Stephen Gay Innovation Catalyst @
Intuit Design for Delight

Chat about... • Why Design
for Delight? • Our Journey • 3 Core Principles • 6 Methods

Canadian living in Silicon Valley
15+ years of experience @ Intuit Design Strategist & Innovation Catalyst

Why
Design for Delight?

#1 driver of new customer
purchases of Intuit products Word of Mouth

Delight promotes Word of Mouth

• Flawless planning • Avoid
failure • Rigorous analysis • Presentations • Arm’s length customer research • Periodic • Thinking • Enlightened TRIAL & ERROR • Fail FAST • Rigorous TESTING • Lightweight EXPERIMENTS • DEEP CUSTOMER IMMERSION • CONTINUOUS • DOING TO: Designing for Delight (aka Design Thinking) FROM: Traditional Thinking

TO: Designing for Delight (aka
Design Thinking) 4 + 4 = 8 8 = 4 + 4 2 + 6 12 – 4 4 x 2 24 / 3 Discovery of what is “right”. The so-called “correct” answer Discovery of what WORKS. An infinity of POSSIBLE answers FROM: Traditional Thinking

Our Journey

’07
Beyond Ease
NPS Flat

“Intuit is the most well
run, no growth company in the valley.”

’07 Beyond Ease NPS Flat
‘08 Delight Forums

’09 Catalyst & Session Pilots
’10 Innovation Catalysts ’07 Beyond Ease NPS Flat ‘08 Delight Forums

FY ‘10 75 Catalysts FY
‘09 10 Catalysts 120 Catalysts FY ‘11 FY ‘12 170 Catalysts FY ‘13 200 Catalysts Cross functional group of D4D experts, working across the company to apply D4D in the day-to-day to achieve Delight

’09 Catalyst & Session Pilots
’10 Innovation Catalysts ’11 D4D Sessions ’07 Beyond Ease NPS Flat ‘08 Delight Forums

’09 Catalyst & Session Pilots
’10 Innovation Catalysts ’11 D4D Sessions ’12 Everyday D4D ’07 Beyond Ease NPS Flat ‘08 Delight Forums

2012 #56 2011 #84 2010
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3 Core Principles

Know your customer better than
they know themselves.

Observed customer pain...

...drives to a solution.

It is hard to understand
your customer from your office…

Connect with where they are
coming from… 1. Be the customer 2. Watch the customer 3. Talk with the customer

Purpose of Deep Customer Empathy
• See the customer from a different perspective • Understand what really matters

To get one great idea,
you have to create lots. Your first idea is usually not your best.

Divergent Thinking Create Choices Convergent
Thinking Make Choices

Purpose of Going Broad to
Narrow • Create options before making choices • Explicit criteria = better choices • The foundation for innovating new ways of doing things

Watching how our customers behave
is far better than our opinion.

Rough Experiments to Test Ideas

Get Feedback Early and Often

Build Physical Prototypes to Experiment

Experiment in the Lab &
Field

Purpose of Rapid Experiments with
Customers • To learn what will improve customers lives • To learn what the pros and cons of different approaches are • To make better decisions

6 Methods

SAY DO THINK FEEL D4D
| Empathy Map The Empathy Map Problem Statement • I"am"________________________________." • I"am"trying"to"_________________________," but"_________________________________" because"_____________________________," which"makes"me"feel"__________________." “Who”"with"3"characteris=cs" Outcome/Job" Problem/Barrier" Root"Cause" Emo=on" The Problem Statement Brainstorming The 2x2 The Storyboard Visioning

The Empathy Map SAY DO
THINK FEEL D4D | Empathy Map

What%mo(vates%me%is:%
______________________________%

You have research findings and
want the team to understand what they mean at a deeper level. WHY use it WHEN to use it •To sink into a user’s perspective and related emotions. •To uncover underlying motivations and beliefs that drive behaviors and words. • Feelings are key to delivering delight. Time: 20-30 minutes per user

1.PLAN: Set out Sharpie markers
and Post-Its 2.UNPACK FIELD RESEARCH: What ‘s surprising? Individually, write down your top 3 observations.Then, as a group, share each user’s story out loud, one at a time.Take notes on Post-Its, capturing observations, quotes, and inferences. 3.WALK THE MAP: Sticking Post-Its in the appropriate areas, starting with the explicit (say, do) and then to the implicit (feel, think) for each observation.“What did this person... SAY? (quotes and keywords) DO? (actions and behaviors) FEEL? (infer emotions using words/facial expression) THINK? (infer beliefs, logic – if I do this, then...) HOW to do it

The Problem Statement Problem Statement
• I"am"________________________________." • I"am"trying"to"_________________________," but"_________________________________" because"_____________________________," which"makes"me"feel"__________________." “Who”"with"3"characteris=cs" Outcome/Job" Problem/Barrier" Root"Cause" Emo=on"

I am an overweight employee
with a full-­‐4me job and a toddler at home. I am trying to get regular exercise, but I can’t find the 4me because I spend all of my free 4me playing with my daughter , which makes me feel powerless to control my weight.

You have a hypothesis, or
understanding, about the customer problem and need to articulate it to gain shared-vision or customer feedback. WHY use it WHEN to use it Enables stakeholders to clarify the problem, the root causes and associated emotions. Use the problem statement with the target customer to get feedback on how well this statement reflects their problem, and how painful this problem is relative to others, from their perspective. Time: 5-10 minutes per Problem Statement

1.WRITE the problem statement template
on a large board or poster (or print the problem statement template). 2.Each team member should GENERATE their own problem statement, filling in the 5 phrases. 3.SHARE all problem statements with group 4.CHOOSE which problem statement(s) to test with customers HOW to do it

Brainstorming

You want to generate a
bunch of ideas, form a variety of perspectives – quickly. WHY use it WHEN to use it •To generate many new ideas -- quickly • Incorporate diverse perspectives • Probe more deeply into a problem or opportunity area Time: 30-40 minutes

1.SET CONTEXT by grounding participants
in the problem or opportunity space, project history, personas and insights. 2.WARM UP. Use a group exercise to get energy up. 3.FOCUS ATTENTION by writing a provocative “How Might We...?” or “What ways can...?” question on the board. 4.QUIET IDEATION. To balance different thinking styles, spend 2-3 minutes capturing ideas individually, one idea per Post-It. Use Sharpies. 5.ENGAGE EACH PARTICIPANT by asking them to share an idea. 6.REINFORCE the idea by repeating and clarifying it, then sticking it on the board. 7.BROADEN:When ideation slows, build on ideas. 8.CLUSTER ideas into themes. HOW to do it

The 2x2

These are the best ideas
for the project goals

When you have a number
of ideas, and need to evaluate them to narrow your focus. Explore relationships and tensions between two goals, values, motivations, or other characteristics. Prioritize your ideas using criteria important to you and your customers. WHY use it WHEN to use it

1.EXPERIMENT with word pairs for
axis labels. Often, it takes a few iterations to arrive at useful labels for analyzing ideas. 2.PLACE idea Post-Its in the appropriate quadrants.You should have Post-Its in all quadrants. If you find they are all clustered in one quadrant, brainstorm another axis label. 3.PHOTOGRAPH the populated 2x2 and the related notes. 4.ITERATE. Develop multiple versions of 2x2’s to uncover additional insights and refine your point of view on which ideas to explore first. HOW to do it

The Storyboard

1. Customer Problem 3. Customer
Benefit 2. PROPOSED SOLUTION & EXPERIENCE!

When you have an idea
and want feedback on how well it solves the customer problem, meets the customer’s criteria, or delivers a big customer benefit. WHEN to use it Enables your team to iterate quickly on new concepts before spending time designing or building high-fidelity mockups. Storyboards can also be used to gain deeper insight into the customer’s experience. WHY use it Time: 60 minutes per iteration, including customer feedback

1.SELECT an idea or problem
to storyboard 2.DETERMINE WHAT YOU WANT TO LEARN: 1.ASK the team “What would be good about this solution?” Be very specific (e.g., “Make it Easy” is too broad) 2.NARROW to the top 2-3 reasons.This is the hypothesis that you’ll test for this idea. 3.CREATE A SCRIPT. Place a Post-It in each cell. 1.Write the customer BENEFIT in the last cell. 2.Describe the customer PROBLEM in the first 1-2 cells 3.Use the cells in-between to show how the story unfolds (your SOLUTION). 4.REPLACE each Post-It with a sketch of a key scene of the story. 5.PILOT your storyboard: Have someone who doesn’t know the story read it aloud and tell you what’s confusing. Revise. 6.GET CUSTOMER FEEDBACK. Have the customer tell you what is happening in each cell.Then get their reaction to the problem, idea, and the benefit. HOW to do it

Visioning

•You need to articulate and
align your team on an inspiring overarching vision. •You need to bring deeper meaning to an existing vision statement. WHEN to use it •To establish the emotional connection to why this outcome is important for you and your team. •To understand the relationship between current state and where you want to be. WHY use it Time: 90+ minutes

“D4D is our number 1
weapon in attaining growth and there is no #2” - Scott Cook

Thank you