas with customers. Developed at Google Ventures, it’s a “greatest hits” of business strategy, innovation, behavior science, design thinking, and more — packaged into a battle-tested process that any team can use.
To use the links within the deck - download the presentation and open it in the browser.
Validate Your Ideas Quickly with Google Design SprintBorrys Hasian
This was presented at Compfest, an annual one-stop IT event held by students of Faculty of Computer Science, University of Indonesia. The deck is about Design Thinking and Google Design Sprint.
Using a Google Design Sprint as a product superpowerAaron Kovalcsik
At the beginning of the year, our senior leadership team was going product by product and deciding which ones were worth funding and which ones should have their talent re-assigned.
The product I work on from within the Indeed Tokyo tech office rivaled some of the biggest competitors in the market and leveraged a team smaller than most start-ups. Obviously we thought our product was safe from such a massive culling and thought the value of our team was well known within the company.
Unfortunately, that was not the case - and our product was now on the chopping block. The senior leadership team asked us to answer 3 questions: prove that there was a user need for this, prove there was a business need, and prove that there is a roadmap and vision worth investing in.
With our jobs on the line and a product we believed in, we decided to prove that our product was worth continued investment. There were many tools that we could have chosen to do this, but we decided to use a Google Design Sprint as the cornerstone to our strategy for answering these core questions.
Our team undertook coordinating 2 back-to-back sprints that incorporated remote and local participants from marketing, product, customer service, sales, engineering, QA, and UX teams in a truly global effort. In true Indeed fashion, we modified the Google Design Sprint script slightly to fit Indeed's work culture and accommodate local and remote experts.
With this session I will identify where we differed from the sprint book, the effort we undertook to coordinate a global sprint, and the lessons we learned about proving value in a product and defining a long-term vision.
The session itself follows a dramatic story arc detailing how our jobs were on the line, the challenges our team faced coordinating 2 back-to-back global sprints, and the eventual outcome that paves the way for continued investment in our product and a vision.
However, the core concept is that regardless of the outcome of the sprint, we were building a cohesive and cross-functional team that could carry out a product launch from across the org chart successfully. We weren’t just building a product in 5 days - we were building a global team capable of working together to drive a successful product launch.
New York Bestseller Jake Knapp’s book, Sprint, explores how companies and teams can replicate Google’s sprint process to solve a problem within five days.
So how does a design sprint actually work, and how can you use a sprint to devise effective solutions in such a short period of time?
Enhance your productivity through design sprints, you’ll learn:
- What is a Design Sprint
- Design sprint case studies and success stories
- How you can run a design sprint effectively
A design sprint is a 5-phase framework that helps teams answer critical business questions through rapid prototyping and user testing. The phases are: Map (understand the problem), Sketch (generate ideas), Decide (select the best concept), Prototype (build something testable), and Test (get user feedback). This process helps spark innovation, encourage user-centered design, align teams, and launch products faster. A key benefit is that it provides validated direction and user input to inform product development. Design sprints are best for when a team needs clarity on a new opportunity or is stuck on an issue.
Slides from a 3-hour workshop that's intended to teach the principles of Design Sprints. It is NOT a complete design sprint. Certain exercises have been highlighted while others skipped in the interest of expediency.
The document describes methods for conducting a design sprint, which is a framework for teams to solve design problems in 2-5 days. It discusses the typical stages of a design sprint: understand the problem, define strategies, diverge ideas, decide on ideas, prototype the selected ideas, and validate them with users. It provides examples of specific methods that can be used at each stage, such as conducting user interviews and lightning talks in the understand stage, creating user journeys and defining design principles in the define stage, and testing prototypes with users in the validate stage. The document is intended to help teams plan and facilitate effective design sprints.
Discover more to learn detail with google design sprint, great tools to maximize and validate your idea with lack of creativity and enhancing collaboration.
The document compares Design Sprint 1.0 and 3.0, which are processes for solving problems and launching new products. Design Sprint 1.0 is a 5-phase process useful for startups to reduce risks when launching new products, while Design Sprint 3.0 is a 6-phase process for enterprises to solve complex business and customer problems. The key differences are that 3.0 includes an additional problem framing phase, involves stakeholders earlier, and aims to gain alignment on core business opportunities.
Google Design Sprint - Case-Study by MAK3itDaniel Bartel
MAK3IT conducted a Google Design Sprint to test whether it is an effective method for identifying problems and testing solutions. Over five days, the team generated many ideas but the "great" idea was rejected by customers. However, they validated learning about the problem and generated new solution ideas for future sprints. The sprint showed that good facilitation, the right team composition, and focus are keys to success with the Google Design Sprint method.
A Design sprint is a time-constrained, five-phase process that uses design thinking to reduce the risk when bringing a new product, service or a feature to the market.
I gave a talk on the role of Design Thinking to leaders in the financial industry. The focus was on user centric thinking to innovate financial products and digital services. (all case material is removed)
"IDEO의 디자인 Thinking"
(Design Thinking from IDEO)
"왜 IDEO는 혁신적인가?"
혁신의 상징, 거대기업들이 끊임없이 배우고자 하는 창의적 사고.
그 중심에는 'Design Thinking'이 있습니다.
IDEO의 사례들과 디자인Thinking의 프로세스를 알아보세요!
창의적인 1%의 비밀노트, Beecanvas 페이스북페이지에서 만나보세요!
- http://facebook.com/beecanvas
슬라이드쉐어에서도 만나보실 수 있습니다.
- https://www.slideshare.net/BeeCanvas
모든 아이디어 발상 테크닉들을 페이지에서 만나보세요!
사진 출처 : https://flic.kr/p/jKqgHD
- Stilte na de brainstorm Impact Hub Amsterdam
원작자 플리커 : https://www.flickr.com/photos/mvonederland/
- MVO Nederland
참고 : http://en.wikipedia.org/wiki/Design_thinking, OPENIDEO
Daniel Burka/Jake Knapp, Build for Speed, WarmGun 2013500 Startups
This document outlines a 5-day process for quickly prototyping and testing new product ideas called a "design sprint". The process involves gathering diverse stakeholders on the first day to generate many potential solutions to a problem. The second day focuses on developing over 10 solutions. On day three, solutions are voted on rather than discussed to pick the top idea. Day four is spent rapidly prototyping the selected solution. Finally, on day five, quick user tests are conducted on the prototype to gather early feedback without a full product launch. The goal of the process is to learn quickly through building and testing, rather than spending a long time designing with no feedback.
This document outlines the steps of a Design Sprint process to boost creativity and manage a design project. It includes:
1) Understanding the problem through stakeholder presentations on goals, technology, and user needs. Mapping the project scope and outcomes.
2) Defining the focus by identifying the business opportunity, customer, problem, and value proposition. Researching through user data collection.
3) Diverging through individual idea sketching to generate solutions regardless of feasibility. Translating learnings into opportunities.
4) Prototyping key moments like screens, interactions, and use cases to test ideas without large investments.
5) Validating ideas through feedback from showing prototypes and discussing different design
Solving Design Problem in 2.5 Hours with Google Design SprintBorrys Hasian
Design sprints are a framework for teams of any size to solve and test design problems in 2-5 days. This was presented during Google UX Day in Jakarta, March 2016. The workshop was attended by 50 people from top startups in Indonesia, including the startups under Google Launchpad Accelerator program.
O documento descreve o processo de Design Sprint, desenvolvido por Jake Knapp da Google Ventures para equipes resolverem problemas de design rapidamente. O Design Sprint dura de 2 a 5 dias e combina abordagens de design thinking com práticas ágeis. Inclui etapas como entrevistas com usuários, geração de ideias, prototipação e testes com usuários para validar soluções em um curto período de tempo.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
Presentation for the "5-Day Design Sprint" workshop at the UX Riga 2015, hosted by Gleb Revkov and Vasiliy Popov.
Workshop is based on the design sprint approach proposed by Google Ventures: http://www.gv.com/sprint/.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The document discusses limitations of the Business Model Canvas and Lean Canvas tools and proposes an alternative called the Business Model Strip. The Business Model Strip represents business models as a single "strip" with four nodes: subject, verb, object, and stakeholder. It is argued that this simplified representation allows for more rapid business model mapping, prototyping, and testing compared to the nine building blocks used in traditional canvases. The document also suggests that the Business Model Strip better reflects how all living systems exchange value and receive feedback.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Le slide del mio talk di venerdì 16 dicembre allo UX Genova.
Si parla di come aiutare le aziende a risolvere i problemi in modo creativo e collaborativo. Tutto il materiale presentato è di copyright dei rispettivi proprietari.
The Design Thinking division at the University of St. Gallen has been successfully helping companies innovate since 2008. They use the human-centered Design Thinking process pioneered by Stanford to understand user needs through prototyping. The iterative process involves defining problems based on research, ideating solutions, prototyping ideas rapidly, and getting user feedback to refine solutions. The division guides students and companies through this process to generate new business opportunities.
CAD Manager's Guide to Implementing a 3D CAD SystemSOLIDWORKS
This 3D guide is designed for people who need to implement 3D CAD throughout their company. You may be a CAD
manager, a designer, or an engineer who believes that your company can benefit from 3D—or you may be an IT person
who has just received a mandate to evaluate 3D software. Whatever your title may be, part of your job is to get your
company up and running on 3D CAD software.
This is a summary of key take aways and Zoom background fo the GHC, Grace Hopper Celebration, talk on "An Engineer's Essential Tool is Design Thinking" by Aliza Carpio and Sonia May-Patlan
Is the grass greener in ireland? A comparison of UX in Dublin and MelbourneCory-Ann Joseph
Blockbuster movie premieres. Beyonce's Formation World Tour. Amazon Prime.
Ever get the feeling Australia is a little left out?
As designers, we spend a lot of time identifying and discussing what’s wrong with the UX industry. Sometimes we become trapped in wistful thinking—someone somewhere else surely has it better than we do here.
But what challenges are UX designers facing overseas? How are our problems the same, and how are they different? Could Australia even be...ahead in some ways?
Independent UX Lead Cory-Ann Joseph recently returned to Melbourne after 8 years in Dublin, Ireland, and will take UX Gatherings on a deep dive into the UX scene there. She’ll compare the highs and lows, and share her insight on what’s next for UX practitioners, agencies and in-house teams
An Engineer’s Essential Tool in Agile: Design ThinkingSoniaMayPatlan
Many engineers are not connected to customers, resulting in solutions that lack high impact and benefit. But by combining design thinking with Agile, we create innovations that delight our customers. Find out, how a design thinking model called Design for Delight is applied within Agile frameworks to deliver thoughtful and inclusive solutions that can change the world.
Thoughts on Product Design | Guest Lecture Tilburg UniversityEtienne Bertou
Etienne Bertou gave a guest lecture on product design. He discussed user-centered design based on the ISO 9241-210 standard, which involves involving users throughout the design and development process through methods like participatory and cooperative design. Bertou emphasized the importance of the early design phase to narrow the scope and make design choices that are difficult to change later. He also discussed rapid prototyping techniques and gave examples from projects at Philips Hue and Tesla. Students were then assigned a business problem to brainstorm early design phases for, including platform, main functionality, and navigation structure.
How to efficiently build great products in a startupRoger Dudler
There are many ways to build a software product, but it’s quite hard to find the balance between a sustainable technical foundation, product innovation, implementation speed and prioritization of features. While having thousands of customers in a SaaS market, a start-up might soon have enterprise customers with special needs to take care of. This involves a lot of potential challenges – a tough journey.
In this workshop, you’ll learn about Frontify’s tactics on software product management, pitfalls and learnings as well as practical advice on tools, recruiting and more. Your business-related and technical questions will be answered by the Founder & CTO of Frontify, a fast-growing St. Gallen-based start-up.
This document provides an assessment overview for a graphic design portfolio assignment. Students are asked to design graphic elements for both 2D and 3D applications to showcase a hypothetical graphic design studio space. The assessment involves three parts: 1) Formalizing a design brief, 2) Gaining feedback and collaborating with others, and 3) Presenting design concepts and a production plan. Students are evaluated on their understanding and application of the graphic design process.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
Shifting to Hypothesis-Driven Dev at Scale by Squarespace Sr PMProduct School
Main takeaways:
- Start with hypotheses and measurable outcomes instead of features
- Make Personas data driven
- Celebrate the “landings," not just launches
The Red Ocean Disruption (ROD) Cycle: A Continuous Disruption Roadmap for Pro...Rod King, Ph.D.
Over 90% of startups go bankrupt within a year. The main reason is that targeted customers buy few or no “visionary” products and services that are originally described in traditional business plans. Many entrepreneurs and startups are conscientiously using Waterfall Planning and Execution to build products and services that customers do not value. So, how are we solving the problem of cost-effectively translating bold visions and dreams into reality? After all, the startup community and society at large are wasting vast amounts of money, time, and human resources in failures that could have been earlier averted.
Given the high risk of failure in using a traditional business plan, startups are understandably calling for “Death of the Business Plan.” So, if a traditional business plan combined with Waterfall (Sequential) Planning and Execution is increasingly irrelevant to startups, what alternative approaches and tools are startups using to reduce the risk of translating bold visions and dreams into reality?
The emerging dominant approaches for translating vision into reality hail from Silicon Valley, California. The approaches are Steve Blank’s Customer Development Stack and Eric Ries’s Lean Startup Method. Both approaches are strongly related as Eric Ries’s approach was inspired by Steve Blank’s approach of Customer Development. Using the paradigm of a Business Model Story – the components of which are Customer, Business, and Learning Stories – Steve Blank’s approach focuses on the Customer Story (“Define Problem”) while Eric Ries’s approach focuses on the Business Story (“Build Solution”). Both approaches emphasize the Learning Story as a key outcome of each cycle, iteration, or experiment in a startup project.
The similarity in Blank and Ries’s approaches also arises from the fact that they are codifying and applying the Scientific Problem-Solving Process to systematically translate business visions and dreams into profitable products, services, and business models. Nevertheless, Blank and Ries’s principles and tools are relatively complex to understand and difficult to apply. Startups as well as established businesses are struggling to rapidly apply the methodology of the Customer Development Stack and Lean Startup. Consequently, many startup projects are still at risk of failure.
Unlike in the Continuous Improvement methodology of Six Sigma, neither the Customer Development Stack nor the Lean Startup Method has a simple, effective acronym for translating a project’s vision or objective into reality. Blank’s mantra of “Get Out Of the Building” is an inspirational war cry but is not actionable. Ries’s “Build-Measure-Learn” feedback loop is more actionable but does not adequately describe the Scientific Problem-Solving Process.
http://goo.gl/CRbKN9
This document outlines the sections and contents of a project portfolio, including:
1) A basic project management plan and timeline.
2) Details on finances, budgets, and fundraising activities.
3) Descriptions of testing methods used to validate design ideas.
4) Explanations of the final design developments and innovations, supported by diagrams, drawings, and potentially a 3D render.
For projects like building a power plant or a train tunnel, tough project managers are needed. But when it comes to developing digital or physical products, the role of a project manager has an increasingly difficult standing. During agile or digital transformations, new roles emerge to take over project management tasks. So, are project managers needed in these areas in the future?
Design studio: A team alignment secret weapon - Modev MVP ConferenceJohn Whalen
Design studio: A team alignment secret weapon - Modev MVP Conference
We all want the best user experience, but often other priorities get in the way: “Bob from Marketing wants it to…”, “The developers don’t like that approach...”, “That feature is a ‘nice to have’”.
What if you had a tool that can help folks sharpen their UX skills, get them prioritizing the users and their goals, and align everyone on a common vision that revolves around a great user experience?
This hands-on tutorial will walk you through a design studio and how it can be a great tool to align product owners, developers and UX teams on an approach that balances user and business needs. We’ll also show you how to conduct a “mini design studio” before an agile sprint.
You’ll gain hands-on experience with different aspects of running a design studio through individual and group exercises throughout the tutorial.
John Whalen (CEO at Brilliant Experience):
John Whalen has a PhD in Cognitive Science with over 15 years of User-Centered Design experience. He currently leads Brilliant Experience – a consultancy that supports intra- and entrepreneurs to ensure the success of mission-critical innovation projects by using our unique blend of user-centered design, psychology, design thinking and lean startup techniques.
John’s specialty is to provide businesses with competitive advantages using a mix of user research insights and expert knowledge of human vision, attention and memory. He has experience (and great stories to tell from) working with Fortune 500 clients in the ecommerce, financial, healthcare and government verticals. John’s currently focusing on helping large enterprises integrate brain science into agile, design thinking, and UCD projects.
Converting an idea or a lab prototype into a real, customer-ready product is no simple task. Learn how to differentiate between the steps of product development, including research, design, implementation, testing, verification, validation, operations and maintenance.
PEOPLE FIRST ORGANIZATION & DESIGN (PFOD) for Startups & Established Organiza...Rod King, Ph.D.
This presentation features the visual tool of People First Community (PFC) Map. Although the strategy of "Put People First" is intuitive, startups and established organizations experience great difficulties in translating into reality the strategy of "Put People First." The visual tool of the People First Community (PFC) Map starts with "WHO" while mapping all stakeholders in a community. A PCF Map can be prepared for past, present, and future communities while managing as well as designing a strategy of "Put People First."
How to Speak the Language of Application ArchitectureBrad Beiermann
This presentation touches on the classic skills and disciplines of being a Software Architect or Application Architect. Topics include Kruchten 4+1, UML, TOGAF ADM, Agile Architecture, Enterprise Architecture, Architecture Review Boards, and many others.
Agile Lean Startup Mind Meld Published VersionSteven Martin
The document discusses applying concepts from Agile and Lean Startup methodologies to a case study. It outlines how a large company used short iterations and experiments informed by personas to validate problems and solutions with customers, in order to improve revenue growth. Key concepts included minimum viable products, build-measure-learn loops, and incremental releases to gather feedback. Cross-functional teams planned work in iterations and conducted demos and retrospectives to continuously learn and adapt their approach. While the templates were less important, the critical thinking behind applying Agile, Lean Startup and empirical processes helped make the approach successful.
Similar to Google’s 5-Day Design Sprint: Event 1 – UNDERSTAND (Customer Problem/Habit/Journey) (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
Business Model Hacking (BMH) is a methodology that uses business models as the unit of analysis to rapidly discover and eliminate pain points in systems, projects, or business models. It integrates strategic planning, business model design, and project management. BMH utilizes various mapping and visualization tools, including a 2x2 Value Engine Map, 9-Box Value Engine Map, Business Model Canvas, and Problem Solving Theater technique. These tools help identify different positioning strategies and business models.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
The document describes the "Hacking for X (H4X)" program at Stanford University as an example of "StudentSourcing", which is a term coined by the author to describe outsourcing problems to student teams. The H4X program creates student teams to develop solutions for challenges in various sectors. The remainder of the document provides an example problem from the defense sector regarding detecting illicit maritime activities, and presents tools like the "Problem Solving Theater" for organizing problem details and potential solutions.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
This document presents the 4-Box Value Engine Map, which outlines 4 positioning strategies/business models for products, businesses, industries, or systems. The strategies are: Blue Ocean (value innovation), Red Ocean (commoditization), Luxury Spot (differentiation), and Disruptive Innovation (low cost and good enough). It also includes sections to identify the Big Urgent Market Pain, Job To Be Done, and Ideal Value Proposition.
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
This document describes the author's first encounter with the Business Model Canvas. It began as an accidental discovery during an online search for business modeling tools. The author joined a community called the Business Model Hub that was co-creating a book on business modeling led by Alexander Osterwalder. At the time there were around 150 members, growing to 470 from 45 countries in the final published book. The author was interested in co-creating the book because of their work on business modeling and universal pain solving. The author had previously developed the SEMPORCES model as a way to describe any business ecosystem using 9 building blocks. Upon joining the Business Model Hub, the author realized Osterwalder had developed the Business Model Canvas using 9
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...Rod King, Ph.D.
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
1-Page Adaptive Planning & Execution (APEX) for RAPIDLY WINNING MILITARY & BU...Rod King, Ph.D.
Today, Nearly every environment in business, war, and life can be described as exhibiting VUCA. Originated after the Cold War by the US Army War College, VUCA is an acronym that refers to Volatility; Uncertainty; Complexity; Ambiguity. On the basis of VUCA, the US military is transforming its paradigm of Strategic Planning. It now adopts the paradigm of Adaptive Planning & Execution (APEX). Presented in this document is a 1-Page Visual Template for facilitating APEX in war as well as in business and life.
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...Rod King, Ph.D.
Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?
How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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9. Pain/Delight (-/+): ….....
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
10. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
OPSE Map
11. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
q TARGETED CUSTOMER:
Most Important Customer (MIC):
q TARGETED PROBLEM: Most Cri+cal
Job To Get Done (-/+)
q Experts:
Product User TesXng (PUT) Map
12. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
q TARGETED CUSTOMER:
Most Important Customer (MIC):
q TARGETED PROBLEM: Most Cri+cal
Job To Get Done (-/+)
q Experts:
q Customer Journey (Habit) Map:
q Customer Scenario (JTGD; Trade-off):
q Winning Strategy (HMW):
Product User TesXng (PUT) Map
14. Pain/Delight (-/+): ….....
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
BIG CHALLENGE/
CONSTRAINT/RISK
LONG-TERM GOAL
(VISION/STRATEGY)
DESIGN SPRINT (DS)
QUESTION
Sprint Goal, Challenge, and QuesSon
15. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
BIG CHALLENGE/
CONSTRAINT/RISK
LONG-TERM GOAL
(VISION/STRATEGY)
DESIGN SPRINT (DS)
QUESTION
Sprint Goal, Challenge, and QuesSon
16. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
17. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
q TARGETED CUSTOMER:
Most Important Customer (MIC):
q TARGETED PROBLEM: Most Cri+cal
Job To Get Done (-/+)
q Experts:
q Problem:
q Vision:
q Long/Medium/Short-term Goal:
q Day 1 (Monday)
q 10am – 5pm
Event 1 – Understand Checklist
q Team/Experts:
q Sprint QuesXons (TARGETED):
q How Might We (HMW) …
q Premortem:
q Online:
q Out of Building (Industry/Env.):
* Risks: * Opportuni+es:
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
q Customer Journey (Habit) Map:
q Customer Scenario (JTGD; Trade-off):
q Winning Strategy (HMW):
18. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
q TARGETED CUSTOMER:
Most Important Customer (MIC):
q TARGETED PROBLEM: Most Cri+cal
Job To Get Done (-/+)
q Experts:
q Problem:
q Vision:
q Long/Medium/Short-term Goal:
q Day 1 (Monday)
q 10am – 5pm
Event 1 – Understand Checklist
q Customer Journey (Habit) Map:
q Customer Scenario (JTGD; Trade-off):
q Winning Strategy (HMW):
q Team/Experts:
q Sprint QuesXons (TARGETED):
q How Might We (HMW) …
q Premortem:
q Online:
q Out of Building (Industry/Env.):
* Risks: * Opportuni+es:
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
BIG CHALLENGE/
CONSTRAINT/RISK
LONG-TERM GOAL
(VISION/STRATEGY)
DESIGN SPRINT (DS)
QUESTION
Sprint Goal, Challenge, and QuesSon
19. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
q TARGETED CUSTOMER:
Most Important Customer (MIC):
q TARGETED PROBLEM: Most Cri+cal
Job To Get Done (-/+)
q Experts:
q Problem:
q Vision:
q Long/Medium/Short-term Goal:
q Day 1 (Monday)
q 10am – 5pm
Event 1 – Understand Checklist
q Team/Experts:
q Sprint QuesXons (TARGETED):
q How Might We (HMW) …
q Premortem:
q Online:
q Out of Building (Industry/Env.):
* Risks: * Opportuni+es:
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Sprint Goal, Challenge, and QuesSon
BIG CHALLENGE/
CONSTRAINT/RISK
q Desirability:
q Feasibility:
q Viability:
LONG-TERM GOAL
(VISION/STRATEGY)
DESIGN SPRINT (DS)
QUESTION
q Customer Journey (Habit) Map:
q Customer Scenario (JTGD; Trade-off):
q Winning Strategy (HMW):
20. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
Monday Tuesday Wed/day Thursday Friday
10am-
5pm
• Office
• Env.:
Risks/Opp.
* Problem;
Vision/Goal
Most
Important
Customer;
Experts
* Customer
Journey
(Habit) Map
* HMW …
* Team: <8;
Premortem
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand Checklist
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
q TARGETED CUSTOMER:
Most Important Customer (MIC):
q TARGETED PROBLEM: Most Cri+cal
Job To Get Done (-/+)
q Experts:
q Problem:
q Vision:
q Long/Medium/Short-term Goal:
q Day 1 (Monday)
q 10am – 5pm
q Team/Experts:
q Sprint QuesXons (TARGETED):
q How Might We (HMW) …
q Premortem:
q Online:
q Out of Building (Industry/Env.):
* Risks: * Opportuni+es:
q Customer Journey (Habit) Map:
q Customer Scenario (JTGD; Trade-off):
q Winning Strategy (HMW):
21. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
Monday Tuesday Wed/day Thursday Friday
10am-
5pm
• Office
• Env.:
Risks/Opp.
* Problem;
Vision/Goal
Most
Important
Customer;
Experts
* Customer
Journey
(Habit) Map
* HMW …
* Team: <8;
Premortem
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
22. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
Monday Tuesday Wed/day Thursday Friday
10am-
5pm
• Office
• Env.:
Risks/Opp.
* Problem;
Vision/Goal
Most
Important
Customer;
Experts
* Customer
Journey
(Habit) Map
* HMW …
* Team: <8;
Premortem
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
23. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
Monday Tuesday Wed/day Thursday Friday
10am-
5pm
• Office
• Env.:
Risks/Opp.
* Problem;
Vision/Goal
Most
Important
Customer;
Experts
* Customer
Journey
(Habit) Map
* HMW …
* Team: <8;
Premortem
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
24. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
Monday Tuesday Wed/day Thursday Friday
10am-
5pm
• Office
• Env.:
Risks/Opp.
* Problem;
Vision/Goal
Most
Important
Customer;
Experts
* Customer
Journey
(Habit) Map
* HMW …
* Team: <8;
Premortem
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
E:
Engage-
ment
A:
Acquisi-
+on
A:
Ac+va-
+on
R:
Reten-
+on/
Revenue
25. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
Monday Tuesday Wed/day Thursday Friday
10am-
5pm
• Office
• Env.:
Risks/Opp.
* Problem;
Vision/Goal
Most
Important
Customer;
Experts
* Customer
Journey
(Habit) Map
* HMW …
* Team: <8;
Premortem
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Design Sprint (DS) Map
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
To Do
(Future)
Doing
(Present)
Done
(Past)
34. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
E:
Engage-
ment
A:
Acquisi-
+on
A:
Ac+va-
+on
R:
Reten-
+on/
Revenue
Customer Journey Map
Savioke’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
BIG CHALLENGE/
CONSTRAINT/RISK
Not sure about how …
hotel guests would react to
a robot with personality
LONG-TERM GOAL
(VISION/STRATEGY)
Provide bejer customer
experience:
Bring robot helpers into
the everyday lives of
humans in … restaurants,
hospitals, elder care
faciliSes, ... DESIGN SPRINT (DS)
QUESTION
How will hotel guests react
to a robot with
personality?
35. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Savioke’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Hotel
guest
wants …
small
item
Hotel
guest
receives
small
item
Guest
calls
Recept-
ionist
Recept-
ionist
puts
item in
Robot
Robot
takes
item to
guest
BIG CHALLENGE/
CONSTRAINT/RISK
Not sure about how …
hotel guests would react to
a robot with personality
LONG-TERM GOAL
(VISION/STRATEGY)
Provide bejer customer
experience:
Bring robot helpers into
the everyday lives of
humans in … restaurants,
hospitals, elder care
faciliSes, ... DESIGN SPRINT (DS)
QUESTION
How will hotel guests react
to a robot with
personality?
36. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
To Do
(Future)
Doing
(Present)
Done
(Past)
Event 1 – Understand
Savioke’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
BIG CHALLENGE/
CONSTRAINT/RISK
Not sure about how …
hotel guests would react to
a robot with personality
LONG-TERM GOAL
(VISION/STRATEGY)
Provide bejer customer
experience:
Bring robot helpers into
the everyday lives of
humans in … restaurants,
hospitals, elder care
faciliSes, ... DESIGN SPRINT (DS)
QUESTION
How will hotel guests react
to a robot with
personality?
44. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
E:
Engage-
ment
A:
Acquisi-
+on
A:
Ac+va-
+on
R:
Reten-
+on/
Revenue
Customer Journey Map
FlaXron Health’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
BIG CHALLENGE/
CONSTRAINT/RISK
Not sure about how …
a change in workflow of
cancer clinics will affect the
organizaSon
LONG-TERM GOAL
(VISION/STRATEGY)
Get more pa+ents to enroll
in clinical trials
DESIGN SPRINT (DS)
QUESTIONS
q Can we find matches
fast enough?
q Will cancer clinics
change their workflow
to use a new tool
(socware)?
45. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
FlaXron Health’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Pa+ent
wants …
therapy
PaXent
starts
therapy
Pa+ent
makes
appoint-
ment to
see
doctor
Doctor/
Coordin.
searches
for
matching
trials
Doctor
discusses
trial with
pa+ent
Pa+ent
enrolls
for
therapy
BIG CHALLENGE/
CONSTRAINT/RISK
Not sure about how …
a change in workflow of
cancer clinics will affect the
organizaSon
LONG-TERM GOAL
(VISION/STRATEGY)
Get more pa+ents to enroll
in clinical trials
DESIGN SPRINT (DS)
QUESTIONS
q Can we find matches
fast enough?
q Will cancer clinics
change their workflow
to use a new tool
(socware)?
46. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
To Do
(Future)
Doing
(Present)
Done
(Past)
Event 1 – Understand
FlaXron Health’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
BIG CHALLENGE/
CONSTRAINT/RISK
Not sure about how …
a change in workflow of
cancer clinics will affect the
organizaSon
LONG-TERM GOAL
(VISION/STRATEGY)
Get more pa+ents to enroll
in clinical trials
DESIGN SPRINT (DS)
QUESTIONS
q Can we find matches
fast enough?
q Will cancer clinics
change their workflow
to use a new tool
(socware)?
53. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
E:
Engage-
ment
A:
Acquisi-
+on
A:
Ac+va-
+on
R:
Reten-
+on/
Revenue
Customer Journey Map
BIG CHALLENGE/
CONSTRAINT/RISK
LONG-TERM GOAL
(VISION/STRATEGY)
DESIGN SPRINT (DS)
QUESTION
Blue Boele Coffee’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
54. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
Event 1 – Understand
Blue Boele Coffee’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Custom-
er gets/
reads
Press
story
Custom-
er visits
website
Custom-
er com-
pares
coffee
retailers
Custom-
er
chooses/
buys
beans
Custom-
er wants
… cup of
coffee
Custom-
er gets
cup of
coffee
Custom-
er visits
cafe
Custom-
er orders
coffee
Barista
serves
coffee to
customer
Custom-
er pays
for cup
of coffee
BIG CHALLENGE/
CONSTRAINT/RISK
LONG-TERM GOAL
(VISION/STRATEGY)
DESIGN SPRINT (DS)
QUESTION
55. Pain/Delight (-/+): ….....
WHERE
Space
WHAT
Product
WHO
Customer
HOW
Provider
WHY
Profit
(Value)
Problem
Solu+on
Hypotheses
Prototype
Valida+on
1 2 3 4 5
Understand Diverge Decide Prototype Validate
SYSTEM: Design Sprint Roadmap (5 Days) - Deliverables
Challenge/Job To Get Done (JTGD): ...................................................
WHEN
Time
World-class Coaching on Design Sprint (DS) Map & Master of Business Model Engineering (MBME). Design Map Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
To Do
(Future)
Doing
(Present)
Done
(Past)
Event 1 – Understand
BIG CHALLENGE/
CONSTRAINT/RISK
LONG-TERM GOAL
(VISION/STRATEGY)
DESIGN SPRINT (DS)
QUESTION
Blue Boele Coffee’s Design Sprint (DS) Map: Customer Habit Mapping
Rapidly Solve Big Problems and Test New Ideas