For organisations that are winning at customer experience, purpose starts with customers, prioritisation is value-based and decisions are based on learning. Default thinking is no longer enough to stay ahead of the market. To truly differentiate your customer’s experience, you need to embrace uncertainty, responding to new information with emergent design, and create evolutionary architectures to support these changes.

1. The Product
Mindset
Jonny Schneider

2. 2
Predicting
the future
is hard.
http://upload.wikimedia.org/wikipedia/commons/0/03/Edison_and_phonograph_edit1.jpg

3. 3
…many plans are built on projections of
future prices and costs that are almost
invariably wrong
—Michael E. Porter
https://www.flickr.com/photos/worldeconomicforum/5397052359

4. 4
In 2010,
20 to 50% of software
projects were failing.
https://www.flickr.com/photos/jonathancohen/4766990832
Understanding Design Thinking, Lean, and Agile, Jonny Schneider (2017)

5. PROJECTS
plan predictively
focus on scope, time, budget
measure outputs
manage the work
have a start and finish
ask for big-upfront-investment,
for future benefits

6. 6
adapt,
don’t predict.
https://www.flickr.com/photos/jonathancohen/4766990832

7. PRODUCTS
use adaptive planning
focus on value
measure progress
manage the outcome
are long lived and ongoing
prove benefit to
drive incremental investment
PROJECTS
• plan predictively
• focus on scope, time, budget
• measure outputs
• manage the work
• have a start and finish
•ask for big-upfront-investment,
for future benefits

8. AGILE
Build the
thing right
LEAN
Build the
right things
+DESIGN
THINKING
Explore the
problem
+
by @jonnyschneider
Three mindsets for
product development

9. Get the ebook for free!
https://thght.works/2z30TAU

11. Customer Satisfaction: +4 PTS (80)

12. NATIONAL AUSTRALIA BANK
Mobile Banking - after redesign
The browser-based w
banking app was red
like mobile web, not
This was achieved w
only. That means no
changes were requir
release outside of th
deployment governa
It doesn’t sound like
meant that changes
customers’ hands ni
than ‘normal’.
Mobile Penetration: +188% (8% to 23%)
Customer Satisfaction: +5 PTS (85)

13. Lessons From The Trenches
(Global Blue Experience Report)
LESSONS FROM THE TRENCHES

14. If a measurement matters at all, it is
because it must have some conceivable
effect on decisions and behavior.
—Douglas W. Hubbard
Measure things that matter

15. MEASUREMENT COMMENT
Customers will be delighted Too vague
Net Promoter Score (NPS) will increase Subject to external factors, hard
to attribute to a specific initiative
6 customer features completed Measures output, not outcome
Conversion from results page to product detail
page increases by 3% month-on-month
Good!
Basket-size for returning customers increases
on average from quarter-to-quarter
Good!
Average time-on-site per item purchase
reduced by 6% quarter-to-quarter
Good!
GOAL: Customers can easily find what they are looking for.

16. Make decisions based on learning
The illiterate of the 21st century will not be
those who cannot read and write, but those
who cannot learn, unlearn, and relearn.
— Alvin Toffler

17. Define your beliefs and assumptions
Decide the most important thing to learn
Design experiments that can deliver learning

18. The
Problem
Assumption
Model
Created by Jonny Schneider
and Barry O’Reilly

19. MONDAY
Frame the challenge and
explore some options
TUESDAY Decide what to learn
WEDNESDAY Design the experiments
THURSDAY Conduct the research
FRIDAY
Analyse the results and
decide what next

20. WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6
orientation 39 intercepts 65 survey
responses
campaign
design
campaign
launch
pilot plan
20 customer
intercepts
5 student
surveys
4 gym
interviews
11 intercepts
10 intercepts

21. Design the right experiments
Don't look for facts or answers — look for
better questions. It's the questions we ask,
and the meaning we explore, that will
generate the insights most useful to strategy.
—Dr. Jason Fox

22. problem demandsolution

23. Better to have a slow delivery team doing the right things,
than a fast team doing the wrong things.
(combine with next slide)
‘All Together Now’
ALL TOGETHER NOW

24. 24
Idea
Target
release
research
business
strategy
funding
planning
design
delivery
test
We can’t move the release date!
The media campaigns are booked!
Can you build less, and build faster?
W-Agile

25. FIRST EXPRESSION
OF A STRATEGY
DESIRED
OUTCOMES
Not W-Agile

26. FIRST
STRATEGY
REFINE AND ADAPT
new
discoveries
WORKING SOLUTIONS
do
DELIVERY
check
EXPERIMENTS

27. THANK YOU
jonnyschneider.com/blog
bit.ly/goodreads-udtla
@jonnyschneider

28. For more information on ThoughtWorks please contact:
Wayne Te Paa
NAB Client Principal
Email: wtepaa@thoughtworks.com
Phone: 0416 041 772
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