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USER INNOVATION & USER TESTING
DR. DIMITRI SCHUURMAN
@DIMISCHUURMAN
IMPROVE DIGITAL INNOVATIONS BY ACTIVELY INVOLVING USERS &
EXPERTS THROUGH CO-CREATION & REAL-LIFE INTERVENTION
ITERATIONS
OF DESIGN
CYCLES
OUTSIDE OF
CONTROLLED
LAB
MULTI-
STAKEHOLDER
EMPOWERING
USERS TO
IMPACT THE
INNOVATION
PROCESS
90% OF DIGITAL INNOVATION FAILSBASED ON 135 POST-MORTEM FAILURE ANALYSIS, CB INSIGHT, 2015
42%
29%
23%
19%
18%
No Market Need
Run out of Cash
Not the right Team
Get Outcompeted
Pricing/Cost Issues
INVOLVING END-USERS IN INNOVATION
USER INNOVATION = USER-CENTRED
DESIGN
INNOVATION FOR
USERS
BIG DATA
MARKET RESEARCH
USABILITY
INCREMENTAL
INNOVATION
NO DEEP
UNDESTANDING OF
USER NEEDS
INNOVATION FOR
USERS
BIG DATA
MARKET RESEARCH
USABILITY
INCREMENTAL
INNOVATION
NO DEEP
UNDESTANDING OF
USER NEEDS
6
INNOVATION BY
USERS
HACKATHONS
TOOLKITS FOR
LEAD USER
INNOVATION
RADICAL NEW IDEAS
NOT ALIGNED WITH
COMPANY FOCUS &
STRATEGY
7
INNOVATION BY
USERS
HACKATHONS
TOOLKITS FOR
LEAD USER
INNOVATION
RADICAL NEW IDEAS
NOT ALIGNED WITH
COMPANY FOCUS &
STRATEGY
8
INNOVATION BY
USERS
HACKATHONS
TOOLKITS FOR
LEAD USER
INNOVATION
RADICAL NEW IDEAS
NOT ALIGNED WITH
COMPANY FOCUS &
STRATEGY
9
INNOVATION
WITH USERS
ITERATIVE
CO-CREATION &
REAL-LIFE TESTING
RADICAL &
INCREMENTAL
INNOVATION
REQUIRES SKILLS &
METHODOLOGIES
10
INNOVATION
WITH USERS
ITERATIVE
CO-CREATION &
REAL-LIFE TESTING
RADICAL &
INCREMENTAL
INNOVATION
REQUIRES SKILLS &
METHODOLOGIES
+80 methods for
learning and
discovery of
personal,
contextual and
functional
requirements. https://www.ibbt.be/en/userinnovation
A SENSE OF DIRECTION
12
Often related to the
following concepts
Empathize
Explore
Familiarize
Inspiration
Opportunity identification
Often related to the
following concepts
Ideation
Creation
Build
Implementation
Evaluation
current
state‘as is’
future state‘as could be’
WHY INNOVATIONS FAIL… PT.II
Current state Opposing effects Future state
Current users Status quo bias
Endowment effect
Gains & losses
CONSERVATIVE
Attraction of new
solution
Problems with current
usage
Future behavior
INNOVATIVE
New users
Current practices New practices
Current solutions New solutions
X10
“It’s not enough for a new product simply to be better. Unless the gains far outweigh the losses, consumers will
not adopt it.” - John T. Gourville
IMEC.LIVINGLABS PROJECT STRUCTURE
14
Current state Opposing effects Future state
Current users Status quo bias
Endowment effect
Gains & losses
CONSERVATIVE
Attraction of new
solution
Problems with current
usage
Future behavior
INNOVATIVE
New users
Current practices New practices
Current solutions New solutions
X10Exploration Experimentation
IDEATION DESIGN USER TESTING PLANNING
SOLUTION DEVELOPMENT
CO-CREATED
CONCEPT
VALIDATED G2M &
ROADMAP
FIELD TRIAL W/
PROTOTYPE
CONTEXTUAL USER
INSIGHTS
POWERED BY IMEC.LIVINGLABS
EXPLORE WITH POTENTIONAL USERS EXPERIMENT WITH TEST USERS
TREND
IMEC.LIVINGLABS
CUSTOMER
SEGMENT
What customer segments to focus on? What are key characteristics?
CURRENT
PRACTICES
Who or what are competitors, alternatives or customer behaviour?
What are the delights and frustrations of these current practices?
NEEDSWhat are the needs of this customer segment?
How do we prioritize these needs?
VALUE
PROPOSITIONWhat (measurable) impact will you create?
SOLUTIONWhat are the components of your (digital) solution?
How do these components differ for the different customer segments?
BARRIERS What are the barriers for adoption, usage and market entry?
VALUE
CAPTURE
What value (monetary and non-monetary) do I receive in return?
What price should I set and how?
KEY
PARTNERS
Who are key partners?
How to interact with which stakeholders?
16
INNOVATRIX FRAMEWORK
IMEC.LIVINGLABS INNOVATRIX FRAMEWORK
CUSTOMER
SEGMENT
CURRENT
PRACTICES
NEEDS
VALUE
PROPOSITION
SOLUTION
BARRIERS
VALUE
CAPTURE
KEY
PARTNERS
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MAPPING ASSUMPTIONS AND VALIDATING ASSUMPTIONS
?
ASSUMPTION
VALIDATED ASSUMPTION
VALIDATED ASSUMPTION
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CASE STUDY: PARTAGO
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LIVING LAB PROJECT
Explore: current state
Contextual inquiry
Intake survey with market segmentation
Interviews with segments
Experiment: future state
Field trial in Ghent
Co-creation session
Business Model Workshop
EXPLORATION: CONTEXTUAL INQUIRY & PERSONA BUILDING
Young adults in first job
Experienced car sharers
Conscious carless
Ambassadors
EXPERIMENTATION: FIELD TRIAL IN GHENT
22
EXPERIMENTATION: EXPERIENCE MAPS
23
CURRENT STATUS: 16 CARS, 276 COOPERATIVE MEMBERS
3 iterations:
- Innovation features
- Business model
- Team composition
ABORT
21%
REBOOT
11%
ADAPT
19%
LAUNCH
49%
The product is
available on the
market.
The product is still under
development but expected to go
to market soon.
Initial product is aborted, but a
new product idea roadmap is
initiated.
Product development is
discontinued or will not go to market
in its current form.
LIVING LAB INSIGHTS* HAVE BEEN USED TO
OFFLINE USERS: 1 – 742 ONLINE USERS: 3 – 20.000 DURATION: 2 – 18 MONTHS (AVG. 8 MONTHS) *N=62
USER ASSUMPTION TESTING IN PRACTICE
INTERVIEW & CO-CREATION GUIDE
26
General qualitative model
Adaptation to innovation
1.Current practices
2. Unmet needs &
wants
3. Attitude towards
the solution
4. Drivers & barriers
+ Value capture
Innovation pitch
Introduction
Closing
5’
25’
5’
5’
20’
WHERE TO PAY ATTENTION TO
Satisficing (compliments)
“What do you think about my idea?”
Steering questions
“What is missing in the current solutions?”
Fluffy questions and dito replies (anchor to past experiences)
“How do you usually carry out that taks?”
27
LET’S TRY IT!!!
28
1.Current practices
2. Unmet needs &
wants
3. Attitude towards
the solution
4. Drivers & barriers
+ Value capture
Innovation pitch
Introduction
Closing
INTRODUCTION
Who are you going to talk to?
How are you presenting yourself and your project/innovation?
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INTRODUCTION
Do: introduce yourself & indicate why you interview the person
Don’t: give away too much information on your innovation
Do: capture all relevant information to later on segment and profile your interviewee
Don’t: start asking difficult or complex questions
Do: ask to record the interview
Don’t: make too extensive notes while interviewing
30
CURRENT PRACTICES
Do: create a time-line / process overview based on the responses & validate it directly
Don’t: steer the conversation too much or pre-answer, be open for unexpected stuff
Do: ask for clarification when unknown terms are used
Don’t: forget to ask about positive aspects (delights)
Do: refer to past actions and use open questions – why / how
Don’t: be judgemental or steering
31
UNMET NEEDS & WANTS
Do: let the respondent indicate positive and negative aspects in the process/timeline
Don’t: start by mentioning specific needs yourself
Do: let the respondent prioritize the needs and wants they elicit
Don’t: keep on asking if there are other needs left
Do: check whether the need is shared by others
Don’t: forget to ask questions to further specify the needs & wants (dig deeper)
32
INNOVATION PITCH
Short & to-the-point!!!
Use visuals or tangibles (demo) if possible
Don’t make it too technical, focus on added value without going into sales-mode
33
ATTITUDE TOWARDS THE SOLUTION
Do: let room for spontaneous reactions and opinions, but urge them to be specific
Don’t: filter out negative feedback
Do: try to reflect back to the ‘current state’ of the respondent to make it more tangible
Don’t: go in defense-mode
Do: use card sorting or other techniques for feature prioritization or package creation
Don’t: accept all feature requests, try to understand the ‘why’ behind them
34
DRIVERS & BARRIERS + VALUE CAPTURE
Do: only do this near the end of the interview
Don’t: steer away from potential barriers or hide them
Do: use information from the ‘current state’
Don’t: use this as the only info for pricing (triangulation)
Do: try a ‘role-taking’ exercise
Don’t: push too much if they are not that interested
35
CLOSING
Thank the respondent!
Ask if they want to be kept up-to-date and willing to be involved in later stages
Ask for other interesting interviewees (snowballing)
36
