Understanding the Product Lifecycle and UX Cycle
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The document discusses product lifecycle (PLC) stages and how they relate to design teams. It provides an overview of the PLC stages including Idea, Explore, Validate, Grow, Sustain, and Retire. For each stage it lists the team size, duration, key governance questions, metrics, and decision points. The overview is intended to help teams understand where their product is in the PLC and plan accordingly. It also discusses how innovation teams and designers fit into the PLC process and need to understand tools, practices, examples, users/customers, and business strategy.
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Understanding the Product Lifecycle and UX Cycle
- 1. @wickedgeekie#BigD17 Designing products, designing a business ux and innovation teams Sophie Freiermuth, Director, Baguette UX
- 3. @wickedgeekie#BigD17 3 small startups • Smarts & seed investment • Personal historical success • Ambition & personal determination • 0 launch experience • UX desired and misunderstood for UI
- 4. @wickedgeekie#BigD17 3 enterprise giants • Talent and resources • Huge historical success • Ambition & pressure • 100s of product launch experiences - no memory of failures • UX somewhat understood, fairly let free
- 5. @wickedgeekie#BigD17 • Biased view of own success history • Ambition and pressure • Want best practice, roadmaps & cheat sheets • Believe execution is hard rather than complex Innovation dreamers icons: twitter
- 6. @wickedgeekie#BigD17 • Processes and practices • Deliverables • Competitive advantages The promises of design
- 7. @wickedgeekie#BigD17 Image: http://img.54artistry.com/r1200x800/picture/copy/HK50TnEysWaW.png Design is misunderstood
- 8. @wickedgeekie#BigD17 Design is misunderstood Image: http://img.54artistry.com/r1200x800/picture/copy/HK50TnEysWaW.png
- 9. @wickedgeekie#BigD17 It’s ok, the business understands… business and product, right?
- 10. @wickedgeekie#BigD17 C Stages Overview all the PLC Stages on two pages with a breakdown showing, for each stage, the team on; how long each stage could / should take; the key governance questions, governance eliverables, Efficacy questions and deliverables. o these three stages - Idea, Explore and Validate - as THE LEFT SIDE: PLC Playbook 2.1 Idea Explore Validate Anyone 2-4 People Small team Days 2-8 weeks 2-6 months Can you identify a core user problem in a target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate product / market fit or a validated business model? Proposed user need Strategic fit Business priority Size of market Target Learner Outcomes Business environment risk Evidence of need validation Early adopter signed up Initial Business Model Baseline leading indicators Competitor analysis Solution hypotheses Evidence of solution validation Active Early Adopter Validated Business Model P&L and financial projections Evidence of positive impact on leading indicators Efficacy Review NPS (market & customer) Technical Feasibility Assessment Idea to Explore Submission Explore to Validate Submission Validate to Grow Submission DECISION DECISION DECISION MaximumInvestm MaximumInvestm What is the PLC? Stages Overview e PLC Stages on two pages with a breakdown showing, for each stage, the team how long each stage could / should take; the key governance questions, governance rables, Efficacy questions and deliverables. ese three stages - Idea, Explore and Validate - as THE LEFT SIDE: PLC Playbook 2.1 Idea Explore Validate Anyone 2-4 People Small team Days 2-8 weeks 2-6 months n you identify a core user oblem in a target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate product / market fit or a validated business model? oposed user need ategic fit siness priority e of market rget Learner Outcomes siness environment risk Evidence of need validation Early adopter signed up Initial Business Model Baseline leading indicators Competitor analysis Solution hypotheses Evidence of solution validation Active Early Adopter Validated Business Model P&L and financial projections Evidence of positive impact on leading indicators Efficacy Review NPS (market & customer) Technical Feasibility Assessment ea to Explore Submission Explore to Validate Submission Validate to Grow Submission DECISION DECISION DECISION MaximumInvestm MaximumInvestm at is the PLC? ages Overview tages on two pages with a breakdown showing, for each stage, the team g each stage could / should take; the key governance questions, governance Efficacy questions and deliverables. ee stages - Idea, Explore and Validate - as THE LEFT SIDE: PLC Playbook 2.1 Explore Validate Anyone 2-4 People Small team Days 2-8 weeks 2-6 months ntify a core user target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate product / market fit or a validated business model? er need ority et er Outcomes vironment risk Evidence of need validation Early adopter signed up Initial Business Model Baseline leading indicators Competitor analysis Solution hypotheses Evidence of solution validation Active Early Adopter Validated Business Model P&L and financial projections Evidence of positive impact on leading indicators Efficacy Review NPS (market & customer) Technical Feasibility Assessment ore Submission Explore to Validate Submission Validate to Grow Submission DECISION DECISION DECISION MaximumInvestm MaximumInvestm e PLC? PLC Stages Overview (cont) We refer to these three stages - Grow, Sustain and Retire, as the RIGHT SIDE: PLC Pla Stage Grow Sustain Retir Who Larger team BAU How long Months / Years Years As soon Governance Questions How fast are you growing the business at scale? Are you delivering revenue and outcomes whilst reducing costs? What residual gleaned from Governance Metrics Customer / Learner metrics Key financial metrics Cost structure Evidence of impact on Learner Outcomes Efficacy study Operational performance Customer / User Metrics Continued strategic Alignment Profitability & Margins Total Cost of Ownership Sustained Learner Outcomes Operational Performance Customer / Us Strategic valu Financial impa discontinuing Impact of reti existing users Possibility of t another produ DECISION DECISION DECISION What is the PLC? PLC Stages Overview (cont) We refer to these three stages - Grow, Sustain and Retire, as the RIGHT SIDE: PLC Playbook Stage Grow Sustain Retire Who Larger team BAU BAU How long Months / Years Years As soon as possib Governance Questions How fast are you growing the business at scale? Are you delivering revenue and outcomes whilst reducing costs? What residual value can gleaned from the busin Governance Metrics Customer / Learner metrics Key financial metrics Cost structure Evidence of impact on Learner Outcomes Efficacy study Operational performance Customer / User Metrics Continued strategic Alignment Profitability & Margins Total Cost of Ownership Sustained Learner Outcomes Operational Performance Customer / User Metric Strategic value to Pears Financial impact of discontinuing the prod Impact of retirement on existing users Possibility of transition another product DECISION DECISION DECISION What is the PLC? PLC Stages Overview (cont) We refer to these three stages - Grow, Sustain and Retire, as the RIGHT SIDE: PLC Playbook 2.1 Stage Grow Sustain Retire Who Larger team BAU BAU How long Months / Years Years As soon as possible Governance Questions How fast are you growing the business at scale? Are you delivering revenue and outcomes whilst reducing costs? What residual value can be gleaned from the business? Governance Metrics Customer / Learner metrics Key financial metrics Cost structure Evidence of impact on Learner Outcomes Efficacy study Operational performance Customer / User Metrics Continued strategic Alignment Profitability & Margins Total Cost of Ownership Sustained Learner Outcomes Operational Performance Customer / User Metrics Strategic value to Pearson Financial impact of discontinuing the product Impact of retirement on existing users Possibility of transitioning to another product DECISION DECISION DECISION What is the PLC? A Product lifecycle
- 11. @wickedgeekie#BigD17 The UX cycle IDENTIFY THE PROBLEM SPACE RESEARCH CHOOSE YOUR SOLUTIONS PRODUCE & TEST INVOLVE
- 12. @wickedgeekie#BigD17 C Stages Overview all the PLC Stages on two pages with a breakdown showing, for each stage, the team on; how long each stage could / should take; the key governance questions, governance eliverables, Efficacy questions and deliverables. o these three stages - Idea, Explore and Validate - as THE LEFT SIDE: PLC Playbook 2.1 Idea Explore Validate Anyone 2-4 People Small team Days 2-8 weeks 2-6 months Can you identify a core user problem in a target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate product / market fit or a validated business model? Proposed user need Strategic fit Business priority Size of market Target Learner Outcomes Business environment risk Evidence of need validation Early adopter signed up Initial Business Model Baseline leading indicators Competitor analysis Solution hypotheses Evidence of solution validation Active Early Adopter Validated Business Model P&L and financial projections Evidence of positive impact on leading indicators Efficacy Review NPS (market & customer) Technical Feasibility Assessment Idea to Explore Submission Explore to Validate Submission Validate to Grow Submission DECISION DECISION DECISION MaximumInvestm MaximumInvestm What is the PLC? Stages Overview e PLC Stages on two pages with a breakdown showing, for each stage, the team how long each stage could / should take; the key governance questions, governance rables, Efficacy questions and deliverables. ese three stages - Idea, Explore and Validate - as THE LEFT SIDE: PLC Playbook 2.1 Idea Explore Validate Anyone 2-4 People Small team Days 2-8 weeks 2-6 months n you identify a core user oblem in a target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate product / market fit or a validated business model? oposed user need ategic fit siness priority e of market rget Learner Outcomes siness environment risk Evidence of need validation Early adopter signed up Initial Business Model Baseline leading indicators Competitor analysis Solution hypotheses Evidence of solution validation Active Early Adopter Validated Business Model P&L and financial projections Evidence of positive impact on leading indicators Efficacy Review NPS (market & customer) Technical Feasibility Assessment ea to Explore Submission Explore to Validate Submission Validate to Grow Submission DECISION DECISION DECISION MaximumInvestm MaximumInvestm at is the PLC? ages Overview tages on two pages with a breakdown showing, for each stage, the team g each stage could / should take; the key governance questions, governance Efficacy questions and deliverables. ee stages - Idea, Explore and Validate - as THE LEFT SIDE: PLC Playbook 2.1 Explore Validate Anyone 2-4 People Small team Days 2-8 weeks 2-6 months ntify a core user target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate product / market fit or a validated business model? er need ority et er Outcomes vironment risk Evidence of need validation Early adopter signed up Initial Business Model Baseline leading indicators Competitor analysis Solution hypotheses Evidence of solution validation Active Early Adopter Validated Business Model P&L and financial projections Evidence of positive impact on leading indicators Efficacy Review NPS (market & customer) Technical Feasibility Assessment ore Submission Explore to Validate Submission Validate to Grow Submission DECISION DECISION DECISION MaximumInvestm MaximumInvestm e PLC? PLC Stages Overview (cont) We refer to these three stages - Grow, Sustain and Retire, as the RIGHT SIDE: PLC Pla Stage Grow Sustain Retir Who Larger team BAU How long Months / Years Years As soon Governance Questions How fast are you growing the business at scale? Are you delivering revenue and outcomes whilst reducing costs? What residual gleaned from Governance Metrics Customer / Learner metrics Key financial metrics Cost structure Evidence of impact on Learner Outcomes Efficacy study Operational performance Customer / User Metrics Continued strategic Alignment Profitability & Margins Total Cost of Ownership Sustained Learner Outcomes Operational Performance Customer / Us Strategic valu Financial impa discontinuing Impact of reti existing users Possibility of t another produ DECISION DECISION DECISION What is the PLC? PLC Stages Overview (cont) We refer to these three stages - Grow, Sustain and Retire, as the RIGHT SIDE: PLC Playbook Stage Grow Sustain Retire Who Larger team BAU BAU How long Months / Years Years As soon as possib Governance Questions How fast are you growing the business at scale? Are you delivering revenue and outcomes whilst reducing costs? What residual value can gleaned from the busin Governance Metrics Customer / Learner metrics Key financial metrics Cost structure Evidence of impact on Learner Outcomes Efficacy study Operational performance Customer / User Metrics Continued strategic Alignment Profitability & Margins Total Cost of Ownership Sustained Learner Outcomes Operational Performance Customer / User Metric Strategic value to Pears Financial impact of discontinuing the prod Impact of retirement on existing users Possibility of transition another product DECISION DECISION DECISION What is the PLC? PLC Stages Overview (cont) We refer to these three stages - Grow, Sustain and Retire, as the RIGHT SIDE: PLC Playbook 2.1 Stage Grow Sustain Retire Who Larger team BAU BAU How long Months / Years Years As soon as possible Governance Questions How fast are you growing the business at scale? Are you delivering revenue and outcomes whilst reducing costs? What residual value can be gleaned from the business? Governance Metrics Customer / Learner metrics Key financial metrics Cost structure Evidence of impact on Learner Outcomes Efficacy study Operational performance Customer / User Metrics Continued strategic Alignment Profitability & Margins Total Cost of Ownership Sustained Learner Outcomes Operational Performance Customer / User Metrics Strategic value to Pearson Financial impact of discontinuing the product Impact of retirement on existing users Possibility of transitioning to another product DECISION DECISION DECISION What is the PLC? Investment Risk Revenue Product team stages Innovation team Product team Yeah, slide makes little sense on its own, does if you’re at BigD, sorry!
- 13. @wickedgeekie#BigD17 Innovation teams can be • an entrepreneur • an entire start-up • in a corporation + a designer or 2
- 15. @wickedgeekie#BigD17 Once on the innovation team, the designer must know about • Design tools • Design practices • Best/worst in class examples • Target users and customers • The org’s business vision & strategy
- 16. @wickedgeekie#BigD17 Too many designers ignore • Design tools • Design practices • Best/worst in class examples • Target users and customers • The org’s business vision & strategy
- 17. @wickedgeekie#BigD17 Once in the innovation team, the designer must know about • Design tools • Design practices • Best/worst in class examples • Target users and customers • The org’s business vision & strategy • The product’s current status and roadmap
- 19. @wickedgeekie#BigD17 What weighs on design Culture Emotions Politics Strategy Vision
- 23. @wickedgeekie#BigD17 Design traps • “I’m the only one with creativity and tools” • Ignoring business reality • Making the product look more sophisticated than it really is • Business/product frontier is unclear
- 24. @wickedgeekie#BigD17 Skills & tools for innovation • High resilience to chaos and uncertainty • Sales and marketing • Stealth • “Just enough” mindset
- 25. @wickedgeekie#BigD17 Resilience is both • Limited • Renewable: remember to refuel
- 26. @wickedgeekie#BigD17 When innovating Design decisions have a real business cost * although the designer may not be part of the money discussions
- 27. @wickedgeekie#BigD17 There’s help: Cynefin Lean Enterprise/Startup Agile Design Studios/Sprints Low fidelity designs UX research
- 29. @wickedgeekie#BigD17 There’s help: Cynefin Lean Enterprise/Startup Agile Design Studios/Sprints Low fidelity designs UX research
- 30. @wickedgeekie#BigD17 • 1/2 research and design • 1/2 educate and train On innovation teams Start Early Later End Time
- 31. @wickedgeekie#BigD17 The design pledge As a designer, I pledge to use my empathy, problem exploration techniques and research skills with my business colleagues FIRST.
- 32. @wickedgeekie#BigD17 So are startups and big corps the same when it comes to innovation? • Both need design education • Both need design to be business-aware • Startups need experienced designers and results • Big corps need stories and noise
- 33. @wickedgeekie#BigD17 As a designer on an innovation team, you’ll get to… • Generate requirements and strategy • Manage user AND tech constraints • Stay in the idea, less in the execution • Apply the best research skills • Have more freedom, less responsibility…. yet still be accountable! • get a lot of attention So, is innovation really different for designers? Here are some more thoughts: more thinking about which tool for the job more sharing why you do things this way more realigning to frequently changing business objectives and vision more lo-fi (hi fi only in the last 5%) more dealings with an organisation that’s ALSO figuring out the delivery part. At the talk, the audience called out:
- 34. @wickedgeekie#BigD17 Thanks! Get in touch with questions and thoughts: sophie@BaguetteUX.com