Archives de catégorie : UX

A Physical space to innovate? A lab In a way

innovation lab

A Lab but more a physical space for innovation. Meaning not necessarily a FabLab but an innovation Lab.

Having an Innovation Lab instead of a FabLab only is much more powerful especially in corporate. It allows also to innovate on several aspect of the business including technical (with some « Fab » possibilities) and business with, just as we do at our Lab’In Lyon, the Business Model Canva and value proposition.

It gives also the possibilities to have « innovative » meeting: one can « relocate » a meeting in house. That’s a powerful way to change the state of mind of participants while staying at home.

At our Lab we have set two spaces that allow us to have on one side meetings, creativity sessions, Design thinking / service design workshop, business innovation sessions ect… and on the other side a FabLab with 3D printing capabilities, electronic mock-up capabilities, IoT and UX/UI prototyping. It gives very good results with a lot of MVP issued already this year, imagined on one side, made on the other one.

Physical space for innovation

 

INNOWEO article on Lab’In Lyon FabLab (in french)

Reshaping Business Model canva facilitation with a card deck

carddeck2

For a couple of months now I am testing the Strategyzer Business Model Design Space card deck.

It is a nicely quality printed car deck to help you make the point on what is going on on your business environment to prepare your business model innovation. It helps to understand the forces that act on your model, uncover trends, weaknesses and opportunities for a new and innovative business model.

This is not a tool to facilitate the business model canva itself but more to make the business model generation more reliable and innovative.

The goal is to map out physically around your business model canva all the forces that act on it. Thus, visually you have a representation of those forces around your business. Just as it is in real life.

The deck itself

Nicely printed on quality paper, it is composed of 5 categories of cards.

cardeck8Each card is a set of questions that one should ask to the group. Each card has a title and a subtitle that allows understanding clearly the meaning and the aim of the card.

 

  1. The “how-to” cards
    Frankly speaking this is most of the time missing in the cards deck one can buy to facilitate workshop (see IDEO design cards). Those 6 cards explains you the goals of the workshop, how to implement it, the materials, the groupe, what outcome should be awaited and what are the possible next steps. Very valuable to start.cardeck3
  1. The “Industry force” family
    Those cards aim to describe what is going on regarding the industry (competitors, new entrants, substitute, stakeholders…cardeck4
  1. The “market force” family
    They address everything related to the market tectonic: issues, demand, segments, costs…

cardeck5

  1. The “Key trends” family
    Technology, regulations, society… are seen herecardeck6
  1. The “Macroeconomic” family
    Those cards will focus more precisely on global market conditions, capital, commodities and resources etc….cardeck7

For each family you have 4 cards on each topic with about 5 questions. Once you have answered all the questions you have a nice overview of the particular topic.

Reshaping the business model canva facilitation

I have used the deck to facilitate 3 pre-workshop so far, mainly for small businesses (as pro bono facilitator). Unfortunately I have no pics of our very funny, very productive WS.

The deck opened my eyes about Business Model canva facilitation. Before I was jumping right ahead into the canva itself, neglecting in a way the entire environment in which the business was done. Even if we were pretending to take it into account, we weren’t. The visual display of the environment that allows the deck helps a lot during the business model making process itself. And some errors can thus be avoided.

Now I use a new process for Business Model Innovation:
process V1

All those workshops can be actually performed sequentially the same day, even during the same workshop. However I think it is important to have them all. I am still wondering if Actual BM workshop should be after the Environment one (please leave a comment if you have a proposition), however, the steps are here.

Having those workshops at different times and locations is of a huge interest and I really advise to do so. It helps people to fully think, aggregate and compile the data and the results of each WS in the meantime. That’s key and provide a lot of value if you plan a 30min “back-to-previous-results” slot at the beginning of the subsequent WS.

As usual, if you plan a Business Model Innovation, be sure that you work in detail and with a lot of care on the composition of the group. This is somehow the most important preparation step.

Any comments? Please feel free to leave a comment below of to contact me: baptiste@innoweo.com / @BaptisteLeSueur

 

On My Shelf – My 8 preferred books on Innovation and Innovation projects

Innovation books collection

Lately a friend of mine asked me about what kind of books I would consider if asking about « must read » dealing with innovation: Here is my selection of 8 books that are, at the time, the ones I consider as the most valuable.

This is Service Design Thinking

This is Service Design Thinking
This is Service Design Thinking

More than any other books even more than any other website or TV show speaking about IDEO, this is how I have discover Design Thinking and especially SERVICE Design Thinking. Still one of my favourite reference and reading. A comprehensive and useful website is available.

Lean Start-up

Lean Start-up by Eris ries
Lean Start-up by Eris ries

Is there really a need to come back to the Lean Start-up by Eric Ries? Nope. I have been deeply inspired by this book to develop my own approach of Lean Start-up in corporate, used in my company with wonderful results. If you had to choose one…

Business Model Canva and Value Proposition Design

Business Model canva et Value proposition design
Business Model canva et Value proposition design

The sister’s books that worth the reading. I have used and then spread it all around in my company. Benefits? Having a dedicated and common framework and vocabulary to speak about business model and value proposition and more than that, having engineers thinking about business 😉

The Standard for Portfolio Management

Standard for portfolio managementDealing with Innovation projects is nothing else but managing a portfolio of projects. Thus the standard from the PMI(c) is fundamental because before being « innovation » they are « projects » a must be properly managed. pmi.org

Innovation Jugaad

Innovation Jugaad
Innovation Jugaad

In a time where money is missing and when you have to be more and more effective to be sure that every € you put inot innovation will produce some more € as a business, it is vital to do more with less. That’s what Innovation Jugaad is teaching!

Getting to Yes: Negotiating Agreement Without Giving In

Réussir une négociation
Réussir une négociation

Here is the French version of the famous negotiation book from Roger Fisher and the Havard Negotiation Project. A very useful book for Innovators and for everybody as we all have to negotiate one day or another. Most true for innovators who deals everyday

Les systèmes de suggestion en révolution (idea management in revolution)

I don’t know about the english title of this book but as it has been written by the wonderful Bernie Sander it was originally in english.  A very interesting book for those who have to run an idea management system.

Les systèmes de suggestions en révolution
Les systèmes de suggestions en révolution

Do you see some more to add? Leave a comment!

Your next product idea is right here, in front of you.

Well, exactly it is in front of your future customer but as you are customer oriented you are in front of them so…

I have been asked lately about one product manager of my company about how to have great products ideas. I told him that I had no direct answer for him but I could try to help anyway.

To find good product ideas, follow the steps: 😉

  1. Talk to your customers.
    They will pay for your product so ask them what they want, what are their concern, what should be « Whahou!! »
  2. Find a problem to solve
    That’s key. No one will pay an extra € or $ for something that fix… nothing. So try to find an issue and solve it. An important issue of course. An issue for which people are ready to spend some money to avoid it. Pierre Valade, the founder of Sunrise, tells that he is focusing on everything that takes more than 5 min a day.
  3. Know your market
    What are the exisitng product? What are the leaders? Why? What are their advantages, their limits? Read online merchant website to know what people think about it…
  4. Focus on User Experience
    That makes sense. Focus on what will your customer feels when he/she will use your product. That’s key.
  5. Test it, refine it, reTest it (and rewind)
    testing is key for product development. Getting feedback is so more important that it should be your fist concern. By getting feedback you can adjust your product to your market needs and identify your market. Do and redoing it, both parameters will be assessed: market and product design.

Design Thinking: Service Blueprint?

Service Blueprint (from cooper)

Design thinking is a collection of tools that helps to design your product or service by focusing on usages and users. Among those tools is one which I would like to put some light on today: Service blueprint.

Customer Journey vs Service blueprint

While the Customer Journey map is focusing on User Experience and how he interacts with the Service you are proposing (feeling, actions…), the Service Blueprint is focused on the process of the Service. What is behind the Service and makes it suitable for the customers (front and back office, touchpoints…). Saying so the choice of one of those two tools is easy: Customer Journey map when trying to modelize and improve the Customer Experience, Service Blueprint when trying to modelize and improve the process behind the service.

I personally really like the table given by Cooper.com, trying to find the right way to choose between those 2 tools.

The blueprint is best when your goal is:

  • to identify process breakdowns and opportunities for process improvements
  • to inform an implementation plan for a new service
  • to examine service metrics in the context of service delivery processes
  • to define a vision for how a service or touch point(s) could become higher or lower touch

The journey map is best when your goal is:

  • to identify customer pain points and service gaps
  • to design a new service with customer experience at the core
  • to examine the customer experience across touch points of a service
  • to define a vision for how a service or touch point(s) could change the customer experience

Of course, Customer Journey Map (a great canva is available here) and Service blueprint could be one tool with one side for the Experience and one side for the Service with the Service itself in the middle. Doing so one has the global view of its Service, both process and experience. However, one has to realize that this kind of representation come with less details as if only one tool was used.

Service Blueprint and Customer journey map at a glance
Service Blueprint and Customer journey map at a glance

Feedback

I have experienced each tool and even facilitated one group making a blueprint. My advices to apply wisely such tools are:

  1. Don’t c are about the tool, care about the goal you want to achieve.
  2. Journey and blueprint enrich themselves. Avoiding to mix them is dumb and even counter productive as you may need the mix by itself to better design your process.
  3. Focus on the time line and on how things happens (UX or process).
  4. Hire someone who has experience in such tools but don’t know your business. It will help to enlight blocking points and challenge status quo.

Did you experience Customer Journey map or Service Blueprint? Share your experience and leave a comment.

 

INNOVATION TOOLS: design thinking tools that works in corporate

Lately I have taken part to lots of experiments to see how design thinking tools could work in a corporate. We will not talk here about the necessary change management and cultural gap bridging that has to be made in some organisation before even speaking about design which is still equal to aesthetics in some heads.

I am happy today to share with you the tools I have tested and which I think have a real value within a corporate. Those tools have been used in the field of B2B Service design.

Customer Journey Canva

One of my favourites. In most of corporate, contact with the customers has been lost through loads of processes and procedures. Customer Journey helps to give back the Service Culture and the voice of Customer to the organisation

Service Blueprint

One of my favourites, again. Goes very well with the Journey. It helped my teams to focus on the front and back office and help them to find some hidden issues with the Service they were developing. Priceless.

Persona

Works well to define the customer profile. However one should take care in the process of building it.

Refraiming

Refraiming is not so well know. It consists to take a step back and look how your customers interact with your products. Very useful as first step.

Ethnography

Certainly the most difficult tool to use « in light » in large coporate, usually reluctant to deploy « soft sciences ». However this tools is no more than observation, shooting your products and customers « live ». Can be done without calling it Ethnography if it causes troubles in your organisation. I have deployed it by putting video camera all around the place, filming the actions 7/7 24/24.

Other tools

Creativity methods (I am a certified facilitator for almost 10 years now) , Assumption validations, A/B testing, World Cafe, Mind Mapping, Customer co-creation and pretotype using FabLabs capabilities are also some very interesting tools that works in corporate

Feedback

I personally used each and every of the tools above, mostly with success. However I think that one shouldn’t underestimate the energy, the time and the knowledge necessary to apply them wisely and thus extracting from each of them the most valuable results. Thus please consider to hire a professional (choose it wisely also and compare performances and offers which are really different and of various qualities)

 

You want to share your experience about Design Thinking tools? Please leave a comment.

 

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INNOVATION TOOLS: How to create a Persona (Design Thinking)?

The persona is one of the main Design Thinking tool. It is a tool helping to take decisions regarding the design of a product and communicate with stakeholders (project members, suppliers, Executives…).

The persona is powerful when done correctly and used wisely. It allows a realistic and solid design based on what potential users await and what they want to do and can do. Each persona will define a type of users that will be satisfied by some features, some UI and a dedicated UX. It allows:

  • To communicate and share a common vision of the users among the team
  • To create empathy and affect to the users, who are hardly reachable
  • Synthesise the results of on site interviews and observations

Persona has been defined by Cooper in 1999 (main source of this article).

How to do a powerful and reliable persona?

3 steps are leading to a reliable persona.

  1. Gather information
    Through interviews, on site observations, group workshops, on line pools or questionnaires, State-of-the-art analysis… you will gather all relevant information regarding your potential users, not only on the technical side but also on its habits, hobbies and connected activities that could impact your design. Sometimes, political, religious or way of life facts can be of interest. However studies have shown that gender and age are hardly an interesting variable for product/service design.
    This phase can be time and budget consuming when doing it properly. however it can be advantageously replaced by goals and usages assumptions done by the team. In that case, those hypothesis should be validated later during the development.
  2. Synthesise results
    From the raw material gathered during the first step, a fine analysis is necessary. This analysis can be summarised (and simplified) in 4 steps:

    • Establish analysis variables and define classification scales
      At that stage you will have to identify from the raw material the variables that are defining at best your potential users.
      Example: computer users
      Variables could be:
      Need of a powerful Graphic card
      Need of a fast Internet connexion
      Buy the latest technology
      Need an up-to-date screen
      Buy the most powerful CPU
      Buy computer in parts
      Need help to define the good computer
      ….
    • Construct the analysis framework and position participants on scale
      Once that you have defined your variable you are able to define for each a scale that will allow you to segment the potential users on each dimension. This will provide you with an analysis framework on which you will position each and every potential user.
    • Define common behaviour
      Once that all your participants are positioned on the scale you should be able to de construct the participants and identify common trends among them. Those common characteristics will then define your persona(s).
      Take care not to split one participant into 2 personas. respect your participants integrity 😉
    • Build the persona(s)
      The last and easy step is then to merge the data regarding all the participants for each persona and define the characteristics of each group as a whole.
  3. Represent the persona
    The graphic representation of the persona is an important step as it will be the way to share the results of the whole process. I have personally used several template which I, at the end merged into my own design. You can find plenty of good designs on the internet. However I would really encourage you to find and design our own persona template. That’s really important that you fully understand and visualize what is the persona itself: having its own design is the key.

How to use your persona?

Your persona is the base for the communication within your team regarding the aimed users. Thus they should be communicated to your team and stakeholders. Communicated and discussed.
According to the state-of-the-art regarding persona, they are often used with scenario describing in details usages (actual or future).

How do you design and work with your personas? Leave a comment.


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Mon carnet de note: une expérience de sketching par un nul

Carnet de note
Carnet de note

Je ne fais pas preuve d’une grande originalité. L’autre jour, j’étais en réunion avec quelques compères de grands groupes lyonnais et je me suis rendu compte que nous avions tous le même carnet.

Le carnet noir, couverture rigide, format A5

Bien entendu nous n’avions pas tous exactement le même mais bon, noir, couverture rigide, format A5.

Pourquoi avions nous tous le même? aucune idée. Snobisme? phénomène de groupe? copycat?

En tous les cas personnellement je vois dans ce genre de carnet beaucoup d’avantages, le premier et le plus important étant qu’on peut l’emmener partout, qu’il ne prend pas de place et qu’il est très résistant. J’ai toujours un carnet de forme et de taille différentes . Je m’en servais principalement pour noter les choses que je ne voulais pas oublier, les références de mes billets de train, la liste des courses, les principales actions à faire sur mes projets etc…

Je sketche

J’ai lu il y a quelques temps le bouquin de Bill Buxton (@wasbuxton).sketchinguserexperienceUn très bon bouquin sur le travail UX et sur le design d’expérience. J’ai bien entendu enchainé avec son suivant et complémentaire

Qu’on s’entende bien, je ne suis pas designer, je ne sais pas dessiner, j’ai même beaucoup de mal à accorder les couleurs. Bref, je pars de loin…

Mais j’ai trouvé cette approche si intéressante et surtout tellement adaptée à ma manière de fonctionner que j’ai décidé de m’y mettre. voilà quelque chose comme 6 mois. Mon book à moi ne ressemble pas à un book de designer comme celui-ci

sketch book

On n’y retrouve pas de schéma super symbolique ou représentatif.sketching non moi je sketche à ma manière.

Mon expérience de sketching

Je ne vous montrerai pas les pages de mon carnet. J’ai hésité mais les pages les plus sympas sont aussi celles qui ont pour moi aujourd’hui le plus d’importance. Par contre voici mon retour d’expérience.

  1. Le sketching c’est pour ceux qui savent dessiner
    Contrairement à ce qu’on raconte, quand on ne sait pas dessiner c’est chaud. On n’arrive jamais à bien retranscrire son idée, son approche. Bref, il faut trouver des voies alternatives
  2. Le représentatif est plus adapté
    Si vous maîtrisez l’art du schéma ce sera déjà plus simple. Personnellement c’est mon approche. Cela permet de rendre les idées et les concepts mais sans entrer dans une démarche représentative que je ne peux pas réaliser avec la finesse nécessaire
  3. Que du sketching? et bien non
    Je suis quelqu’un de visuel. J’ai besoin de voir les choses pour appréhender au mieux les concepts, les étapes etc… En travaillant sur la représentation de mes idées en schéma dans une démarche de sketching, j’ai acquis depuis quelques mois des réflexes et des outils qui me permettent d’être beaucoup plus efficace dans tous les compartiments de mon activité, même la gestion de projet.
  4. Un outil pour magnifier les autres
    Représenter graphiquement permet notamment de rendre plus abordable des outils plus complexes ou des approches extrèmement codifiées. Un exemple: j’ai déployé avec une alternante travaillant dans mon entité une démarche transverse d’innovation participative impliquant pas loin de 200 personnes. Pour permettre à mon alternante (et à toute l’équipe) d’appréhender toutes les étapes, les actions, les livrables et autres de ce projet, nous avons réalisé une frise de management du projet, visuel (je ne parle pas de management visuel au sens performance mais bien de rendre visuel le management de projet).

    Mur Pit Stop visual management
    Notre management de projet devient visuel grâce au méthode sketch et desig thinking.

    Les résultats ont été une bien meilleure adhésion, une compréhension sensiblement améliorée et quelques risques levés beaucoup plus rapidement.

Et la représentation de l’UX dans tout ça?

Et bien j’en fais pour être franc assez rarement et donc du coup je cherche des ressources pour me faciliter la tâche. Le but principal est de traduire mes idées pour que les vrais UX puissent les comprendre et éventuellement s’en inspirer.

Free UX Mobile template

Pay UI Mobile template

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