13. What had impact previous is not enough anymore
14. Customers behaviours and expectations have changed and require new approaches
of executives say their brand
meets customers emotional needs
of consumers say brands
emotionally bond with them.
15. To aﬀect customer behaviour we need to understand more than us-ability
The Fogg Model
BEHAVIOUR = MOTIVATION * ABILITY * TRIGGERS
17. Understand the landscape of motivators of customer interaction
Supporting personal brand
Feeling emotional connection
Maslow’s Hierarchy of Needs
Loyalty and trust
20. Theme 1: Designing blind
You design blind when:
1. Not understanding the type of problem
you are solving.
2. You start building the product too
3. Missing the Think part and only doing
the Make part.
21. It’s hard to ﬁnd an impactful solution if you don’t fully understand the problem
22. Explore the problem space
Understand what, who
Use tools to identify
causal factors and get
to the root problem.
Deﬁne the problem type
Use a framework to
define the type of
problem - see Cynefin
Find a problem-solving
Select a problem-
1. the type of problem
2. the time/budget
3. the team skills
Get to the root problem and deﬁne it before moving into solution mode
1 2 3
23. Design Thinking works well
when solving complex and
Identify the type of problem before deciding how to solve it
24. Complicated problems need at least one round of Think
A problem with established, with known solutions, for
which we need to adapt the solution to our situation.
E.g. adapting Spotify’s playlist to ecommerce wishlist.
ThinkMake Make Make
Make Make Make Make
...ThinkMake Make Make Make
25. Complex problems need a customised mix of cycles between Think and Make
A poorly understood problem which is unique to our
situation for which we need new solutions.
E.g. HMW change traditional media to hooked millennials?
Think Make ThinkMake Make
27. Building too early for complex/complicated problems will lead to a weak outcome
With complex and complicated problems, if we
start building before we know the audience,
the real problem and the affected JTBD, we
are highly likely:
● To start working on a symptom of the
real problem and realising when the
built effort makes it not
cost-effective to change direction
● To effect the wrong JTBD or none at
all, making the customer impact
Your job isn’t to build more
software faster, it’s to maximize the
outcome and impact you get from
what you choose to build.
Jeﬀ Patton, User Story Mapping
28. Know when to move FAST and SLOW
● Strategyzer’s a 12-week
● Don’t build until defining
the why, who and how.
● Problems where ‘build fast’
29. Missing the Think phase makes it hard to design an eﬀective solution
30. A team that never Thinks and only Makes is not Design Thinking
Looping in the Make phase
never doing the Think phase
Having a different team doing
the Think phase:
● Product teams missing
the empathy stage
● Product teams not
knowing how to use Think
definition outputs to
make product decisions
31. The Empathy stage takes
product teams to see the
customer in their real life.
There is no substitute to
Bring product teams into the world of the customer
32. Customer journeys help identify opportunities
33. Customer journeys help identify opportunities
Seeing severity of frustrations, emotional
hurdles and problems in switches across
channel/device, we can assess where we are
not meeting customer jobs and see how does
affects business KPIs and objectives.
This help us to identify opportunities that
can have impact to both the customer and the
34. Service blueprints help to identify backend and operational constraints
35. Service blueprints help to identify backend and operational constraints
Having a view of how the backend and
operations meet or not the customer
interactions helps us identify
Many times changes to the front end won’t
have impact until these constraints are
36. Customer maps and service blueprint
● id gaps of knowledge.
● to align understanding and
efforts across the involved
● to improve existing/id new
offerings that impact the core
audience JTBD and fit with what
they business can deliver.
Make product decision with the holistic view of the end-to-end journeys
37. Have clear, diﬀerentiated the core behaviours according to how they use the product
We need to observe customers
in the empathy stage to
extract the distinct product
behaviours and the core
motivations that drive them.
38. Use core behaviours to make product feature assumptions.
● Keep calm
● Look cool
Bee can get upset
and get stung
VALUE PROPOSITION CANVAS
39. We need people that are able to Think and Make, guiding product teams
using end-to-end journeys and core behaviours to make decisions
40. Theme 2: Missing out on core Design Thinking components
Design Thinking won’t work well when:
1. having the wrong mindsets for
2. not iterating solutions or not
3. not collaborating effectively.
41. You won’t ﬁnd new solutions without discovery mindsets in an exploration team
42. Having Town Planners doing the job
Giving the work of Pioneers to
Town Planners without passing by
Having optimisation mindsets running discovery
43. You won’t ﬁnd eﬀective, new solutions without playful iteration of ideas
44. Not exploring and iterating enough the initial solutions
My first idea is probably not
going to be the best one, I cannot
fall in love with that. I need to
explore different alternatives
until I find a direction that
solves a big, hairy problem with
many different constructs, that is
https://ruwix.com/the-rubiks-cube/first-rubiks-cube-prototype-invention/First Rubik prototype:
45. Provotype to discovery and prototype to shape the solution
DISCOVERY CONCEPTING BUILD
Challenge assumptions Play with ideas
46. You won’t ﬁnd new solutions without well orchestrated collaboration
47. Over-collaboration happens when:
● not thinking of who needs to
● not having a compelling reason
for the collaboration.
Collaboration doesn’t happen by
asking people to collaborate.
Over-collaborating is as damaging as under-collaborating
48. Orchestrate collaborative efforts:
● Bring together the skills
needed at the right times.
● Have clear objectives to
direct the collaboration.
● Facilitate it using bespoke
approaches/methods, instead of
Have facilitators of collaboration
Source: Gavin Withner
50. To be a Design Thinker we need to develop a Design Thinking Mindset
● Go into your customer’s world and learn
from their real-life experiences.
● Ideate with the synthesis of the Think
phase - problem types, core behaviours
and end-to-end journeys.
● Focus on the why and how, not the what to
● Boldly provotype and prototype to shape a
● Practice, fail and learn the methodology.
51. Following ‘recipes’ does not make you a masterchef.
Learn from experience and use the right tool for the problem and the team you have
Fogg Behaviour Model
Velocity should renamed future debt
Customer mapping course
Starting with the customer