if you're an innovator, "Would you use this" is a question you really want to answer. But you can't ask it in a usability test. Usability tests can evaluate comprehension and ease of use, but test respondents can't reliably predict their own future behaviour. If you base your strategic choices on experiments where you ask them to do that, you can cause serious damage to your company.
But using the JTBD change making forces, and the MAO model, you can start to explore the factors that influence people's actions systematically . You can find out *when* and *why* people will use your new product idea, which is enough to work out whether your product is on the right track.
2. San Francisco Orlando
Denver
Seattle
Los Angeles
Mexico City
Cape Town
Johannesburg
Washington DC
Toronto
Brussels
Amsterdam
Camp Hill
Sao Paulo
New York
Belfast
Edinburgh
Lisbon
Paris
Madrid
Zurich
Milan
Dublin
Bengaluru
Delhi
Mumbai
Hyderabad
Gothenburg
WarsawMunich
Łódź
Stockholm
London
Perth
Singapore
Luxembourg
Shanghai
Adelaide
Melbourne
Brisbane
Canberra
Auckland
Sydney
Tokyo
Studio
Delivery Center
Hub
24
Countries
26
Studios
5500+
Global
Headcount
1100+
US
Headcount
1500+
US India
Headcount
41K+
APAC
71K+
EMEA
89K+
Americas
202K+
Global
150+
Countries
Deloitte Digital Footprint Deloitte Footprint
205SAEXPERTS
5. WHATTHEYSAID
ANDWHATTHEYDID
I tested a website that aimed to gather donations of time
and resources for NGOs. My NGO-manager respondents
all said they’d come back and finish their profiles. But stats
showed that none of them ever did.
An lovely children’s home: Brotherhood of Blessed Gérard. They didn’t participate in the testing, they just published a nice
picture. But you should support them.
6. Self reported claims are
unreliable, as are speculations
about future behaviour.
Jakob Nielsen
Human-Centred Design guru
“
DON’TASKPEOPLEWHATTHEYTHINKTHEYWOULDDO
7. We can’t envision change easily.
Imagined futures are too much like the
present.
We can predict our emotional responses.
We don’t realise that we will feel different
about things in the future to how we feel now.
So don’t go shopping for the week, when
you’re feeling hungry.
WEAREALLBAD
ATIMAGININGTHEFUTURE
flickr.com/photos/ironypoisoning/
8. Most conventional focus groups
actually measure the wrong
thing.[…]
They measure what people
think when participating in a
focus group.
Professor Gerald Zaltman
Harvard Business School
“
9.
10. ANDTHEN…
Coca Cola launched
New Coke.
It bombed. People said
that messing with Coke
was messing with America.
Pepsi’s sales climbed.
Coca Cola concluded it
was because Pepsi tasted
better.
Old Coke came straight back.
These days, Coca Cola Classic
has around 17.6% of Market
share and Pepsi has 8.5%.
http://adage.com/article/cmo-strategy/pepsi-passes-diet-coke-market-share/297790/
And more people are buying
water and tea.
11. BADEXPERIMENTS
WILLMISLEADYOU
1. Drink a bottle, not a sip.
A sip of Pepsi is nice. But if you’re drinking a
bottle, Coke is better.
Do a representative test to get the right
information.
2. No one drinks Coca-Cola blind.
What they “taste” is influenced by their belief in the
Coca Cola brand. Mess with it at your peril.
Factor in perception and social proof.
13. Pay attention to what people do,
not what they say.
Jakob Nielsen
Human-Centred Design guru
“
AGOODUSABILITYTEST
ISBASEDONAGOOD
PROTOTYPE,ANDOBSERVATION.
16. EXAMPLE:ATRANSFORMATIONALINNVATION?
Around 2000, select investors became aware of an amazing new innovation to invest in.
Jeff Bezos
“You have a product so
revolutionary, you’ll have
no problem selling it.”
Steve Jobs
Offered $63 million for a
10% share.
John Doerr
Invested $80 million. Told
Time magazine “it would
become more important
than the internet.”
17. SEGWAY
Target: 10,000 units a week.
After six years: 30,000 units sold altogether.
Still not profitable after a decade.
https://www.flickr.com/photos/izik/
18. MOSTAPPSCAN’T
KEEPTHEIRUSERS
“The average app loses 77% of its
DAUs within the first 3 days after the
install.
Of the >1.5 million apps in the Google
Play store, only a few thousand sustain
meaningful traffic.”
— Andrew Chen,
Silicon Valley researcher and
commentator
19. An invention needs to make sense in
the world in which it is finished, not
the world in which it is started.
Ray Kurzweil
Author, Inventor, Futurist
“
PREDICTION?IMAGINATION?
20. We shape our tools and then
the tools shape us.
Winston Churchill
British prime minister
“
ADOPTIONOFANINNOVATION
CHANGESTHEADOPTIONOF
THATINNOVATION
21. NETWORKEFFECTSANDSOCIALPROOF
In a world where everyone tweets, Twitter makes sense.
In a world where no-one tweets, Twitter makes no sense.
It’w worth trying when you hear of others doing it.
And it’s less valuable when people are saying it’s dead.
23. Remember that our higher
order objective is to validate our
ideas the fastest, cheapest way
possible. Actually building and
launching a product idea is
generally the slowest, most
expensive way to validate the
idea.
Marty Cagan
Product Management trailblazer
“
24. CHEAPMVPEXPERIMENTS
Qual/F2F
• Lab test a mockup
• Concierge
• Wizard of Oz
• Storyboard
• Prototype spaces
• Catalogue/data sheet/
home page
Quant/online
• Call to action
• Ad tracking
• Video and link
• Split testing
31. UNDERSTANDTHE
JOBSTOBEDONE
A customer job could be:
• The tasks they are trying to perform and
complete,
• The problems they are trying to solve,
• Or the needs they are trying to satisfy.
What is the job that a customer will
hire your product to do?
38. If you can’t retain a healthy percentage
of your users past ninety days, you
don’t have product market fit yet.
Fred Wilson
Union Square Ventures
“
CONVERSIONISNOTENOUGH
41. ANEXTENDEDBEHAVIOURCHANGECHECKLIST
Goals
Benefits
Self/issue awareness
Attitudes and emotions
Fears
Social norms
Cognitive biasses
Self-efficacy
Willpower, mindfulness
Knowledge, skill, usability
Habits
Resources: time, money,
devices…
Social support
Triggers
Optimal time
Usual time
MOTIVATION ABILITY OPPORTUNITY
Sebastian Dieterding,
Gaming and motivation expert
46. “Let’s map out the story of the last time you did this task.”
1
47. “So, that time when you were doing this
job… Imagine you’d discovered this.”
2
48. “At each key moment, What’s good about the new way?
And bad? And what’s better about the old way…”3
NEW
BEHAVIOUR
EXISTING
BEHAVIOUR
MOTIVATION
OPPORTUNITY
ABILITY
MOTIVATION
OPPORTUNITY
ABILITY
49. AND/OR “Think of some time you spent in the last
week, that you will use for doing this thing instead.”3
OPPORTUNITY
Triggers
Timing
“What will remind you to use this?”