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REDESIGN
DESIGN
Product Leaders - 9 June 2017 - V4.
2
WHAT IS
DESIGN?
3
4
5
DECIDE
WHAT TO DO
DOING
THE JOB
SHAREHOLDERS
MANAGEMENT
DESIGN
PRODUCTION
7
IT WORKED WELL IN PHYSICAL
PRODUCT ECONOMY
8
IDEATE PROTOTYPE TEST DISTRIBUTIONPRODUCTION
9
SCALE AND EFFICIENCY
FINAL PRODUCT
10
BLUEPRINT
11
12
13
DESIGN AS A PLAN
14
A WORLD OF
DIGITAL PRODUCTS
15
— STEVE BALLMER
on USA Today - April 2007
There’s no chance that the
iPhone is going to get any
significant market share.
No chance.
16
LET’S GET
TO KNOW
EACH OTHER
17
MATTEO CAVUCCI
@matteomced
18
19
WHAT ABOUT YOU?
20
DESIGN IN THE
DIGITAL ERA
21
DIGITAL PRODUCTS
ARE DIFFERENT
22
— ALBERTO BRANDOLINI
Introducing Eventstorming
Few people have done more
harm to software development
than those advocating that is
like “building a house”.
23
DIGITAL PRODUCTS
HAVE LESS FRICTION
24
PHYSICAL FIX
DIGITAL FIX
25
MARKET NEEDS ARE IMPOSSIBLE
TO CONTROL & PREDICT
26
RESILIENCE
AND ADAPTABILITY
27
SHAREHOLDERS DESIGNER
DEV TEAM
USER TESTING ?
DESIGN
ARTIFACT
PRODUCTION
ENVIRONMENT
PO / PM
USERS
QA
THE WATER-SCRUM-FALL
28
28
INCEPTION
CODING
REQUIREMENTS DESIGN CHECK
COST OF CHANGE
PEOPLE
29
USER
RESEARCH
30
— NATURE
August 2015
Over half of psychology studies
fail reproducibility test.
31
WHY IT FAILS
Subject selection bias
Poor experimental control
Inconsistent measurement
Demand characteristics
Inadequate consideration of statistical power
Partial reporting
Post-hoc cherry picking of significant results
32
DESIGN FOCUS IS
BEFORE THE LAUNCH
33
PEOPLE DON'T KNOW WHAT
THEY WANT UNTIL THEY USE IT
in their context!
34
35
COMPLEX
ADAPTIVE
SYSTEM
A DIFFERENT
IDEA OF DESIGN
36
37
AGILE
SOFTWARE
DEVELOPMENT
38
INABILITY TO EXERT CONTROL
OVER OUR ENVIRONMENT
39
INSPECT & ADAPT
YOU BUILD IT, YOU RUN IT
40
DEVOPS
41
DEVOPS
IS NOT
DEVELOPER
OPERATIONS
42
DEVOPS IS
ABOUT
FEEDBACK
43
44
— JEZ HUMBLE
The devOps manifesto
Teams run software products
that run from inception
to retirement.
DESIGNOPS
45
46
DESIGNOPS AS
CONTINUOUS DESIGN
47
TWO WAY
CONVERSATION
the company the people
48
GUT FEELINGS FAST FEEDBACK
49
HYPOTHESIS
DRIVEN
DEVELOPMENT
50
HYPOTHESIS
We believe that making the
offer teaser more prominent
Will result in an increase
number of booking for tonight
We know we have
succeeded when offer
conversions increases by 10%
51
52
Aspirational Customer Journey
Product Hypothesis
Design Experiments
User Story Map
Data / Feedback
YOU RUN IT, YOU DESIGN IT
53
54
ONE EXPERIMENT
IS EASY
EXPERIMENTS
AT SCALE IS HARD
55
OPTIONALITY
experiment A
experiment B
Design generation
Weak design are eliminated or
combined. Strong design are
further developed.
Further narrowing
and integration
56
EXPERIMENTS REQUIRE AUTOMATION
AND ORGANISATIONAL STRUCTURES
57
AUTOMATE
DESIGN
DECISIONS
58
MINIMIZE EFFORTS MAXIMIZE FEEDBACK
59
60
ENABLE OTHERS TO DESIGN
61
COMPASSES OVER MAPS
62
DESIGN INFRASTRUCTURES
Support autonomy
Coherency (over consistency)
Ensure quality
Remove impediments
Enforce accountability
Reduce risk
63
SPEAKING LISTENING
64
BUILD OBSERVE
65
DESIGN AS A SERVICE
PRODUCT
TEAM
Cross functional
End-to-end value creation
Domain experts
May (or may not!) include a designer
66
DESIGN AS A SERVICE
STRATEGY
PRODUCT
TEAM
pull not push!
feedback!
67
DESIGN AS A SERVICE
PRODUCT
TEAM
PRODUCTION
ENVIRONMENT
USERS
feedback!
co-creation
of value
pull not push!
feedback!
STRATEGY
68
DESIGN AS A SERVICE
DESIGNOPS
TEAM
PRODUCT
TEAM
PRODUCTION
ENVIRONMENT
USERS
feedback!
feedback!
pull not push!
co-creation
of value
pull not push!
feedback!
STRATEGY
69
DESIGN AS A SERVICE
Include designers
Include developers
Include data analysts
Provide the design infrastructure
Observe org design needs
Ideate org-wide solutions
Scale up local optimised solutions
Manage the design system lifecycle
[…]
DESIGNOPS
TEAM
feedback!
pull not push!
70
The creation of a
standardised brick library is
an act of social engineering.
— JŌICHI ITŌ
Whiplash: How to Survive Our Faster Future
71
GOVERNANCE
72
CONNECTING THE DOTS
“Design as planning”
paradigm
73
CONNECTING THE DOTS
“Design as planning”
paradigm
uncertainty
of markets
74
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
75
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practices :/
76
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practices :/
agile + devops
77
CONNECTING THE DOTS
“Design as planning”
paradigm
resilience of
software
uncertainty
of markets
current design
practices :/
agile + devops
designOps
78
DESIGNOPS
ENABLE OTHERS TO DESIGN
Minimize the effort required by designers and non
designers to produce high quality design artefacts.
DESIGN FOR LEARNING
Complex adaptive systems are unpredictable, and
experimenting is part of the design process.
CONNECT DESIGN AND OPERATIONS
Launching a new product is just the beginning, not
the end, of a continuous design process.
THANK YOU
Matteo Cavucci
mcavucci@thoughtworks.com
@matteomced
80
— ENZO MARI
Everyone should design: in
the end, it's the best way to
not be designed.

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