RAPID DESIGNPRACTICE GUIDE

DESIGN PHASES OVERVIEW

We can facilitate a rapid design practice by focusing on assumptions. The idea is to collect speci�c evidence on how our assumptions are validated or not. It’s also an opportunity to discover any potential customer value outside of any assumptions we’ve made and to develop further empathy with our customers. Overall we seek to learn how desirable our solutions are for our customers at this phase.

Assumptions tested

CUST TESTING / ETHNOGRAPHIC RESEARCH etc.

Evidence collected

Evidence reviewed

VALUE PROPOSITIONS / DESIGN PROBLEMS / STRATEGY / PRINCIPLES etc.

Problems / opportunities de�ned

Experiment/s made

IDEAS / MODELS / PROTOTYPES / PRODUCT etc.

Problems / opportunities employed

DISCOVER

1

SYNTHESIZE

GENERATE

2

3

The evidence we’ve collected helps us de�ne what assumptions are valid (or not). From here, we can better target where any new opportunities and / or problems lie as well as converge various ideas and solutions towards a more coherent direction. This analysis helps us to re�ne our strategy and purpose (why) based on the evidence discovered to this point, as well as learn how best to scale and evolve our solutions. We also seek to determine business viability at this phase.

We can address each problem and opportunity with new and divergent ideas, models and sketches and/or further re�ne existing solutions (IE. Prototypes, customer journeys, product / service / experience o�erings). Assumptions are made by how we address these problems and opportunities. These form the basis of an experiment/s we can use to further test and discover the value of our solutions with customers. Here we also seek to learn more about how feasible our o�erings / solutions are to make.

EVOLVE & SCALE CUSTOMER VALUE BY DESIGN

Assumptions tested

CUST TESTING / ETHNOGRAPHIC RESEARCH etc.

Results collected

Results reviewed

VALUE PROPOSITIONS / DESIGN PROBLEMS / STRATEGY / PRINCIPLES etc.

Problems / opportunities de�ned

Experiment/s made

IDEAS / MODELS / PROTOTYPES / PRODUCTS etc.

Problems / opportunities employed

DISCOVER

1

SYNTHESIZE

GENERATE

2

3

SYNTHESIZE

DISCO

VER GENERATE

evolve / scaleby proven value

potential valuereach

Top down (strategy)

Bottom up (realization)

At project upstream (centre of above model), we rapidly assess potential value for customers through design phases. Further downstream, our design deliverables scale upwards / evolve via agile methodologies towards industrial strength (by proven customer value).

UPSTREAM TO DOWNSTREAM DESIGN ACTIVITIES

SYNTHESIZE GENERATE DISCOVER

DOW

NSTR

EAM

MID

STRE

AMUP

STRE

AM

We can use the following table of design activities from project inception (upstream) to delivery (downstream) to help de�ne a design plan.

analysis of current qualitative / quantitative research

research strategy / planning

analysis of conducted qualitative / quantitative research

creating personas / pro�les / archetypes

comparative / competitive analysis

problem statements / value propositions

targeting personas / pro�les / archetypes

de�ning hypothesis / assumptions

de�ning design principles

re�ning hypothesis / assumptions / design principles

convergent processes

business / customer prioritization

designing qualitative / quantitative research to conduct

design of qualitative / quantitative research to validate design problems & value propositions

design stakeholder / customer workshops

blueprints / journeys / ecosystems

re�ning blueprints / journeys / ecosystems

divergent modelling / sketching

low-hi �delity prototyping

product / experience / service launch

observational / participant ethnography

contextual inquiries

surveys, questionnaires, interviews

comparative / competitive testing

research to validate target personas / pro�les / archetypes

research to validate propositions / problem statements / design principles

stakeholder / customer workshops

informal testing

customer testing

usability testing

product / experience / service deliveries

A/B testing

analytics

explo

re

descr

ibe

delive

r

DISCOVER GUIDE (TESTING)

ARE ASSUMPTION/S VALIDATED?1How can we �nd out if our key assumptions are valid? If yes, what proof point/s can we show that demonstrate this validity?

These questions can help to bring focus on how we facilitate. Getting to know the following at each session, can help us quickly synthesize the evidence.

NOT VALID? WHAT PROBLEM/S ARE IDENTIFIED?2What problem/s did the customer raise or we observed that address our assumption/s not being valid? What proof point/s can we show to demonstrate these?

OTHER PROBLEMS OR OPPORTUNITIES IDENTIFIED?3What problem/s did the customer raise or we observed outside our assumption/s? What oportunities did they raise or we observed? What proof point/s can we show to demonstrate these?

When facilitating, present what we intend the customer to experience and only describe what isn’t ready (such as interactions

on prototypes) and only if required.

We can ask questions about how customers feel about what we present to them and why? We might ask how they would normally proceed and if so, what they might do and expect to happen and why? We can later clarify if the expected result occurred, and if

this experience was valuable for them or not and why?

Facilitate without leading