SlideShare a Scribd company logo
1 of 84
Download to read offline
LeanUX is a Useful F*&king Lie
WILL EVANS
Design Thinker-in-Residence
NYU Stern School of Management
Will.Evans@PraxisFlow.com
@semanticwill
"My propositions serve as elucidations in the
following way: anyone who understands me
eventually recognizes them as nonsensical, when he
has used them - as steps - to climb beyond them.
He must, so to speak, throw away the ladder after he
has climbed up it.”
- Wittgenstein
“All models are lies,
but some models are skillful.”
TRADITIONAL PRODUCT DEVELOPMENT
TRADITIONAL PRODUCT DEVELOPMENT
WHAT IS LEAN STARTUP?
A post-positivist apologetics of a “movement”
LeanUX is a Useful F*&king Lie
LeanUX is a Useful F*&king Lie
The problem with many startups is that you spend months or
years doing research, writing requirements, designing and
building software…
and discover no customer or user cares.
LeanUX is a Useful F*&king Lie
It Started With a Question
If startups fail from a lack of customers not
product development failure…
Then why do we have:
•  A process for product development?
•  No process for customer development?
“A Startup is a human institution
designed to deliver a product or service
under conditions of
extreme uncertainty”
– Eric Ries
LeanUX is a Useful F*&king Lie
“Waste is any human activity
which absorbs resources, but
creates no value.”
- James P Womak and Daniel T. Jones, Lean Thinking
Over the past 35 years, design &
development, much like Waterfall*,
accumulated a lot of wasteful, time-
consuming, CYA practices that
delivered no discernable value to the
business or to customers.
LeanUX is a Useful F*&king Lie
Zach Nies
LeanUX is a Useful F*&king Lie
LeanUX is a Useful F*&king Lie
LEAN STARTUP LIFECYCLE
LeanUX is a Useful F*&king Lie
LEAN STARTUP BUSINESS MODEL CANVAS
GOOB (GET OUT OF THE BUILDING)
Hypotheses, Not Requirements
Focus on Learning (innovation accounting)
Use Iterative Design & Testing
Validating before Scale
Small Batches = Less Risk
CORE LEAN STARTUP CONCEPTS
Your team should maximize for:
LEARNING
FOCUS
While Minimizing:
CYCLE TIME
1.  Most teams don't start with a customer hypothesis; they work
backwards from a solution hypothesis.
2.  Because teams start with a solution hypothesis, it's almost
impossible for them to generate multiple hypotheses for testing.
3.  GOOB, when done poorly, is particularly prone to confirmation
bias
4.  Formulating hypotheses & stating assumptions is hard.
5.  Designing reliable experiments is a skill that takes time to learn
6.  There is little focus on the organization / value stream
7.  It is “ahistorical” meaning little knowledge of it’s own past
DECONSTRUCTING LEAN STARTUP
Lean*UX
#WTF?
By Lean*UX
most people really mean
“UX in the context of
the Lean Startup Method”
Term coined by Janice Fraser, Founder of LUXR
WHAT is LEANUX?
LEAN UX CYCLE
FUNDAMENTALS OF LEAN UX
•  Balanced, Cross-functional team
•  Externalize (visualize) process
•  Flow: Think > Make > Check
•  Research to understand Customer/Problem Space
•  No proxies between customers and team
•  Collaborative Sense-making
•  Generative Ideation: It’s about optionality
•  Formulate many small experiments and measure
outcome
Your team should maximize for:
LEARNING
FOCUS
While Minimizing:
CYCLE TIME
LeanUX is a Useful F*&king Lie
•  Customer Exploration
•  Problem Exploration
•  Solution Exploration
•  Iteration & Scaling
LEANUX PROCESS
Let’s unpack what this looks like…
BASICS OF CUSTOMER EXPLORATION
LeanUX is a Useful F*&king Lie
UX MANTRA
Mantra: You are not the customer.
Only through research can we
uncover people’s pains, needs, and
goals, in their context.
LeanUX is a Useful F*&king Lie
Background
WHY RESEARCH?
Insights about an industry, market, or customer segment
were never discovered sitting on your fucking couch.
MALKOVICH BIAS
The tendency to believe that everyone uses technology
the same way you do.
- Andres Glusman
Customer ResearchHOW MUCH RESEARCH?
Lot
s	
  
People	
  
Insights	
  
12	
  
Lot
s	
  
People	
  
Insights	
  
A RESEARCH HEURISTIC
THE RESEARCH INSIGHT DESPAIR CURVE
LeanUX is a Useful F*&king Lie
•  Most teams practicing Lean Startup don't start with a customer
hypothesis; they work backwards from a solution hypothesis
•  Because teams start with a solution hypothesis, it's almost
impossible for them to generate multiple hypotheses for testing
•  GOOB, when done poorly, is particularly prone to confirmation
bias
•  Most teams have trouble formulating hypotheses & identifying
assumptions
•  Designing reliable experiments is a skill that takes time to learn
•  People new to customer research are really bad at listening for
weak signals
•  When a customer interview is guided, it almost never provides
opportunity for serendipitous insights to emerge
Problems with Lean Startup
•  Customer Exploration
•  Problem Exploration
•  Solution Exploration
•  Iteration & Scaling
LEANUX PROCESS
How do we make sense of the world so that we can
make decisions and act?
A BERRYPICKING MODEL OF LEAN STARTUP
PROBLEM FRAMING
4 W PROBLEM EXPLORATION
§  Who
§  What
§  Why
§  Where
4W Exploration
Who
Who has this problem? Is it your
customer? Have you validated that the
problem is real? Can you prove it?
What
What is the nature of the problem? Can
you explain it simply? How do you know
it’s a problem? What is the evidence to
support the problem?
Why do you believe it is a problem worth
solving? Is it an acute problem for the
customer? How acute?
Why
Where does this problem arise? In which
context does the customer experience the
problem? Have you observed the problem
in context? Can you describe that
context?
Where
By yourself - write out on
post-its at least 2
•  Who
•  What
•  Why
•  Where
4W Exploration – 10 min
As a team, present all post-its onto a blank
sheet of large paper, discuss all 4 Ws people
presented, take note of duplicates.
•  Which 2 are most revealing
•  Which 2 are most relevant to your
customer on your empathy map?
Use dot-voting
4W Exploration –
Synthesis– 20 minutes
Now, after reviewing the 4W Canvas, please
write out at least a paragraph describing the
problem as a problem statement. Make sure
to be explicit about the Who, What, Why,
Where.
Problem Statement – 10 minutes
LeanUX is a Useful F*&king Lie
Each team member present their problem
statement. Dot vote on the 1 strongest
problem (or combine them).
Team must present a single problem
statement to the entire group
Synthesis – 10 minutes
Every team select one person.
Stand Up and read problem statement.
Place on flip chart at front of the room.
PRESENT
CYNEFIN
The place of your
multiple belongings
CYNEFIN
•  Customer Exploration
•  Problem Exploration
•  Solution Exploration
•  Iteration & Scaling
LEANUX PROCESS
SOLUTION IDEATION
EXPLOITATION vs EXPLORATION
LeanUX is a Useful F*&king Lie
CREATE
PITCH
CRITIQUE
Generate lots of design concepts (options*)
Present concept as stories
Critique using Ritual Dissent
Integrate (steal) & Iterate
Check stories for coherence
Converge around testable solution hypotheses
Design Studio
*See Chris Matts Real Options Theory
•  Customer Exploration
•  Problem Exploration
•  Solution Exploration
•  Iteration & Scaling
LEANUX PROCESS
ITERATE & SCALE
LeanUX is a Useful F*&king Lie
LeanUX is a Useful F*&king Lie
WHY PROTOTYPE?
• Explore
• Quickly create testable solution options
• Identifies problems before they’re coded
• Reflection-in-action*
• Experiment
• Early frequent feedback from customers
• Low opportunity cost
• Evolve understanding of customer behaviors
* Theory in Pracice, Chris Argyris & Donald Schön
WHAT FIDELITY?
• Low fidelity
• Paper
• Medium fidelity
• Axure
• Omnigraffle
• Indigo Studio
• Clickable Wireframes
• High Fidelity
• Twitter Bootstrap
• jQueryUI
• Zurb Foundation
Beware of “endowment effect,”
also called the divestiture
aversion.
Once people invest time/effort
“sketching with code,” its very
difficult to throw the concept
away and explore new options.”
Identify what you want to learn,
pick the least effort to go through
Build > Measure > Learn
LEANUX PRINCIPLES
•  Discover customer problems through research
•  Cross-functional collaboration
•  Visualize the work
•  Invalidate assumptions
•  Generate many problem options
•  Collaborative solutioning
•  Validation before scaling
THE LEANUX KATA
•  Who is the customer?
•  What is their problem?
•  What do you know and how do you know it?
•  What are your assumptions? How will you test them?
•  What have you learned and what should you learn next?
•  What is your very next experiment? How will you measure
it?
LEAN THINKING
LEAN PRINCIPLES
•  Identify Customers & Value
•  Map the Value Stream
•  Create Flow by Eliminating Waste
•  Respond to Customer Pull
•  Continuously Improve
PURPOSE, PROCESS, PEOPLE
•  Purpose: What is our organizations purpose? Who is our
customer? What is the value? Where is the target?
•  Process: How will the organization assess each major value stream
to make sure we’re maximizing optionality while decreasing waste?
•  People: How do we empower people to own the process, own the
work, and be constantly learning? How can everyone touching the
value stream be actively engaged in operating it correctly and
continually improving it?
LEANUX MANAGEMENT
“Lean UX management is not about experts
providing answers, or aligning “resources” to a
strategic vision. It’s about providing a system of
constraints for people to ask the right questions, find
purpose in their work, and be empowered to make
decisions and constantly learn & improve through
experimentation and failure.”
WILL EVANS
Design Thinker-in-Residence
NYU Stern School of Management
Will.Evans@PraxisFlow.com
@semanticwill

More Related Content

What's hot

Using Your Growth Model to Drive Smarter High Tempo Testing
Using Your Growth Model to Drive Smarter High Tempo TestingUsing Your Growth Model to Drive Smarter High Tempo Testing
Using Your Growth Model to Drive Smarter High Tempo TestingSean Ellis
 
Building Startup Ecosystems + Investing in Tech Startups
Building Startup Ecosystems + Investing in Tech StartupsBuilding Startup Ecosystems + Investing in Tech Startups
Building Startup Ecosystems + Investing in Tech StartupsDave McClure
 
“The Business of Knowing Your Customer’s Business - The Key to Selling Value”
“The Business of Knowing Your Customer’s Business - The Key to Selling Value”“The Business of Knowing Your Customer’s Business - The Key to Selling Value”
“The Business of Knowing Your Customer’s Business - The Key to Selling Value”ValueSelling Associates, Inc.
 
Product Discovery At Google
Product Discovery At GoogleProduct Discovery At Google
Product Discovery At GoogleJohn Gibbon
 
GE User Experience Playbook
GE User Experience PlaybookGE User Experience Playbook
GE User Experience PlaybookMelinda Belcher
 
Simple Steps to UX/UI Web Design
Simple Steps to UX/UI Web DesignSimple Steps to UX/UI Web Design
Simple Steps to UX/UI Web DesignKoombea
 
How to measure content effectiveness
How to measure content effectivenessHow to measure content effectiveness
How to measure content effectivenessBrain Traffic
 
Conducting User Research
Conducting User ResearchConducting User Research
Conducting User ResearchJeremy Horn
 
How to be an angel investor
How to be an angel investorHow to be an angel investor
How to be an angel investorVenture Hacks
 
Product Validation With Product Discovery
Product Validation With Product Discovery Product Validation With Product Discovery
Product Validation With Product Discovery Hengki Sihombing
 
10 tips for a better UX survey
10 tips for a better UX survey10 tips for a better UX survey
10 tips for a better UX surveyCaroline Jarrett
 
Universal Design Tokens
Universal Design TokensUniversal Design Tokens
Universal Design TokensJames Nash
 
6 Great Steps to Know to Create Successful Web GUI
6 Great Steps to Know to Create Successful Web GUI6 Great Steps to Know to Create Successful Web GUI
6 Great Steps to Know to Create Successful Web GUIRavi Bhadauria
 
How to create surveys that don't suck
How to create surveys that don't suckHow to create surveys that don't suck
How to create surveys that don't suckYana Alekseyevna
 
Floodgate vc fundraising primer ppt
Floodgate vc fundraising primer pptFloodgate vc fundraising primer ppt
Floodgate vc fundraising primer pptMike Maples, Jr
 
Lean Product Discovery
Lean Product DiscoveryLean Product Discovery
Lean Product DiscoveryDavid Hawks
 

What's hot (20)

Using Your Growth Model to Drive Smarter High Tempo Testing
Using Your Growth Model to Drive Smarter High Tempo TestingUsing Your Growth Model to Drive Smarter High Tempo Testing
Using Your Growth Model to Drive Smarter High Tempo Testing
 
Building Startup Ecosystems + Investing in Tech Startups
Building Startup Ecosystems + Investing in Tech StartupsBuilding Startup Ecosystems + Investing in Tech Startups
Building Startup Ecosystems + Investing in Tech Startups
 
“The Business of Knowing Your Customer’s Business - The Key to Selling Value”
“The Business of Knowing Your Customer’s Business - The Key to Selling Value”“The Business of Knowing Your Customer’s Business - The Key to Selling Value”
“The Business of Knowing Your Customer’s Business - The Key to Selling Value”
 
Product Discovery At Google
Product Discovery At GoogleProduct Discovery At Google
Product Discovery At Google
 
GE User Experience Playbook
GE User Experience PlaybookGE User Experience Playbook
GE User Experience Playbook
 
Simple Steps to UX/UI Web Design
Simple Steps to UX/UI Web DesignSimple Steps to UX/UI Web Design
Simple Steps to UX/UI Web Design
 
How to measure content effectiveness
How to measure content effectivenessHow to measure content effectiveness
How to measure content effectiveness
 
Lean Startup 301
Lean Startup 301Lean Startup 301
Lean Startup 301
 
Conducting User Research
Conducting User ResearchConducting User Research
Conducting User Research
 
How to be an angel investor
How to be an angel investorHow to be an angel investor
How to be an angel investor
 
Burn Your Business Plan
Burn Your Business PlanBurn Your Business Plan
Burn Your Business Plan
 
Product Validation With Product Discovery
Product Validation With Product Discovery Product Validation With Product Discovery
Product Validation With Product Discovery
 
Effective user stories for your agile or Scrum team
Effective user stories for your agile or Scrum teamEffective user stories for your agile or Scrum team
Effective user stories for your agile or Scrum team
 
10 tips for a better UX survey
10 tips for a better UX survey10 tips for a better UX survey
10 tips for a better UX survey
 
Universal Design Tokens
Universal Design TokensUniversal Design Tokens
Universal Design Tokens
 
6 Great Steps to Know to Create Successful Web GUI
6 Great Steps to Know to Create Successful Web GUI6 Great Steps to Know to Create Successful Web GUI
6 Great Steps to Know to Create Successful Web GUI
 
How to create surveys that don't suck
How to create surveys that don't suckHow to create surveys that don't suck
How to create surveys that don't suck
 
Floodgate vc fundraising primer ppt
Floodgate vc fundraising primer pptFloodgate vc fundraising primer ppt
Floodgate vc fundraising primer ppt
 
Lean Product Discovery
Lean Product DiscoveryLean Product Discovery
Lean Product Discovery
 
Kanban Trojan Horse_(2022).pdf
Kanban Trojan Horse_(2022).pdfKanban Trojan Horse_(2022).pdf
Kanban Trojan Horse_(2022).pdf
 

Viewers also liked

Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]
Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]
Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]Kate Rutter
 
TADHack 2015 webinar Oracle Comms & Optare
TADHack 2015 webinar Oracle Comms & OptareTADHack 2015 webinar Oracle Comms & Optare
TADHack 2015 webinar Oracle Comms & Optareantonry
 
Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...
Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...
Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...Produktbezogen.de
 
Bluemix Garage Method
Bluemix Garage MethodBluemix Garage Method
Bluemix Garage MethodDev_Events
 
Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?
Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?
Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?Gregor Gross
 
Agile Myths and Legends
Agile Myths and LegendsAgile Myths and Legends
Agile Myths and LegendsAngela Dugan
 
Kanban 101 - 2 Flow basics
Kanban 101 - 2 Flow basicsKanban 101 - 2 Flow basics
Kanban 101 - 2 Flow basicsMichael Sahota
 
3 beliefs you need to let go to start your agile journey - Wildcard 2015
3 beliefs you need to let go to start your agile journey - Wildcard 20153 beliefs you need to let go to start your agile journey - Wildcard 2015
3 beliefs you need to let go to start your agile journey - Wildcard 2015Antti Kirjavainen
 
Agile Myths and Misconceptions
Agile Myths and MisconceptionsAgile Myths and Misconceptions
Agile Myths and MisconceptionsCalen Legaspi
 
Batch is Back: Critical for Agile Application Adoption
Batch is Back: Critical for Agile Application AdoptionBatch is Back: Critical for Agile Application Adoption
Batch is Back: Critical for Agile Application AdoptionDataWorks Summit/Hadoop Summit
 
Agile Myths by Ruchika Goyal and Ganesh Gembali
Agile Myths by Ruchika Goyal and Ganesh GembaliAgile Myths by Ruchika Goyal and Ganesh Gembali
Agile Myths by Ruchika Goyal and Ganesh GembaliXebia IT Architects
 
Tony Fifoot - Improving innovation through batch size optimisation
Tony Fifoot - Improving innovation through batch size optimisationTony Fifoot - Improving innovation through batch size optimisation
Tony Fifoot - Improving innovation through batch size optimisationScrum Australia Pty Ltd
 
MVP (Minimum Viable Product)
MVP (Minimum Viable Product)MVP (Minimum Viable Product)
MVP (Minimum Viable Product)Max Tillich
 
Kanban: No Answers, Just Questions
Kanban: No Answers, Just Questions  Kanban: No Answers, Just Questions
Kanban: No Answers, Just Questions Ralf Kruse
 
Training - Introducing Agile, Lean and Kanban
Training - Introducing Agile, Lean and KanbanTraining - Introducing Agile, Lean and Kanban
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
 
So funktioniert Ihre Zielgruppenanalyse
So funktioniert Ihre ZielgruppenanalyseSo funktioniert Ihre Zielgruppenanalyse
So funktioniert Ihre ZielgruppenanalyseTWT
 
Improving throughput with the Theory of Constraints and Queuing Theory
Improving throughput with the Theory of Constraints and Queuing TheoryImproving throughput with the Theory of Constraints and Queuing Theory
Improving throughput with the Theory of Constraints and Queuing TheoryAndrew Rusling
 

Viewers also liked (20)

Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]
Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]
Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]
 
TADHack 2015 webinar Oracle Comms & Optare
TADHack 2015 webinar Oracle Comms & OptareTADHack 2015 webinar Oracle Comms & Optare
TADHack 2015 webinar Oracle Comms & Optare
 
Leed Presentation
Leed PresentationLeed Presentation
Leed Presentation
 
Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...
Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...
Digitale Produktentwicklung - Theorie trifft auf Realität, anhand eines aktue...
 
Bluemix Garage Method
Bluemix Garage MethodBluemix Garage Method
Bluemix Garage Method
 
Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?
Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?
Lean Startup: Wie sieht der Einsatz von MVPs in der deutschen Praxis aus?
 
Agile Myths and Legends
Agile Myths and LegendsAgile Myths and Legends
Agile Myths and Legends
 
Kanban 101 - 2 Flow basics
Kanban 101 - 2 Flow basicsKanban 101 - 2 Flow basics
Kanban 101 - 2 Flow basics
 
3 beliefs you need to let go to start your agile journey - Wildcard 2015
3 beliefs you need to let go to start your agile journey - Wildcard 20153 beliefs you need to let go to start your agile journey - Wildcard 2015
3 beliefs you need to let go to start your agile journey - Wildcard 2015
 
Agile Myths
Agile MythsAgile Myths
Agile Myths
 
Agile Myths and Misconceptions
Agile Myths and MisconceptionsAgile Myths and Misconceptions
Agile Myths and Misconceptions
 
Batch is Back: Critical for Agile Application Adoption
Batch is Back: Critical for Agile Application AdoptionBatch is Back: Critical for Agile Application Adoption
Batch is Back: Critical for Agile Application Adoption
 
Agile Myths by Ruchika Goyal and Ganesh Gembali
Agile Myths by Ruchika Goyal and Ganesh GembaliAgile Myths by Ruchika Goyal and Ganesh Gembali
Agile Myths by Ruchika Goyal and Ganesh Gembali
 
Tony Fifoot - Improving innovation through batch size optimisation
Tony Fifoot - Improving innovation through batch size optimisationTony Fifoot - Improving innovation through batch size optimisation
Tony Fifoot - Improving innovation through batch size optimisation
 
MVP (Minimum Viable Product)
MVP (Minimum Viable Product)MVP (Minimum Viable Product)
MVP (Minimum Viable Product)
 
Kanban: No Answers, Just Questions
Kanban: No Answers, Just Questions  Kanban: No Answers, Just Questions
Kanban: No Answers, Just Questions
 
Training - Introducing Agile, Lean and Kanban
Training - Introducing Agile, Lean and KanbanTraining - Introducing Agile, Lean and Kanban
Training - Introducing Agile, Lean and Kanban
 
So funktioniert Ihre Zielgruppenanalyse
So funktioniert Ihre ZielgruppenanalyseSo funktioniert Ihre Zielgruppenanalyse
So funktioniert Ihre Zielgruppenanalyse
 
Improving throughput with the Theory of Constraints and Queuing Theory
Improving throughput with the Theory of Constraints and Queuing TheoryImproving throughput with the Theory of Constraints and Queuing Theory
Improving throughput with the Theory of Constraints and Queuing Theory
 
Effect of Batch Size on Work Flow
Effect of Batch Size on Work FlowEffect of Batch Size on Work Flow
Effect of Batch Size on Work Flow
 

Similar to LeanUX is a Useful F*&king Lie

A Primer For Design Thinking For Business
A Primer For Design Thinking For BusinessA Primer For Design Thinking For Business
A Primer For Design Thinking For Businesssean carney
 
Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design William Evans
 
New Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge WorkNew Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge WorkWilliam Evans
 
Validating Ideas with Users
Validating Ideas with UsersValidating Ideas with Users
Validating Ideas with UsersSheen Yap
 
Intro to Agile and Lean UX
Intro to Agile and Lean UXIntro to Agile and Lean UX
Intro to Agile and Lean UXJacklyn Burgan
 
Introduction to The Lean Startup
Introduction to The Lean StartupIntroduction to The Lean Startup
Introduction to The Lean StartupDanny Boice
 
Design Thinking
Design ThinkingDesign Thinking
Design Thinkinglmittler
 
Design thinking STLinSTL 2016
Design thinking STLinSTL 2016Design thinking STLinSTL 2016
Design thinking STLinSTL 2016lmittler
 
Gateway to Agile: Product Discovery - Lean UX and Design Sprints
Gateway to Agile: Product Discovery - Lean UX and Design SprintsGateway to Agile: Product Discovery - Lean UX and Design Sprints
Gateway to Agile: Product Discovery - Lean UX and Design SprintsGervais Johnson, Advisor
 
Building innovative products
Building innovative productsBuilding innovative products
Building innovative productsShishir Choudhary
 
Design Thinking Simplified -The Entrepreneur's Toolkit Series
Design Thinking Simplified  -The Entrepreneur's Toolkit SeriesDesign Thinking Simplified  -The Entrepreneur's Toolkit Series
Design Thinking Simplified -The Entrepreneur's Toolkit SeriesDr. Deepika Salwankar
 
Formulate stronger hypotheses
Formulate stronger hypothesesFormulate stronger hypotheses
Formulate stronger hypothesesCarmen Brion
 
Building innovative products
Building innovative productsBuilding innovative products
Building innovative productsShishir Choudhary
 
Lean Product Development
Lean Product DevelopmentLean Product Development
Lean Product DevelopmentAndy Kaiser ™
 

Similar to LeanUX is a Useful F*&king Lie (20)

A Primer For Design Thinking For Business
A Primer For Design Thinking For BusinessA Primer For Design Thinking For Business
A Primer For Design Thinking For Business
 
Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design
 
New Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge WorkNew Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge Work
 
Introduction to Lean UX
Introduction to Lean UXIntroduction to Lean UX
Introduction to Lean UX
 
Lean Startup 101
Lean Startup 101Lean Startup 101
Lean Startup 101
 
Validating Ideas with Users
Validating Ideas with UsersValidating Ideas with Users
Validating Ideas with Users
 
Intro to Agile and Lean UX
Intro to Agile and Lean UXIntro to Agile and Lean UX
Intro to Agile and Lean UX
 
Avatech: Workshop Lean Canvas
Avatech: Workshop Lean CanvasAvatech: Workshop Lean Canvas
Avatech: Workshop Lean Canvas
 
Introduction to The Lean Startup
Introduction to The Lean StartupIntroduction to The Lean Startup
Introduction to The Lean Startup
 
Lean UX principles
Lean UX principlesLean UX principles
Lean UX principles
 
Design Thinking
Design ThinkingDesign Thinking
Design Thinking
 
Design thinking STLinSTL 2016
Design thinking STLinSTL 2016Design thinking STLinSTL 2016
Design thinking STLinSTL 2016
 
Gateway to Agile: Product Discovery - Lean UX and Design Sprints
Gateway to Agile: Product Discovery - Lean UX and Design SprintsGateway to Agile: Product Discovery - Lean UX and Design Sprints
Gateway to Agile: Product Discovery - Lean UX and Design Sprints
 
Building innovative products
Building innovative productsBuilding innovative products
Building innovative products
 
Design Thinking Simplified -The Entrepreneur's Toolkit Series
Design Thinking Simplified  -The Entrepreneur's Toolkit SeriesDesign Thinking Simplified  -The Entrepreneur's Toolkit Series
Design Thinking Simplified -The Entrepreneur's Toolkit Series
 
Formulate stronger hypotheses
Formulate stronger hypothesesFormulate stronger hypotheses
Formulate stronger hypotheses
 
Building innovative products
Building innovative productsBuilding innovative products
Building innovative products
 
Lean Product Development
Lean Product DevelopmentLean Product Development
Lean Product Development
 
Nyu itp lean class 1 2.2.2015
Nyu itp lean class 1 2.2.2015Nyu itp lean class 1 2.2.2015
Nyu itp lean class 1 2.2.2015
 
NYU ITP Lean Class 1 2.2.2015
NYU ITP Lean Class 1 2.2.2015NYU ITP Lean Class 1 2.2.2015
NYU ITP Lean Class 1 2.2.2015
 

More from William Evans

Empowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design ThinkingEmpowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design ThinkingWilliam Evans
 
Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
 
Leading Organizational Design and Transformation
Leading Organizational Design and TransformationLeading Organizational Design and Transformation
Leading Organizational Design and TransformationWilliam Evans
 
On Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational AwarenessOn Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational AwarenessWilliam Evans
 
On Branding: Turning Emotion into Connection
On Branding: Turning Emotion into ConnectionOn Branding: Turning Emotion into Connection
On Branding: Turning Emotion into ConnectionWilliam Evans
 
Dispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignDispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
 
Facilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to ExplorationFacilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to ExplorationWilliam Evans
 
LeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 WsLeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 WsWilliam Evans
 
Good Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design PrinciplesGood Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design PrinciplesWilliam Evans
 
ReDesigned to Disrupt
ReDesigned to DisruptReDesigned to Disrupt
ReDesigned to DisruptWilliam Evans
 
Introduction to Kanban for Creative Agencies
Introduction to Kanban for Creative AgenciesIntroduction to Kanban for Creative Agencies
Introduction to Kanban for Creative AgenciesWilliam Evans
 
Design Ethnography for Lean Teams
Design Ethnography for Lean TeamsDesign Ethnography for Lean Teams
Design Ethnography for Lean TeamsWilliam Evans
 
Modeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYCModeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYCWilliam Evans
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsWilliam Evans
 
Customer Research & Persona Development
Customer Research & Persona DevelopmentCustomer Research & Persona Development
Customer Research & Persona DevelopmentWilliam Evans
 
Concierge & Pitch MVP
Concierge & Pitch MVPConcierge & Pitch MVP
Concierge & Pitch MVPWilliam Evans
 
Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!William Evans
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsWilliam Evans
 

More from William Evans (20)

Empowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design ThinkingEmpowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design Thinking
 
Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration
 
Leading Organizational Design and Transformation
Leading Organizational Design and TransformationLeading Organizational Design and Transformation
Leading Organizational Design and Transformation
 
On Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational AwarenessOn Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational Awareness
 
On Branding: Turning Emotion into Connection
On Branding: Turning Emotion into ConnectionOn Branding: Turning Emotion into Connection
On Branding: Turning Emotion into Connection
 
Dispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignDispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy Design
 
Facilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to ExplorationFacilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to Exploration
 
LeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 WsLeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 Ws
 
Good Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design PrinciplesGood Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design Principles
 
LeanUX14
LeanUX14LeanUX14
LeanUX14
 
ReDesigned to Disrupt
ReDesigned to DisruptReDesigned to Disrupt
ReDesigned to Disrupt
 
Introduction to Kanban for Creative Agencies
Introduction to Kanban for Creative AgenciesIntroduction to Kanban for Creative Agencies
Introduction to Kanban for Creative Agencies
 
Design Ethnography for Lean Teams
Design Ethnography for Lean TeamsDesign Ethnography for Lean Teams
Design Ethnography for Lean Teams
 
Promiscuous pairing
Promiscuous pairingPromiscuous pairing
Promiscuous pairing
 
Modeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYCModeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYC
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus Groups
 
Customer Research & Persona Development
Customer Research & Persona DevelopmentCustomer Research & Persona Development
Customer Research & Persona Development
 
Concierge & Pitch MVP
Concierge & Pitch MVPConcierge & Pitch MVP
Concierge & Pitch MVP
 
Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus Groups
 

Recently uploaded

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 

Recently uploaded (20)

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 

LeanUX is a Useful F*&king Lie

  • 2. WILL EVANS Design Thinker-in-Residence NYU Stern School of Management Will.Evans@PraxisFlow.com @semanticwill
  • 3. "My propositions serve as elucidations in the following way: anyone who understands me eventually recognizes them as nonsensical, when he has used them - as steps - to climb beyond them. He must, so to speak, throw away the ladder after he has climbed up it.” - Wittgenstein
  • 4. “All models are lies, but some models are skillful.”
  • 7. WHAT IS LEAN STARTUP? A post-positivist apologetics of a “movement”
  • 10. The problem with many startups is that you spend months or years doing research, writing requirements, designing and building software… and discover no customer or user cares.
  • 12. It Started With a Question If startups fail from a lack of customers not product development failure… Then why do we have: •  A process for product development? •  No process for customer development?
  • 13. “A Startup is a human institution designed to deliver a product or service under conditions of extreme uncertainty” – Eric Ries
  • 15. “Waste is any human activity which absorbs resources, but creates no value.” - James P Womak and Daniel T. Jones, Lean Thinking
  • 16. Over the past 35 years, design & development, much like Waterfall*, accumulated a lot of wasteful, time- consuming, CYA practices that delivered no discernable value to the business or to customers.
  • 23. LEAN STARTUP BUSINESS MODEL CANVAS
  • 24. GOOB (GET OUT OF THE BUILDING) Hypotheses, Not Requirements Focus on Learning (innovation accounting) Use Iterative Design & Testing Validating before Scale Small Batches = Less Risk CORE LEAN STARTUP CONCEPTS
  • 25. Your team should maximize for: LEARNING FOCUS While Minimizing: CYCLE TIME
  • 26. 1.  Most teams don't start with a customer hypothesis; they work backwards from a solution hypothesis. 2.  Because teams start with a solution hypothesis, it's almost impossible for them to generate multiple hypotheses for testing. 3.  GOOB, when done poorly, is particularly prone to confirmation bias 4.  Formulating hypotheses & stating assumptions is hard. 5.  Designing reliable experiments is a skill that takes time to learn 6.  There is little focus on the organization / value stream 7.  It is “ahistorical” meaning little knowledge of it’s own past DECONSTRUCTING LEAN STARTUP
  • 28. By Lean*UX most people really mean “UX in the context of the Lean Startup Method” Term coined by Janice Fraser, Founder of LUXR
  • 31. FUNDAMENTALS OF LEAN UX •  Balanced, Cross-functional team •  Externalize (visualize) process •  Flow: Think > Make > Check •  Research to understand Customer/Problem Space •  No proxies between customers and team •  Collaborative Sense-making •  Generative Ideation: It’s about optionality •  Formulate many small experiments and measure outcome
  • 32. Your team should maximize for: LEARNING FOCUS While Minimizing: CYCLE TIME
  • 34. •  Customer Exploration •  Problem Exploration •  Solution Exploration •  Iteration & Scaling LEANUX PROCESS Let’s unpack what this looks like…
  • 35. BASICS OF CUSTOMER EXPLORATION
  • 37. UX MANTRA Mantra: You are not the customer. Only through research can we uncover people’s pains, needs, and goals, in their context.
  • 40. WHY RESEARCH? Insights about an industry, market, or customer segment were never discovered sitting on your fucking couch.
  • 41. MALKOVICH BIAS The tendency to believe that everyone uses technology the same way you do. - Andres Glusman
  • 42. Customer ResearchHOW MUCH RESEARCH? Lot s   People   Insights  
  • 43. 12   Lot s   People   Insights   A RESEARCH HEURISTIC
  • 44. THE RESEARCH INSIGHT DESPAIR CURVE
  • 46. •  Most teams practicing Lean Startup don't start with a customer hypothesis; they work backwards from a solution hypothesis •  Because teams start with a solution hypothesis, it's almost impossible for them to generate multiple hypotheses for testing •  GOOB, when done poorly, is particularly prone to confirmation bias •  Most teams have trouble formulating hypotheses & identifying assumptions •  Designing reliable experiments is a skill that takes time to learn •  People new to customer research are really bad at listening for weak signals •  When a customer interview is guided, it almost never provides opportunity for serendipitous insights to emerge Problems with Lean Startup
  • 47. •  Customer Exploration •  Problem Exploration •  Solution Exploration •  Iteration & Scaling LEANUX PROCESS
  • 48. How do we make sense of the world so that we can make decisions and act?
  • 49. A BERRYPICKING MODEL OF LEAN STARTUP
  • 51. 4 W PROBLEM EXPLORATION
  • 52. §  Who §  What §  Why §  Where 4W Exploration
  • 53. Who Who has this problem? Is it your customer? Have you validated that the problem is real? Can you prove it?
  • 54. What What is the nature of the problem? Can you explain it simply? How do you know it’s a problem? What is the evidence to support the problem?
  • 55. Why do you believe it is a problem worth solving? Is it an acute problem for the customer? How acute? Why
  • 56. Where does this problem arise? In which context does the customer experience the problem? Have you observed the problem in context? Can you describe that context? Where
  • 57. By yourself - write out on post-its at least 2 •  Who •  What •  Why •  Where 4W Exploration – 10 min
  • 58. As a team, present all post-its onto a blank sheet of large paper, discuss all 4 Ws people presented, take note of duplicates. •  Which 2 are most revealing •  Which 2 are most relevant to your customer on your empathy map? Use dot-voting 4W Exploration – Synthesis– 20 minutes
  • 59. Now, after reviewing the 4W Canvas, please write out at least a paragraph describing the problem as a problem statement. Make sure to be explicit about the Who, What, Why, Where. Problem Statement – 10 minutes
  • 61. Each team member present their problem statement. Dot vote on the 1 strongest problem (or combine them). Team must present a single problem statement to the entire group Synthesis – 10 minutes
  • 62. Every team select one person. Stand Up and read problem statement. Place on flip chart at front of the room. PRESENT
  • 64. The place of your multiple belongings
  • 66. •  Customer Exploration •  Problem Exploration •  Solution Exploration •  Iteration & Scaling LEANUX PROCESS
  • 71. Generate lots of design concepts (options*) Present concept as stories Critique using Ritual Dissent Integrate (steal) & Iterate Check stories for coherence Converge around testable solution hypotheses Design Studio *See Chris Matts Real Options Theory
  • 72. •  Customer Exploration •  Problem Exploration •  Solution Exploration •  Iteration & Scaling LEANUX PROCESS
  • 76. WHY PROTOTYPE? • Explore • Quickly create testable solution options • Identifies problems before they’re coded • Reflection-in-action* • Experiment • Early frequent feedback from customers • Low opportunity cost • Evolve understanding of customer behaviors * Theory in Pracice, Chris Argyris & Donald Schön
  • 77. WHAT FIDELITY? • Low fidelity • Paper • Medium fidelity • Axure • Omnigraffle • Indigo Studio • Clickable Wireframes • High Fidelity • Twitter Bootstrap • jQueryUI • Zurb Foundation Beware of “endowment effect,” also called the divestiture aversion. Once people invest time/effort “sketching with code,” its very difficult to throw the concept away and explore new options.” Identify what you want to learn, pick the least effort to go through Build > Measure > Learn
  • 78. LEANUX PRINCIPLES •  Discover customer problems through research •  Cross-functional collaboration •  Visualize the work •  Invalidate assumptions •  Generate many problem options •  Collaborative solutioning •  Validation before scaling
  • 79. THE LEANUX KATA •  Who is the customer? •  What is their problem? •  What do you know and how do you know it? •  What are your assumptions? How will you test them? •  What have you learned and what should you learn next? •  What is your very next experiment? How will you measure it?
  • 81. LEAN PRINCIPLES •  Identify Customers & Value •  Map the Value Stream •  Create Flow by Eliminating Waste •  Respond to Customer Pull •  Continuously Improve
  • 82. PURPOSE, PROCESS, PEOPLE •  Purpose: What is our organizations purpose? Who is our customer? What is the value? Where is the target? •  Process: How will the organization assess each major value stream to make sure we’re maximizing optionality while decreasing waste? •  People: How do we empower people to own the process, own the work, and be constantly learning? How can everyone touching the value stream be actively engaged in operating it correctly and continually improving it?
  • 83. LEANUX MANAGEMENT “Lean UX management is not about experts providing answers, or aligning “resources” to a strategic vision. It’s about providing a system of constraints for people to ask the right questions, find purpose in their work, and be empowered to make decisions and constantly learn & improve through experimentation and failure.”
  • 84. WILL EVANS Design Thinker-in-Residence NYU Stern School of Management Will.Evans@PraxisFlow.com @semanticwill