Daniel Burka, on prototyping your way to massive influence

https://www.highresolution.design/7-daniel-burka/

Daniel Burka, High resolution, design sprints

 

In order for the design sprint to work – you need to know what problem to solve.

The outcome of a design sprint is to generate some ideas that will be shipped within the next 6 months – it’s not particularly useful for blue sky thinking

Measuring the success of a sprint

Did we get enough data to make a good decision & 6 months later when we shipped a product, did we get similar results?

Failure is when a good idea didn’t ship – did we not focus on the right areas, have the right people in the room

If we got 5 users in and they all said ‘x’ – what would we do? You need to be able to answer that question before you start a design sprint

To get buy-in – perhaps listen to stakeholders ideas, prototype it, then take it further (and make your idea). You can use the stakeholder’s prototype as a vehicle to show the benefits and downsides of the idea, then showcase how with just a few minor adjustments you could push their idea towards the right direction

Showcasing the outcomes of user testing a quick and dirty mockup is an easy way to prove the value of user testing and a quick way to validate the direction of the idea.

You’re prototyping to answer questions – not to win any design awards.

Designers have a great opportunity, to help companies make decisions faster. To become a core function. To elicit the CEO response ‘Of course I’m going to incorporate design – how else will I know where I’m going…’

 

http://www.gv.com/sprint/https://designsprintkit.withgoogle.com/

https://designsprintkit.withgoogle.com/

 

 

Jobs to be done – course notes

stack

3.a.-Forces-Diagram2.png

Job Story Equation.png

Getting the most of a job story interview

Dummy-ing up

I’m not sure what you are talking about, can you explain that to me?

 

Staying in the moment of the job timeline

When interviewing together: when the initial questioner is writing something down or has a pause to contemplate the next question – jump in and ask a question, but be sure it’s about the same moment in the timeline and adds to the context of the moment.

 

The Big Hire vs The Little Hire

The first purchase (use) and what the product is now being used for – the little hire (opportunities for innovation).

Opportunities for innovation

  • Where it was tried in a different (not usual) context and it worked
  • Where it was tried in a different (not usual) context and it did not work

 

Unlocking the memory

Slowing it down to set the scene. Asking adjoining details about the moment can help unlock the memory ie. Was it raining that day? did you have anyone else with you?

Confidence and ease 

Profit. Power. Pursuit. A CreativeLive Podcast with Tara Gentile: From the Archive: Humility & Public Speaking with Michael Port

https://overcast.fm/+Ff4ay2vGA

On speaking

When you are talking to someone, you are playing a game of catch. No matter what concept you are throwing them – they must be able to accept, retain, comprehend and do something with it.

See also the pyramid principle

When public speaking, you must deliver on your promise. 

When being asked to speak – you must have a platform built on that unique promise.

Your fee will equate to the size of your platform.

Your platform is based on relevance & community need.
Build some intellectual property

  • Protocol based, or
  • Message based

Andrea Mallard 

Storytelling is everything

Show, don’t tell.

Use the Pixar storytelling principles to drive human truths to business to being stakeholders along the journey.

Design is the way to de-risk your go to market, by way of understanding who we are serving better, connecting to their humanity – being humble enough to iterate along the way to improve and to make sure they come along for the ride with us.

https://www.highresolution.design/3-andrea-mallard/