Working Process:
Design Thinking & Delivery Excellence

Borrowing from the proven Design Thinking approach, I lead cross-functional teams through activities that separate identifying user problems [Problem Space] from potential solutions  [Problem Space]. What differs from traditional Design Thinking is that this approach carries through implementation and accounts for performance measurement and value realization [Realization Space]

The design process is rarely linear. The different phases of this process can short-circuit based on learnings and allow us to discard bad solutions and accelerate good solutions. The value of this approach is accountability, rigor, and clarity across disciples allowing us to collaborate and solve customer problems together.  Additionally, this process is useful in greenfield and existing product environments and teams.

Problem Space

Understand & Define

This phase consists of activities that allow cross-functional teams to empathize with the intended users of the product or solution. Research is conducted to understand what problems users are looking to solve. User problems are then re-phrased as “Opportunities” and aligned to the outcomes we want to deliver for the business and for the user.

The Solution Space

Ideate & Test

Building off the problem and opportunity definition of the previous phase, the The Solution Space allows a team to leverage all their expertise and knowledge when ideating and evaluating potential solutions. A testable hypothesis of the solution is created and a decision onthe simplest way to test it. Lastly, testing our hypothesis using prototyping, research, or lean experimentation help us gain confidence in delivering on our desired outcomes before implementing.

The Realization Space

Implement & Maintain

The phase represents a shift from product and design-led activities to creating working software. The product and design function moves to a supportive role for engineers and technical roles on the team. Implementation deliverables reflect this supportive posture: UI Specifications, Visual Designs, Design definition-of-done, High-fidelity prototypes.

Performance and value-realization metrics are defined for implementation as well. Our goal here is to measure where we have delivered value for users and account for that impact over time. In addition to user interviews, capturing the key success metrics will allow us to maintain a high-performing solution, and respond to changes we see in the data. Maintaining a high-performing and valuable solution is a continuous process, and often to leads to the discovery and delivery of new features that evolve the product. 

Aligning to Outcomes. Building better Product Businesses

Tools like Teresa Torres’ Continuous Discovery are invaluable when working with cross-functional teams. The ability to share the context and goals of every proposed feature a is essential when collaborating and de-risking our assumptions. Additionally, being accountable to the business and customer outcome allows us to think more holistically about the solutions we’re developing. 

So What?

Continuous Discovery is useful for sharing the output of user research at the team level, as well as at the strategic level. Knowing what problems need to be solved and how we intend to solve them is essential or better collaborations and helping all functions stay accountable to measurable customer outcomes. I’ve been able to introduce and customize these tools within dozens of design and product organizations - helping practitioners better use the design process and manage their products holistically.