Designing in the browser, ditching Photoshop for Sketch, unicorn developers, and other folk stories of the web in the past few years, have shown us that the distinction between thinkers and implementers that we inherited from the print age is beginning to diminish. As the Agile process dictates, we know very few things in the beginning of a project, so the traditional static design deliverables are inadequate. The Design and Development principles need to work together on the same features, from inception all the way towards the day of launch, and even after the post-feedback tweaks. In order to achieve that, more efficient tools, workflows, skillsets and even work set ups have changed.
We’re quite often encouraged to jump in a room with like minded individuals, put our heads together, and brainstorm on different ideas. We call it collaboration. However, is this type of “collaboration” really that beneficial? Does it yield the highest number of ideas or the best quality ideas? Most commonly, no. Collaboration truly succeeds when approached with constraints that allow the right people to get together at the right time. One constraint may include ensuring participants have varied skillsets. Another may include requiring participants to bring ideas into the brainstorm rather than using the time for ideation alone.
The Lean Startup methodology instructs us to validate our ideas and not blindly believe them. As Tim O'Reilly says, "The Lean Startup isn't just about how to create a more successful entrepreneurial business... it's about what we can learn from those businesses to improve virtually everything we do...(these) principles can be applied to government programs, to healthcare, and to solving the world's great problems. It's ultimately an answer to the question 'How can we learn more quickly what works, and discard what doesn't?"
Service design is the way to strategically address the complexity of today's multitouchpoint and transmedia experiences. In saturated markets, a service that is tailored to the customers expectation is the main differentiator. From browsing online to browsing in-store to payment, positive experiences will last in peoples minds and multiply the opportunities for effective brand communication. Ticking enough boxes on an expected and reproducible level will outlast isolated innovation efforts.
Imagine a playground with no rules. The never-ending dodgeball game would dominate the entire blacktop space, pushing out the jump ropers and Red Rover players. It would never be your turn to go on the swings. And try as you might to remain honest, you'd still catch yourself cheating at Hot Lava Tag.
One of the greatest fears when starting a new endeavour, whether that is a new product or a change within an organisation, is that either it will not be perfect or we don’t have the right tools to start with. As it will become apparent through the course of the workshops, it is not the start—incepted in the form of an idea, or in the end—shaped in the form of a product, where innovation happens but in between—the work. And while the abundance of sophisticated tools, free or cheap, is enabling us to accelerate our productivity it can also become overwhelming.
Attention is the currency before any purchase is made. To keep people interested and lure them away from their current way of getting things done, being entertained or represent their believes, companies have to strike up a faster pace. Weaving a tight net of orchestrated service touch points will make people stick to new or upgraded offerings. To do so understanding people and their needs is key.
Agile, Design Thinking, Lean Startup, and whatnot: How can we combine these powerful principles and methods to achieve faster improvements and innovations? More and more organizations are adopting agile development practice. To be agile is all about iterations, continuous improvements and self organization, just to mention a few principles. However, most of the times the whole value chain remains in a water fall structure which is the main obstacle for faster innovations. Having a working agile team is a necessary, but not a sufficient condition for the product and, for that matter, the whole organization to become agile.