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Divergence Airways UPDATED

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Mike Biggs GAICD
Mike Biggs GAICD

Watch the video here: https://www.youtube.com/watch?v=Zl4QTr8YkhE This talk takes you on a journey to understand what a 'discovery' period in your design and tech project currently looks like, through to what it could be. Spoiler: It can be so much more, but you need to be prescriptive in the way you put together your team, and let go when you're going through the process. Oh and make specific time for non-specific things to happen.

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And now for something completely different
Divergence Airways UPDATED
Today I aim to • Show that Discoveries can be so much more. • Define some ‘How tos’ of great Discoveries. • Illustrate that there is method in the madness of Sense-Making. …and WHY we always land…
Known fact finding Truly new stuff Classic Discovery work results in
My Goal for Discovery Known fact finding Truly new stuff
My Goal for Discovery Known Knowns Known Unknowns Unknown Knowns Unknown Unknowns
Audience Participation
Revisiting the Double Diamond Discover Define Develop Deliver Divergent Gather data Convergent Narrow scope Divergent Explore possibilities Convergent Define constraints
Converge Revisiting the Double Diamond Diverge
Converge Revisiting the Double Diamond Sensemaking Feels uncomfortable Fuzzy Compounding
 Constraints Contradiction Complex Feel coherent Understood A path forward Defined problems Generative thinking Inductive thinkingAbductive Thinking Example activities Prototyping Testing Example activities Research Finding meaning Certainty Diverge
COOK COLUMBUS BOONE HILARY ARMSTRONG POLO LIVINGSTONE BIGGS
“It is not the mountain we conquer, but ourselves.” Edmund Hillary, Explorer
Principles of a great Discovery • Diversity of the team. • Intentional Divergence where we aim to Discover completely new information and push boundaries in: • Product • Process • Ourselves • Explicit Sensemaking. • Radical Editing resulting in models that provide clarity. • Problems to solve. • Validation of insights or solution ideas. • Focal areas (for action)
Diversity of team How we achieve it: GOOD: Racial, culture, gender, extrovert, introvert. BETTER: Role / function, area of expertise, depth of experience, radical vs incremental innovators., Horizon 1 vs Horizon 3 thinkers. SUPER-CHARGED: No common language, extremely unrelated domain expertise, use children as focus group participants.
Intentional Divergence How we achieve it: GOOD: Question everything, call bullshit. BETTER: Use specific generative thinking tools such as: • Provocative Operations: e.g. “People are robots” • Random word. e.g “Lemon” + Interface =? • 6 Thinking Hats, CVS2BVS, X10, GBB, etc…. SUPER-CHARGED: Mexican Shaman Don Juan recommends ‘Not-Doings’ - an intentional act that will break your current way of perceiving.
Audience Participation
Explicit Sensemaking How we achieve it: GOOD: Genius’ staring into the middle distance whilst listening to Jazz. BETTER: Collective discussion and formation of a shared view. Randomly putting elements together. Critical component being varied perspectives. SUPER-CHARGED: Using a repeatable formulas such as ‘narratvies’ which ensures the underlying equation is used, or inclusion of all 4 types of Knowledge: Objective, Subjective, Shared, Sensory. +
Ambiguity Ahead… Fasten your Seatbelts.
It’s ok. We have equations.
Sensemaking Equation New information we can observe and gather + Stuff we know as instruments of Sensemaking = Meaning(ful) Insights • Research • Facts • Constraints • Objective Data • Shared Knowledge • Mental models • Other Facts • Personal collective Goals • Values / Meaning • Subjective Knowledge • Other Shared Knowledge • Sensory Knowledge • Previously unrecognised patterns • Explanations that provide new meaning • A model that can be used to make decisions • A truth that is actionable beyond the immediate circumstances
A human guide (through that equation) Facts New Information Feelings Your personal experience Insights New truths Actions Tangible steps Sensemaking
Divergence Airways UPDATED
Divergence Airways UPDATED
Potential Data Point Goal Electricity Example Potential Data Point Potential Data Point Potential Data Point Context: We created this visual representation of the value stream which surfaced the key needs of the situation. The key issue was to bring the orange stickies closer together earlier. This represented accuracy of the stock in the warehouse with stock with thought we had- “closing the gap”. Potential Data Points: The purple notes are potential data points that we learnt were available in the system and were important in one way or another. We mapped them along the value stream to understand how early we could get (and use) that point. It’s important to note that there are potential data points on both sides of the stream. If there were not, there would be no advantage in mapping them, as we could not use them to close the gap. Goals of the Product Vision: The pink notes are goals that would be achieved by bringing the two potential data sources together at that point in the value stream. We were able to discuss which goal could be achieved in practice, how accurate the data “closing the gap” would be, and which one was more important to focus on. Goal Problem option #2 to be solved. Problem option #1 to be solved. Decision: It was decided that we would focus on problem option #2. When discussing the relative gains, it was agreed that to solve the problem of aligning data points at the earlier star (#1), the accuracy would be lower, and the incremental advantage of being earlier in the timeline would not be worth the effort. This is why we decided to focus on the later point first.
Real Estate Example After conducting value stream mapping to identify the primary waste in the system, we had a hunch about what would improve it the most; Internet speed, and virtual system access. But it was a hunch, and we wanted to be sure. So we created a chart (shown on the left) that plotted the pain points (including gains), against the desired future state that would support strategic goals. Contrary to our hunch, the area we could have the most impact was Workflows. We were able to prioritise workflow as an initial project which would release the most value in the shortest amount of time. PainPoints Gains Future Capabilities (visioned)
Employee Engagement App An employee engagement app has many masters. To ensure we include the right aspects across the person, the company and the external world, we created a ‘Ready Rekoner’ style cardboard chart that allowed us to experiment with what should line up, and what shouldn’t. Essentially the mental model here is concentric circles as a ready-reckoner.
Any map will do
Zen Navigation
Story about story arcs if there’s a whiteboard handy…
FUNK
FUNKIFICATION
Expectations Expectations Expectations “ShultzHour”
So in summary…
Discovery_
DiscoveryProduct
DiscoveryTechnical
DiscoveryService
DiscoveryStrategy
Discovery ?Discovery
LIFECYCLE OF AN IDEA?LIFECYCLE OF AN IDEA? ORG FRAMING PRODUCT STRATEGY DUAL TRACK DELIVERY Infinite universe Things worth listening to Sense making Ideas Experiments MVPs Products Rebirth/ Death Who do you want to be? What opportunities are there? Does anyone want or need your solution? Can a usable solution be built? Are you delivering value? IN MARKET / LIFECYCLE
Discoveries can happen anywhere at any time The further upstream they occur the more value they provide
Do come flying with us
Divergence Airways UPDATED
Divergence Airways UPDATED
Our shared destination?
CLARITY
Links and Resources ! ‘Narratives’ - Sensemaking Method by Mike Biggs ! Reflection Cards by Mathias Jakobsen & Dave Gray: http://www.thnkclrly.com/cards/ ! Shultz hour Article: https://www.nytimes.com/2017/04/18/opinion/youre-too-busy-you-need-a-shultz-hour.html ! CVS 2 BVS Thinking Tool: http://schoolofthinking.org/who-dr-michael-hewitt-gleeson/59-second-course-in-thinking/ ! 59 Second Video: https://www.youtube.com/watch?v=WMSDj9GA4qw ! X10 Thinking Tool: http://x10thinking.com/ ! Book PDF here: https://drive.google.com/drive/folders/1Zns4Qp-CLl2xzm3tK4c1kekMoSzN49U2?usp=sharing ! Provocative Operation Thinking Tool: https://en.wikipedia.org/wiki/Po_(lateral_thinking) ! 6 Thinking Hats Thinking Tool: https://www.mindtools.com/pages/article/newTED_07.htm ! Essay on Not-Doings http://alangullette.com/essays/philo/stopping.htm ! Great Jazz Playlist: https://open.spotify.com/album/6UlYBgWI5GaHuBwBmdSvPy
Level of Abstraction Strategic Risks identified to be monitored Goals & types of learning required ⟩ • Generative Thinking • FutureSpectives • Personal Reflection • Sensemaking • Framing Changes in Society 
 Our Identity 
 Our Assets
 Coverage not metrics ActivitiesFocus Area(s) Hypothesis for new business models 
 = Product / Market fit ⟩ • Service Blueprinting • Business Model Canvas • Market Analysis • Competitive Analysis • How Now Wow Competitive Environment
 Business Models
 The Org, the Market
 Key Metrics Hypotheses for new customers / new problems to be solved 
 = Problem / Solution fit ⟩ • Design Thinking • Kano analysis • Qualitative Interviews • Jobs to be Done • Empathy Maps Customer problems/ needs Key metrics Hypotheses for process improvement and/or 
 feature-based product improvement ⟩ • Value Stream Mapping • Theory of Constraints • Contextual Enquiry Internal process/ value streams Alignment to strategy KPIs TACTICAL STRATEGIC MANDATORYFORINNOVATIONCATALYSTSFORINNOVATION Outcomes Desired
Level of Abstraction Strategic Risks identified to be monitored Goals & types of learning required ⟩ • Generative Thinking • FutureSpectives • Personal Reflection • Sensemaking • Framing Changes in Society 
 Our Identity 
 Our Assets
 Coverage not metrics ActivitiesFocus Area(s) Hypothesis for new business models 
 = Product / Market fit ⟩ • Service Blueprinting • Business Model Canvas • Market Analysis • Competitive Analysis • How Now Wow Competitive Environment
 Business Models
 The Org, the Market
 Key Metrics Hypotheses for new customers / new problems to be solved 
 = Problem / Solution fit ⟩ • Design Thinking • Kano analysis • Qualitative Interviews • Jobs to be Done • Empathy Maps Customer problems/ needs Key metrics Hypotheses for process improvement and/or 
 feature-based product improvement ⟩ • Value Stream Mapping • Theory of Constraints • Contextual Enquiry Internal process/ value streams Alignment to strategy KPIs TACTICAL STRATEGIC MANDATORYFORINNOVATIONCATALYSTSFORINNOVATION Outcomes Desired Client knows the level of outcome(s) required... We know where to look to understand & or make change... And we know how to apply a methodology to get the required outcome...

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Divergence Airways UPDATED

  • 3. Today I aim to • Show that Discoveries can be so much more. • Define some ‘How tos’ of great Discoveries. • Illustrate that there is method in the madness of Sense-Making. …and WHY we always land…
  • 4. Known fact finding Truly new stuff Classic Discovery work results in
  • 5. My Goal for Discovery Known fact finding Truly new stuff
  • 6. My Goal for Discovery Known Knowns Known Unknowns Unknown Knowns Unknown Unknowns
  • 8. Revisiting the Double Diamond Discover Define Develop Deliver Divergent Gather data Convergent Narrow scope Divergent Explore possibilities Convergent Define constraints
  • 10. Converge Revisiting the Double Diamond Sensemaking Feels uncomfortable Fuzzy Compounding
 Constraints Contradiction Complex Feel coherent Understood A path forward Defined problems Generative thinking Inductive thinkingAbductive Thinking Example activities Prototyping Testing Example activities Research Finding meaning Certainty Diverge
  • 12. “It is not the mountain we conquer, but ourselves.” Edmund Hillary, Explorer
  • 13. Principles of a great Discovery • Diversity of the team. • Intentional Divergence where we aim to Discover completely new information and push boundaries in: • Product • Process • Ourselves • Explicit Sensemaking. • Radical Editing resulting in models that provide clarity. • Problems to solve. • Validation of insights or solution ideas. • Focal areas (for action)
  • 14. Diversity of team How we achieve it: GOOD: Racial, culture, gender, extrovert, introvert. BETTER: Role / function, area of expertise, depth of experience, radical vs incremental innovators., Horizon 1 vs Horizon 3 thinkers. SUPER-CHARGED: No common language, extremely unrelated domain expertise, use children as focus group participants.
  • 15. Intentional Divergence How we achieve it: GOOD: Question everything, call bullshit. BETTER: Use specific generative thinking tools such as: • Provocative Operations: e.g. “People are robots” • Random word. e.g “Lemon” + Interface =? • 6 Thinking Hats, CVS2BVS, X10, GBB, etc…. SUPER-CHARGED: Mexican Shaman Don Juan recommends ‘Not-Doings’ - an intentional act that will break your current way of perceiving.
  • 17. Explicit Sensemaking How we achieve it: GOOD: Genius’ staring into the middle distance whilst listening to Jazz. BETTER: Collective discussion and formation of a shared view. Randomly putting elements together. Critical component being varied perspectives. SUPER-CHARGED: Using a repeatable formulas such as ‘narratvies’ which ensures the underlying equation is used, or inclusion of all 4 types of Knowledge: Objective, Subjective, Shared, Sensory. +
  • 19. It’s ok. We have equations.
  • 20. Sensemaking Equation New information we can observe and gather + Stuff we know as instruments of Sensemaking = Meaning(ful) Insights • Research • Facts • Constraints • Objective Data • Shared Knowledge • Mental models • Other Facts • Personal collective Goals • Values / Meaning • Subjective Knowledge • Other Shared Knowledge • Sensory Knowledge • Previously unrecognised patterns • Explanations that provide new meaning • A model that can be used to make decisions • A truth that is actionable beyond the immediate circumstances
  • 21. A human guide (through that equation) Facts New Information Feelings Your personal experience Insights New truths Actions Tangible steps Sensemaking
  • 24. Potential Data Point Goal Electricity Example Potential Data Point Potential Data Point Potential Data Point Context: We created this visual representation of the value stream which surfaced the key needs of the situation. The key issue was to bring the orange stickies closer together earlier. This represented accuracy of the stock in the warehouse with stock with thought we had- “closing the gap”. Potential Data Points: The purple notes are potential data points that we learnt were available in the system and were important in one way or another. We mapped them along the value stream to understand how early we could get (and use) that point. It’s important to note that there are potential data points on both sides of the stream. If there were not, there would be no advantage in mapping them, as we could not use them to close the gap. Goals of the Product Vision: The pink notes are goals that would be achieved by bringing the two potential data sources together at that point in the value stream. We were able to discuss which goal could be achieved in practice, how accurate the data “closing the gap” would be, and which one was more important to focus on. Goal Problem option #2 to be solved. Problem option #1 to be solved. Decision: It was decided that we would focus on problem option #2. When discussing the relative gains, it was agreed that to solve the problem of aligning data points at the earlier star (#1), the accuracy would be lower, and the incremental advantage of being earlier in the timeline would not be worth the effort. This is why we decided to focus on the later point first.
  • 25. Real Estate Example After conducting value stream mapping to identify the primary waste in the system, we had a hunch about what would improve it the most; Internet speed, and virtual system access. But it was a hunch, and we wanted to be sure. So we created a chart (shown on the left) that plotted the pain points (including gains), against the desired future state that would support strategic goals. Contrary to our hunch, the area we could have the most impact was Workflows. We were able to prioritise workflow as an initial project which would release the most value in the shortest amount of time. PainPoints Gains Future Capabilities (visioned)
  • 26. Employee Engagement App An employee engagement app has many masters. To ensure we include the right aspects across the person, the company and the external world, we created a ‘Ready Rekoner’ style cardboard chart that allowed us to experiment with what should line up, and what shouldn’t. Essentially the mental model here is concentric circles as a ready-reckoner.
  • 29. Story about story arcs if there’s a whiteboard handy…
  • 30. FUNK
  • 40. LIFECYCLE OF AN IDEA?LIFECYCLE OF AN IDEA? ORG FRAMING PRODUCT STRATEGY DUAL TRACK DELIVERY Infinite universe Things worth listening to Sense making Ideas Experiments MVPs Products Rebirth/ Death Who do you want to be? What opportunities are there? Does anyone want or need your solution? Can a usable solution be built? Are you delivering value? IN MARKET / LIFECYCLE
  • 41. Discoveries can happen anywhere at any time The further upstream they occur the more value they provide
  • 42. Do come flying with us
  • 47. Links and Resources ! ‘Narratives’ - Sensemaking Method by Mike Biggs ! Reflection Cards by Mathias Jakobsen & Dave Gray: http://www.thnkclrly.com/cards/ ! Shultz hour Article: https://www.nytimes.com/2017/04/18/opinion/youre-too-busy-you-need-a-shultz-hour.html ! CVS 2 BVS Thinking Tool: http://schoolofthinking.org/who-dr-michael-hewitt-gleeson/59-second-course-in-thinking/ ! 59 Second Video: https://www.youtube.com/watch?v=WMSDj9GA4qw ! X10 Thinking Tool: http://x10thinking.com/ ! Book PDF here: https://drive.google.com/drive/folders/1Zns4Qp-CLl2xzm3tK4c1kekMoSzN49U2?usp=sharing ! Provocative Operation Thinking Tool: https://en.wikipedia.org/wiki/Po_(lateral_thinking) ! 6 Thinking Hats Thinking Tool: https://www.mindtools.com/pages/article/newTED_07.htm ! Essay on Not-Doings http://alangullette.com/essays/philo/stopping.htm ! Great Jazz Playlist: https://open.spotify.com/album/6UlYBgWI5GaHuBwBmdSvPy
  • 48. Level of Abstraction Strategic Risks identified to be monitored Goals & types of learning required ⟩ • Generative Thinking • FutureSpectives • Personal Reflection • Sensemaking • Framing Changes in Society 
 Our Identity 
 Our Assets
 Coverage not metrics ActivitiesFocus Area(s) Hypothesis for new business models 
 = Product / Market fit ⟩ • Service Blueprinting • Business Model Canvas • Market Analysis • Competitive Analysis • How Now Wow Competitive Environment
 Business Models
 The Org, the Market
 Key Metrics Hypotheses for new customers / new problems to be solved 
 = Problem / Solution fit ⟩ • Design Thinking • Kano analysis • Qualitative Interviews • Jobs to be Done • Empathy Maps Customer problems/ needs Key metrics Hypotheses for process improvement and/or 
 feature-based product improvement ⟩ • Value Stream Mapping • Theory of Constraints • Contextual Enquiry Internal process/ value streams Alignment to strategy KPIs TACTICAL STRATEGIC MANDATORYFORINNOVATIONCATALYSTSFORINNOVATION Outcomes Desired
  • 49. Level of Abstraction Strategic Risks identified to be monitored Goals & types of learning required ⟩ • Generative Thinking • FutureSpectives • Personal Reflection • Sensemaking • Framing Changes in Society 
 Our Identity 
 Our Assets
 Coverage not metrics ActivitiesFocus Area(s) Hypothesis for new business models 
 = Product / Market fit ⟩ • Service Blueprinting • Business Model Canvas • Market Analysis • Competitive Analysis • How Now Wow Competitive Environment
 Business Models
 The Org, the Market
 Key Metrics Hypotheses for new customers / new problems to be solved 
 = Problem / Solution fit ⟩ • Design Thinking • Kano analysis • Qualitative Interviews • Jobs to be Done • Empathy Maps Customer problems/ needs Key metrics Hypotheses for process improvement and/or 
 feature-based product improvement ⟩ • Value Stream Mapping • Theory of Constraints • Contextual Enquiry Internal process/ value streams Alignment to strategy KPIs TACTICAL STRATEGIC MANDATORYFORINNOVATIONCATALYSTSFORINNOVATION Outcomes Desired Client knows the level of outcome(s) required... We know where to look to understand & or make change... And we know how to apply a methodology to get the required outcome...