2017 UXPA User Friendly 南京大會工作坊：實體驗設計的戰略/策略思維與方法 沈美君(Diane Shen) 分享
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This document provides an overview of a business models and strategy design workshop. It discusses using design thinking and strategy design tools and methods to analyze needs, test assumptions, design business models and future scenarios. It emphasizes user research, co-creation with stakeholders, and iterative testing and validation. Visual strategy tools are presented as a common language to empower cross-functional collaboration. The workshop aims to help participants adopt a strategic mindset and apply strategic design processes and tools to their work.
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2017 UXPA User Friendly 南京大會工作坊：實體驗設計的戰略/策略思維與方法 沈美君(Diane Shen) 分享
- 1. WORKSHOP / Business Models Inc Diane)
- 7. BUSINESS MODELS INC · 戰略略/策略略設計師 STRATEGY DESIGNER 創意設計師 CREATIVE DESIGNER 社群經營者 CLUB MANAGER
- 9. / / / 们 创 阶 寻 /
- 10. “Bringing a clear thought process and a design mindset to the design of business.” // ERIK VAN DER PLUIJM Designer
- 11. “We been testing various different other tools in Strategy and Innovation work. After working on these for some years with great companies, I felt it was time to share these with our readers.” // PATRICK VAN DER PIJL Author
- 13. ...
- 14. 习战 / 语 验 计 对话层
- 15. 你可能对这些场景很熟悉...
- 16. source: internet
- 19. OBSERVATION #2 开 规 觉 队 没 应
- 20. OBSERVATION #3 观 单 没 让 员 诠释 观
- 21. 计 态
- 24. #1 ⼼心态的改变
- 25. 战 / 计 / 验 > 规 执
- 26. #2 技能/⼯工具的改变
- 27. THERE IS NOTOOL CULTURE (YET). Alexander Osterwalder Lead Author of Business Model Generation andValue Proposition Design
- 29. #3 (策略略设计)流程的改变
- 30. IDEATE UNDERSTAND VALIDATE PROTOTYPE 验证 PREPARE SCALE 规
- 31. 设计师们，你的⾓角⾊色也在改变
- 32. 计师 计 续 续
- 33. 们 2009 开 计 讨论战 / 现
- 35. AGILEWAY OFWORKING INSIDE OUT
- 36. GET EXECUTIVE OUT OF BUILDING FOR SAFARI / CHANGE INVESTMENT DECISION
- 37. Business Tech/Business Techdesign design Business design REBUILD NEW BUSINESS CREATIONTEAM 3.5 MONTHS
- 38. 2014 CONTEXT ANALYSIS FOR A GLOBAL BANK
- 39. OPEN INNOVATIONWITH CISCO/INTEL/GE/CITI BANK/DB SCHENKER
- 40. 怎么开始实践？
- 41. 落落地的⽅方法之⼀一：策略略战
- 44. FUTURENOW 们为 们 营环 们 们为顾 创 们 则 们 们 队 们 们 验 们 资
- 45. DESIGN A BETTER BUSINESS BY DESIGNABETTERBUSINESS.COM This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. CUSTOMER JOURNEY CANVAS I DO... (KEY MOMENTS) IFEEL...(EMOTIONS) I USE... (TOUCHPOINTS) I THINK... (QUOTE OR THOUGHTS)
- 46. 觉 导览
- 47. 图 骤 图 对 来 识 认 为 奋战 骤 标
- 49. 营环 图 营 环 寻 驱 协 队 现 来 进 对话
- 50. 2014
- 51. 图 创 传 获
- 53. 张图 顾 们 问题 还 给 们 产
- 54. 计 则 协 队 顺 来 张
- 55. BY DESIGNABETTERBUSINESS.COM This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. DESIGN A BETTER BUSINESS The MoSCoW prioritization method was originally developed by Dai Clegg MUST Must-haves and non-negotiables SHOULD Should-haves and important features COULD Could-haves and optional features WON’T Won’t haves - things that are definitely not on the table. Also non-negotiables. DESIGN CRITERIA CANVAS DESIGNED BY BUSINESS MODEL FOUNDRY AG This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com KEY PARTNERS Who are your key partners? COST STRUCTURE What are the important costs you make to deliver the value proposition? REVENUE STREAMS How do customers reward you for the value you provide to them? KEY ACTIVITIES What are the activities you per- form every day to deliver your value proposition? VALUE PROPOSITION What is the value you deliver to your customer? What is the customer need that your value proposition addresses? CUSTOMERRELATIONSHIPS What relationship does each customer segment expect you to establish and maintain? KEY RESOURCES What are the resources you need to deliver your value proposition? CHANNELS How do your customer seg- ments want to be reached? CUSTOMER SEGMENTS Who are your customers? BUSINESS MODEL CANVAS © BUSINESS MODEL FOUNDRY AG PRODUCTS & SERVICES What are the products and ser- vices you can offer your customer so they can get their job done? JOB-TO-BE-DONE What is the job the customer wants to get done in their work or life?? GAIN CREATORS What can you offer your customer to help them achieve their gains? PAIN RELIEVERS How can you help your customer to relieve their pains? What problems can you eradicate? GAINS What would make your customer happy? What would make their life and the job-to-be-done easier? PAINS What is annoying or troubling your cus- tomer? What is preventing them from getting the job done? VALUE PROPOSITION CANVAS
- 56. 队 将 队 员 针对 标 识
- 57. 进 验 测试 顺
- 59. 验图 将 为简 观 验 测试
- 61. DESIGN A BETTER BUSINESS INVESTMENT READINESS LEVEL LEVEL 1 & 2 LEVEL 3 & 4 LEVEL 5 & 6 LEVEL 7 & 8 LEVEL 9 MEDIUM HIGH Value Proposition C Problem/Solution FitLow fidelity MVP Product/Market Fit Right side of the Business Model Canvas Validate Left side of the Business Model Canvas Metrics that Matter 资 绪级数 产 专 进 辅 资 论 队领导 资
- 62. 计 战！
- 63. 你的⼯工具与参考资料 the bible! BLAH BLAH BLAH no blah! DESIGN A BETTER BUSINESS BY DESIGNABETTERBUSINESS.COM This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. WORKSHOP PLANNING SHEET your visualtemplate your planning worksheet your research and prototype
- 64. 验 计 维
- 65. source: Inspiration from Jamin Hegeman 规划好的策略略⼯工作坊体验 = 组织内的服务体验设计
- 66. 让关键利利害关系⼈人参与在过程中，⼀一起共创 给 们 让 们 创 让 们 让 们 考 结论
- 67. YOU DON’T KNOW WHAT YOU DON’T KNOW.
- 68. OUR JOB IS TO ASK QUESTIONS.
- 69. 別作天才獨⾏行行俠
- 70. 根据问题使⽤用不同⼯工具
- 72. “Visual facilitation is like a jazz, playing within steady beats and formal structures that empower spontaneity and vitality.” // David Sibbet Founder of Grove 策略略视觉引导就像爵⼠士乐⼀一样
- 74. STEP BACK AND SEE THEWHOLE PICTURE.
- 75. Curt Coffman, Kathie Sorensen CULTURE EATS STRATEGY FOR LUNCH.
- 76. 们 验谈
- 77. AGILEWAY OFWORKING INSIDE OUT
- 78. 1. 你的⾓角⾊色改變：学习战略略/策略略的共同语⾔言以提升体验设计的对话层次 2. 设计策略略的⼼心态（非线性）、⽅方法（双回圈）和⼯工具 3. 设计包容策略略讨论的空间容器：策略略战情室 4. 13个重要的视觉策略略⼯工具快速导览 5. 学习如何与利利害关系⼈人作策略略共创 6. 共创案例例 7. 策略略思维⽅方法的落落实与提醒 总结摘要 学习战略略/策略略的共同语⾔言以提升体验设计的对话层次