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Experimenting with ‘Fun;’ ‘Fun’ With Experimenting

Experimenting with ‘Fun;’ ‘Fun’ With Experimenting. What the (Von) Hayek Do You Think You’re Doing?. The Content of the Audience is more important than The Content of the Talk. This Talk is About…. An Effective/Affective Innovation Methodology Emphasizing Competitive Experimental Designs

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Experimenting with ‘Fun;’ ‘Fun’ With Experimenting

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  1. Experimenting with ‘Fun;’‘Fun’ With Experimenting What the (Von) Hayek Do You Think You’re Doing?

  2. The Content of the Audience • is more important than • The Content of the Talk

  3. This Talk is About…. • An Effective/Affective Innovation Methodology • Emphasizing Competitive Experimental Designs • - 5X5 X-Teams

  4. Not ‘Publish or Perish’ but… • “Demo or Die”

  5. ‘Demo or Die’ Dynamism • - What else…? • Who else…? • How else… • Why not…?

  6. I research/advise/explore… • ‘Behavioral Economics’ of • Experimentation & Innovation in Organizations • Via their Models, Prototypes & Simulations

  7. Games

  8. Noun & Verb • Design Competition

  9. Bruneschelli’s Dome 1419

  10. X-Prize

  11. ARDC 6.270

  12. DeKa’s FIRST

  13. What kind of… • Design Competition?

  14. Combining Affect & Effect • Lightweight; • Heavy Impact; • “Fun”

  15. My ‘Unit of Design/Competition’ • From • ‘Playing with Prototypes’ • to • Proposing “Experiments Portfolios”

  16. Why ‘Experiments’?

  17. Customer Focus? A Failed 80/20/20

  18. You will be the • CEO

  19. You don’t have to be the CEO to be the • Chief • Experiments • Officer

  20. The CEO’s Deliverable: • A Portfolio of • Testable Business Hypotheses • that Matter!

  21. A Hypothesis • • Frames a Challenge • • An Organizing Principle for Convening ‘Teams’ • • Can Identify, Incorporate & Influence Adoption

  22. Experiment • A Structured, Easily Replicable Process • to ‘Test a Hypothesis’

  23. Designing The X-Teams • 5X5

  24. 5X5 ‘X’-Teams • • 5 People/5 Days • • 5 Experiments • • $5,000 • • 5 Weeks • •$5,000,000[Growth or Savings]

  25. X Teams: [Liberating Constraints] • • Cross-functional/Well-Regarded Talent • • Hard Deadline/Defined Deliverable/No Budget • • Self-Managing • • Present to Top Management • • Peer & Executive Review

  26. The X-Format • • What’s the Perceived Problem/Issue/Opportunity? • • Why does It matter? • • What’s the Business Hypothesis? • • What Experiment(s) conform to the 5X5 criteria?

  27. Make Compelling Business Hypotheses Simple & • Simple Business Hypotheses Compelling

  28. Seek to Perform Simple Experiments Fast

  29. Seek to Perform Fast Experiments Cheap

  30. Seek Results That Speak for Themselves

  31. “Fun-damental Value(s)” • Be “Warren Buffetts” • of Experimentation

  32. ideology: • Do you experiment to extend your values • or to challenge them?

  33. The Design “Game” • Competing Hypotheses • & • Competing Experiments • & • Competing Portfolios • & • Competing Presentations

  34. SeatMaps Contiguous Seating N>2

  35. Gedankenexperiment: What text, call or site should an in-store customer make?

  36. Amazon Recommendation Engine[Greg Linden] • I hacked up a prototype. On a test site, I modified the Amazon.com shopping cart page to recommend other items you might enjoy adding to your cart. Looked pretty good to me. I started showing it around… • At this point, I was told I was forbidden to work on this any further. I was told Amazon was not ready to launch this feature. It should have stopped there. Instead, I prepared the feature for an online test. I believed in shopping cart recommendations. I wanted to measure the sales impact….

  37. 5X5 X-teams • Lessons Learned

  38. Because when we stop, it feels good…

  39. Lessons Learned • Professional Development

  40. The Most Influential and Product of Simple, Fast, Cheap and Compelling Experiments Isn’t • ‘The Results,’ It’s ‘The Experimenters’

  41. 5X5 X-teams • Crafting a ‘Good’ Business Hypothesis is Hard • (This surprised me…!)

  42. 5X5 X-teams • Articulating Their X-Portfolio Philosophy • Proved Challenging

  43. Lessons Learned • A Fantastic Window for • Senior Leadership

  44. 5X5 X-teams • Portfolio ‘Gaps’ As Revealing as • Portfolio Priorities

  45. The X-Heuristic • If You Can’t Afford to Have ‘It’ Fail, • ‘It’ Isn’t an Experiment

  46. What Experiments Aren’t: • Validation

  47. Oxymoron Alert • Passionately • Dispassionate

  48. X-Team Issues: • • ‘Single-Idea’ Zealots • • Frustration Follow-up • • Top Management Challenged • • ‘Put Up or Shut Up’ Upsets • • ‘Analysis’ Culture(s) Get Nervous

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