A Job-Based Approach to Segment Research

Reading Time: 7 minutes
based on a previous medium post which i am migrating here

What jobs are our segments trying to accomplish and why?

Over the past several months I’ve experimented with various approaches to better understanding the people we are designing for, and each time have slightly tweaked to better meet my need and context.

Each exploration always starts with me facilitating a meeting with a cross-functional team, and the goal of identifying all the assumptions we are making about our target markets, so that we could later start our validation process.

Who am I designing for?

For the most part, the base segments of my projects are higher education students, instructors and administrators for a variety of disciplines. Depending on the course, the amount of variance between students is pretty huge, which obviously makes understanding our target audience challenging. Continue reading “A Job-Based Approach to Segment Research”

Facilitating remote collaborative meetings

Reading Time: 6 minutes

When working at a large enterprise, teams are sometime dispersed across long distances. This makes running meetings a nightmare, especially if the meeting is meant to be  grounded in Design Thinking methodology, filled with divergent and convergent sticky note activities.  The video bellow nails the awkwardness of conference calls.  If you participate in this type of meeting, I am sure you will be able to relate.

Over the past year I’ve experimented with a variety of approaches to remote facilitation of collaborative design workshops, that you’d typically find in organization that do “design thinking” activities. Bellow are some of my experiences, as well as some of the products that came out of a discussion i had at a recent Lean Enterprise Unconferance. Continue reading “Facilitating remote collaborative meetings”

Product Design Sprint for the Lean Enterprise

Reading Time: 4 minutes

A while back I ran into an article which spoke about Google Venture’s Product Design Sprint, which caught my attention.  The sprint is based on Lean methods, with a focus on learning and reducing waste.  It does this by giving “teams a shortcut to learning without building and launching.”

Google Ventures compresses it’s design sprint into “a five-day process, answering critical business questions through the rapid design, prototyping and evaluation of ideas with customers.  The reason Google Ventures uses this 5 day (Monday-Friday) approach probably has more to do with logistical issues and cost of flying founders to their offices, and compacting everything inside that window. Introducing weekends risks spending money on unproductive hours and travel cost. Not something that is very beneficial to startups.  That being said, the time constraints is one of the most important assets of a lean organization as it serves to create a sense of urgency on all involved, and results in the “fat” being cut out of the innovation processes. Continue reading “Product Design Sprint for the Lean Enterprise”