Marketing Strategy Innovation PDF

MARKETING STRATEGY INNNOVATION 6 G U I L H E R M E V I C TO R I N O Disclaimer This course material is confidential and of exclusive use of NOVA IMS students. Not being a legitimate recipient of this course material, disclosure, copying, distribution, analysis or, in an...

MARKETING STRATEGY INNNOVATION 6 G U I L H E R M E V I C TO R I N O Disclaimer This course material is confidential and of exclusive use of NOVA IMS students. Not being a legitimate recipient of this course material, disclosure, copying, distribution, analysis or, in any way, the use of the information contained in this document is prohibited. If you received it by mistake, we ask that you communicate it to the sender and delete it as well as any other attached course materials. There is no waiver of confidentiality or any privileges due to a transmission error. © Profs. Diego Costa Pinto / Guilherme Victorino – Design by Canva CLASS PLAN WELCOME WEEKLY CLASS/ W E E K LY AC T I V I T I E S / TO CLASS CHALLENGES WO R K S H O P QUIZ G R O U P TA S K S Check-in and FAQs Discussion of Weekly The topic of the day in In-class weekly quiz Project Tasks or Class Challenges from a workshop-based (Zoom and webcam ON) Activities previous week approach Design Thinking & Innovation  LEARNING GOALS / KEY TAKEAWAYS 1. Discover if you are meant to be an entrepreneur/innovator? 2. Understand the different types of innovation and its organizational impact 3. Understand the principles of Design Thinking as a way to create relevant marketing solutions NOVATIO Innovation: everyone wants it, few know how to define it, and even fewer know how to do it well. Ques%on: What is innova%on? Answer: “significant” posi%ve change” MOST ORGANISATIONS HAVE BEEN DESIGNED TO SOLVE YESTERDAYʼS PROBLEMS, RATHER THAN CAPITALIZING ON TODAYʼS OPPORTUNITIES TO EFFECTIVELY CONFRONT THE ISSUES OF TOMORROW HOW CAN I HOW DO I SPOT PERSONALLY OPPORTUNITIES BECOME A BETTER FOR INNOVATOR? INNOVATION? what are the different Types of Innovation IDEO (2011) Deliver: Plan a pipeline of solutions, p135. In: IDEO, Human Centered Design Toolkit. Edition – 2. London: IDEO. ten types of innovation by Doblin DESIGN THINKING DESIGN THINKING is TRANSFORMATION with a HUMAN centered approach Six mindset shifts 1. from knowing to being curious 2. from skep/cal to op/mis/c 3. from quan/ta/ve (mandatory!) to qualita/ve 4. from judgmental to empathic 5. from abstract to concrete 6. from planning to experimen/ng Peter Coughlan (Lisbon, Dec. 2013) WHY is it so hard to INNOVATE in business? 5 COMMON CHALLENGES 1. We ask for innovation but people keep doing the same they’ve always done 2. It’s nearly impossible to innovate in our sector 3. We don’t have enough time to innovate 4. We’re too focused on the present 5. We don’t have the right people (we’re not creative) It is risky to IMAGINE Usually we build things that we think people want It’s very hard to predict we need to start working for tomorrow DESIGN? a process to solve human problems Design is the creation for the construction of an object, system or measurable human interaction a verb for the process of creation GRAFIC DESIGN DESIGN started as a way to help people to communicate Signs, Symbols, Images, Prints… PRODUCT DESIGN DESIGN grew to help people to improve objects INVISIBLE DESIGN or DESIGN THINKING What is your customer experience? DESIGN started to help non touchable human problems; Services, Experiences, Interfaces, Information… Today DESIGN is used to help solve very complex problems BUSINESS, Organizations, Education, Government..  To create solutions that have human impact we need to put PEOPLE’s needs as the focus of our decisions DESIGN THINKING is a process to solve problems through a different HUMAN look DESIGN THINKING stimulates COLLABORATION and EXPERIMENTATION to reduce failure Tim Brown DESIGN THINKING VALUES VALUES EMPATHY COLLABORATION EXPERIMENTATION DESIGN THINKING ORIGINS HERBERT SIMON DESIGN AS A WAY OF THINKING 1969 ROBERT MCKIM VISUAL PERCEPTION 1973 “Seeing is encountering reality with all of your being. To encounter reality deeply, You cannot leave part of yourself behind. All of your senses, your language – making abilities – each contributes to seeing fully” PETER ROWE 1987 The first time the term DESIGN THINKING was used The book describes all processes and methods used by architects and urban designers IDEO The first company using DT methods to products, services, environmental and 1991 digital experiences Design, Consulting and Marketing Company David Kelly Tom Kelly Mike Nutall Bill Moggridge 2001 – focus on consumer experiences RICHARD BUCHANAN The conception and planning on the artificial 1992 Article WICKED PROBLEMS IN DESIGN THINKING “DESIGN IS ALWAYS LINKED TO AN IMPROVED FUTURE” D. SCHOOL STANFORD First school of DESIGN THINKING 2004 movie  NEW BUSINESS THINKING BUSINESS THINKING DESIGN THINKING OBJECTIVE & RATIONAL SUBJECTIVE & EMPATHETIC LOGICAL DEDUCTION EMOTIONAL INSIGHT ANALYSIS EXPERIMENTATION Figure it out by planning Figure it out by doing ONE BEST ANSWER FIND A BETTER POSSIBILITY CASES rethinking rethinking rethinking the the the airport hospital make-up experience experience experience When can we use DT? § To solve complex problems § To build empathy § To solve problems in a collaborative way § To balance needs, wishes with financial and technologic viability § To build social impact § To accelerate innovation § To solve real society problems § To understand real needs § To decrease the innovation process risks Where can we use DT? § To create innovated products and services § To build social innovation § To transform cultural organizations § To transform business § To create new business models § To rethink in strategies and institutions § To redesign process § To develop a brand § To rethink a space § To create a new technology Focusonsimplicity. Simplecanbeharder thancomplex Steve Jobs WEEKLY CHALLENGE 5 Design Principles 15-20 DESIGN Universal PRINCIPLES Human Develop a list of design and Clean innovation principles for your idea/product. Consistent Present simple guiding principles that will give you the frame of Useful reference to align ideas and Fast purpose at the end of the project. Transparent  QUIZ ONLY WEEKLY AVAILABLE QUIZ DURING CLASS ----------- COMPULSORY: WEBCAM AND ZOOM ON 10  THINK ABOUT IT INNOVATION EMPATHY Design Thinking Significant Ability to engage Tool that can help positive change in the action and you create new and design with your relevant solutions client’s with impact MSI 2 Value Proposition and Trend-Driven Innovation 4 Blue Ocean Strategy and Competitive Advantage 5. Project Milestone M1 (M1) Strategy 3 Innovation Strategy and 1 Innovation Intro Strategy Relevance and E² Design 8 6 M2 M3 M4 Business Model Innovation 10. Project Design Thinking & Innovation 9 Milestone (M2) 11-12 Investor’s Pitch 7 MKT Ideation and 13-14. MSI Final Project Prototyping Design Thinking Behavioural Insights Innovations for Marketing Challenge Checkpoint Scoring Prof. Guilherme Victorino [email protected] www.guilhermevictorino.com MARKETING STRATEGY INNNOVATION 7 G U I L H E R M E V I C TO R I N O Disclaimer This course material is confidential and of exclusive use of NOVA IMS students. Not being a legitimate recipient of this course material, disclosure, copying, distribution, analysis or, in any way, the use of the information contained in this document is prohibited. If you received it by mistake, we ask that you communicate it to the sender and delete it as well as any other attached course materials. There is no waiver of confidentiality or any privileges due to a transmission error. © Profs. Diego Costa Pinto / Guilherme Victorino – Design by Canva Behaviour Insights for Marketing  LEARNING GOALS / KEY TAKEAWAYS 1. Behavioral science deals with the subject of human actions. 2. Student’s will be asked to select relevant concepts from the behavioural sciences and discuss the explicative power for marketing strategy. 3. Cognitive biases, which are common mistakes in reasoning that occur when we value perception or beliefs over reality, might be explored to influence consumer behavior and innovation opportunities. Hidden Persuaders Marketing - A Behavioural Approach Rui Borges Guilherme Victorino HIDDEN PERSUADERS Marketing Mix PRODUCT PRICE PLACE PROMOTION HIDDEN PERSUADERS People Centred PRODUCT PROMOTION PEOPLE PRICE PLACE HIDDEN PERSUADERS How Do People Make Decisions? HIDDEN PERSUADERS AUTOMATIC HIDDEN PERSUADERS REFLEXIVE HIDDEN PERSUADERS Two Distinct Systems AUTOMATIC REFLEXIVE Automatic Controlled Effortless Effortful Associative Deductive Rapid Slow Impulsive Cautious Always on Lazy HIDDEN PERSUADERS The Division Is Efficient It minimises effort and optimises performance AUTOMATIC REFLEXIVE HIDDEN PERSUADERS The Limitations AUTOMATIC REFLEXIVE 1 2 3 1 2 Bad at logic Always jumping to Can’t be Mental Physical and statistics conclusions turned off effort effort HIDDEN PERSUADERS Say Hi To Linda HIDDEN PERSUADERS Linda Is… 31 years old, single, outspoken, and very bright. She majored in philosophy. As a student, she was deeply concerned with issues of discrimination and social justice, and also participated in anti-nuclear demonstrations. HIDDEN PERSUADERS Linda Is… 31 years old, single, outspoken, and very bright. She majored in philosophy. As a student, she was deeply concerned with issues of discrimination and social justice, and also participated in anti-nuclear demonstrations. Which is more likely? A Linda is a Bank Teller B Linda is a Bank Teller and a Feminist Activist HIDDEN PERSUADERS Linda Is… 31 years old, single, outspoken, and very bright. She majored in philosophy. As a student, she was deeply concerned with issues of discrimination and social justice, and also participated in anti-nuclear demonstrations. Which is more likely? 1 Linda is a Bank Teller 2 Linda is a Bank Teller and a Feminist Activist P (A∩B) ≤ P (A) e P (A∩B) ≤ P (B) HIDDEN PERSUADERS “Thinking is to humans as swimming is to cats. They can do it but they’d prefer not to” Daniel Kahneman, Nobel Prize in Economic Sciences, 2002 HIDDEN PERSUADERS Decision Making AUTOMATIC REFLEXIVE HIDDEN PERSUADERS Decision Making AUTOMATIC REFLEXIVE Cognitive overload makes system 1 override system 2 HIDDEN PERSUADERS Decision Making AUTOMATIC BIASED DECISION MAKING PROCESS REFLEXIVE Cognitive overload makes Which leads to biases in the judgement system 1 override system 2 and decision making process HIDDEN PERSUADERS Decision Making AUTOMATIC BIASED DECISION IRRATIONAL MAKING PROCESS BEHAVIOUR REFLEXIVE And because of that people Cognitive overload makes Which leads to biases in the judgement behave irrationally and make system 1 override system 2 and decision making process suboptimal decisions HIDDEN PERSUADERS Decision Making AUTOMATIC SOCIOLOGY PSYCHOLOGY BIASED DECISION MAKING PROCESS BEHAVIOURAL NEUROSCIENCE ECONOMICS REFLEXIVE With a behavioural science lens you can turn irrational behaviour HIDDEN PERSUADERS Decision Making AUTOMATIC SOCIOLOGY PSYCHOLOGY PREDICTABLY BIASED DECISION MAKING PROCESS IRRATIONAL BEHAVIOUR BEHAVIOURAL NEUROSCIENCE ECONOMICS REFLEXIVE With a behavioural science lens you can turn irrational behaviour into predictably irrational behaviour HIDDEN PERSUADERS We base 90 95% to of our buying decisions on emotion because of cognitive overload HIDDEN PERSUADERS How can we use insights from 4 decades of research in consumer psychology and behavioural science and have better results at marketing? HIDDEN PERSUADERS BASIC Methodology HIDDEN PERSUADERS BASIC Framework BEHAVIOUR ANALYSIS STRATEGIES INTERVENTION CHANGE A step-by-step framework on how to apply the most powerful psychological principles to your marketing strategy HIDDEN PERSUADERS “Most people, when they are thinking, are merely rearranging their biases” William James, Psychologist Thank You MARKETING STRATEGY INNNOVATION 3 P R O F s. D I E G O C O S TA P I N T O / G U I L H E R M E V I C T O R I N O CHECK IN 5  LEARNING GOALS / KEY TAKEAWAYS 1. In order to survive successfully in the competitive environment of the 21st century, it is often no longer sufficient to simply develop new products and services. 2. Increasingly, companies are also having to modify or completely redesign their entire business model. 3. Business Model Innovation is the invention of new ways of doing business, with the aim to provide new and/or increased value for the customers, the company itself and its partners. Business Model Innovation The competition of today is between business models, not just products or solutions. To replicate your competitors’ business models isn’t strategy, it’s karaoke. Tim Williams Business Model Strategist Focus of Innovation Effort Calculated rate of return on the different innovation types Calculated rate of return on the different innovation types Source: Helin, K. and J. Lehtonen “VOITTO: About Business Plan and Innovation”, Presentation BMI beyond pricing and monetiza tion Business Model Innovation Customer Knowledge A business model is the recipe of your business built around an in-depth customer / consumer knowledge and insight of their needs What we sell is the ability of a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley-Davidson marketing executive “Last year one million quarter inch drills were sold. Not because people wanted quarter inch drills but because they wanted quarter inch holes.” President of Black & Decker Business Model Innovation: Appropriating value Assuming you owned a chain of restaurants where global sales were sliding south rapidly, how would you double your turnover within 6 months? ▪ What assets and capabilities do you have to resource the change? ▪ What business model innovations could you apply? Business Model Innovation: Appropriating value ▪ Ecology of existing & potential customer ▪ Utilise existing assets – chain of restaurants – new store layout and atmosphere ▪ Re-branded to McCafé ▪ Linked to the family and environmental concerns (Rainforest Alliance) ▪ Capture more customers at breakfast time and won them over from coffee chains to its lower-priced drinks (cheaper than Starbucks) ▪ Linking generational expectations – coffee and cake with BigMac - people linger longer and buy more ▪ New revenues from old assets  Re-focusing Value INSTRUMENTAL INTRINSIC EXTRINSIC Value derived from Value derived from Value derived from the deployment of the possession of the appreciation the offering the offering of the offering Göran Roos 2011 Instrumental (Contractor) Extrinsic (End User) Intrinsic (Specifier) Business Model Innovation is about transforming key elements of your business or inventing completely new ways of doing business Where do we start? What customers or needs have you ignored so far? INSIGHT HINDSIGHT How does this What do you enable you to get know about closer to their your customers? needs? FORESIGHT How might this inform What products, what you will need next? processes or business model for the future ? Business Model Innovation TYPES & TAXONOMY Business Model Innovation as a Strategic Choice. Business Model New Innovation Products Services New Existing Business Models Existing Markets Customer Segments Products Markets Business Models Services Customer Segments Books United States Retail Bookstores Online Retail 40  Products Markets Business Models Services Customer Segments Books United States Retail Bookstores Range of Global Online Retail online businesses Major challenges and barriers. (1) Business Model Innovation Challenges Different type of innovation High risk and uncertainty (2) Organizational Challenges Lack of capabilities New organization required: Yes/No? (3) Individual Challenges Change in behavior Mental models/cognitive maps The Business Model Innovation Loop. 2 Design Designing the new Business Model Finding Opportunities for Business Model Innovation 3 Do 1 Discover Testing and Implementation Rolls Royce One of the best-known examples of successful business model innovation is the "power-by- the-hour" business model of the British aircraft turbine manufacturer Rolls-Royce. Before the introduction of the innovation, the construction of engines for Rolls Royce was exclusively a product business: For a comparatively large one-off sum, the engine became the property of the aircraft manufacturers. B2B Case Rolls Royce The new business model does not sell engines, but thrust hours to the airlines: The airlines pay only for the operating hours of the engines and are no longer obliged to buy the turbine engines. The engine remains the property of Rolls-Royce, and the company is also responsible for the maintenance and repair of the engines. The Rolls Royce business model is based on a performance-based contracting approach, i. e. performance-related remuneration. It is not the value of the engines per se that is calculated, but the flight performance hours that can be achieved with the engine. Cost factors such as operation, maintenance and repair are already included in the price. With this innovation, Rolls Royce has not only created advantages for itself and its customers, but also made it possible for low- cost airlines. B2B Case Rolls Royce Look at changes in three dimensions: ▪ Who are the target customers: no change ▪ What is the benefit for customers? The airlines only pay for the operating hours of the engines and are no longer obliged to buy the engines. ▪ How is the benefit created and delivered? The engine remains the property of Rolls-Royce, which is responsible for the maintenance and repair of the engine. ▪ How does the company earn money: Rolls Royce generates constant revenue streams by invoicing flying hours and can reduce costs through an efficient service concept. CONCLUSION In order to survive successfully in the competitive environment of the 21st century, it is often no longer sufficient to simply develop new products and services. Increasingly, companies are also having to modify or completely redesign their entire business model. Business model innovations create competitive advantages by enabling a more comprehensive differentiation and greater influence on a company's sales and costs than product or process innovations. A systematic approach using proven methods and tools ensures the generation of sustainable business models - be it by involving lead users, transferring know- how from analogue industries, imitating business model patterns or customer experience design. Business Model Innovation PATTERNS WEEKLY CHALLENGE 5 BMI Brainstorm 15-20  https://forms.gle/3iWzNHrge3XFwoH4A Weekly Challenge Please present a list of 3 alternative Business Model alternatives: 1. conservative, 2. ambitious, 3. crazy business models Use the 55 list bellow for inspiration Prof. Guilherme Victorino [email protected] www.guilhermevictorino.com MARKETING STRATEGY INNNOVATION 9 P R O F s. D I E G O C O S TA P I N T O / G U I L H E R M E V I C T O R I N O Disclaimer This course material is confidential and of exclusive use of NOVA IMS students. Not being a legitimate recipient of this course material, disclosure, copying, distribution, analysis or, in any way, the use of the information contained in this document is prohibited. If you received it by mistake, we ask that you communicate it to the sender and delete it as well as any other attached course materials. There is no waiver of confidentiality or any privileges due to a transmission error. © Profs. Diego Costa Pinto / Guilherme Victorino – Design by Canva Innovations Prototyping  LEARNING GOALS / KEY TAKEAWAYS 1. A prototype is the default method when moving towards new approaches to solving problems. 2. It is extremely unlikely to find appropriate, effective, and efficient “out-of-the-box” solutions with a convergent development process. 3. A prototype aims to test a concept or assumption or to act as a thing to be tested and learned from. PROTOTYPE PRINCIPLES PROTOTYPE Is the first contact with the idea PROTOTYPE IS SOMETHING THAT CAUSES A REACTION TO SOMEONE BEFORE THE FINAL SOLUTION THE VALUE OF AN IDEA IS ZERO UNLESS YOU SHARE IT, SHOW HOW IT WORKS AND UNDERSTAND THE INTERACTION WITH THE OTHERS + 1000 PROPOTYPES http://media.dyson.com/downloads/JDFUS/Poster_2_How.pdf FAILURE doesn’t mean you are a FAILURE, it just means you have not succeeded yet PROTOTYPE Helps to… REDUCE the risk of failure Testing the present to the future How to choose a new dress to a party? Need to imagine all the situation in advance… How to prepare a meeting? Reduce doubts, Be certain about your choices… PROTOTYPE STAGES  1 PROTOTYPE Visual representation of an idea It is leaving the ideas imaginary world and deep dive into the material world to represent the concepts that you want to offer to the user  2 Interact! Get feedback! Don’t get ‘attached’ to your idea, Be open for changes! Find out with the user what it is working and what it is not working with your solution  3 ITERATE BY REFINING the prototype Learn and make it better with experiences that didn’t work PROTOTYPE PROCESS Prototyping is a solution validation by testing underlying assumptions and gathering feedback from the customers on the solutions. The Implementation phase is based on three pillars: The concepts generated after an Ideation phase are based on the customer insights 1. Assumptions: identification that were gathered during the Inspiration and selection phase. 2. Prototyping: design and building 3. Experimenting: design and These insights are based on intuitive execution thinking, relying on assumptions about customer behavior and what they value or dislike that need to be validated. Source: https://medium.com/@neemz/design-thinking-testing-the-solution-in-the-implementation-phase-56b4d9b1d5bc Iterative testing loops are a crucial part of the implementation phase. Each experiment generates knowledge that may require further prototyping and experimentation to be validated. Each test and iteration loop converts an assumption into validated knowledge. For a successful Implementation phase we will need: 1. Frequent iteration cycles 2. Prototype development 3. Customer testing 4. Constant learning from prototype iterations and testing  Outlining the assumptions For each solution or concept developed there are three key assumptions: 1. The pain or the dissatisfaction to be addressed 2. How it is to be addressed — i.e. what is the overall solution 3. How the customer benefits from the solution.  Outlining the assumptions One method to identify the underlying assumptions is to thoroughly analyze how the solution is delivered and how the customer will benefit from it. This can be done in the following ways: Using a storyboard of the solution Using a journey map of the customer including the solution Using a usage scenario of the solution Outlining the assumptions Trigger questions that can help you identify assumptions and potential flaws. Why will the solution benefit the customer? How much time, effort, and/or money do customers have to put in the solution to benefit from it? Does the solution involve other stakeholders or third parties to fully benefit the customer? After the identification of the solution assumptions, we need to classify and cluster the assumptions based on their criticality. A critical assumption is the one that if it is not validated, will result in the biggest flaw in the solution. We will start by testing the most critical assumptions that can have the largest impacts on the project. PROTOTYPE Redefine the problem It is made to test peoples’ reactions to gain more insights It makes us rethink some settled ideas PROTOTYPE Once the assumptions to be tested are identified, we’ll need to identify the data needed to test the assumptions; the data either already exists or you will need to create it, and this is where prototyping comes to the rescue. A prototype is a way to materialize and test an assumption testing a high number of prototypes, imply that, we need to keep costs low. The experiments need to be low-risk also as we have to control the potential impact of the experiments, such as their impact on the image of the company. The word ‘fast’ means that the prototype will not be very detailed, because, in the early stages, many elements and features will be missing. low-cost, low-risk and rough prototypes. PROTOTYPE It reduces emotional attachments. If the team spends a lot of time building the prototype, they will become attached to it as it equates to hours of effort and dedication and this will in effect result in a loss of distance and critical thinking required to understand or listen to customers’ feedback if they challenge the solution. It enhances customer feedback. Customers tend to refrain from providing critical and honest feedback about a detailed, almost developed product or service, as humans are social creatures and tend to be empathetic towards others’ emotions. However, a rough prototype will signal a work in progress and customers will feel that they are co-creating with the team, offering constructive and critical feedback. In prototyping, we are testing assumptions and in this phase, a failure or invalidation of an assumption, represents a very valuable piece of knowledge — that the feature/prototype was not satisfying customer needs — but at least we know it before launching the product and hopefully, we know the reasons, so we can design a better version. It is better to have this knowledge through a prototype than through a complete, real offer that requires a large investment in time, effort and money. I have not failed. I’ve just found ten thousand ways that won’t work — Thomas Edison Additionally aim to test assumptions separately and to design one prototype for each assumption, rather than to group assumptions, making the prototype complex to build. When building a prototype ask the following questions: What do I want to learn by testing this prototype? What’s the simplest pass/fail test I can run to do so? Such a mindset will result in a ‘minimum viable product’ or MVP, emphasizing that a prototype has to focus on a feature to test, while providing an experience to the customer. Select the appropriate customers Engage the customers with the prototype and choose the context in which they will interact with the prototype Run the experiment, and capture all of their feedback Selecting the customers Customers that you can trust, because you will be showing a very rough, incomplete and unpolished version of your solution Customers who are willing to provide time and effort and are interested in taking part in your design process Customers who are conducive to such an approach and have the required mindset A diverse set of customers, to diversify types of interaction and feedback Engage the customers with the prototype Depending on the context of the problem, the prototype can be a storyboard, a poster or a journey map, showing how the solution works. The focus here is on the accuracy of the feature to be tested to stimulate constructive feedback. It’s alright to show unpolished and unfinished versions of the prototypes but show as many as you can so you can gather as many responses as possible. Running experiments and capturing feedback To engage in fruitful discussions, customers need to feel comfortable using and manipulating the prototype. This can take time, be patient, do not rush them, answer questions with questions, do not sell the prototype, they need to feel that you are listening and interested in what they think, feel and say, they need to feel that you are open to their feedback, and you care about what they are saying — you need to project a collaborative mindset. Additionally, to learn from the customers, you can record their voice or record videos to capture their body language and facial reactions. Have a team of two people, one asking follow-up questions to stimulate feedback, and the other taking detailed notes. The person conducting the interview is preferably not a member of the concept development team, because emotional commitment biases, potentially being tempted to sell the concept. Do not run focus groups or group thinking sessions and focus on single interactions and the customers’ unbiased emotions  PROTOTYPE Process Quick and rough models help us to BUILD based the others’ feedback MESURE on the interaction between the user and the model LEARN with the process EXPECT TO FAIL don’t get to attach to your solution PROTOTYPE TIPS PROTOTYPE If PROTOTYPES aren´t failing you are not pushing far enough ITERATE, ITERATE, ITERATE, ITERATE, ITERATE  PROTOTYPE The reason for prototyping is EXPERIMENTATION The act of creating forces you to ask questions and make new choices PROTOTYPE It’s mainly about FUNCTION not AESTHETICS PROTOTYPE There is no RIGHT or WRONG BE CREATIVE We need results that are significantly different PROTOTYPE METHODS PAPER PROTOTYPES MODEL PROTOTYPE MODEL PROTOTYPE ROLEPLAY PROTOTYPES ROLEPLAY PROTOTYPE  SPACE PROTOTYPE 44  DIGITAL PROTOTYPE 45  STORYBOARD PROTOTYPE 46 Storyboards Communicate ideas through visual stories that showcase how they fit into your users’ lives. When You can use Storyboards once you know the problem you’re trying to solve you might and for whom. Note that storyboarding isn’t the same as wireframing. use this Instead, you use Storyboards to create a low-fidelity narrative that focuses on people and their actions, thoughts, goals, emotions, and relationships. While you can include user interfaces as props in your story, avoid drawing too many screens. Source: https://www.ibm.com/design/thinking/page/toolkit/activity/storyboard 1. Start with a story 2. Illustrate your story 3. Play back and discuss Identify a character, a setting, and a Try thinking of your storyboard like a Share the story you’ve just created plot. Then pick scenes that show the comic strip. Combine quick sketches with your team—but first, remind plot developing from start to finish. with speech and thought bubbles, everyone that the goal is not to action bursts, captions, and narration. judge drawing ability, but to communicate an idea in detail. TEST the prototype PROTOTYPE PILOTS Pilot If a Live Prototype is a quick look at how your solution behaves in the marketplace, a Pilot is a sustained engagement. A Pilot is a longer-term Pilots can last months and will fully expose your solution to test of your solution market forces. At this point you’re not testing an idea—should and a critical step my product be green? do I need a different logo?—you’re testing before going to market. an entire system. You’ll learn if your idea Ideally you’ll have run a few Live Prototypes before going to Pilot really is desirable, viable, so that some of the kinks are worked out. During a Pilot you’ll and feasible, and what it might look like to do it at fully execute on your idea finding out if it truly works the way scale. If it’s a success, you envisioned by running it with all the staff, space, and you’ll head to market. resources necessary. Source: https://www.designkit.org/methods/pilot STEPS 01 First you’ll need to sort out all the logistics of your Pilot. Who will you need to hire, should you rent a space, are your distributors and manufacturers lined up, do you need a permit or anything like that? 02 Before you launch your Pilot, strategize how you can differentiate from your competition, how you get customers in the door, or what kind of messaging you need to succeed? You’ll be out in the market and you need to plan for those dynamics. Source: https://www.designkit.org/methods/pilot STEPS 03 You’ll be iterating less in Pilot because now is the time to truly test your system. You can of course make necessary improvements, but if you change too many variables it may become harder to know what’s working and what isn’t. 04 At Pilot stage you’ll probably need to collect more rigorous data and evidence. Ensure you have a fit-for-purpose measurement plan by using the Monitor and Evaluate activity, and consider bringing some measurement expertise into your team now if you have not done so already. Feedback from the people you’re designing continues to be crucial. PROTOTYPE FINALTHOUGHTS INNOVATION IS NOT WHAT INNOVATORS DO, IT IS WHAT CUSTOMERS AND CLIENTS ADOPT. Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate 56 Iterate Iterate Iterate Iterate Iterate Iterate UNTIL AWESOME! Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate