Making Ideas Happen workshop for Vicsport

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making ideas happen ge#ng more people physically ac1ve through sport #vsfwdthinking

Transcript of Making Ideas Happen workshop for Vicsport

making ideas happenge#ng  more  people  physically  ac1ve  through  sport

#vsfwdthinking

welcome

join  the  conversa1on  on  twi7er  with  @vicsportAU  

@DoingSomeGood  #vsfwdthinking

DAVID  HOOD  @DavidAHood

JULIAN  WATERS-­‐LYNCH  @jwaterslynch

doing something

good

#vsfwdthinking

Julian  Waters-­‐Lynch  DOING  SOMETHING  GOOD

@jwaterslynch

#vsfwdthinking

Ollie  Dudfield  VICSPORT

@vicsportAU

New membersof sporting organisations across Australia

#vsfwdthinking

David  Hood  DOING  SOMETHING  GOOD

@DavidAHood

the innovator’s dna 1.Ques%oning  2.Observing  3.Networking  4. Experimen%ng  5. Associa%ng

“If  I  had  an  hour  to  solve  a  problem  I  would  spend  55  minutes  thinking  about  the  problem  and  five  minutes  thinking  about  solu@ons.”

“You  don’t  invent  the  answers,  you  reveal  the  answers  by  finding  the  right  ques%ons.”    

-­‐  Jonas  Salk

1. Think  about  your  most  treasured  possession.

1. Think  about  your  most  treasured  possession.  This  is  your  ‘swishy’.

1. Think  about  your  most  treasured  possession.  This  is  your  ‘swishy’.  

2. Your  partner  now  needs  to  ask  you  ques%ons  to  figure  out  what  your  swishy  is.

1. Think  about  your  most  treasured  possession.  This  is  your  ‘swishy’.  

2. Your  partner  now  needs  to  ask  you  ques%ons  to  figure  out  what  your  swishy  is.  

YOU  HAVE  THREE  MINUTES

30    SECONDS  

LEFT

75%

Business Model Canvas

Business Model Canvas > value and customers

1. customers

4. relation

3. channels

2. value

http://www.businessmodelgeneration.com

the value reaches

the customers

through channels

value - customer

communication

79%

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Business Model Canvas > value

2. value

6. resources

7. activities

8. partners

Those contribute

creating value

http://www.businessmodelgeneration.com

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earnings = revenues - costs

Business Model Canvas > costs and revenues

1. customers

5. revenues9. costs

6. resources

7. activities

8. partners

Customers

pay

Creating value

costs money

Earnings

should be

greater than

zero

http://www.businessmodelgeneration.com

87%

Business Model Canvas

earnings = revenues - costs

Business Model Canvas > relationships

1. customers

4. relation

3. channels

2. value

5. revenues9. costs

6. resources

7. activities

8. partner

http://www.businessmodelgeneration.com

1.  Be  present.Focus  on  what  you’re  doing  right  now  and  pay  aBenCon  to  every  aspect  of  what  you’re  doing:  to  your  body,  your  senses,  your  thoughts.    2.  Accept  everything  as  an  offer. Receive  thoughts,  ideas,  quesCons  or  comments  of  others  as  a  giJ.  

3.  There  are  no  mistakes.Only  invitaCons  into  a  new  level  of  creaCvity:  breaking  paBerns  and  allowing  new  ones  to  emerge.  

4.  Make  everyone  else  look  good.  You  do  not  have  to  defend  or  jusCfy  yourself  or  your  posiCon  -­‐  others  will  do  that  for  you  and  you  do  that  for  others.  

5.  Be  changed  by  what  is  said.Accept  your  reacCon  as  an  opportunity  to  take  a  new  or  expanded  perspecCve  to  inspire  new  ideas.  

6.  Keep  the  energy  going.No  maBer  what  is  given,  or  what  happens,  accept  it  and  keep  moving.    

7.  Serve  the  good  of  the  whole.Always  carry  the  quesCon,  "How  can  I  best  serve  this  situaCon?"  

8.  Yes  and  ...  Fully  accept  what  is  happening  and  what  is  being  offered,  and  add  a  NEW  piece  of  informaCon  -­‐  that  is  what  allows  it  to  be  adapCve,  move  forward  and  stay  generaCve.

Inspired  by  7  Basic  Improv  Principles  with  thanks  to  Michelle  James  (crea%veemergence.com)

DOING SOMETHING GOOD creative jammin’ principles

Making Ideas HappenWhen you have an idea for a new product, service or program, what do you need to make it happen? • Before you start: What do you need to consider?

Priorities, timing, resources..?• Processes and systems: Do you have a process to

follow and a system in place? What does that look like and how does it work?

• Authorising environment: Who needs to be involved? Who’s support and authorisation do you need? What do you need to do before you get the go ahead?

30    SECONDS  

LEFT

What  does  a  good  idea  look  like?

risk  =  probability  x  impact

riskThere  are  three  areas  in  which  a  startup  typically  faces  a  very  high  degree  of  uncertainty—or  risk:  

1.  Technical  risk  (feasibility)  

2.  Customer  risk  (desirability)  

3.  Business  model  (viability)

technical riskYou  could  think  of  this  as  the  ques@on:  Can  we  build  this  thing  at  all?  For  example,  if  you’re  seeking  a  cure  for  cancer,  there’s  a  big  risk  that  you’ll  fail  to  find  it.  If  you  do  find  it,  you’ll  certainly  have  customers,  so  there’s  no  market  risk.

customer riskThis  is  the  ques@on:  If  we  build  this  thing,  will  people  use  or  buy  it?  Put  another  way:  Should  we  build  this  thing?

business model riskThis  amounts  to  the  ques@on:  Can  we  create  a  way  for  this  thing  to  make  us  money?

biggest risk = customer riskOpera@ng  under  the  assump@on  that  the  demand  exists  and  that  customers  will  buy  and  use  your  product  or  service  in  the  way  you  believe.  “learning  what  customers  want  and  will  pay  for  is  your  biggest  priority.  It’s  the  thing  you  want  to  do  most  quickly  and  effec@vely.”

https://dschool.stanford.edu/

“Lean  Startup  is  a  method  for  crea@ng  and  sustaining  innova@on  in  all  kinds  of  organisa@ons.  It  helps  you  get  good  at  answering  two  cri@cal  ques@ons:  1.  Should  we  build  this  new  product  or  service?  2.  And  how  can  we  increase  our  odds  of  success  in  this  new  thing?”  

~  Sarah  Milstein,  co-­‐founder  Lean  Startup  Produc@ons

"Lean  Startup"  is  a  system  for  developing  a  business,  product  or  service  in  the  most  efficient  way  possible  to  reduce  the  risk  of  failure.      It  is  an  approach  that  treats  all  ideas  as  having  assumpCons  (or  hypotheses)  that  must  be  validated  by  rapid  experimentaCon  in  the  marketplace.    The  approach  relies  on  scienCfic  experimentaCon,  iteraCve  product  releases,  and  customers  feedback  to  generate  validated  learning.

“Feedback  is  the  breakfast  of  champions.”    -­‐Ken  Blanchard

A  startup  is  a  human  ins%tu%on  designed  to  create  a  new  product  or  service  under  condi%ons  of  extreme  uncertainty.  In  Lean  Startup  terms,  a  startup  is  a  group  of  people  working  on  a  risky  new  product,  even  if  that  group  of  people  works  for  Starbucks  or  the  US  Marine  Corps.    

-­‐  Eric  Ries

The  key  is  to  idenCfy  assumpCons  -­‐  would  people  actually  buy  or  do  this?  Not  by  building  the  whole  product,  but  by  building  a  Minimum  Viable  Product  (MVP).  

The  MVP  is  the  most  basic  version  of  your  product  that  is  valuable  to  your  user,  that  will  enable  you  to  test  and  learn.

#vsfwdthinking

Kirsten  Marks,  London  Agency  PULSERAISER

@LondonAgencyVic

DIFFERENT  MODES  OF  INQUIRY

Inductive: observing patterns

Abductive: educated guesses

Deductive: testing hypotheses

DIFFERENT  MODES  OF  INQUIRY

SCENARIO:  FAST  SOCCERYou  are  a  group  that  manages  a  local  soccer  club  facing  diminishing  revenue  from  declining  membership  numbers.  

You  have  noCced  recent  trends  around  ‘anyCme  anywhere  fitness’,  such  as  fitness  apps  and  24  hour  gyms  and  ‘fast  sports’,  such  as  3  on  3  basketball,  and  your  club  wants  to  explore  how  soccer  might  adapt  and  learn  from  these  innovaCons.  You  have  also  read  the  recent  research  by  the  CSIRO  and  Australian  Sports  Commission  on  mega  trends  shaping  the  future  of  sport,  trends  such  as  as  ‘a  perfect  fit’  and  ‘anybody’s  game’.  You  are  also  aware  of  the  Australian  InsCtute  of  Sport’s  market  segmentaCon  research,  especially    personas  such  as  ‘ponders’,  ‘sidelined  sportsters’  and  ‘apathe@c  clubbers’  for  whom  tradiConal  sporCng  codes  and  club  membership  models  are  less  appealing.  Finally  you  are  aware  of  the  wider  trends  around  changes  to  membership  models.    

You  have  decided  to  develop  some  innovaCons  to  the  game  and/or  club  membership  models  with  the  aim  of  creaCng  more  appeal  for  these  personas.  You  are  looking  to  idenCfy  the  assumpCons  underpinning  your  innovaCon  ideas  and  design  some  experiments  to  test  these  assumpCons  with  potenCal  users.

WHAT  IS  A  GAME?A  game  is  a  voluntary  social  process.  

It  is  made  up  of:  • game  space    • boundaries  • rules  • artefacts  (equipment)  • a  goal  (how  you  win)  

hBps://www.safaribooksonline.com/library/view/gamestorming/9781449391195/ch01.html

MORNING  TEA

what’s  your  innovaFon?Which  innovaCon  in  the  sport  do  you  think  is  most  likely  to  get  your  market  segment  joining  in?  

1. changes  to  game  space  (how  people  start  playing)  

2. changes  to  boundaries  (space  or  Cme)  

3. changes  to  rules  

4. changes  to  artefacts  (equipment)  

5. changes  to  the  goal  (purpose  of  the  game/how  you  win)

how  sure  are  you?How  sure  are  you  from  a  score  of  1  to  10,  that  people  are  going  to  like  your  change  and  get  them  to  consider  trying  your  variaCon?

BUSINESS  MODEL  CANVAS

will  they  pay?If  they  like  your  innovaCon,  would  they  be  willing  to  pay?  

How  much  would  you  be  able  to  get  them  to  pay?  

What  structure  of  offering  (eg  membership,  pay  as  you  go)  do  you  think  they'd  like  the  most?

INTERVIEW TECHNIQUES - DON’TS1.  Never  start  off  by  saying  that  you’re  working  on  an  idea.  This  biases  the  interviewee  and  they  will  feel  inclined  to  be  nice  or  reverse  engineer  your  quesCons.  

2.  Never  ask  leading  quesCons.  You  are  priming  the  interviewee  for  the  answer  you  want  to  hear.  

3.  Never  put  the  interviewee  in  hypotheCcal  scenarios.  The  more  you  ask  them  to  imagine  a  situaCon,  the  less  you  can  trust  their  answers.  

4.  Never  start  a  quesCon  with  “would.”  This  asks  them  about  future  behavior,  which  they  cannot  predict  and  is  not  reliable.  

5.  Never  start  a  quesCon  with  “do,”  unless  it’s  a  qualifying  quesCon.  hBp://uxceo.com/post/80877539095/quick-­‐Cps-­‐for-­‐effecCve-­‐customer-­‐interviews

INTERVIEW TECHNIQUES - DO’S1.  Qualify  the  person  you’re  talking  to  and  make  sure  he/she  fits  your  customer  hypothesis.  

2.  Always  ask  about  past  behavior.  

3.  Always  start  quesCons  with  “who,  what,  why,  when,  where,  how.”  Why  and  how  quesCons  surface  the  most  insighpul  answers.  

4.  Always  close  by  asking  for  their  contact  informaCon  and  an  intro  to  others  who  fit  the  customer  profile.  Chances  are  they  have  friends  or  colleagues  who  do.  

hBp://uxceo.com/post/80877539095/quick-­‐Cps-­‐for-­‐effecCve-­‐customer-­‐interviews

ask open ended questionsDo  not  ask  too  many  yes/no  quesCons.  For  example,  minimize  such  quesCons  as  “do  you  like  Groupon?”  Instead  ask  “what  kinds  of  deals  do  you  look  for,  if  any?”  “What  moCvates  you  to  hunt  for  deals?”  “How  do  you  discover  deals?”    

SomeCmes  it  is  hard  not  to  ask  a  yes/no  quesCon,  but  always  follow  up  with  an  open-­‐ended  quesCon  like  “why?”  or  “tell  me  more  about  that  experience.”

POSSIBLE QUESTIONSQualifier  Do  you  or  have  you  played  organised  sport?  

QuesCons  about  the  sport  1. What  do  you  like  about..?    2. What  don’t  you  like  about..?    3. What  would  help  you  overcome/change/decide  differently…?  4. On  scale  of  1  to  10  how  likely  would  you  be  to….  5. On  scale  of  1  to  10  how  interested  would  you  be  in  trying…  6. If  you  were  able  to  do  “x”  for  $y  would  you  be  interested?  7. If  not,  how  much  would  you  be  willing  to  pay  and  in  what  way?

minimum viable product

Barn Suppers. Image courtesy of Philip Dunda

1.  LANDING  PAGE

designing  your  MVP

2.  A  BLOG  POST

3.  EMAIL

4.  SURVEYS

3.  BASIC  PROTOTYPE

5.  EXPLAINER  VIDEOS

6.  BASIC  PROTOTYPE

7.  WIZARD  OF  OZ  

71%

Business Model Canvas

Business Model Canvas

1. customers

4. relation

3. channels

2. value

5. revenues9. costs

6. resources

7. activities

8. partners

http://www.businessmodelgeneration.com

Assumption TestingExperiment Design

Hypothesis Participants

Approach & Activities Expected Data & Actual Data

Learning Goals & Outcomes Decision

BMC Iteration

TESTING  BMC  ASSUMPTIONS

thank  you

join  the  conversa1on  on  twi7er  with  @vicsportAU  

@DoingSomeGood  #vsfwdthinking

DAVID  HOOD  @DavidAHood

JULIAN  WATERS-­‐LYNCH  @jwaterslynch

doing something

good