Consumer Driven Big Thinking!
The design of new products and services is built around the end user. How to help out the daily life of the user? What would make the consumer fall in love with a service? And most importantly, how to build trust from the first glimpse of an interface?
Weigh between customer ethics. Understand their relations and preferences. Empathise with them. Be true to added value. Become a customer for the time of the project — even fight and claim value despite that leaving less margin for your business — then balance at the end of the project.
In the Design Thinking process, it is essential to find end user problems and solve them with simplified solutions. Multidisciplinary teams tend to find best solutions in-sourcing knowledge from each team member. For example, an industrial designer brings usability knowledge, developer delivers software functionality understanding, psychologist submits insight into user story and its day-to-day patterns and the immaterial rights specialist ensure unique items are hedged with functionality, design and tradenames.
In addition, a team should have an inventive “star-eyed-fool” to look beyond the visible future. One needs to understand how a product or the service lifetime sphere will turn out as the related industry and our societies evolve with an ever higher pace. Eventually, team members provide a solution to a real-world problem i.e. add value for the end-user.
Innovation is a volume business
There are no bad or average ideas. Everyone’s opinions and wild “throw-ins” are needed to select best-fit inventions for each product or service. Teams must embrace differentiation, specialisation and off-the-court ideas. Financial services could be re-thought on the basis of value-add and simplicity, to ensure a positive reputation for an organisation and contribute to the trust factor. Due to internal momentum, large corporations need start-up like lean methodology teams that function in a self-guiding manner. In a corporate environment, such methodologies allow building better products.
While processing new iterations of new products or services, outside evaluators provide feedback to enhance functionalities. These outsiders bring clarity. They challenge made decisions to see if their ideas would counter product concepts of team members. Less is more in a user interface. Every functionality needs to support end-user in their daily life-cycle; How are clients using their services? What patterns do they repeat? What is their day like? Do they have gloves on in the winter? What about the interface contrast in strong sunlight? For optimal usability, data needs to be broken into hourly and daily sections, to reflect weekly patterns and seasonal characteristics.
From customer fit to market fits
Without an actual need and demand for the ones using the service, there is no sense to offer another bell or a whistle just to add hours on a project log. The one making ultimate decisions is not the Scrum Master, PO (product owner) or the CEO — it is the end-user, the consumer, and related stakeholders.
Problems are opportunities. Uncertainty is potential. What is the user story? How do their lives evolve? B2I (business-to-individual) delivery is key to offer adapted business models to add value for individual buyers. The outcome must be a user story that closely follows end-user benefit. The go-to-market strategy needs to match a series of product fits; price-point fit — segment fit — geographic fit — culture fit — demographic fit — technology fit and so on. All these variables are revised regularly as the environment changes constantly.
As professionals, we’re urged to think big
Thinking big is about scale. Products need to bring value for the ones using a product or service. Otherwise, there is no base for gamut in extending brand reach. Regardless of our personal preferences, the consumer always comes first. Only then understanding our customer renders success.