The drawback of a design sprint is that it is a serious undertaking. Many organizations shy away from dedicating the energy of a team or even one individual for a full week straight. They tend to not take a focused approach and rather opt with weekly meetings, etc. A true design sprint will take a week! The good news is that you can involve another firm in helping you to run the sprint and many of these people will bring an outside perspective and experience with this sort of design thinking innovation approach.
is one of the pioneers of Design Sprint methodology in Europe. Based in Switzerland, he works with startups and big companies in the regions of Lausanne (EPFL), Geneva and France. Passionate about digital, he has more than 15 years of experience in agencies, crafting website and designing apps. He will accompany you throughout the process: from idea to prototype.
Design sprints can help prevent you from building the wrong thing even when your customers say it’s the right thing. Larissa Levine, from the Advisory Board Company, believes that a design sprint is successful if it guides you toward building the right product feature. As she explains, “Product marketing wants to sell this one feature and says, ‘let’s build XYZ because we heard that the user said they wanted XYZ,’ when actually, that’s not the problem at all. They think they want XYZ, but it’s not it at all. So you end up building the wrong thing.” https://www.tatvasoft.com/blog/wp-content/uploads/2015/12/scrum_development_methodology.jpg
A great morning spent @Google London, focussing on ‘Design Sprints for Change’. 400 applications for the event, 100 in the room – it is a movement. It was fascinating to see how other big and small businesses are employing the same approach as RGAX to help their business grow by helping others. It was also nice to reconnect with John Vetan and Dana Vetan @designsprintacademy who showed us the way to identify real problems worth solving and create solutions you can test – all in 5 days!
Instead of an endless debate or a watered-down group decision nobody's happy with, you'll use the five-step "Sticky Decision" method to identify the best solutions before turning the final decision over to your Decider. Then, in the afternoon, you’ll take the winning scenes from your sketches and combine them into a storyboard: a step-by-step plan for your prototype.
Other trainers are experienced consultants and trainers in the area of UX, Scrum, Agile and Lean, who stay market-oriented by adding Design Sprints to their curriculum. For example, the German Trendig offers Design Sprint courses next to certified Agile and software training. The UXER school (Spain) offers Design Sprint workshops next to other user-centered and Design Thinking courses, just as UX-republic (France). The trainers behind Lǿpe (Norway) are experienced workshop facilitators and then decided to focus on Design Sprints only.
“Sprints begin with a big challenge, an excellent team — and not much else. By Friday of your sprint week, you’ve created promising solutions, chosen the best, and built a realistic prototype. That alone would make for an impressively productive week. But Friday, you’ll take it one step further as you interview customers and learn by watching them react to your prototype. This test makes the entire sprint worthwhile: At the end of the day you’ll know how far you have to go, and you’ll know just what to do next.”
Einstein was certainly right — we can’t solve problems by using the same kind of thinking we used when we created them. In addition, with the rapid changes in society, the methods we have previously used to solve many of the problems we face are no longer effective. We need to develop new ways of thinking in order to design better solutions, ser...
Braden Kowitz added story-centered design, an unconventional approach that focuses on the customer journey instead of individual features or technologies. Michael Margolis took customer research—which can typically take weeks to plan and often delivers confusing results—and figured out a way to get crystal clear results in just one day. John Zeratsky helped us start at the end, and focus on measuring results with the key metrics from each business. And Daniel Burka brought firsthand expertise as an entrepreneur to ensure every step made sense in the real world.
The First principle incorporated in regular science is the "Design Thinking Cycle", which is new to the method. The cycle starts with you, envisioning the lives, dreams and anxieties of your customers. Then you define the problem you want to solve. After that you try to figure out as many solutions to that problem as you can imagine. Then you choose the most likely solution to be successful, you make a prototype of that solution and test its acceptance with your customers. Only after you have found a successful solution, you will invest in executing your business.
Jake Knapp is the New York Times bestselling author of Sprint and Make Time. He spent ten years at Google and Google Ventures, where he created the Design Sprint process and ran it over 150 times with companies like Nest, Slack, Uber, 23andMe, and Flatiron Health. Today, teams around the world - from Silicon Valley startups to Fortune 500s to schools and governments - are using Design Sprints to solve big problems and test new ideas.
Use tricks that force users to make real—not hypothetical—decisions. The goal of any new product is to create something that people find valuable and are willing to pay for over other options in the market. But as designers, we know that often what consumers say they like is different from what they actually buy in the wild. One way we bridged this gap was by testing demand with potential Swell consumers: We gave them fake cash they could “invest” in one product or another. It was a great way to gauge whether the service had real value in the market.
Design Thinking is essentially a problem-solving approach specific to design, which involves assessing known aspects of a problem and identifying the more ambiguous or peripheral factors that contribute to the conditions of a problem. This contrasts with a more scientific approach where the concrete and known aspects are tested in order to arrive at a solution. Design Thinking is an iterative process in which knowledge is constantly being questioned and acquired so it can help us redefine a problem in an attempt to identify alternative strategies and solutions that might not be instantly apparent with our initial level of understanding. Design Thinking is often referred to as ‘outside the box thinking’, as designers are attempting to develop new ways of thinking that do not abide by the dominant or more common problem-solving methods – just like artists do. At the heart of Design Thinking is the intention to improve products by analyzing how users interact with them and investigating the conditions in which they operate. Design Thinking offers us a means of digging that bit deeper to uncover ways of improving user experiences.
In employing design thinking, you’re pulling together what’s desirable from a human point of view with what is technologically feasible and economically viable. It also allows those who aren't trained as designers to use creative tools to address a vast range of challenges. The process starts with taking action and understanding the right questions. It’s about embracing simple mindset shifts and tackling problems from a new direction.
A design sprint can also be used to test a single feature or subcomponent of a product. This allows you to focus on a particular aspect of the design. For example, your team might need to know what improvements can be made to the onboarding process. Using the design sprint to discover the pros and cons of a new onboarding channel could give you granular insights into a high-return part of the product experience.
On-boarding of users for testing: Design Sprint ends the 5th day with the validation of the prototype with the real user target: but will you always find the user target at your door in one day? Some prototypes need real on-boarding endeavor that shall not be underestimated. What if the Google Design Sprinters target farmers from the Middle-Esat with their creative idea? Will they will find them in the Silicon Valley in the neighborhood of the Google Campus? Probably not.
We added a new exercise here that makes the storyboarding process at least 27 times easier (give or take). It’s called User Test Flow and it’s a form of Note & Vote exercise. Everyone designs the barebones of their own storyboard and then we vote on the one or two that we end up prototyping. Even though it’s an extra step, it speeds up the storyboarding process by a million miles and eliminates the “designing by committee” aspect of it. Here’s a video that explains it in detail (and there’s a Medium post on it, too). https://res.cloudinary.com/practicaldev/image/fetch/s--Kjt27KoI--/c_fill,f_auto,fl_progressive,h_50,q_auto,w_50/https://thepracticaldev.s3.amazonaws.com/uploads/user/profile_image/92605/70cd7f2f-e0f0-4603-922c-b1048cbd9a7e.jpg
Organizations can often take months to create a new product concept…and many times that product concept was not validated by customer need or designed for what is most important to the business and customers. A design sprint can significantly shorten that timeframe into an intense 5 day period that is very productive. Five full days for a team dedicated to a design sprint is still more than many organizations or professionals can allocate. Our design sprint training workshops will show you this approach and how you can have more of a design sprint mindset and be able to get started with key activities.
“By Wednesday morning, you and your team will have a stack of solutions. That’s great, but it’s also a problem. You can’t prototype and test them all — you need one solid plan. In the morning, you’ll critique each solution, and decide which ones have the best chance of achieving your long-term goal. Then, in the afternoon, you’ll take the winning scenes from your sketches and weave them into a storyboard: a step-by-step plan for your prototype.”
One of the best ways to gain insights in a Design Thinking process is to carry out some form of prototyping. This method involves producing an early, inexpensive, and scaled down version of the product in order to reveal any problems with the current design. Prototyping offers designers the opportunity to bring their ideas to life, test the prac...
What does it take to build a great AR experience? That’s the question we asked ourselves when creating a new augmented reality app for MWC Barcelona (formerly Mobile World Congress). To celebrate Android’s annual Partner Walk scavenger hunt, we put an AR-spin on what’s become a beloved tradition. Rather than search for enamel pins as in years past, the app prompted attendees to roam the event collecting life-sized animated AR characters, further enhancing the experience and improving engagement.As you think about how AR can help you with your next design project, we wanted to share some things we learned from building this experience and watching people use it in the wild.Download the app to try it for yourself, and read on for our tips.1. Test your assumptionsA seemingly simple interaction of “scanning” a floor decal and looking up to see an entertaining 3D animation is surprisingly difficult. Breaking down this user interaction, it actually includes a lot of parts—like the physical design of the decal, all the 2D UI, and all the 3D AR elements. We discovered that people continued to look at the floor decal unless there were multiple AR elements, like an animated dotted line, to assist the user to pan their camera phone up.2. Make it usefulThe pin hunt gives attendees a goal to find all the partner booths in the cavernous halls of the MWC conference. As we thought about the AR companion to that experience, the problem became clear: How do we point the person to the next partner booth? This question is one that AR is uniquely equipped to solve. We took some lessons from Google Maps to help us design the scavenger hunt’s AR elements. We made each floor decal unique; scanning one would tell users where they are in the Android Partner Walk, and enable us to point them to uncollected pins nearby.3. Bring delightIt was awesome to see MWC attendees’ smiles and surprise when collecting their AR Android pins. These were people in business suits, roaming the show floor between meetings, engaged with a collection experience where they were willing to walk long distances to complete the challenge. We put a lot of care in developing the 21 fully-animated 3D scenes and were glad people enjoyed them.4. Be responsiveOne of our biggest worries was a user pointing their camera at the floor decal and it either 1) not triggering at all or 2) unresponsive for an unacceptable amount of time. Anything over two seconds starts to make users question whether they have done something wrong or whether the app is buggy—both are poor user experiences. Related to responsiveness, we also felt that these AR collection interactions should be short and sweet. We wanted the attendees to see a delightful Android, collect it, and quickly orient to the next booth to visit: all in under 30 seconds.5. Learn from your mistakesLike any project, once it’s in the wild, you realize some things should have been done differently. One lesson is that we should’ve made the floor decals much larger. When placed next to our office desks, they seemed huge, but when placed in the Fira Barcelona conference hall, they looked quite tiny. Lesson learned! For future projects, we’ll be sure to test physical elements onsite.You don’t have to have attended MWC to experience this app for yourself. Download it now on your ARCore-compatible device and play around with placing the animated AR pins anywhere you like.By design director Joshua To and designer Steve Toh of Google AR/VR
In these fun, fast-paced, hands-on events, Sprint authors Jake and JZ rapidly lead you through all five stages of the Design Sprint process. Drawing on their 10 years of experience at Google and running more than 150 sprints with companies like Slack, Nest, 23andMe, and Blue Bottle Coffee, Jake and JZ teach how and why the process works. You’ll experience a Design Sprint and build muscle memory for facilitating your own (whether it’s your first or 101st) and for incorporating these techniques into normal meetings.
“Design thinking taps into capacities we all have but that are overlooked by more conventional problem-solving practices. It is not only human-centered; it is deeply human in and of itself. Design thinking relies on our ability to be intuitive, to recognize patterns, to construct ideas that have emotional meaning as well as functionality, to express ourselves in media other than words or symbols. Nobody wants to run a business based on feeling, intuition, and inspiration, but an overreliance on the rational and the analytical can be just as dangerous. The integrated approach at the core of the design process suggests a ‘third way.’ “
By the time you complete our course you’ll have everything you need to successfully run your own Design Sprint, so we’d very much encourage you to do so! You’ll also have lifetime access to all the materials to reflect back on and use however you wish afterwords. We’d also encourage you to keep in touch with us and let us know if there’s something we can do to help you with your future Sprints!
In theory you probably could, and we’ve always been advocates for making the Design Sprint as open as possible, and our aim is to get as many people as possible using it (as long as they do it properly!) however to get all the information in a structured way, and all the toolkit and materials for free, would be really hard and would take hours of piecing bits of information together. Also, most of the information that’s readily available is on the internet (including our own) speaks to a total beginner audience, whereas the material in our course, while suitable for beginners, will give you a deep-dive into the Sprint and all the process and materials around it. The toolkit we provide as part of the course is the actual ‘live’ stuff we’re currently using with our Sprint clients, and we’ve never made it readily available, and to our knowledge, there isn’t anyone else putting this stuff out there.
A lesson which is perhaps the most important one, especially if you are sprinting with people who are new to design thinking and design in general: be extremely mindful to explicitly state what sort of mindset one should adopt in a sprint. Specifically, outline what design is, and what wicked problems are. Provide a warm-up exercise such as the 30-circle challenge. Explain the importance of not falling in love with your ideas — that you should fall in love with the problem instead. You should fall in love with the “it” you are trying to figure out how to solve.
This page is a DIY guide for running your own sprint. On Monday, you’ll map out the problem and pick an important place to focus. On Tuesday, you’ll sketch competing solutions on paper. On Wednesday, you’ll make difficult decisions and turn your ideas into a testable hypothesis. On Thursday, you’ll hammer out a high-fidelity prototype. And on Friday, you’ll test it with real live humans.
Sharing his perspective on the course, Tanut says, “I have always believed that the best way to learn is to learn with a group of people, because it helps to share and leverage each other’s ideas. Through interactions with instructors and course participants, this online design thinking course truly helped me understand real problems, brainstorm and ideate, and overcome traditional boundaries. The modules and assignments helped me to see things differently.”
Google could learn a lesson from REALM Charter School in Berkeley, California, where students put the principles of good design thinking into practice. Emily Pilloton, teacher and Studio H founder, wrote that design should be “an active response to a context . . . a social act that builds citizenship in the next generation.” Students in her program have built a school library, a farmers’ market, and an outdoor classroom. But before diving into the projects, they conduct ethnographic research to identify their community’s (or, in the case of the library and classroom, their own) needs.