UX master, Jared Spool, evolves our thinking on design maturity and product vision

Originally posted on



Design is rendered intent

How will the world be different once we’ve built this thing?

What will the experience be 5 years from now? And how will this baby step help get us there?

The measure of design goes from frustration to delight. Why is this thing more frustrating or more delightful than the other

Literacy. Fluency. Mastery.


Daniel Burka, on prototyping your way to massive influence


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…’






Jobs to be done – course notes



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?

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.


69: Epicurrence Live (feat. Dustin Senos + Haraldur Thorleifsson)



The thing that really stuck out for me was the method of critiquing work.

Set the scene:
This is what we are here to critique (ie. Don’t bring up the font choice if we are looking at the UX flow)

Barbell it
Start with what you like about the design.
Then add some critique with reasoning for your thougths.
Then finish with another positive.

Let the designer feel positive about the their work with some actionable insights to consider / work on.

Internal politics is product management

Helen Bui, Founder of Stash-it and former Head of Innovation Management at News Corp, shares how to champion and execute innovation initiatives at large organizations, and best practices for communicating with key stakeholders



An idea needs group buy-in when working in a corporation.

Your idea is simply using the lens of what’s important to you and applying it to the opportunity you see. 

As a means of research – and getting buy-in, why not ask others about the lens through which they see this opportunity and what’s important about it to them? Create a rising tide of support for the project and help move it along. 

Communications skills are key. They’ll help you negotiate better and build lasting relationships. 

Internal stakeholders are internal clients. Learn how to communicate effectively which each one.