solving the right problem: day 1 of 2 day venture design intensive

7/26/2019 Solving the Right Problem: Day 1 of 2 Day Venture Design Intensive

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VENTURE DESIGN INTENSIVE (2 DSOLVING THE RIGHT PROBLEM

Alex Cowan


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OUR STARTING POINT

Source: Rhys Davenport via Wikimedia Commons


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THE PRACTICE OF DESIGN THINKINGFinding the Right

PROBLEMFinding the Right

SOLUTION

time

a l t

e r n a

t i v e s

divergence convergence divergence convergence

source: adapted from The Design of Everyday Things

User Stories

PersonasProblems

Alternatives

FieldDiscovery

Value Propositions &Assumptions

ProductHypothesis

Software

Prototypes

Experiments on Motivation


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THE VENTURE DESIGN PROCESS

S C A L

E ?

P I V O T ?

PRODUCT &PROMOTION

USER STORIES& PROTOTYPES

CUSTOMERDISCOVERY &EXPERIMENTS

VALUEPROPOSITIONS &

ASSUMPTIONS

S H

O W

M E

?

W H A T

I F ?

WHO?PERSONAS

W H A T ?

PROBLEMSCENARIOS &

ALTERNATIVES


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OUR TARGET AGENDA & OUR DELIVERABLES

0

PositioningStatement

& Sketches

CrashCourseAgenda

Deliverables

Solving theRight Problem

Execution +Field Work

Building theRight Solution

PersonasProblems

PropositionsExperiments

ExpansionPeer Review

InstructorReview

User StoriesPatterns

MockupsUser Tests

1 2 3


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DAY 1

1

PART 1Workshop Session

PART 2Working Session: HomeworkAsynch Peer + Instructor ReviewOfce Hours


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DAY 2

PART 1Working Session: HomeworkAsynch Peer + Instructor ReviewOfce Hours2


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DAY 3

PART 1Workshop SessionPART 2Working Session: HomeworkAsynch Peer + Instructor ReviewOfce Hours

3


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S C A L

E ?

P I V O T ?

PRODUCT &PROMOTION

USER STORIES& PROTOTYPES


VALUEPROPOSITIONS &

ASSUMPTIONS

S H

O W

M E

?

W H A T

I F ?

WHO?PERSONAS

W H A T ?

PROBLEMSCENARIOS &

ALTERNATIVES


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Do we understand

this person? Whatmakes them tick?

WHO?PERSONASPROBLEM

SCENARIOS &ALTERNATIVES


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THE PRACTICE OF DESIGN THINKING- FOUNDATIONS

Empathy Creativity


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Entry1

Urinate as they go2

Edges preferred3

Speedy4

PB > cheese5

Empathy


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1

2

3

4

5

Check & Repair

UV Validation

Relevant Placement

A Better Mouse Trap

Powered by Better Bait

Creativity


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HOW TO DO THIS?

NEWPERSONA?

INVESTDAY IN THE

LIFE?

WORKING?DRAFTPERSONA

DRAFTINTERVIEW

GUIDE

DRAFT DAYIN THE LIFEQUESTIONS

EDIT & SCRUBPER RESEARCH

PROTOCOL

ACQUIREPHOTOS

INTERVIEW REVISE TEST

PERSONAQUESTION

PERSONAANSWER

01 1002 03 05 07 09

04 06 08

Y

Y

N N

Y


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EXERCISE- PERSONA CREATION

Mary the Working Mom

Susan the Stay-at-Home Mom

Douglas the Dad

Nathan the Nanny

Ivan the Infant

List at least 3 personas

(4 min)

use 1 index card/ persona


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PERSONAS- THINK SEE FEEL DO


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PERSONAS- THINKS?

Thinks: (The cognitive part. Often: the tension between how theyd ideally like things to be and how they are now.)

Sees

Feels

Does


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EXAMPLE- ENABLE QUIZ & HELEN THE HR MANAGER


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Thinks:Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development issomething theyve identied that they want to do better, but the functional managers arent engaged enough to get the whole thing started.

Sees

Feels

Does

Example: Helen the HR Manager


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EXERCISE- DISCOVERING WHAT THEY THINKQuestion Form Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]? - Tell me about being an HR manager?- What do you most, least like about the job?- What are the hardest, easiest parts of the job?- Ive heard [x]- does that apply to you?

Tell me about [your area of interest]? - Do you do screen new candidates? If not, who?- Can you tell me about the last time? What was the trigger?- Who else was involved? What was it like?

Tell me your thoughts about [area]? - How should it ideally be done?- How is it actually done? Why?

Draft discovery questionsin the areas above(If complete, convergewith your group)

(7 min)


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Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development issomething theyve identied that they want to do better, but the functional managers arent engaged enough to get the whole thing started.

Sees

Feels

Does

Draft the Think portion for your top persona (If done, converge with your group.)

(4 min)



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PERSONAS- SEES?


Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Feels

Does


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Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development issomething theyve identied that they want to do better, but the functional managers arent engaged enough to get the whole thingstarted.

Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees thatonline learning has rocketed forward in the last few years. If someone wants to learn a specic skill, theres a number of highquality options online, many of them free. They just need a way to help employees organize select into these courses.

Feels

Does



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EXERCISE- DISCOVERING WHAT THEY SEEQuestion Form Examples Questions (Enable Quiz)




What do you see in [area]? Where do you learn whats new? What others do? Who do you think is doing it right?How did you make your last decision?


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Feels

Does

Draft the See portion for your top persona. (If done, converge with your group.)Example: Helen the HR Manager


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EXERCISE: CREATE AN ADWORD AD: SEE ANGLE

1. Select keywords (put in Notes section)

2. Draft ad copyHow does the draft follow from your personas?Are you speaking in the language your customers use?Are you connecting with the SEE in your Think-See-Feel-Do?

(NO RULE AGAINST UPDATING YOUR PERSONA WHILE YOU DO THIS!)

Create at least one Google AdWords ad on the paper template- specificallyusing the see angle on your persona


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PERSONAS- FEELS?



Feel: (The emotional driver. What are the predominant emotions around the relevant activity? What is the emotional outcome of the actions they take around the activity?)

Does


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Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Itsincredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included infunctional skills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do awhole lot in this area.

Does



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EXERCISE- DISCOVERING WHAT THEY FEELQuestion Form Examples Questions (Enable Quiz)




What do you see in [area]?Where do you learn whats new? What others do?Who do you think is doing it right?How did you make your last decision?

How do you feel about [area]?Tell me about the last time? What motivates you? What parts of it are most rewarding? Why? What would it be like in your perfect world?


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Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Itsincredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included infunctional skills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do awhole lot in this area.

Does

Draft the Feel portion for your top persona. (If done, converge with your group.)Example: Helen the HR Manager


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EXERCISE: CREATE AN ADWORD AD: FEEL ANGLE


2. Draft ad copyHow does the draft follow from your personas?Are you speaking in the language your customers use?Are you connecting with the FEEL in your Think-See-Feel-Do?

(NO RULE AGAINST UPDATING YOUR PERSONA WHILE YOU DO THIS!)

Create at least one Google AdWords ad on the paper template- specificallyusing the feel angle on your persona


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PERSONAS- FEELS?



Feel: (The emotional driver. What are the predominant emotions around the relevant activity? What is the emotional outcome of theactions they take around the activity?)

Do:The actuals. As applicable: What triggers? How often? For how long? How much money?


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Sees : Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees thatonline learning has rocketed forward in the last few years. If someone wants to learn a specic skill, theres a number of highquality options online, many of them free. They just need a way to help employees organize select into these courses.

Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Itsincredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functionalskills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do a whole lot in this area.

Does: Helens relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in and talk about it. If

she likes it, shell bring it to the functional managers, who are usually the ultimate decision makers since without their support shecant get the system online and working. Post-sale, Helen will help keep the program organized, moving, and otherwise on thefunctional managers radar. All this is predicated on Helen being equipped with the right messages, facts, and best practices tomake the purchase and use of Enable Quiz effective.



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EXERCISE- DISCOVERING WHAT THEY DOQuestion Form Examples Questions (Enable Quiz)




What do you see in [area]?Where do you learn whats new? What others do?Who do you think is doing it right?How did you make your last decision?

How do you feel about [area]?Tell me about the last time?What motivates you? What parts of it are most rewarding? Why?What would it be like in your perfect world?

What do you do in [area]? How many new openings/quarter?How many interviews/position?


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Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Itsincredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functionalskills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do a whole lot in this area.

Does: Helens relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in and talk about it. Ifshe likes it, shell bring it to the functional managers, who are usually the ultimate decision makers since without their supportshe cant get the system online and working. Post-sale, Helen will help keep the program organized, moving, and otherwise on the functional managers radar. All this is predicated on Helen being equipped with the right messages, facts, and best practices to make the purchase and use of Enable Quiz effective.

Draft the Do portion for your top persona. (If done, converge with your group.)Example: Helen the HR Manager


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Do we understand this person? Whatmakes them tick?

WHO?PERSONASPROBLEM



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PERSONAS & PROBLEM SCENARIOS


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XPROBLEM SCENARIO


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XWhat job(s) are you doing for thecustomer?What existing need or behaviorare you fullling?

PROBLEM SCENARIO


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X

?

PROBLEM SCENARIO

ALTERNATIVE(S)


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X

?If they currently usespreadsheets, watch them use it

and get a copy of it.If they currently put notes on the familyfridge, ask about it, photograph it.

PROBLEM SCENARIO

ALTERNATIVE(S)


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XIts hard for the HR manager to send good notes oncandidates to the functional manager.(Too Detailed, A Feature vs. a Product/Venture)

Hiring technical talent is difcult.(Too Broad, Abstract)

Screening technical talent is difcult.(Probably About Right)


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X

?

PROBLEM SCENARIO

ALTERNATIVE(S)


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ALTERNATIVE(S)?

PROBLEM SCENARIOXProblem: Helen doesn't have a software

engineering background, so it's hard for her toscreen engineering candidates. She ends upsending the functional manager too manyunqualied candidates. .

Alternative: She calls references and mostly endsup taking their word for it.

Brainstorm Problem Scenario+Alternative Pairs.


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CAN YOUR PERSONA DO THIS?

CaptureAttentionvia Google

AdWord

Secure theinfamousclick through

Engage Interest,Desire onlanding page

Action,onboarding,retention


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CREATING AN ADWORD AD


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EXERCISE: CREATE AN ADWORD AD: PROBLEM SCENARIO

1. Draft Problem Scenario + Alternative Pairs2. Select keywords (put in Notes section)3. Draft ad copy

How does the draft follow from your problem scenarios?Are you speaking in the language your customers use?(Feel free to iterate on each as you go)

Create at least one Google AdWords ad on the paper template- specificallyusing the your top problem scenarios (and alternatives as you see fit)

(10 min)

Problem: Helen doesn't have a software

engineering background, so it's hard for her toscreen engineering candidates. She ends upsending the functional manager too manyunqualied candidates. .

Alternative: She calls references and mostly endsup taking their word for it.


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XPROBLEM SCENARIO

?ALTERNATIVE(S)

YOUR VALUE PROPOSITIONS !


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XPROBLEM SCENARIO

?ALTERNATIVE(S)

YOUR VALUE PROPOSITIONS !Are they better enough than thealternative(s)?


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ALTERNATIVE(S)?

PROBLEM SCENARIOXProblem: Helen doesn't have a softwareengineering background, so it's hard for her toscreen engineering candidates. She ends upsending the functional manager too manyunqualied candidates. .Alternative: She calls references and mostly endsup taking their word for it.Value Proposition: New ability for meaningfulscreening of technical candidates, increasing % of

successful hires and lowering Frank the FunctionalManager's workload on recruiting.

EXAMPLE: ENABLE QUIZ

YOUR VALUEPROPOSITIONS!


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EXERCISE: CREATE AN ADWORD AD: VALUE PROPOSITION


2. Draft ad copyHow does the draft follow from your problem scenarios?Are you speaking in the language your customers use?Are you connecting with the problem scenarios you identied?

Create at least one Google AdWords ad on the paper template- specificallyusing the think angle on your persona

(5 min)


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AND NOW THE PRODUCT HYPOTHESIS

X

?

!

and they have a certainPROBLEMS(S)

where theyre currently using certainALTERNATIVE(S)

and I have a VALUE PROPOSITION

thats better enough than the alternatives to cause the persona to act (purchase,use, etc.).

A certain PERSONA exists


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FINDING SUBJECTS

Source: West Midlands Police via Wikimedia Commons


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THE SUBJECT ACQUISITION FUNNEL

Subjects you contact

Subjectsthat respond

Subjects thatshow up


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APPROACHING SUBJECTS


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CHOICE OF VENUE

In-PersonIn Situ

Video Call Voice CallIn-PersonEx Situ


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TODAY: STORYBOARDS!

source: Fred Moore & Disney Pictures


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STORYBOARDING: EXAMPLE


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STORYBOARDING: EXAMPLE


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THE BEFORE & AFTER STORYBOARD

What?

Why?

When?

A comparison of the customers life withand without your proposition.

To make sure you really get it; or, at least, that you are pushing yourself to get it.

When you want to make sure you have aactionable understanding of the problemyoure going to solve.


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PERSONA Helen the HR Manager Frank the Functional Manager

PROBLEMSCENARIOS

Its hard for me to screen on technical skill sets and I end upsending Frank unqualied recruits.

I have limited time and I dont want to be ajerk. Its hard to screen for all the relevant technical skill sets.

ALTERNATIVE(S)- Call references- Take their word for it- A few probing questions- Take their word for it

VALUEPROPOSITIONS

New ability for meaningful screeningof technical candidates, increasing %of successful hires and loweringFranks workload on recruiting.

Less time doing interviews, and better hiressooner.

ENABLE QUIZ: PROBLEM SCENARIOS


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TRIGGER ACTION REWARDHow does the problem scenarioinitiate? How is the alternative executed? How is the persona gratied?

SKETCHING YOUR NARRATIVE

source: adapted from Nir Eyals Hook Framework


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TRIGGER ACTION REWARDThe company creates a newposition that needs lling. Frank writes a job description.

Helen sources candidates.

Helen screens candidates andsends them to Frank. a lot of candidates to screen

Frank interviews candidates. a lot of candidates to interview

Frank & Helen make a nalcandidate selection. Thecandidates starts.

too many (mutually) bad outcomes

SKETCHING YOUR NARRATIVE- BEFORE SCENARIO



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STORYBOARDING THE BEFORE SCENARIOBEFORE


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TRIGGER ACTION REWARDThe company creates a newposition that needs lling. Frank writes a job description.

Helen & Frank create a quiz for theposition.

Helen sources candidates.

Helen screens candidates andsends them to Frank.

fewer candidates to screen;simpler, better screening

Frank interviews candidates. fewer candidates to interview

Frank & Helen decide & thecandidate starts. better outcomes

SKETCHING YOUR NARRATIVE- AFTER SCENARIO



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STORYBOARDING THE BEFORE SCENARIOBEFORE

AFTER


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EXERCISE: STORYBOARDING THE BEFORE SCENARIOBEFORE

AFTER

Using the squares,create a before andthen afterstoryboard- 3panels each

(10 min)


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EXERCISE: STORYBOARDING THE BEFORE SCENARIO

(5 min/each)

As Presenter As Audience1) Who is/are the persona(s)? What do theycare about?

2) Trigger, action, reward (before? after?) ?3) Why the alternative?4) Whats compelling about the value prop.?

- Focus on the process; avoid editorial- Ask a lot of questions- Think about it like an investor


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AIDAOR

(5 min/each)

AttentionInterestDesireActionOnboardingRetention

How do they rst ndout that you, yourproposition exist?How do you break through the noiseoor?


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AIDAOR

(5 min/each)


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


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AIDAOR

(5 min/each)


Are you connectingwith an importantproblem scenario?Is your VP better

enough than thealternative?


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AIDAOR

(5 min/each)


What is absoluteminimum set ofactions required by the customer tohave you deliver on their problem?


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AIDAOR

(5 min/each)


How do they

become a regular,habitual user? Howwill you know if thats happening?


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AIDAOR

(5 min/each)


How do you deepen their involvement?Investment? How doyou get them talking

about it?


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THE AIDAOR STORYBOARD

What?

Why?

When?

A sequential perspective on successfulcustomer relationships & transactions.

To make sure you really get it; or, at least, that you are pushing yourself to get it.

When you want to make sure youre

putting yourself in the customers shoesas they buy and make a habit of yourproduct.


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STORYBOARDING AIDA(OR)


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STORYBOARDING AIDA(OR)

(10 min)

Using the squares,create a 6-panelAIDA(OR)storyboard


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STORYBOARDING A CUSTOMER JOURNEYThinks: I care about evaluating tech hires but Im busy- Ill take a quick look if I can.Sees : A post on social media from a peer she regards well.Feels: Theres a twinkling in the distance but Im still rmlyrooted in my to-do list in the present.Does: Calls or emails her peer to hear about herexperience.


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THE HOOK FRAMEWORK

ALEX COWANalexandercowan.com

@cowanSF

source: nirandfar.com


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THE HOOK FRAMEWORK


THE TRIGGERInternal or external stimulus leading to ACTION.

(external)(internal)


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THE HOOK FRAMEWORK


THE ACTIONThe smallest possible act leading to a REWARD.


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THE HOOK FRAMEWORK


THE VARIABLE REWARDThe unpredictable but tangible graticationfrom the ACTION.


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THE HOOK FRAMEWORK


THE INVESTMENTActions that increase involvement, preferenceand load the next TRIGGER.


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THE HOOK STORYBOARD

What?

Why?

When?

A perspective on how you (could) t intoyour customers habits.

To make sure you have a product thatcustomers will continue to use/buy.

Whenever youre thinking through

anything but the very rst customer transaction.


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EXERCISE: STORYBOARDING THE HOOK FRAMEWORK


1) TRIGGERWhat feelingsor eventsinitiate use?

2) ACTIONWhat is the simplest thing the user cando to be rewarded?

3) REWARDHow is the usergratied by theiraction?

4) INVESTMENTHow does the useraccumulate apreference?

Storyboard a keyuser habit using theHook Framework (10 min)


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STORYBOARDING IRL: 6 TIPS

AVOID DUCKSKeep the visual narrative focusedon as well. Probably avoid wasting time on color, artistic details. Itsjust a sketch.

DUCKS

FRAMEWORKSWILL HELPIf youre struggling to formulate,maybe back up to theframeworks we discussed.

FRAMEWORKS!

FOCUS YOUR NARRATIVESIf youre struggling to squeezeeverything in, decompose thenarrative into more boards.

1 x TIME3 IS A MAGIC NUMBERWarm up (at least) in series of three panels (a triptych).

3 == MAGIC

TABLES HELP DOCS WITHDETAILIn documents, tables are an easyway to supplement your panels withmore notes.

DOC TABLES


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STORYBOARDING IN DOCSLorem ipsum dolor sit amet, consectetur adipiscing elit. Donec feugiat magnaerat, eget mattis turpis bibendum in. Curabitur eget adipiscing dolor. Morbi cursusluctus rhoncus. Cras sagittis cursus libero sit amet ullamcorper. Phasellus vitaeconsequat enim. Vivamus in tortor sit amet nibh molestie tristique sed vel neque.Nunc sed dictum ligula. Quisque sollicitudin neque mauris, at vulputate odiofringilla ut. Pellentesque mattis at risus et volutpat. Nunc tristique adipiscingneque vel ornare. Donec a pretium metus, vitae adipiscing augue. Morbi acsuscipit tellus. Vestibulum gravida molestie est vel vehicula. Phasellus eleifendnisi cursus nunc facilisis egestas.

Aliquam venenatis et libero commodo convallis. Donec accumsan elit non turpispulvinar, id sodales purus blandit. Phasellus tristique fermentum nunc in feugiat.Maecenas eget varius est, id malesuada est. Fusce vitae nunc purus. Namvehicula eros vitae sapien scelerisque auctor. Maecenas et justo ac libero dictumdapibus. Etiam volutpat erat eget ante ullamcorper placerat. Maecenas convallismassa aliquam ullamcorper posuere. Phasellus nulla est, rhoncus blandit dapibussit amet, facilisis at orci. Nulla facilisi. Maecenas ultrices justo quis nibh sagittis tempor. Pellentesque id semper turpis.


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STORYBOARDING IRL: 6 TIPS

AVOID DUCKSKeep the visual narrative focusedon as well. Probably avoid wasting time on color, artistic details. Itsjust a sketch.

DUCKS

FRAMEWORKSWILL HELPIf youre struggling to formulate,maybe back up to theframeworks we discussed.

FRAMEWORKS!

FOCUS YOUR NARRATIVESIf youre struggling to squeezeeverything in, decompose thenarrative into more boards.

1 x TIME3 IS A MAGIC NUMBERWarm up (at least) in series of three panels (a triptych).

3 == MAGIC

TABLES HELP DOCS WITHDETAILIn documents, tables are an easyway to supplement your panels withmore notes.

DOC TABLES

BUILDS HELPPRESENTATIONS WITHPACEAnd will help your audience staywith you.

PRES BUILDS


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STORYBOARDTHAT.COM

A good tool if usedfor good


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AND NOW THE PRODUCT HYPOTHESIS

and they have a certainPROBLEMS(S)

where theyre currently using certainALTERNATIVE(S)

and I have a VALUE PROPOSITION thats better enough than the alternatives to cause the persona to act (purchase,use, etc.).

A certain PERSONA existsHR and functional managers are in charge of technical hiresand they struggle to effectively screen for technical skill sets, making the hiring processslower and more labor intensive and producing

worse outcomes than they should reasonablyexpect.

Currently they implement a patchwork of callingreferences and asking a few probing questions.

By offering an easy, affordable, lightweight technical quizzing solution, Enable Quiz canacquire and retain these customer personas,delivering material value.

Enable Quiz example:


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Do we understand this person? What

makes them tick?

WHO?PERSONASPROBLEM



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VALUEPROPOSITIONS &

ASSUMPTIONS

W H A T

I F ?

Do we understand this person? What

makes them tick?

Was the implementedstory relevant to theproposition?

WHO?PERSONAS

W H A T ?

PROBLEMSCENARIOS &

ALTERNATIVES


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THE ART OF CUSTOMER DISCOVERY


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WORKING YOUR VALUE HYPOTHESIS

PERSONA HYPOTHESIS

PROBLEM HYPOTHESIS

VALUE HYPOTHESIS

CUSTOMER CREATION HYPOTHES

USABILITY HYPOTHESIS


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SYSTEMATIC DRIVE TO VALUE VIA LEAN STARTUPDo I have real evidence from my buyer that this is compelling?

01 IDEA!

What is our value hypothesis and what areits key assumptions?

02 HYPOTHESI S

How do I denitely prove or disprove the

assumptions with a minimum of time andeffort?

03 EXPERIMENTAL DESIG N

04 EX PERI MENTATION

Am I reacting or am I focused onvalidating my pivotal assumptions?

Pivot or persevere?

VALUEHYPOTHESIS

source: adapted from The Lean Startup


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TESTING YOUR ASSUMPTIONS VIA AN MVP

M

VP



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M

VP

inimum What is the fastest, cheapestway to validate or invalidate this option so we give

ourselves more options onfuture success?



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iableWill it give us a denitive

result? What are theactionable metrics?

M

VP



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roductDoes it really require actualproduct? Can we usealternative brands, channels?

M

VP



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roductiable

inimum is not necessarily actual software/product (seeconcierge MVP)is a rst and foremost learning vehicle

vs. a project plan(OK to do those things but always subordinate them to the learning mission)

vs. a product development project

M

VP



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TESTING THE ASSUMPTIONS

MVP Archetype NotesWizard of Oz Show or fake the customer experienceConcierge Hand create the user experienceSales See if you can sell some.


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If we [do something] for [persona], they will [respond in a certain way]MVP Archetype Example Assumptions (HVAC in a Hurry)

Sales If we emailed the HVAC technicians about signing up to use the tool [orgiving their input], at least 20% would respond.

Concierge If we offer an SMS-based service to do the job for them, theyd use it and it

would improve their completion time on jobs.Concierge If we shadowed the technicians and took care of the parts ordering

process for them (like the software would), it would improve their


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MVP Archetype Example Assumptions (Enable Quiz)Sales +Wizard of Oz

If we get HR managers to a landing page with a demo, 10% will sign up forour email product announcements.

ConciergeIf we create position-specic quizzes for HR managers, theyll use them~100% of the time and, after two positions, be willing to pay.

Sales If we offer the service at [x] price with [y] supplemental assistance,companies that hire a lot of engineers will pay [z].

If we [do something] for [persona], they will [respond in a certain way]


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UNBUNDLING THE VALUE HYPOTHESIS INTO ASSUMPTIO

MVP Archetype Example Assumptions (Enable Quiz)Wizard of Oz If we get HR managers to a landing page with a demo, 10% will sign up for

our email product announcements.

ConciergeIf we create position-specic quizzes for HR managers, theyll use them~100% of the time and, after two positions, be willing to pay.

Sales If we offer the service at [x] price with [y] supplemental assistance,companies that hire a lot of engineers will pay [z].

If we [do something] for [persona], they will [respond in a certain way]


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EXAMPLE: ENABLE QUIZ CONCIERGE MVPComponent Notes

What assumption will this test? If we offer HR managers at companies that hire a lot of engineers a lightweightquizzing app, they will convert to paid subscriptions after an unpaid trial.

How? Well start with custom-built quizzes on Google Forms to assess the basic value of the product to the HR manager.

What is/are the pivotal metric(s)?

What is the threshold for true (validated) vs.false (invalidated)?

1: If we create position-specic quizzes for HR managers, theyll use them ~100% of the time. Metric: [quizzes administered]/[candidates interviewed].

2: If the HR managers use the quiz, theyll send through


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EXAMPLE: ENABLE QUIZ ADWORDS MVPComponent Notes

What assumption will this test? If Enable Quiz offers its quizzing solution in the area of [x], customers will subscribe.How? Well run a set of Google AdWords campaigns What is/are the pivotal metric(s)?

What is the threshold for true (validated) vs.false (invalidated)?

absolute click-through-rate ; wed like to see >=2%relative CTR (on this basis well select our top 10 topics)

What will you do next if the result is true?False?

True (along with previous): Build a simple1.0 with selected topics.False (all CTRs


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USING THE VENTURE DESIGN TEMPLATE


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bit.ly/vdesignVenture Design

@cowanSFTwitter

[email protected] in touch!

bit.ly/gotoilabHomework + slides

FINI

bit.ly/hiagileCoursera Class:Agile Development

solving the right problem: day 1 of 2 day venture design intensive

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