Disrupt and Become Indispensable

DISRUPT AND BECOME INDISPENSABLE

DISRUPT AND BECOME INDISPENSABLE | MARCH 2013 | PAGE:

INTRO

DOES THIS SOUND FAMILIAR?

‣ We'll tell you what we need after the strategy is set

‣ We don't have the content yet but you can get started anyway right?

‣ I'll know what I like when I see it

‣ Just make it look pretty


INTRO

BECOMING INDISPENSABLE

‣ Big picture thinking is a must

‣ It’s about much more than making things beautiful

‣ Good designers help grow businesses

‣ Great designers disrupt old thinking and create new categories

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INTRO

TONY JULIA

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EXPERIENCE DESIGN DIRECTORMOTIVATE DESIGN

ADJUNCT PROFESSORDESIGN AND MANAGEMENTSCHOOL OF DESIGN STRATEGIESPARSONS THE NEW SCHOOL FOR DESIGN

SENIOR EXPERIENCE DESIGNERMOTIVATE DESIGN

BBADESIGN AND MANAGEMENTSCHOOL OF DESIGN STRATEGIESPARSONS THE NEW SCHOOL FOR DESIGN

DISRUPT AND BECOME INDISPENSABLE | MARCH 2013 | PAGE: 5

Disrupt: Think the Unthinkable to Spark Transformation in Your BusinessLuke Williams

Publication Date: December 18, 2010ISBN-10: 0137025149ISBN-13: 978-0137025145Edition: 1


INTRO

TOPICS COVERED

‣ Overview

‣ How to get started

‣ Framework for disruptive design thinking

‣ Selling your ideas

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OVERVIEW‣ What is disruption?

‣ Why do it?

‣ Why designers and not MBAs?

‣ The evolution of a designer


OVERVIEW

WHAT DO WE MEAN BY DISRUPTION?

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I N B U S I N E S S I N D E S I G N


EXAMPLES IN BUSINESS












EXAMPLES IN GRAPHIC DESIGN









OVERVIEW

WHY DISRUPT?

‣ Differentiation isn’t enough

‣ Graphic designers are often marginalized

‣ Lead disruptive change and become indispensable

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OVERVIEW

WHY DESIGNERS AND NOT MBAs?

‣ Trained to think outside the box

‣ Curious and creative

‣ See things differently

‣ Just need to channel those skills toward business

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OVERVIEW

EVOLUTION OF A DESIGNER

‣ Least: Please yourself via mere decoration

‣ More: Solving problems, but trying to please your boss, teacher or client

‣ Even more: Create solution that bridges business goals and user needs

‣ Most: Develop disruptive solutions that create new business value and delight users

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OVERVIEW

DISRUPTIVE DESIGN SOLUTIONS

‣ Affect real change

‣ Blue Ocean

‣ Put designers on the map

‣ Get designers a seat at the big table

‣ Create security

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HOW TO GET STARTED?‣ DEFINING YOUR SITUATION


HOW TO GET STARTED?

WHAT IS RIPE FOR DISRUPTION?

‣ Consider the larger context of your business category

‣ What are you passionate about?

‣ Where is there a lot of sameness?

‣ Where has nothing changed for a long time?

‣ Where are profits flat and have the potential to grow?

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HOW TO GET STARTED?

DEFINING YOUR SITUATION

‣ How can we disrupt the competitive landscape of (your situation) by delivering an unexpected solution?

‣ How you define your situation depends on your business context.

‣ Example:

‣ How can we leverage the Tide brand to disrupt the way people think about going out to do their laundry by delivering an unexpected solution?

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A FRAMEWORK FOR DISRUPTIVE DESIGN THINKING

‣ Developing hypotheses

‣ Making observations

‣ Observations to insights

‣ Insights to opportunities

‣ Opportunities to ideas

‣ Shaping ideas


THE FRAMEWORK

DEVELOP HYPOTHESES

‣ Identify clichés

‣ Challenge the clichés with “what if” questions

‣ Example clichés:

‣ People hate doing laundry

‣ People hate the laundry mat

‣ All laundry mats are depressing

‣ Example hypothesis:

‣ What if people chose to go out to do their laundry even if they didn't have to?

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THE FRAMEWORK

MAKE OBSERVATIONS

‣ People don’t know what they want?

‣ Good designers are also part anthropologist or investigative journalist

‣ Emphasize qualitative, contextual research

‣ Effective methods include:

‣ Pre-arranged, open interview and observation

‣ Non-invasive observation

‣ Intercept

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THE FRAMEWORK

OBSERVATIONS TO INSIGHTS

‣ Analyze findings

‣ Use sticky notes!

‣ Create an “insight board”

‣ Identify patterns and themes - these reveal insights

‣ Write your insights down, using paradoxical phrasing with a well placed “but” or “whereas” to emphasize the gap:

‣ People who go to the laundry mat don't hate doing laundry but they hate wasting time

‣ People who go to the laundry mat don't hate doing laundry but they hate being in a dreadful, depressing environment.

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THE FRAMEWORK

INSIGHTS TO OPPORTUNITIES

‣ From your insights, opportunities for disruption are revealed

‣ Describe opportunities using 3 part format that touches on who it’s for, what advantage it provides and what gap it is addressing.

‣ Example:

‣ There's an opportunity to provide people that have to go out to do their laundry with a way to be more productive that doesn't compromise the safety of their clothes

‣ There's an opportunity to provide people that have to do their laundry with a way to be social in a tasteful environment that makes them feel good

‣ At this step, stop short of defining the solution

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THE FRAMEWORK

OPPORTUNITIES TO IDEAS

‣ Generate several ideas

‣ Choose the best 3 or so

‣ Document each in a one pager:

‣ Distinct name

‣ One sentence description

‣ How it's different (one major and several minor points)

‣ Annotated visualization (sketch)

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THE FRAMEWORK

EXAMPLE ONE-PAGER

Name: Tide "Wash-n-Work"

Description:A modern laundry mat that allows busy, career-minded New Yorkers to do their laundry and be productive in a comfortable environment by offering clean, private, well designed work stations with their own washer/dryer combo units.

Differentiators:• WORK WHILE YOU WASH!• State of the art work stations

◦ Herman Miller furniture◦ High speed Internet◦ Quality lighting◦ Private partitions

• Best-in-class, all-in-one washer/dryer combos◦ 2 per work station◦ Reduces space needed◦ Reduces interruptions - one cycle instead of two

• Subscription model◦ No more coins!

• Reservation system◦ Never wait for a machine/work station


THE FRAMEWORK

DEVELOP CONCEPT AND TEST

‣ Novelty for novelty’s sake won’t fly

‣ Must be something people want, that can support a business, and that can be built/implemented

‣ Develop prototypes

‣ Work from low to high fidelity

‣ Test with users—early and often!

‣ Doesn’t have to be expensive—use guerrilla techniques

‣ Beware of “mom effect” if using your personal network to recruit

‣ Iterate until you reach success targets

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SELLING YOUR IDEA‣ Create empathy

‣ Build tension

‣ Make them believers


SELLING YOUR IDEA

THE PITCH

‣ 9 minutes

‣ 9 slides, one minute each

‣ 3 minute sections:

‣ 1) Create empathy

‣ 2) Build tension

‣ 3) Make them believers

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SELLING YOUR IDEA

SECTION 1: CREATE EMPATHY

‣ Slide 1: The Status Quo

‣ Slide 2: The Observations

‣ Slide 3: The Story

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SELLING YOUR IDEA

SECTION 2: BUILD TENSION

‣ Slide 4: The Insight

‣ Slide 5: The Opportunity

‣ Slide 6: The Analogy

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SELLING YOUR IDEA

SECTION 3: MAKING THEM BELIEVE

‣ Slide 7: The Solution

‣ Slide 8: The Advantages

‣ Slide 9: The Ethos

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THANK YOU‣ Questions?

Design

Disrupt and Become Indispensable