innovating in the enterprise- the 20 minute business case

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    INNOVATINGIN THE

    ENTERPRISE IIThe 20 MinuteBusiness Case

    COWAN+

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    ALEX COWANAlexanderCowan.com

    @cowanSF

    ABOUT ME

    Entrepreneur (5x)Intrapreneur (1x)

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    ALEX COWANAlexanderCowan.com

    @cowanSF

    ABOUT ME

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    ABOUT ME

    www.alexandercowan.com

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    We ask users for their requirements and then do preciselywhat they ask.

    The result is a frankensteinian; users revolt.

    We need to know what to ask users, how to observe them,how to interpret what they say and do, and then apply ourideas on best practices to deliver something theyll like.

    ORDER TAKING VS. CONSULTING

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    ORDER TAKING VS. CONSULTING

    We needvalues for thisimportantdrop-downmenu. Whatdo you wantthere?

    Well, at mylast six jobswe used

    {x, y, z}, so Iguess lets gowith that.

    X

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    Creating a thoughtful, durable system or product thatusers like is hard.

    We need to better sell the design process and integrate itmore continuously into our solutions.

    BUILDING VS. DESIGNING

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    BUILDING VS. DESIGNING

    Id like tospend moretime with thefolks insupport tounderstandhow they dothings and seewhat ideasthey have

    about howthings shouldwork.

    Lets notmake this ascienceproject. Wereshort on time.Lets just get[done/projectcomplete].

    X

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    We place our faith in the system to solve our problems,but software can only automate and enforce processes.

    We need to pair thoughtful design with appropriatetechnology choices.

    PAPERING PROBLEMS VS. SOLVING THEM

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    PAPERING PROBLEMS VS. SOLVING THEM

    Tell me aboutyour ordermanagementprocess andhow thatsworking foryou.

    We dontexactly haveone. I washoping thatwould comewith thesystem.

    X

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    Plans deliver a sense of certainty, but that certainty isfalse.

    Systems and process redesign is complex andincremental validation is critical.

    Smaller batches with incremental validation are the fastestpath to a good outcome.

    BIG BATCHES VS. ITERATION

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    BIG BATCHES VS. ITERATION

    Heres what Ithink we cando in the nexttwo weeksbased on thepriorities. Thenwe canreview.

    Look, I needa plan for thewholeproject.

    X

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    THE SILVER BULLET?

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    THE PLAYBOOK

    Note: process inventory mostly applicable just on IT projects

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    ALEX COWANAlexanderCowan.com

    @cowanSF

    SKILLS FOR THE FULL ENTERPRISE CONSULTANT

    Specialties

    D E

    S I G N & U X

    S F A

    O R D E R M A N A G E M E N T

    E X

    T E N D E D C R M

    B I L L I N G

    E N

    T E R P R I S E A R C H

    .

    . . .

    D E

    V E L O P M E N T

    . . .

    . . .

    A N A L Y T I C S

    . . .

    . . .

    . . .

    TechnicalLiteracy

    ARCHITECTUREFUNDAMENTALS

    App. & PlatformIntegration

    ROLES &SYSTEMS

    Both Customer &Product Teams

    FoundationConcepts

    LEANDESIGNTHINKINGPROCESS

    DESIGN AGILE

    SOFTWAREFUNDAMENTALS

    Model-View-Controller

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    01 FRAME THE NEED

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    01 WHY FRAME?

    WHY?

    1. Structure.

    2. Linkage to success criteria.3. A drive to explicit, discussable designs.4. Linkage to company business model & strategy.

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    01 HOW DO YOU SELL IT?CLIENTS DONT WANT TOPAY FOR STRATEGY(Or even design in some cases)- feel they already knowwhat they want- believe the software willessentially just work on its own

    WITHOUT IT,SUCCESS IS HARD

    - many stakeholders,much legacy perspective- change is hard, evenwhen its clearly alignedwith a strategic focus

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    01 DEFINE STRATEGY AND LINK IT TO PROJECT

    !"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESAre you sure you know the business?Quickly define it with a clinical positioning statement.

    For (target customer) who (statement of the need or opportunity),the (product name) is a (product category) that (statement of keybenefit that is, compelling reason to buy). Unlike (primarycompetitive alternative), our product (statement of primary

    differentiation).

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    For homeowners who want the control and affordability of doingtheir own home improvement, the Home Depot is a hardwareretailer that offers comprehensive selection at competitive prices.Unlike hiring professionals, our product helps you save money

    and work on your own terms.

    Example: Home Depot

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    Exercise: Create a Positioning StatementFor (target customer) who (statement of the need or opportunity),the (product name) is a (product category) that (statement of keybenefit that is, compelling reason to buy). Unlike (primarycompetitive alternative), our product (statement of primary

    differentiation).

    (5 min.)

    see workbook item: Interview with Exec.Director on Background & Business Model

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESAre you sure you know the business?Quickly define it with a clinical positioning statement.

    For children (k-12) seeking an expressive experience through thearts, the Childrens Theater is a performing arts institute that offersaffordable programming to low-income schools and children.Unlike private institutions, our product offers national quality

    programming with a long track record of success.

    Example: United Childrens Theater

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    !"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    ValuePropositions

    CustomerSegments

    Why do they buy? Who are they?

    Broad SelectionCompetitive PricesConvenience

    Do-it-yourselfersCasual ShoppersContractors

    Example: Home Depot

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    ValuePropositions

    CustomerSegments

    Why do they buy? Who are they?

    ?ChildrenParentsTeachers & Admin.

    Donors

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    ValuePropositions

    CustomerSegments

    Why do they buy? Who are they?

    ChildrenParentsTeachers & Admin.

    Donors

    Quality arts educationUnique peer groupAffordability

    Outsourcing arts functionCultivating arts locallyBetter Ed. for Low-Income Pupils

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESExercise:1. List your prioritizedCustomer Segments

    block and ValuePropositions block2. Map your personas toyour Value Propositions

    This work is licensed undertheCreativeCommons Attribution-ShareAlike3.0 Unported License. To view acopy ofthis license, visithttp://creativecommons.org/licenses/by-sa/3.0/orsend aletterto CreativeCommons, 171 Second Street, Suite300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.

    Activity_1 Activity_2 Activity_3

    Proposition_1Proposition_2Proposition_3

    Persona_1Persona_2Persona_3

    (3 min)

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    Example :UnitedChildrensTheater

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    !"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;

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    AIDA

    OR

    ttentionnterest

    esirection

    nboardingetention

    How do they rstnd out that you,your propositionexist?How do you breakthrough the noiseoor?

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    AIDA

    OR

    ttentionnterest

    esirection

    nboardingetention

    What is it thatengages them withyour proposition?How will youconnect?

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    AIDA

    OR

    ttentionnterest

    esirection

    nboardingetention

    Are you connectingwith an importantproblem scenario?Is your VP better

    enough than thealternative?

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    AIDA

    OR

    ttentionnterest

    esirection

    nboardingetention

    What is absoluteminimum set ofactions required bythe customer tohave you deliver ontheir problem?

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    AIDA

    OR

    ttentionnterest

    esirection

    nboardingetention

    How do theybecome a regular,habitual user? Howwill you know ifthats happening?

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    AIDA

    OR

    ttentionnterest

    esirection

    nboardingetention

    How do youdeepen theirinvolvement?Investment? Howdo you get themtalking about it?

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    01 STORYBOARDING AIDA(OR)

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    01 STORYBOARDING AIDA(OR)

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?

    SAMPLESdedicated personal service (onsite? offsite?)personal servicephone supportweb/email based tickets

    web self-help and forums

    SAMPLES

    CustomerRelationships

    Channels

    SALEShand sales directhand sales indirectretail

    webphonedelivery

    PROMOTIONpersonal directpersonal indirectspecialty media

    televisionradioAdWords + SEO

    SERVICEdirect personalauthorized centerfield contractors

    communityweb

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?

    CustomerRelationships

    Channels

    Home Depotpersonal service

    Home DepotSALESretail(web)

    PROMOTIONmass media:newspapertelevision

    radioAdWords + SEO

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?

    CustomerRelationships

    Channels

    ? ?

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?

    CustomerRelationships

    Channels

    ?Personal ServiceDirect Personal ServiceOnline Community

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?

    CustomerRelationships

    Channels

    ?Personal ServiceDirect Personal ServiceOnline Community

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESHow do they interact? Who interacts?

    CustomerRelationships

    Channels

    SALESDirectLocal Schools

    PROMOTIONParents Auxiliary

    SERVICEParents AuxiliaryFacebook

    Personal ServiceDirect Personal ServiceOnline Community

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESExample:UnitedChildrensTheater

    Exercise :DefineRelationships

    & Channels(6 min )

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    !"#$&'() #$*#+,-$,. /-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;

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    !"#$&'()#$*#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;

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    01 THREE BUSINESS MODEL TYPES

    Infrastructure-DrivenUTILITIES TELECOM COMMODITIES

    Scope-DrivenRETAIL BANKING CORP. LAW

    Product-Driven

    PACKAGED GOODS APP. SOFTWARE MEDIA

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    01 THREE BUSINESS MODEL TYPES

    INFRASTRUCTUREKimberly-Clark: paper pulp

    DuPont: plastics and polymersSCOPEProcter & Gamble: cradle to grave productsBaby Store: everything for babies in one place

    PRODUCTEarthBaby, TinyTots, Honest Company:compostable diapers and service

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    01 THREE BUSINESS MODEL TYPES: IMPLICATIONS

    EXAMPLE AREA INFRASTRUCTURE-DRIVENSCOPE-DRIVEN

    PRODUCT-DRIVEN

    Sales Process:

    Highly standard or exible?

    relatively

    standardized

    relatively exible (ideally Channel

    sells)Pricing & Packaging:Highly standardized orcustomizable?

    relativelystandardized

    relativelycustomizable

    relativelystandardized

    Customer Support:

    How systematic vs.customized?

    relatively

    systematic

    relatively

    customized

    relatively

    systematic

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical?

    (5 min)

    ?Key

    Activities

    KeyResources

    ?

    What assets are strategic?

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical?

    KeyActivities

    KeyResources

    ?Curriculum DevelopmentStudent DevelopmentSchool Programming

    Volunteer DevelopmentDonor Development

    What assets are strategic?

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical?

    (3 min)

    KeyActivities

    KeyResources

    ?Curriculum DevelopmentStudent DevelopmentSchool Programming

    Volunteer DevelopmentDonor Development

    What assets are strategic?

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSESWhats strategically critical? What assets are strategic?

    KeyActivities

    KeyResources

    Curriculum DevelopmentStudent DevelopmentSchool Programming

    Volunteer DevelopmentDonor Development

    Track RecordFacilityDonor Relationships

    CurriculumVolunteer Base

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    01 DEFINE STRATEGY AND LINK IT TO PROCESSES

    Example :United

    ChildrensTheater

    More onthe

    BusinessModel

    Canvas:

    bit.ly/ nicebmc

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    01 DEFINE STRATEGY AND LINK IT TO PROJECT

    Who are the buyers/users

    and why do they buy/use?What is the end-to-endcustomer experience?

    What activities arestrategically important?

    FRAMING FOCUSIf a product, you've framed its

    relevance and success criteria.

    If a process/systemsimprovement, you've framed

    what's important.

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    01 BUSINESS MODEL TO PROCESS INVENTORY

    KeyActivities

    FunctionalProcesses

    Sub-Processes

    PROCESSINVENTORY

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    01 HOW DO YOU FRAME / PROCESS?

    Unit of structure: the atomic rocessIt has an input transformative

    steps

    an output

    and 3 metrics1. process

    2. output3. outcome

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    01 HOW DO YOU FRAME / PROCESS?

    METRICSProcess: How many doorknobs/hour?Output: Portion of awed doorknobs?

    Outcome: Did we validate that customers like the doorknobs?

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    01 HOW DO YOU FRAME / PROCESS?

    VALIDATING PROCESSESNVA: Non-Value Added Time (wasted time) >> ELIMINATEBVA: Business-Value Added Time (paperwork) >> MINIMIZE

    RVA: Real Value-Added Time (work) >> MAXIMIZE

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    01 PROCESS DESIGN & HALLWAY CONVERSATIONS

    Executive Director

    Nice to nally meet youExecutive Director. Cant waitto start. Whats on you A-list?

    Lead qualication! Imtransitioning donordevelopment to a newperson and so its agood time for us toconsolidate andstructure bestpractices.

    Tell me more about whatyoure doing now

    [she does someexplaining]

    So the input is a valid lead andthe output is a qualiedopportunity?

    Yup

    Salesforce Gal

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    01 OUR SIMPLE (BUT FRAMED) PROCESS START

    input output

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    01 OUTPUTS AND CLOSING AN ITERATIONOUTPUT YOULL KNOW YOURE DONE WHEN

    BUSINESS MODEL CANVAS You can condently describe (generally):Who are the customers and why do they buy?What is/are the customer journey(s)?What primary activities are strategically important?

    (After the 1st iteration, just make sure you can connect whatyoure doing back to those items.)

    PROCESS INVENTORY(for process improvement,internal IT, etc.)

    The Key Activities describe all the major jobs youre observing.

    1st Iteration: You can map at least two processes into theworking set of Key Activities. (Youll layer in more processes inthe next step).

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    02 DIAGNOSE USER & BUSINESS PROBLEMS

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    02 INPUTS AND STARTING AN ITERATIONINPUT YOULL USE IT FOR

    BUSINESS MODEL CANVAS Focusing your diagnosis and anchoring it in whats important toenhancing the rms business model.

    PROCESS INVENTORY Structuring your work around the rms Key Activities.

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    02 DIAGNOSING USER NEEDS & PROBLEMS

    The twin anti-poles of design failure

    Doing preciselywhat the user asks

    Assuming you know whatsbest and ignoring the user

    ! " # $ %

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    02 DIAGNOSE WELL OR YOULL DETOUR

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    02 DIAGNOSING

    Find Observe Work ID Map

    Get access to workingreal users.

    Spend most of your timehere, focusing on 1sthand observation ofspecic examples .

    Describe problemscenarios, alternatives

    Map yourdiagnosis to the

    persona and

    problem+processframeworks

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    02 DIAGNOSING

    Find Observe Work ID Map

    Describe problemscenarios, alternatives

    Map yourdiagnosis to the

    persona and

    processframeworks

    Get access to workingreal users.

    Spend most of your timehere, focusing on 1sthand observation ofspecic examples .

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    02 PERSONAS?

    PERSONA

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    02 EXAMPLE ENTERPRISE PERSONAS (LEONID SYS.)

    Ritathe Reseller

    Orsonthe Ofce Mgr.

    Ignatiusthe IT Guy

    Rhondathe Receptionist

    Susan theSmall Bus. Owner

    Keiththe Key System User

    Amythe Assistant

    Simonethe Standard User

    Chuckthe Call Center Agent

    Estebanthe Executive

    Mikukothe Mobile User

    Cindythe Call Center Manager

    Customer Personas (Customers Customer)

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    02 EXAMPLE ENTERPRISE PERSONAS (LEONID SYS.)

    User Personas

    Nietzschethe Network Eng.

    Paolathe Provisioner

    Sidneythe Sys. Admin.

    Percival theProduct Manager

    Sventhe Salesperson

    Anthonythe Applications Eng.

    Itzhakthe IT Developer

    Frankthe Field Eng.

    Samthe Support Eng.

    Saulthe Site Developer

    Fritzthe Field Eng. Manager

    Brucethe Business Owner

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    02 DIAGNOSING PERSONASTHINKS

    What is their point of view on your area of interest?What do they like, dislike about it?Whats the difference in their view between how it is and how it should be?

    SEES What inuences and informs them about your area of interest?Where do they get that? Peers? Media?

    FEELS What are the underlying emotional drivers in the area?How does that inuence what they do and their interest in alternatives?DOES When you observe them, what do they actually do?

    (photos help): )

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    02 DIAGNOSING PERSONASTHINKS

    What is their point of view on your area of interest?What do they like, dislike about it?Whats the difference in their view between how it is and how it should be?

    SEES What inuences and informs them about your area of interest?Where do they get that? Peers? Media?

    FEELS What are the underlying emotional drivers in the area?How does that inuence what they do and their interest in alternatives?DOES When you observe them, what do they actually do?

    (photos help): )Exercise: Draft Think-See-Feel-Do for apersona in a project you did.

    (5 min)

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    DO EARLY, OFTENTheyre never 100% right. Thewin is to make them your go-totool for thinking about users.

    FREQUENCY ! RELEVANCE

    THINK-SEE-FEEL-DOKeep things focused andrelevant with think-see-feel-do.

    T-S-F-D

    SEGMENT BY ROLEOrganizing around roles helpsavoid confusion if some userswear multiple hats.

    ROLES

    ALEX COWANAlexanderCowan.com

    @cowanSF

    02 THREE TIPS ON CREATING ENT. PERSONAS

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    02 PERSONAS? PROBLEM SCENARIOS?

    PROBLEMSCENARIO

    ALTERNATIVES

    YOUR VALUE

    PROPOSITIONS

    X

    ?

    !

    What are the fundamentalobs that need doing?

    How is the user doing thosetoday? How is that working?

    What are we implenting

    PERSONA

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    Whats on your A-list right nowin Donor Development?

    Im spending a lot oftime with our newDevelopment Manager,showing her whatsworked in with donors

    in the past and whereto focus month tomonth based on whatwe have going on andour objectives.

    Salesforce Gal Executive Director

    How are you tracking all that? Just a spreadsheet onour shared drive.

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    Key Activity: Donor Development

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    Anything else on DonorDevelopment? What else hasto get done in the process?

    Well, we want torecognize thedonations, let themknow our appreciation.With the new folks and

    scaling, we sometimesdrop the ball on that,which we just have gotto x.

    Salesforce Gal Executive Director

    What do you typically do forrecognition?

    Minimum, we send anemail. For the really big

    ones, I send a hand-written note.

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Consistentlyrecognizing donors (forlonger term relationshipdevelopment)

    Manual process with nochecks, tracking orautomation

    Key Activity: Customer Creation

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    What else on DonorDevelopment?

    Its not easy to getwhat I need to managethe business, shortterm and long term.Short term, I need to

    where were atquarterly.

    Long term, I have myideas but Id like abetter picture of whereour donations have

    come from and how weapproached thosedonors.

    Salesforce Gal Executive Director

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Reducing the overheadrequired to obtainreliable visibility onsales progress towardsquarterly goals

    Manual reportingprocess via Excel(periodically updated)

    Maintaining perspectiveon historical relationshipbetween activities anddonor segments

    Manually review variousExcel reporting byperiod

    Key Activity: Customer Creation

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    02 DIAGNOSING

    Find Observe Work ID Map

    Start with Key Activities(then any childprocesses).Ask Who owns this?Get access to workinglevel users (vs. justmanagement).

    Spend most of your timehere, focusing on 1sthand observation ofspecic examples .Start with processowners, then get withother responsible users.

    Describe problemscenarios, alternatives

    Map yourdiagnosis to the

    persona and

    processframeworks

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    02 SALESFORCE GAL DIAGNOSES WITH DON

    Thanks for taking the time.Can you tell me about how youqualify leads?

    Sure. Pretty much I [general answer]

    Could you walk me through a

    recent example?

    You bet [more of the

    specics SFG needed]So, rst you qualify on whetherthe donor funds the arts, fundslocal education, and thenwhether they have current yearfunds?

    Yup

    Salesforce Gal Don in Development

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    02 SF GAL DIAGNOSES LEAD QUAL. PROCESS

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    02 SALESFORCE GAL DIAGNOSES WITH DON

    Then what happens? If theyre a possible tbut not this year or notuntil were doingsomething in particular,I mark them as not

    qualied yet but makea note to myself to callthem back.

    If theyre not for us, Imark them dead.

    If they look good I putthem on my priority list.

    Salesforce Gal Don in Development

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    02 SALESFORCE GAL DIAGNOSES WITH DON

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    02 SALESFORCE GAL DIAGNOSES WITH DON

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    Anything else on DonorDevelopment? What else hasto get done in the process?

    Well, we want torecognize thedonations, let themknow our appreciation.With the new folks and

    scaling, we sometimesdrop the ball on that,which we just have gotto x.

    Salesforce Gal Executive Director

    What do you typically do forrecognition?

    Minimum, we send anemail. For the really big

    ones, I send a hand-written note.

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

    Anything else on DonorDevelopment? What else hasto get done in the process?

    Well, we want torecognize thedonations, let themknow our appreciation.With the new folks and

    scaling, we sometimesdrop the ball on that,which we just have gotto x.

    Salesforce Gal Executive Director

    What do you typically do forrecognition?

    Minimum, we send anemail. For the really big

    ones, I send a hand-written note.

    (10 min)see workbook item: Interview with Exec.Director on Donor Recognition

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

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    02 SALESFORCE GAL DIAGNOSES WITH THE ED

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    03 PROPOSE SOLUTIONS

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    03 INPUTS AND STARTING AN ITERATIONINPUT YOULL USE IT FOR

    PERSONAS BY USER ROLEPERSONAS BY CUSTOMERROLE

    Establishing how your implementation will benet the business.

    Organizing your validation criteria for denitive testing.

    PROBLEM SCENARIOS +

    ALTERNATIVES

    (same as above)

    SOLUTION DEFINITIONS Dene your solution in terms that are discussable, actionable,and testable via specic experimentation and related metrics.

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    03 THE PROBLEM OF PROPOSING

    ?

    Propose

    AgreeDeliver

    Its tricky.

    We all have tograpple with theright recipe.

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    03 THE PROBLEM OF PROPOSING

    a. Propose problems + propositionsb. Propose a testable solutionc. Propose small batchesd. Propose accountable reporting

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    Get agreement (or acceptance)on definition and priority

    Provide context for where you

    see the best wins

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    StrategicFraming

    ProblemScenario +Alternative +Your Ideas onPropositions

    Ranking Wins?ReductionAutomationConsolidationVisibility

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    ?

    Key Activity: Donor Development

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation of

    follow-ups and relatednotices to help prioritizework

    Key Activity: Donor Development

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Consistentlyrecognizing donors (forlonger term relationshipdevelopment)

    Manual process with nochecks, tracking orautomation

    ?

    Key Activity: Donor Development

    (3 min)

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Consistentlyrecognizing donors (forlonger term relationshipdevelopment)

    Manual process with nochecks, tracking orautomation

    The Salesforceimplementation willautomate recognitionand track it for account& sales management.

    Key Activity: Donor Development

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    03 PROPOSING TESTABLE SOLUTIONS

    6.a PIVOT

    experimentsdisprovehypothesis

    01 IDEA!

    02 HYPOTHESIS

    03 EXPERIMENTAL DESIGN

    04 EXPERIMENTATION

    05 PIVOT OR PERSEVERE?

    6.b PERSEVERE

    experimentsprove hypothesis

    Formulate from problem scenario-alternatives-value proposition trios

    Organize against valuepropositions

    Progressive testingwith users

    Change approach or scale

    up? (The quicker you get tothis point the easier it is to

    make changes.)

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    03 PROPOSING TESTABLE SOLUTIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework

    0 Day : ?

    Key Activity: Donor Development

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    03 PROPOSING TESTABLE SOLUTIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework

    0 Day : DM inputs last 5prospects; they go intoelds as designedwithout additionalsupport or questions

    30 Day : ?

    Key Activity: Donor Development

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    03 PROPOSING TESTABLE SOLUTIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework

    0 Day : DM inputs last 5prospects; they go intoelds as designedwithout additionalsupport or questions

    30 Day : logins on atleast 18 working days

    90 Day : ?

    Key Activity: Donor Development

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    03 PROPOSING TESTABLE SOLUTIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation offollow-ups and relatednotices to help prioritizework

    90 Day : Denitiveresults on salesexecution againststrategic market plan+ Result: 80% newgrowth is in Accountstypes in targetsegments- Result: Most growth isnot in target segmentsand the underlyingreason can be identiedin Opportunity post-mortems

    Key Activity: Donor Development

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Consistentlyrecognizing donors (forlonger term relationship

    development)

    Manual process with nochecks, tracking orautomation

    The Salesforceimplementation willautomate recognition

    and track it for account& sales management. ?

    Key Activity: Donor Development

    (4 min)

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    03 PROPOSING PROBLEMS + PROPOSITIONS

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Consistentlyrecognizing donors (forlonger term relationship

    development)

    Manual process with nochecks, tracking orautomation

    The Salesforceimplementation willautomate recognition

    and track it for account& sales management.

    0 Day: DM inputssample opportunities(with test addresses);

    the recognitioncorrespondence postsas expected

    30 Day: ClosedOpportunities arereceiving recognition as

    expected and this isvisible

    Key Activity: Donor Development

    (10 min)

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    03 PROPOSE SMALL BATCHES

    Stay accountable, butin tighter loops.Frame projects around appropriatelydefined success criteria (strategic &directional).

    Avoid the false certainty of the

    gantt chart.

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    03 PROPOSE ACCOUNTABLE REPORTING

    What did we accomplish this week?What will we accomplish next week?What obstacles are impeding ourprogress?

    Highlight dependencies on internal/client resources.If you need them, say so. Managers hate surprises.

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    03 PROPOSE ACCOUNTABLE REPORTING

    What did we accomplish this week?What will we accomplish next week?What obstacles are impeding ourprogress?

    Highlight dependencies on internal/client resources.If you need them, say so. Managers hate surprises.

    Exercise :Draft aStandup forYour Project(5 min )

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    03 OUTPUTS AND CLOSING AN ITERATION

    OUTPUT YOULL KNOW YOURE DONE WHEN

    PROPOSITIONS (FRAMEDAGAINST PROBLEMSCENARIOS)

    Youre condent about the incremental value of the deployment.

    You have a sense of where the best wins reside.

    VALIDATION CRITERIA You can visualize yourself presenting a denitive set of results.

    SOLUTION DEFINITIONS Youre ready to start writing user stories for implementation.

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    04 EXECUTE SOLUTIONS

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    04 EXECUTE SOLUTIONS

    Agile user storiesremain some ofthe best inputs.

    PERSONASPROBLEM SCENARIOS

    STORIES

    Epic Stories

    Stories

    Test Cases

    As a [persona],I want to [do something]so that I can [derive a benet]

    Bind them to yoursolution proposition.

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    04 A SUMMARY OF THE DELIVERABLES SO FAR

    !

    THINK SEE

    FEEL DO

    PERSONAS

    Who?

    X

    PROBLEMSCENARIOS &ALTERNATIVES

    What?

    PROPOSITIONS& ASSUMPTIONS

    What if?

    !

    USERSTORIES &EARLYEXECUTIONS

    How?Scale?

    Revise?

    PRODUCT &PROMOTION

    /

    VALIDATIONTESTING

    Show me?

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    04 A SUMMARY OF THE DELIVERABLES SO FAR

    PRODUCT &PROMOTION

    /

    Did theimplementationdeliver on the story?

    !

    THINK SEE

    FEEL DO

    PERSONAS

    Do weunderstand thisuser? What theydo and why?

    PROPOSITIONS& ASSUMPTIONS

    !

    Did we makethings better?

    X

    PROBLEMSCENARIOS &ALTERNATIVES

    How does theirwork link to theKey Activities?What is it?Hows it going?

    USERSTORIES &EARLYEXECUTIONS

    VALIDATIONTESTING

    How did theuser react?

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    04 SALESFORCE GAL DIAGNOSES A STORY

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    04 SALESFORCE GAL DIAGNOSES A STORY

    STORY TEST

    As a donor manager, I want to recordthe Lead qualications so myself orsomeone else can readily follow up

    with them on relevant next steps.

    Make sure its possible to qualify and record their charter.?: Should this be a simple yes/no on arts & k-12? If so, in aggregate or separately??: Notion- would it be useful to record the URL if its online?

    ?: Place to make notes? If so, just one for general, or some kind of prompt or relationship to other items??: Whats in the DMs notes for a typical qualication?

    Make sure its possible to qualify current year funds.?: What else is relevant here? Qualify when their new fund year/scal year starts? Size of typical donation?

    As a donor manager, I want to record the prospects qualications so Iunderstand if and how I should progress with them.

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    04 SALESFORCE GAL DIAGNOSES A STORY

    (5 min)

    Exercise:Write an epic

    and relatedstories aroundthe completion

    of personal

    donorrecognition.

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    04 SALESFORCE GAL DIAGNOSES A STORY

    STORY TEST

    As the ED, I want to quickly Make sure the donors name and address (email and/or street address) is clearly visible understand the donor and theircontribution so I can follow up

    Make sure the donors relationship to United Childrens Theater is clearly visible, including: parent, parent of alumni,alumni, performer, audience member

    research. Make sure any past donations are visible

    ?: Can we review a sample of past letters to see what other details might be pertinent?

    As the ED, I want to record when and If the follow-up is written, make sure theres an easy way to attach it and association it to the donor and donation

    that in the future and anyone whosdealing with the donor can easily seethis for account visibility.

    If the follow up is an email, make sure its logged in the same fashion

    As the ED, I want to optionally includevouchers to a future show so weencourage continued involvement andrelationship development.

    Make sure the vouchers are recorded and easily redeemable

    As the executive director, I want to follow up a donation with a personalizedresponse so we show our appreciation and develop the relationship.

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    04 A LITTLE MORE ON STORIES

    User stories are NOT specifications or requirements.If you have questions attached to your stories- GOOD!

    Find the right people for discussions

    about stories and use those to focusthe implementation

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    04 OUTPUTS AND CLOSING AN ITERATION

    OUTPUT YOULL KNOW YOURE DONE WHEN

    USER STORIES You know what to implement and how to validate it with users.

    WORKING IMPLEMENTATIONS Users can get through at least the 0 Day validation criteria.

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    05 TEST SOLUTIONS

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    05 OUTPUTS AND CLOSING AN ITERATIONOUTPUT YOULL USE IT FOR

    VALIDATION CRITERIA Establishing success criteria for your testing.

    USER STORIES Organizing your the details of your testing.

    WORKING IMPLEMENTATIONS Having something to test with users.

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    05 VALIDATE SOLUTIONS

    Detailed

    observationsof a few users

    Aggregate

    results frommore usersFrequent tweaks

    are easier

    Dont waste time trying

    to achieve statisticallyvalid results

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    05 LOG KEY USABILITY QUESTIONS AS YOU GO

    brand lattice UI:

    Drag and drop isnt yet in common use.Would users get it?

    Noted as key assumption and became earlyfocal item in user test

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    05 ITERATING BASED ON TEST RESULTS70% of usersdidnt get thedrag and dropin this version

    This change inthe annotationwas enough sothey got it

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    ALEX COWANAlexanderCowan.com

    @cowanSF

    05 VALIDATING AGAINST FUNDAMENTALS

    ProtDrivers

    RevenueDrivers

    Tighter Proposition (website, pres., etc.)

    Finite Cost

    Finite Deliverables

    Increased Use of Channels

    Ease of Entry

    Easy to See What's on MenuUpsell

    Intellectual Property Multipliers

    Tighter Talent Denition

    Simpler Training, Eval., Promotion

    Cost of DeliveryCostDrivers

    Less Consultative Selling

    Simplied ContractingCost of Sales

    Standard Project Management

    Comparable Post Mortems

    EngagementManagement

    (example: product-driven consulting)

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    05 DEFINE STRATEGY AND LINK IT TO PROCESSES

    0 Day: Usability relative to problemscenarios30 Day: Early customer relevance

    90 Day: Performance on problemscenarios and engines of growthThis work is licensed underthe CreativeCommons Attribution-ShareAlike3.0 Unported License. To view a copy ofthis license, visithttp://creativecommons.org/licenses/by-sa/3.0/orsend aletterto CreativeCommons, 171 Second Street, Suite300, San Francisco, California, 94105, USA.Thetemplates herearemadeavailableon thesameCC licenseterms as theoriginalcanvas.O ! eringCustomers

    Infrastructure

    Cost_1Cost_2Cost_3

    Partner_1Partner_2Partner_3

    Activity_1 Activity_2 Activity_3

    Resource_1Resource_2Resource_3

    Revenue_1Revenue_2Revenue_3

    Relationship_1Relationship_2Relationship_3

    Channel_1Channel_2Channel_3

    Proposition_1Proposition_2Proposition_3

    Persona_1Persona_2Persona_3 REVENUE DRIVERS

    0 Day: Usability relative to process design30 Day: Still using it?90 Day: Performance relative to process design metrics

    COST DRIVERS

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    05 TESTING YOUR SOLUTIONS- COST DRIVERS

    0 Day 30 Day ID

    DOES IT WORK?Deep testing on realdata with a verysmall set of users.

    90 Day

    DOES IT STICK?Post deploy, areusers engaged atexpected levels? Ifnot, why not?

    DID IT MATTER?Is it delivering on thetarget propositions?

    If not, why not?

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    05 EXAMPLE TESTS- IT/COST

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation of

    follow-ups and relatednotices to help prioritizework

    0 Day : DM inputs last 5prospects; they go intoelds as designedwithout additionalsupport or questions

    30 Day : logins on atleast 18 working days

    90 Day : ?

    Key Activity: Donor Development

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    05 EXAMPLE TESTS- IT/COST

    PROBLEM SCENARIO CURRENTALTERNATIVE VALUE PROPOSITIONVALIDATION

    CRITERIA

    Implementing learnedbest practices onaccount developmenttasks & keeping thosealigned with corporateobjectives

    Self-generatedspreadsheet for accounttracking on shared drive

    The Salesforceimplementation will helpwith best practice salesand time managementwith structure andautomation aroundtasks like-* lead scoring toprioritize calls* simple creation of

    follow-ups and relatednotices to help prioritizework

    90 Day : Denitiveresults on salesexecution againststrategic market plan+ Result: 80% newgrowth is in Accountstypes in targetsegments- Result: Most growth isnot in target segments

    and the underlyingreason can be identiedin Opportunity post-mortems

    Key Activity: Donor Development

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    05 EXAMPLE TESTS- PRODUCT/REVENUE

    PRODUCT RELEVANCE

    PROMOTION

    see Venture Design!

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    05 EXAMPLE TESTS- PRODUCT RELEVANCE

    !

    THINK SEE

    FEEL DO

    PERSONAS

    Who?

    X

    PROBLEMSCENARIOS &ALTERNATIVES

    What?

    PROPOSITIONS& ASSUMPTIONS

    What if?

    !

    USERSTORIES &EARLYEXECUTIONS

    How?Scale?

    Revise?

    PRODUCT &PROMOTION

    /

    VALIDATIONTESTING

    Show me?

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    05 EXAMPLE TESTS- PRODUCT/REVENUE

    PRODUCT RELEVANCE

    PROMOTION

    see Venture Design!

    Engine of Growth? - Paid: How do sales and marketing investments perform throughthe funnel? What is acquisition cost vs. lifetime value (LTV?) - Sticky: Rate and quantity of repeat usage?

    - Viral: Rate of sharing (social media, email, discount codes, etc.).

    Dispositions of viral coefcient.

    source on Engines of Growth: Lean Startup

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    05 OUTPUTS AND CLOSING AN ITERATIONOUTPUT YOULL KNOW YOURE DONE WHEN

    TESTED SOLUTIONS You know whether youre solution is ready for the next level ofvalidation (30 day vs. 90 day, etc.)

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    06 PACKAGE SOLUTIONS

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    MEASUREMENT AND THE BUSINESS CASE

    You can guess the temperaturetomorrow and be pretty close.

    But out to three signicant digits?

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    ALEX COWANAlexanderCowan.com

    @cowanSF

    MEASUREMENT AND THE BUSINESS CASE

    ProtDrivers

    RevenueDrivers

    Tighter Proposition (website, pres., etc.)

    Finite Cost

    Finite Deliverables

    Increased Use of Channels

    Ease of Entry

    Easy to See What's on MenuUpsell

    Intellectual Property Multipliers

    Tighter Talent Denition

    Simpler Training, Eval., Promotion

    Cost of DeliveryCostDrivers

    Less Consultative Selling

    Simplied ContractingCost of Sales

    Standard Project Management

    Comparable Post Mortems

    EngagementManagement

    (example: product-driven consulting)

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