disruptive processes for creating astonishing user interfaces
DESCRIPTION
James Haliburton - Head of Innovation, The Astonishing Tribe Disruptive processes for creating astonishing user interfaces (and experiences learned from driving global UI innovation…)James is the Concept Lead and Head of Innovation at TAT in Malmö Sweden, where he is part of the team which makes astonishing UIs possible for mobile devices. Presently James is delivering inspirational seminars to mobile operators and manufacturers around the globe discussing strategies on how to best make meaningful experiences out of emerging technologies for our mobile worldTRANSCRIPT
InnovationThe story of the process of a process in 3 parts
Seed, Prototype, & Incubation
James HaliburtonConcept Lead & Head of Innovation @ TAT
but first...
TAT – THE ASTONISHING TRIBE
Founded in Sweden 2002• 150 employees
Presence• Offices in Korea, Sweden and USA• Macnica Networks, partner in Japan
Customers• Working with leading mobile OEM:s, leading operators, automotive
segment and internet suppliers• Some offical customers are Samsung, Sony Ericsson, Motorola, S60,
Google, T-Mobile and Orange.
Proven technology • Installed base >250 million devices worldwide• This year in >10% of all mobile phones• and 20% of all touchscreen mobile phones
Long track-record within UIs• Been in the UI Business since the first colour displays
Design ♥ Technology
TAT – OFFERING OVERVIEW
TAT Products TAT Services
Design Concept
PrototypeOffering
Expert Services
TechnologyEvaluation
TechnologyEvaluation
Product Support
TAT Academy
Design Concept
PrototypeOffering
Expert Services
ProfessionalServices
We can take a project from start to final implementation
Iterative UI Development in close co-operation with customer
UI Design of an entire device
Expert services within specific areas
TAT Design Offer
Part 1 SEEDING- fall ’07
The good ole days
Innovation is a buzz word.Easy to talk about and easy to understand importance But so difficult to do.
Startups and others with nothing to lose are innovative and create things from thin air, but big corporations and established bodies struggle.
Innovation is a hassle!•Insignificant revenue •High Risk•Might even cannibalize on the current products •Lost Focus - time that could be spent on optimizing todays company!
•When the ideas are “young” they are of course immature and not all questions are answered
•Scrutinization often kills the idea. At the same time we know that it is important and that we need to innovate - so what to do?
Acquire•Most common method today•Acquisition of external ideas or innovators•Company a vessel to hold this new idea as well as the old business. Create an “Innovation Department”•Usually named R&D, which is separated both physically, and in terms of organization and what to focus on. This has the mentioned advantages, but also some disadvantages, namely; •the distance focus on business and making money usually.
•Wandering around the corridors with a cup of coffee as if they had all the time in the world.
TAT decided in August 2007 to formalize how we innovate and create an innovation process, because we felt we had done it, but we had lost touch with our roots and were just polishing the current products to shine.
Hampus Jakobsson, one of the founders, got the task at hand and started to find resources both internally and externally to set this up.
I came in shortly after to help establish the process.
Goal: “with minimal investment, create as much value as possible for TAT by finding relevant new products or ideas that would address TAT’s current customers or similar actors needs”.
So not to incrementally improve TAT’s products and not to open up new markets with TAT’s existing products.
What about staffing?
What about staffing?
Wild West of mobile.
We got an espresso machine and fueled 3 months of ideas and research
but we also started building a process
TAT Project
Thesis Work
Idea Burst
TAT Individual
External Source
Tenk Process
Incubator
Concept De!nitionPaper PrototypesValue Propostion(s)Scenarios / Use CasesIdentifying ChampionPrototyping Testing Plan
Idea Seeds(!nd idea)
Prototyping(test it)
Incubation(make it)
TAT(deliver it)
lo! protyping testing development/stabaliz
ation
te
stin
g
evaluation
Con"uenceIn PersonPaperProject Mgt
First Meeting
Sketching(de!ne idea)
Idea Seeds
Idea Seeds
Idea Seeds
Idea Seeds
Value Proposition Formed
Re-Identify ChampionIs there a NABC?
By-Product ValueRecruitmentPresentationsWorkshopsShared KnowledgePapersExternal Contacts
De!ned ConceptGraduation Review / De!ned NABC
Facilitating Innovation
TITLE:____________________________________________________________
TAGLINE:_________________________________________________________
DESCRIPTION:_____________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
NEED/PROBLEM:___________________________________________________
__________________________________________________________________
__________________________________________________________________
SCENARIO:________________________________________________________
__________________________________________________________________
__________________________________________________________________
PICTURE / STORYBOARD:
BENEFITS DRAWBACKS
COMPETITION / ALTERNATIVES:______________________________________
__________________________________________________________________
__________________________________________________________________
WHAT IT!S NOT:____________________________________________________
__________________________________________________________________
Name:
Date:
Sum up the concept in
an easy to remember
tagline.
Describe your concept.
Is it a service,
application, something
else? Include what it
does, and how it should
be implemented.
Who needs this and
why? Highlight what
problem you are solving.
If possible, give an
example of the concept
in use.
Some concepts are best
described in a sketch or
picture.
List the benefits to the
users, TAT, and/or
customer that this idea
provides.
What are the
drawbacks? Will it be
expensive? Does it take
a long time to use? Will
the user have to learn to
use a new interface?
What do people use
now to solve the
problem? What other
options might they have
in the future?
State what this concept
is definitely not!
idea seed template
IDEA FACILITATIONTransfer your idea to someone else
First questions ...
WHOHOWWHAT
IDEA FACILITATIONTransfer your idea to someone else
First questions ...
WHO (makes it, uses it, sells it)
HOW(to make it, to use it, to sell it)
WHAT(is it, is the point, does it do)
MARKET FIT
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PASSION
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PASSION
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Part 2 PROTOTYPING - spring ’08
Crystalizing the process
NABC
NABCneedapproachbenefits:costcompetition/alternatives
MARKET FIT
CO
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EX
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PASSION
Converging the prototype
This is how “p_disabled” looks. !
“To lower its frequenzy maybe some
graphical design should be made to
ensure users ends up here as little
as possible in this demo.”
Distribution of key presses.
“Maybe this pop-up should disappear
on any click, not just the back button?”
ROLES - The Innovation Relay Race
EntrepreneursIdea SeederIdea ChampionThesis Workers
LeadersProject LeaderProject teamBasket Leader
ManagersWeekly Steering Group (Stakeholders in the idea - sales, marketing, engineers, designers)
Basket Group (Mgt.) - What ideas should we come up with
Product Management
Entrepreneurs -> Leaders ->Managersseeds -> prototypes -> incubation
Process Steering - Heads of innovation
VALUE... we were creating all sorts.Time to deliver.
Part 3 INCUBATING- autumn ‘08
Part 3 INCUBATING- autumn ’08
Or how I learned to love Sales & Marketing
Prototypes to Incubated Products
AnalyticsLIMEPhysics EnginesContent & Services Development...
Sales & Marketing can sell thought leadership and differentiation!
Baskets transformed into sales strategy
Ideas are cheap - give them away and people will give you money to make them
Be Agile in your bandwidth
When times are tough you will have to change roles quickly
Take this time to create a roadmap
The Value of Waiting
Product Management starts to see value
Sketches & Prototypes need the market to catch up
“Market Fit” is the slowest to judge.
Gravity to incremental innovation
Your smart innovative people will be in demand!
Thesis workers -Not just cheap work - Passionate invention!
Open (kind of) Innovation is Important!Partners - Choose partners whose interests align with yours
SUMMARY
Important to sketch & build the process - not copy one
Transfer and record the idea
Market Fit, Technical Feasibility, Consumer Experience& Passion
NABC
Have a structure for the relay race
Where other values than products?
Create & Deliver New Value
References & Inspiration
Bill Buxton - Sketching User Experience Innovation (SRI)Agile Software Development