Death to surveys!
Published on Sep 25, 2017
the good old Survey. Long standing bastion of quantitative data collection... but painfully flawed. Surveys are inherently biased in the collection of data simply because of the person writing it framing questions in order to get a response. This in turn shuts down a whole swath of potential insights that could be understood about your customer, your app, or your service.
So how to turn this on it's head, have fun, and get good quality information to drive your strategic decisions?
With Serious Games! Collaboration at scale, asynchronous, and proven effective.
MORE DECKS TO EXPLORE
PRESENTATION OUTLINE
Hello I am @miss_ _ Haley
what are innovation games?
Innovation Games are
- collaborative frameworks that help teams better understand customers and stakeholders.
Used for primary market research into unmet needs,
- co-creating product and service roadmaps,
-driving innovation and
- helping Scrum/Agile teams prioritize roadmaps and conduct retrospectives. Used both in-person and online, they scale from small group use to large numbers of people organized into teams of three to eight people.
- collaborative frameworks that help teams better understand customers and stakeholders.
Used for primary market research into unmet needs,
- co-creating product and service roadmaps,
-driving innovation and
- helping Scrum/Agile teams prioritize roadmaps and conduct retrospectives. Used both in-person and online, they scale from small group use to large numbers of people organized into teams of three to eight people.
Photo by Julián Santacruz
a form of primary market research developed by Luke Hohmann, where customers play a set of directed games as a means of generating feedback about a product or service.
So why play games?
Photo by Dave DeSandro
how could a game help?
what can be helped by an online collaboration tool
the games leverage deep principles of cognitive psychology and organizational behavior to uncover data that is difficult to uncover using traditional market research techniques.
doesn't involve product teams in the prep of research
doesn't involve product teams in the prep of research
Photo by Dave DeSandro
because..
- they break the mold of traditional means of market research
- people play games for fun
- they inspire different ways of looking at problems
- can lead to amazing things like..
Overly Simplistic research questions are as poor in performance as overly analytical.
Photo by igor_nz
even if they think they understand their problem, doesn't mean they can articulate it.
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at the other end of the spectrum, we have incredible involved techniques like Conjoint Analysis (i have no idea how to do this)
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the effort involved in not fun means teams just don't use these tools. This means feedback is sporadic or episodic.
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If the project is serious enough to engage busy stakeholders, then I think we owe it to the business
to use the most effective tools at our disposal.
customise-able frameworks that use visual thinking and powerful metaphors to create extraordinary results
Decision Making Frameworks
that allow for negotiation, and collaboration in gaining consensus
Idea Engine
that allows for largescale collaboration during ideation phase
(not included but awesome) STrategy engine
that allows for framing, and collaboration in gaining consensus across wicked problems
https://www.slideshare.net/innovgames/using-strategy-engine-for-better-deci...
Slide share that explains the strategy engine
Slide share that explains the strategy engine
Prune the product tree
"Start by drawing a large tree on a whiteboard or butcher paper or printing a graphic image of a tree as a large format poster. Thick limbs represent major areas of functionality within your system. The inside of the tree contains leaves that represent features in the current release. Leaves that are placed at the outer edge of the canopy represent new features. The edge of the tree represents the future. Write potential new features on several index cards, ideally shaped as leaves. Ask your customers to place desired features around the tree, shaping its growth. Do they structure a tree that is growing in a balanced manner? Does one branch, perhaps a core feature of the product, get the bulk of the growth? Does an underutilized aspect of the tree become stronger? We know that the roots of a tree (your support and customer care infrastructure) need to extend at least as far as its canopy. Do yours?"
Innovation Games -
Innovation Games -
Sailboat/speedboat retrospective
The Game
Draw a boat on a whiteboard or sheet of butcher paper. You’d like the boat to really move fast. Unfortunately, the boat has a few anchors holding it back. The boat is your system, and the features that your customers don’t like are its anchors.
Customers write what they don’t like on an index card and place it under the boat as an anchor. They can also estimate how much faster the boat would go if that anchor were cut and add that to the card. Estimates of speed are really estimates of pain. Customers can also annotate the anchors created by other customers, indicating agreement on substantial topics. When customers are finished posting their anchors, review each one, carefully confirming your understanding of what they want to see changed in the system.
Draw a boat on a whiteboard or sheet of butcher paper. You’d like the boat to really move fast. Unfortunately, the boat has a few anchors holding it back. The boat is your system, and the features that your customers don’t like are its anchors.
Customers write what they don’t like on an index card and place it under the boat as an anchor. They can also estimate how much faster the boat would go if that anchor were cut and add that to the card. Estimates of speed are really estimates of pain. Customers can also annotate the anchors created by other customers, indicating agreement on substantial topics. When customers are finished posting their anchors, review each one, carefully confirming your understanding of what they want to see changed in the system.
Buy a feature
Create a list of potential features and provide each with a price. Just like for a real product, the price can be based on development costs, customer value, or something else. Although the price can be the actual cost you intend to charge for the feature, this is usually not required. Customers buy features that they want in the next release of your product using play money you give them. Make certain that some features are priced high enough that no one customer can buy them. Encourage customers to pool their money to buy especially important and/or expensive features. This will help motivate negotiations between customers as to which features are most important.
This game works best with four to seven customers in a group, so that you can create more opportunities for customers to pool their money through negotiating. Unlike the Product Box game, the Buy a Feature game is based on the list of features that are likely to be in your development road map.
This game works best with four to seven customers in a group, so that you can create more opportunities for customers to pool their money through negotiating. Unlike the Product Box game, the Buy a Feature game is based on the list of features that are likely to be in your development road map.
?questions?
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Untitled Slide
Photo by Morvanic Lee
