dancingmango

Bunch of grapes or bunch of arse?

“We’ve got to have the ability to enable customers to share”
Random London Taxi driver spouting opinion on social media
“‘ere,  you say you’re in IT, whatcha make of this Facebook and twitter malarky? That Stephen Fry, what a tw@t, I don’t care that he’s just woken up and brushed his teeth. Now that QI, its a fix. He’s not so bright, he doesn’t know all the answers etc etc etc….  I’ll tell ya, Facebook and all that sh!t is a bunch of arse”.

“We’ve got to have the ability to enable customers to rate and review products”
Random UK customers in a focus group
Facilitator “So if I gave you all these user reviews for the product, or a review by Martin Lewis, who are you going to go with?”  Group: “Martin Lewis…  yeah, I trust him, no idea who these people who write reviews are… what’s in it for them?…  they are paid by the company aren’t they (cynical agreement etc)”

“Blackberrys are the business users phone”
Random teenagers in shopping centre talking about their mobile phones
“You’re nobody if you don’t have a Blackberry”  (Ummmm, aren’t Blackberry’s the business person’s phone?)  “You’ve got to have one coz of the Blackberry PIN for texting”

Sometimes you can get hung up in your view of the world, you make assumptions about the way the world works.  Yet it can be refreshing to go out onto the street and canvas ideas and feedback.  That may be as simple as striking up people on the street (people love to talk), or running focus groups for no particular research purpose other than taking the pulse of what people think.  Or it may be spending time on the shop floor.  Get out of the office for a day and have fun seeing your customers, consumers of your idea, in the wild.  I’m not saying you take the word of a taxi driver, a comment from a single focus group or an anecdote from a shopping centre as gospel, but it might make you think and spark some new, unexpected and contrary ideas

Innovation games

Innovation games are a great way of engaging stakeholders, getting them to collaborate and think creatively around solutions to problems. Here are a few I’ve recently used. Introducing a persona helps focus the attention.

What happens if?
Ask participants to construct a back story for the persona. What have they done in the last year. Describe each touch point they have had with your brand or product. Now introduce a crisis moment. Lost a job, got a terminal illness, won the lottery. What happens? How does the experience with each touch point change?

Build a widget
Again, give the group a persona to help focus their attention. Now give them half an hour to build a widget that would solve a problem the persona has. Give them paper, post-its sharpies, coloured pencils. This is agile right. Now present back – They get two minutes to provide the context, pitch the product. Then one minute to demonstrate how the widget works. Open the widget to questions. How will it work….

You’re all crooks
<Insert your industry> are crooks. What new laws would you introduce to clean up their act? (OK, this feels uncomfortable but it may help get people thinking about how consumers perceive the industry and how the customer experience could be improved. For example you are crooks because you hide details in small print, introduce a new law on transparency. What would that mean you would change?)

Kill the sacred cows
Every business has sacred cows or elephants in the room; things that are done because they’ve always been done, not to be challenged, considered immune from criticism or are too risky or dangerous to change. Ask participants to identify these, putting them on post-it notes. Now imagine that they no-longer exist. What could you do now that you couldn’t do when the sacred cows were in place?

Put some fun back into your business

Litter bins on the street aren’t the most interesting of objects.  The design is pretty standard, with variations on a couple of themes – cylindrical or rectangle and colour being the primary tool of differentiation.

“To throw rubbish in the bin instead of onto the floor shouldn’t really be so hard. Many people still fail to do so. Can we get more people to throw rubbish into the bin, rather than onto the ground”

One answer is to make it more fun.  Check out The FunTheory for other ways of improving mundane products by making them fun.

Now think about that mundane product of yours.  Maybe it is your on-line retail bank.  It is getting tired and it is time for a technology refresh.  You’re going through a process of capturing requirements.  How about playing an innovation game, but base it on the concept of fun.  What could you introduce to your product that would make people smile?  What would make people laugh?  OK, so after a while the bin would no longer be fun.  What makes it fun is the element of surprise.  Again, what could you drop into the product that would surprise people.  What would a ‘fun’ internet bank look like?  Focus on fun and surprise and you might uncover a nugget of inspiration that will make the final product.

It’s bad said the doc, case of business locked in, customer locked out.

The customer is the oxygen that keeps a business alive.  No. The customer is more than just the oxygen that keeps the business alive, (my mother was recently on a life support machine with Guillian Barre Syndrome; she was getting oxygen but paralysed, unable to move.  With that condition you see that life is more than just about breathing oxygen).  The customer is more than just corporate oxygen, it is the reason a business lives for.

Shareholder value means nothing if the organisation doesn’t provide value to the customer.  Yet  I see far too many organisations who fail to grasp  the importance of their customers.  They prioritise their internal processes and policies to the detriment of customer satisfaction.  They focus upon narrow propositions that represent organisational silos rather than meeting the broad needs of the customer.  Innovation is morphed into ‘requirements’ that are performed by ‘actors’ in multiple volumes of ‘use cases’.  To my mind, too many organisations are struck down by corporate Guillian Barre Syndrome.  The brain knows what is going on but is powerless to act.  It feels pain, it senses something is wrong but is paralysed, it cannot move.  Prisoner in its own body.

If that is the diagnosis, what is the cure?  There are many, but a starting point would be to place the customer at the heart of your design.  Don’t start any proposition without the customer experience at the core.  Create personas and walk through customer journeys.  Use scenarios to develop your thinking.  Broaden the scenarios to introduce what-if models.  If it is an internet offering, sketch out the screens, if it is a service, sketch out the touch-points with your people, processes and technology.  Don’t allow the proposition to be talked of in the abstract, work with the concrete.  Would a persona accept the experience your proposing? Would she accept that pricing model? Does that journey make sense? You do not need to spend weeks and months documenting the exercise.  A couple of days with the right people in the right room with white boards, post-it notes and business-speak banished from the proceedings should deliver far more fruitful insights than playing document-tennis with revision after revision after revision. You may even kill the proposition before you invest too much time on it. Or better still identify a better, customer-centric proposition waiting in the wings.

Innovation through the recession

Two men were running through the jungle chased by a lion.  One of them stopped, took off his backpack and took his trainers out.  The other man turned around. “Why are you putting your trainers on?” he asked, “They won’t make you run faster than the lion”. To which the man replied “I don’t need to run faster than the lion…”

In the current market conditions just blindly running won’t get you ahead of your competitors.  And standing still is not a sustainable option.  Those that succeed won’t be the ones that batten down the hatches and retreat to the trenches, history shows it will be those that continue to innovate and cultivate ideas.  During the 1990-91 recession, according to a Bain & Company study, twice as many companies leaped from the bottom of their industries to the top as did so in the years before and after.

“Even though we’re in an economic downturn, we’re in an innovation upturn” said Bill Gates at the time.

In the 1920’s Post and Kellogg’s went into the recession head to head. Post cut back, it reined in expenses and slashed advertising budget.  Kelloggs meanwhile maintained their marketing spend and pushed their newly launched product, Rice Krispies.  Today Kellogg’s are a household name.  Where are Post?

IT organisations are retreating to core, keeping the lights on and holding off any “non-essential’ projects, innovation included.  This is a shortsighted viewpoint, but not entirely unexpected.  With project life cycles taking so long, innovation traditionally takes significant investment and time to see results.  Modern lean and agile approaches to IT are a challenge to this entrenched view.  It is possible to innovate at speed.  It is possible to take an idea and turn it into something tangible in weeks rather than years.  Let’s start with the idea.  Where does it come from?  You could get the brightest minds from expensive management consultancy firms, but they take time. And in uncertain times, what do they really know? (I speak with experience having once been a customer strategy management consultant).  Alternatively you could harvest ideas from your customers.  That’s what IdeaStorm does for Dell.  And Mix does for Oracle (built by ThoughtWorks by the way). Don’t restrict this to your customers, building an internal ideas engine in the enterprise yields great results.

So once you’ve got the idea, how do you nurture it from a vision into a proposition that has legs?

Product innovation is all very well, but do you have the capability and the attitude to really do it?  In the current ecomomic climate, unless product innovation is in your DNA, chances are it will need to be accompanied by process innovation.  Why? Because most organisational processes are slow, cumbersome and hinder the agility required to really innovate.

In 2009, if there’s one thing that organizations need, it’s agility. Our economy and the business environment are a steady stream of ups, downs and rapid change; in such an environment, the ability to sense, respond and react are true survival skills!

At ThoughtWorks we do both these things for our clients all the time, helping them introduce aligity into the whole product development lifecycle; product innovation through process innovation.  It starts with helping them rapidly distill their vision into something concrete, then prirotising and estimating what is important before building it at speed with quality to get innovation to market; fail fast or succeed sooner.

Recession doesn’t make the market need disappear. Andrew Rezeghi in this great paper (which is abound with stories of companies who have innovated through recession) argues you should invest in your customers, now they need you most, loyalty hangs in the balance.  Whilst the market may be driving down prices, now is the time to focus on experience based differentiation.  How can you use digital channels to engage with your customers in new and compelling ways?  How can you harness social media and new interaction paradigms to delight and engage your customers?  Ho can you innovate at speed? Go beyond your product and grow roots for lifetime value when the good times return.

User interface is a disruptive technology

Last year, according to Gartner, with belts tightening, technology executives need to focus upon disruptive technologies (that cut costs).  The top ten list of disruptive technologies makes strange reading.  How will social computing and mash-ups cut costs (enterprise 2.0?)  Most interestingly, coming in at number six on the list is “user interface”.  Now let’s leave aside the fact that a “user interface’ is hardly a technology (it is how technology manifests itself to the user) I’m interested by the fact that it can be considered to be disruptive. What is disruptive about user interface design?

But think a little further.  What is really disruptive is the realisation that good design is more than just adherence to functional requirements; good creative design is more than ‘bells and whistles’ or ‘gold plating’.  A good user interface will cut costs by enabling the internal user base be more efficient and productive.  A good user interface will enable customers to succesfully complete their transactions / goals.  In a world where poor UI on enterprise applications remains, maybe user interface is indeed a disruptive technology after all.

Design vision

Don’t be fooled into thinking that you don’t need to do any design when you adopt Agile.  Agile development strives to deliver business value early and often, focusing on getting working software to market as soon as possible rather than dwelling in documentation and ‘analysis paralysis’.  But let’s be clear, “business value” and “working software” are not the same thing.  You can quite easily get something into production that fails to generate revenue, decrease costs or whatever other yardstick you use for ‘value’.  What differentiates the two of them is design.  I don’t mean big up front design that details all the features and provides a concrete spec, I mean a design vision that articulates what the product goals are and a roadmap for getting there.  And what is a design vision?  A short statement of intent is a good place to start, and soon after a user interface mocked up in pen and ink.  It is cheap and easy and helps bridge the path from idea to execution.

What is the story?

One of the problems with IT development is that it is tactical and piecemeal in its approach. Functionality is added in response to competitor or broader market activity. Expect to see an increasing number of brands doing something ’social’ (and tactical) on the web, but don’t expect these new initiatives to be (strategic) seamlessly integrated into the existing digital channel offering.

This piecemeal approach extends to larger initiatives as well. In refreshing the website or developing new digital channels such as mobile and TV, IT will typically build out features and functionality prioritised upon their perceived individual business value regardless of what the sum value of the proposed release is. (Focusing all your effort of building functionality that delivers to your bottom line will seldom be as successful as you predict if it is not supported by features that meet the customers needs).

So when it comes to thinking about new features and functionality, where’s the best place to start? I’d suggest collaboratively, thinking around the customer. Collaboration is important to ensure that everyone starts with the same vision. It needs to be shared it with the broader audience, the product teams, IT; anyone whose day to life life will be touched by the project when it starts. I’d argue that you cannot start this soon enough. You don’t need to spend time doing analysis, interviewing all stakeholders individually, coming up with a document that is circulated and reviewed and re-written (with all the delays and waste that such a process incurs). Start the process getting all those stakeholders off-site for an afternoon and get the thoughts out on the table.

Commence with a presentation that introduces thinking in terms of customers and customer journeys. The below SlideShare presentation does this for the airline industry, addressing a new customer experience across channels. I acknowledge that it is pretty simple and doesn’t touch on half the ideas that airline executives may have. That is the point, it is just enough to get people thinking about different customer types and their touchpoints without getting bogged down in detail. This is what we want the participants of the off-site to share.

Once we’ve been through the presentation we break out into small groups a, each taking an individual customer (or persona) and build up a story; a day in the life of… (It is important not to forget the internal users of the system). These breakouts last 15-20 minutes with ten minutes for the team to play back their findings. As they build out a richer picture of the customer interactions they are asked to sketch out what the user interfaces may look like. The process is rapid, intense and iterative, but always focussing upon the customer journey; how will the customer realise their goals. When the teams tell their stories an analyst captures the essence of the requirements on index cards. The final exercise is to lay all these cards on the table and ask the team to group them into similar areas then prioritise them according to their perceived importance. In an afternoon you will have achieved four things. Firstly, you will have captured a vision for the new product in less than a day, with all stakeholders understanding not only the vision itself, but also the process that developed it and the concerns and issues that different parts of the business have with it. Secondly you will have an initial prioritised roadmap for its development. This will change, but it is a good strawman to circulate. Thirdly you will have introduced all the stakeholders together – projects succeed or fail based upon the strength of relationships and getting people engaged from the start will go a long way to creating shared ownership. And finally you will have generated energy, engagement and traction; to do the business case and to get the project started, recognising that just one part of the business having a vision is not going to bring it to the life that they dream.

Are you experienced?

“For you who have had the experience, no explanation is necessary. For you who have not, none is possible.”

I’m going to attribute that saying to Ram Dass, a Harvard professor who via psychedelic experiences ended up a spiritual teacher in the Eastern Tradition.

The problem with too much software/web design is that it is produced by people who have just not had the experience, or do not see the experience as relevant to their organisation or domain. They just don’t “get it”.

(“For you who have an apple product, no explanation is necessary, for you who have not, none is possible?” Cue “it’s an enterprise application we’re buiding, not a ****ing iPhone”).

If we want to build memorable and compelling products, we need to focus upon the experience. To dwell on the feature list or functional requirements is to build mediocrity. Nothing wrong with mediocrity if you don’t want to delight your customers or increase the performance of your workforce. Without considering experience you will miss innovation and added value.

So how to focus upon experience? Get your team to undertake different tasks to get under the skin of what customers go through.

Telco product?
Spend time in a retail outlet and watch different customers buy phones
Go into all the phone shops on the high street and ask the rep “hello, I want a mobile phone”. Suspend all your knowledge about phones and tariffs. How do they sell?
Leave your blackberry at home for a day (how dies it feel? How does it change what you do?)
Download instruction manuals from different phones from manufacturers websites

Travel product?
Go into a travel agents and ask for a holiday “somewhere hot and cheap in February”

Credit card product?
Ask to borrow money from someone you don’t know (how does it feel?)
Apply for a credit card at another bank
Collect all the Credit Card / loan direct mail and emails that you and you get sent over a week, photo / scan all the credit card advertisements you see in a week
Go into a car sales room and look to buy a car on credit

Supermarket product?
Get behind the till for a day (In the UK, at least a few years ago, all senior executives in both Tesco and Sainsburys spent time in the stores over the Christmas period)
Ask a shop assistant to help you find an obscure product that is not in stock
Go into a store with a shopping list and a single bank note, (no credit cards)
Go to the pharmacy when it is busy and ask to buy the morning after pill

Extend your team
Bring in representatives from completely unrelated parts of the business to participate in brainstorming sessions. Building a “youth” social networking website? Get someone from legal or corporate finance to join in. (Get’s you thinking along the lines of extreme characters – here and here [pdf]). Working on a complex exotic financial instruments? Get a few PAs to join in. You may learn something (that your product is too complicated and even you can’t explain what it really is).

I’m sure you can come up with better exercises. The object is that with this collection of experiences and related emotions new ideas can be brought to the table. They can offer insights from another, different perspective, providing more chance of business innovation being realised. More importantly, if you have an emotional attachment to the product you are building through real experience, you are more likely to build a better product that will fullfil the needs of and goals of the target audience in the way they want. The day your enterprise application team all have iPhones will be the day you start building better enterprise applications. For them, no explanation will be necessary. They’ll just “get it”.

Customer or Client?

One of the things that bugs me in IT development is that the business is too often referred to as “the customer”.  “Customer” implies a transactional relationship.  A customer purchases from a seller; there is little incentive for any meaningful relationship as it will ultimately come down to price.  The buyer wants to pay as little as possible, the seller wants to charge as much as possible.

All to often IT is seen as a cost centre rather than a driver of business innovation and profit.  Maintaining the transactional language to describe the relationship between IT and the business helps perpetuate this.  We need to stop thinking of the Business as our customer.  Instead of “customer” we should look to other professional services for our metaphor.

Professions that involve a more personal, relationship driven approach to their business use “client” rather than “customer”.  Whilst retail banking has customers, wealth management talks about clients.  I think it is a subtle but important difference.   The relationship between IT and the business should not be seen as transactional, it is more consultative in its approach.  Structuring our relationship as consultant-client is a small but important first step to redressing the perception of IT as a commodity.