IN A DIGITAL WORLD - GitHub Pages...Drop 5, 2017 •Swipe right/left to set to expectation from hot to very hot. •Swipe up to replace my favourite •Swipe down, left or right to

IN A DIGITAL WORLD

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PROTOTYPINGIS JUST LIKEMAKING PANCAKES

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LONG BEFORE THE DIGITAL AGE …

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… COMPANIES AND PEOPLE EXPERIMENTED WITH TESTING THEIR IDEAS

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MANY OF THE BEST INVENTIONS OF TODAY STARTED ALMOST RUDIMENTARY …

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… AND ONLY DEVELOPED ON THE BACK OF SOLID CUSTOMER VALIDATIONTHROUGH PROTOTYPING

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AGENDA

08.30 INTRODUCTION

08:40 WHY PROTOTYPING IS A CRITICAL

09.00 DIFFERENT TYPES OF PROTOTYPING & COOL CASES TO LEARN FROM

09:50 BREAK & GO TO BREAK OUT SESSIONS

10:00 A. PUTTING PROTOTYPING TO WORK

10:00 B. PROTOTYPING BETTER WELFARE

10:00 C. PROTOTOTYPING & THE CORPORATE STARTUP

10:00 D. PROTOTYPING IN THE REAL WORLD

11:00 BREAK & BACK IN PLENUM

11:20 HOW TO GET INSIGHT INTO DECISION MAKING

11.45 WRAP-UP AND GRAB & GO LUNCH

WHYIS CRITICALFOR YOUR ORGANIZATION

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WE OFTEN SUSTAIN OR EVEN ENHANCE BUREAUCRACY TO AVOID RISK & FAILURE

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HOWEVER, BUREAUCRACIES ARE RISKY …

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… BECAUSE THEY ASSUME THAT THE FUTURE CAN BE PREDICTED AND CONTROLLED

18/11/2

The world is …

VVolatile

UUncertain

CComplex

AAmbiguous

IN A VUCA WORLD CHOICE-MAKING BASED ON DATA ABOUT THEPAST IS AN TO THE FUTURE

11/18/2

80% 70%of all new product

launches are cancelled or deemed a failure within the first year

of a solution's life-time costs are a consequence of

decisions made in 1st quarter of an innovation project

DON’T PLAN FORTHE FUTURE.

DESIGN IT.

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WHEN WE DESIGN THE FUTURE WE MAKE CHOICES BASED ON A LOTOF ASSUMPTIONS

DESIRABILITYDo people want it?

VIABILITYCan we earn money of it?

ADAPTABILITYIs the market

ready?

FEASIBILITYCan webuild it?

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STATISTICAL TOOL TO IMPROVE OURODDS OF WINNING

The function of a prototype is to be a

in a VUCA world

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IT’S ABOUT IMPROVING OUR WAVE COUNT

PRESENT

What is true?

FUTURE

What would have to be true?

What could be?

What if…?

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COULD WE BUILD IT?

SHOULD WEBUILD IT?

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BENEFITS

BETTER RISK/ REWARD RATIO

INCREASED IMPACT

AMPLIFIED AGILITY

If you win, you can scale up the earnings. If you fail, you can leverage the learnings.

You think implementation from day 1, closing the

strategy/implementation gap.

You create a climate where people are rewarded for

justified experiments.

WHYIS CRITICALFOR YOUR ORGANIZATION

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WE OFTEN SUSTAIN OR EVEN ENHANCE BUREAUCRACY TO AVOID RISK & FAILURE

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HOWEVER, BUREAUCRACIES ARE RISKY …

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… BECAUSE THEY ASSUME THAT THE FUTURE CAN BE PREDICTED AND CONTROLLED

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WHEN YOU DESIGN THE FUTURE YOU MAKE CHOICES BASED ON A LOTOF ASSUMPTIONS

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STATISTICAL TOOL TO IMPROVE THEODDS OF WINNING

The function of a prototype is to be a

in a VUCA world

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EVERY CHOICE HAS TO START WITH A DREAM OF A possible FUTURE …

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... WHICH CAN BE CRAFTED, TESTED AND VALIDATED AS OUR preferable FUTURE

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BENEFITS

BETTER RISK/ REWARD RATIO

INCREASED IMPACT

AMPLIFIED AGILITY

If you win, you can scale up the earnings. If you fail, you can leverage the learnings.

You think implementation from day 1, closing the

strategy/implementation gap.

You create a climate where people are rewarded for

justified experiments.

DIFFERENT TYPES OF PROTOTYPING

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IN THAT SPIRIT,LET’S STOP TALKING AND START PROTOTYPING!

We spend 90%of our time indoors

without enough fresh air, which affect our ability to learn and perform.

OUR SENSORY SYSTEM IS UNABLE TO REGISTER MOST HARMFUL AIR POLLUTANTS.

WHAT IF TECHNOLOGY COULD MEASURE WHEN SOMETHING IS WRONG AND SUGGEST ACTIONS THAT IMPROVE OUR ABILITY TO LEARN AND PERFORM?

JOIN THEBREAKOUTSESSION TO FIND OUT

LET'S LOOK AT SOME DIFFERENT TYPES OFPROTOTYPING THAT WE USE OURSELVES

BUILD / MEASURE / LEARNAt different levels of fidelity

Time & Cost

Cer

tain

ty

SOME ADVICE BASED ON OUR EXPERIENCE

START SKETCHING! LOW-FIDELITY FTW

DON'T WORRY ABOUT

LOOKING STUPID

ASSESS THE TECH...CAN YOU BUILD IT?

MORE IMPORTANTLY...SHOULD YOU BUILD IT?TEST WITH USERS

OUR FRIENDS ATGOOGLE ARE GIVING'FAST PROTOTYPING'A WHOLE NEW MEANING

2 APPS A WEEK x 30 WEEKS = 60 VR EXPERIMENTS / YEAR

CAN A PROTOTYPECURE DEPRESSION?LET'S FIND OUT...

PAUSEABLE CASE

OUR PARTNER PAUSEABLE IS A MENTAL WELLNESS PRODUCT AND SOLUTION COMPANY.THEY HELP PEOPLE TAKE CONTROL OF THEIR ENERGY AND ATTENTION WITH OUR PATENTED INTERACTIVE APPROACH.

FIRST PROTOTYPE FOCUS ON BASIC INTERACTION MECHANISM

"IT GOT ME OUT OF MY VICIOUS CIRCLE"- PENG, PAUSEABLE

PARTNERED UP WITH USTWO NORDICS

900,000DOWNLOADS

EDITOR'S CHOICEAPPLE

#1 PAID APPIN 18 MARKETS (INCLUDES US, CHINA, UK)

TOP 10TIME MAGAZINE • 2015

FINALISTHEALTH CATEGORY

INNOVATION BY DESIGN AWARD 2016,FAST COMPANY

25,000DOWNLOADS

MARKETING COLLABORATIONAPPLE

BEST HEALTH & LIFESTYLE APPMOBILE UX AWARDS 2017

FINALISTIXDA DESIGN AWARD 2018

WATCH THIS SPACE!

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PUTTING PROTO-TYPING TO WORK

A

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SNAPSHOTS FROM BREAKOUTSESSION- Putting prototyping to work

Idea: Improve forecast mix on campaign items via collecting of demand expectations from all O&O store managers

THE CONCEPT CONSIST OF THREE ELEMENTS

TOLL ENGINE GAMIFICATION

Transforming crowd data into forecast

Hot Very Hot

Flamingo silver charm with fancy pink cubic zirconia, teal cubic zirconia and light green crystal

792117CZS

FUNCTIONALITY IDEAS

• Sliding picture to right or left moves the dot on the slider

• The picture can be release in original vertical and horizontal position and nothing happens

• Lifting picture from that picture in any vertical position above/below, right or left of original position will releasing the picture and lock the slider slider, removes picture and displays the next picture

• Maybe animated removal of picture, e.g. sending it further out in the direction away from original position, or just fade away in “sinus like curve”

• Repress the picture halts removal of picture

• The user steps through all pictures, maybe 30-40 in total

• The slide position has a number between 0 and 100 with two decimal, slide position is used to rank the pictures

• Color on buttom of card could represent category (ring, sharm, bracelet, earring, …)

• Vibration or sound to indicate the level of “hot” while holding the picture

• In up direct picture disappear underneath the slider (not over it)

• Hard press on picture (feedback screen) pops up the card

YOU

Way to go Spot on

Actual You Crowd

Drop 5, 2017Drop 5, 2017

CATEGORY CHARMS

Other possible variants….


792117CZS

Orchid silver charm with purple cubic zirconia and orchid ename

792074EN69


792117CZS


792074EN69

My favouriteFlamingo silver charm with fancy pink cubic zirconia, teal cubic zirconia and light green crystal

792117CZS

Silver clip with Swiss blue crystal, clear cubic zirconia, royal blue crystal and silicone grip

791817NSBMX

Ocean life silver charm with frosty mint, clear cubic zirconia and blue enamel

792075ENMX

Starfish and shell silver dangle with frosty mint cubic zirconia and clear cubic zirconia

792076CZF

Submitzirconia and light green crystal

792074EN69

Hot Very Hot


792117CZS

Drop 5, 2017

• Swipe right/left to set to expectation from hot to very hot.

• Swipe up to replace my favourite

• Swipe down, left or right to remove from stack and keep the shown favourite

• The one left I would by

• Display two pictures, select the preferred one.

• Remove both pictures, then two display two new pictures

• Roll through Categories, one by one

GRADIATION OF SALES VOLUME


792074EN69


792117CZS


792117CZS

• Swipe up/right or up/left to substitute my preferred

• Or swipe left, right, down to remove charm if I do not like it

• The two left are the ones I would by

My favourites

WHICH TWO ITEMS WOULD I BUY?

WHICH ITEM WOULD I BUY?

RANK THE TOP SELLERS

CLICK THE ONE I LIKE THE MOST

• Moving cards up and down individually

• Ranking of ionic cards, list of 35-40 cards

• Could be mixed catogory

How to bridge from Crowd data to forecast volume?

Crowd data input

Category Forecast CALCUATION

ENGINE

Empiricalmodels and tuning factors, …

Charms

Ear rings

Glass bits

Bangles

Sales volumes by items

Regional compensationSegment compensationCategory compensationAxis interpretation alignment… ???

202.930

150,100

110,000

75,000

122,210

30,000

125,700

12.200

12,300

11.000

75,000

8,200

5,300

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50.000

100.000

150.000

200.000

250.000

50.000 100.000 150.000 200.000 250.000

Current forecast process

Supported by crowd input

FORECAST

Risk of re-melt, discount

DEMANDLost sales

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PROTOTYING BETTER WELFARE

B

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CASES IN PRACTICAL APPLICATION

Tangible product & Service Innovation

Abstract business model or leadership model innovation

Testing solution design

Pushing problem definition

Børneriget

Digital patient Journey

Integrated welfare

2

13

0

500.000

1.000.000

1.500.000

2.000.000

2.500.000

3.000.000

3.500.000

4.000.000

Fra borger nr. 18.520 er omkostningen 0

Number of citizens : 1.499 Total cost: 673 mio. kr.

Avg. Cost : 448.979 kr.

3 PERCENT

51 %

Number of citizens : 2.499 Total cost: 831 mio. kr. Avg. Cost: 332.661 kr.

5 PERCENT

64 %

Number of citizens: 500

Total cost: 401 mio. kr.

Avg. Cost: 803.337 kr.

1 PERCENT

31 %

Number of citizens : 49.973

Total welfare cost 1.307 mio. kr.

Avg. Cost: 26.154 kr.

ALL CITIZENS

100 %

BUILDING THE RIGHT THING?

RAPID PROTOTYPING

& THE CORPORATE STARTUP

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VS.

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Core corporate beliefLEADING FROM THE FRONT

Core corporate beliefLEADING FROM THE FRINGE

CHOICE #1What type of innovation are you incubating?

Finding the right problemKnown New

Find

ing

the

right

sol

utio

nK

now

nN

ew

EVOLUTIONALExpand existing

and build new business

EVOLUTIONALExpand existing

and build new business

INCREMENTALImprove and

optimize existing business

RADICALLearn and place

bets on emerging options

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Search for the customerTHE RIGHT PLAYING FIELD

Approach with a compelling story THE UNIQUE VALUE PROP

CHOICE #2Where will we compete and what is our unique way to win?

Winning aspiration?

Where-2-play?

How-2-win?

Capabilities?

Management systems?

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AnchoringPRIMARY OWNERSHIP FOR CREATION OF NEW BUSINESS?

AuthorityDEDICATED FUNDING OR ADHOC?

CHOICE #3What type of incubator will support your strategic goal?

Organisationalownership

Diffused FocusedR

esou

rce

auth

ority

Ad

hoc

Ded

icat

ed

THE ENABLERProvides funding and executive attention to

incubated opportunities(Ex. Google)

THE ADVOCATEStrongly evangelises for

incubation, but BUsupport and fund(Ex. Alm. Brand)

THE OPPORTUNISTNo deliberate and firm

approach to opportunity selection and allocation

THE PRODUCEREstablishes a full-service

incubation with a mandate for entrepreneurship

(Ex. MobileLife)

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CHOICE #4How do you organise the incubator?

ACROSSOne incubation unit across several

categories/brands. High innovation maturity level inside each category/brand and joint

KPIs between the incubation unit and categories/brands to increase probability of

success.

PARALLELIncubation originates from outside the categories/brands and is subsequently

inherited by non-innovating categories/brands. Innovation becomes a

business area in itself with freedom to think outside normal category/brand logic.

SUPPORT

Incubation unit with limited room to maneuver. Easy to reduce risk but requires

vertical co-ordination and centraliseddecision-power with little mandate

empowering leadership lower in the hierarchy.

AUTONOMYIncubation is separated from old routines and

benefits from less category/brand rigidness and bureaucracy. It provides equal possibilities to

focus on the full span of transforming innovations. However, new initiatives will be

pushed through senior management.

GOVERNINGCategories/brands are parented by an

incubation unit. Requires corporate mandate with direct report to the CMO/CEO where business innovation is the key driver

and KPI for success.

EMBEDDEDIncubation originates from inside each category/brand and is implemented by

business innovators. Hence, these innovators are recognized as being truly

embedded in the categories/brands.

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CHOICE #5How do you lead incubation?

Leadership 1.0

Controlling

Top-down leadership

Failure = Embarrassment

Finger-pointing

Evaluating

Leadership 2.0

Coaching

Empowered & trusted team

Collaborative leadership

Failure = Learning

Advocates for team

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BUILDING BLOCKS DESIGN

AMBITION Facilitate entrepreneurial teams in incubation Populate incubator with teams and arm them with the right tools

Establish self-supporting incubator maturing and venturing growth opportunities

DECISION MAKINGTeams are given full mandate to drive own decisions Funders (corp. VCs) make decisions based on pitches Decisions are made by funders in a strict stage-gate

process

INPUTMVPs with proved traction Ideas (with a significant following) Strategic priorities or widely known customer/consumer

needs

OUTPUT Established business with significant revenue and a scaled customer base

First MVP launched Validated business model + case

SETTINGAd-hoc co-location Internal “war room” External lab/garage

FUNDING Pre-funding (upfront) VC-funding (on-going) Gate-funding

DURATION90 days 180 days +1 year

CAPABILITY Leverage business innovation mind-set, tools and process Leverage entrepreneurship and support them in accelerating growth opportunities

Build unit and develop lasting leadership mindset, entrepreneurial capabilities and alumni network

PROCESSTeams follow the same normative and firm process every time

A well-proven process functions as a starting point but is refined/adapted continuously based on needs

Each team will decide on and tailor their own processbefore they start and on an on-going basis

MENTORINGAd-hoc support by dedicated coaches Coach-the-coach support Led by coaches

TEAM ALLOCATIONAd-hoc allocation based on needs and expertise Core team is 75% allocated and crowd identified Full team is 100% allocated

REWARD Exit Funding Acceleration

SOLUTION INTEGRATIONSolutions with high dependency on current systems and knowledge

Solutions with medium dependency on current systems and knowledge

Solutions with no dependency on current systems and knowledge

DASHBOARDHow to design the incubator

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DO’S & DON’T’SThis is what you need to avoid and excel in

BEST PRACTICE TOXINS

Encourage appropriate risk-taking and creative thinking Lack of sponsor involvement and direction-setting

Build and manage a portfolio of growth options for incubation Avoiding to nurture and pave the way for each incubation

Balance core, adjacent and new growth to maximize upsides Applying same way of working across the portfolio

Allocate talent, capital and time intensely to top priorities Putting all efforts into one basket at a time

Drive adjacent and new growth through smart experiments Not setting standards for when to move forward or kill initiatives

Fence off incubations that challenge the existing core business Not acting decisively due to cannibalisation and short-term’ism

Make small investments to drive progress towards milestones Missing window of opportunity due to lack of big bets

Set KPIs that exhibit patience for growth but impatience for profits Not recognising when there is no real market traction

Focus on validating critical assumptions that needs to hold true Not challenging the solution and waiting too long for perfect data

Coach towards focus on solutions and getting out of the building Not building a sufficient foundation of insights

PROTOTYPING IN THE REAL WORLD

THE QUICK ROAD TO TESTING, VALIDATING, LEARNING AND ITERATING

LEARNING BY DOING

The process consists of many iterations which each time adapts the previous learnings to improve, build and test the next working version of the MVP.

This is repeated until a viable design or product is reached and ready for launch.

TELL ME AND I FORGETTEACH ME AND I REMEMBERINVOLVE ME AND I LEARN

MINIMIZE RISK

Make what will bring value to the business and the users. Focus on what matters and deliver fast and often.

By stating and testing assumptions continuously, we can validate them to remove risk throughout the process.

To remove risk during the process we need to verify and test often –each sprint adapts previous learnings to improve.

LO FIDELITYPROTOTYPING

It doesn't have to be beautiful, it needs to be functional.

Prototyping is about communicating ideas and about panning them out, making sure they work.

Thinking about the function and different steps, mapping them out to find out how to navigate is the base line.

A low fidelity prototype can easily be digitized to better demonstate flows and functions – in order to collect feedback and iterate.

SKETCHING• Sketch – and start over if needed.

Sketching is about trying ideas – not making a perfect picture.

• Discuss your idea – and define the flow and the different steps.

• Try to make the story as simple as possible. Details can be filled in later.

LET'S DO THIS!

1. VALUE PROPOSITION/ SKETCHINGHOW CAN WE MAKE USE OF THE DATA IN THE PROTOTYPE?A DIGITAL SERVICE? AN APP? A PHYSICAL PRODUCT?A CLOUD SERVICE? HOW WILL IT WORK?

❑ COME UP WITH AN IDEA❑ MAKE SKETCHES❖ 10 MIN

™*

2. DIGITIZE THE EXPERIENCE❑ MAKE A SHORT VIDEO OF HOW IT WORKSOR❑ USE THE POP PROTOTYPING TOOL (MARVEL)*AND❑ MAKE LINKS BETWEEN THE PICTURES, THINK ABOUT FLOWS

❖ 10 MIN

*(If you want to register to the POP app, do NOT use an email-address already connected to a Marvel account!)

3. USER TEST❑ SHOW YOUR PROTOTYPE TO ANOTHER GROUP/PERSON.❑ TAKE NOTES ON THE FEEDBACK.❑ TAKE TURNS. 5 MIN EACH.❖ 10 MIN

4. REFLECT❑ IN THE FEEDBACK GROUPS: TAKE A ROUND AND SHARE YOUR

REFLECTIONS ON THE EXPERIENCE.❑ WHAT CHANGES WOULD YOU DO TO YOUR PROTOTYPE RELATED

TO THE FEEDBACK YOU GOT?❑ WHEN WOULD RAPID DIGITAL PROTOTYPING BE USEFUL TO YOU?

❖ 5 MIN

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One prototype beats a thousand meetings

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START PROTOTYPING

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WIN A 3 HOUR WIN ROOM

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WE WANT TO TAKE OUR OWN MEDICINE

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IMwithUsTwo.com

Rene Bach

Phone: +45 60 29 94 25

Email: [email protected]

Contact

THANK YOU

Peter Harding

Phone: +45 61 24 63 72


Marcus Woxneryd

Phone: 0703848938


Documents

IN A DIGITAL WORLD - GitHub Pages...Drop 5, 2017 •Swipe right/left to set to expectation from hot to very hot. •Swipe up to replace my favourite •Swipe down, left or right to