VENTURE DESIGN INTENSIVE (2 DAY)

SOLVING THE RIGHT PROBLEM

Alex Cowan
2015 COWAN+

OUR STARTING POINT

Source: Rhys Davenport via Wikimedia Commons

2015 COWAN+

THE PRACTICE OF DESIGN THINKING

Finding the Right
PROBLEM

alternatives

Personas
Problems
Alternatives

Finding the Right

SOLUTION

Value Propositions &

Assumptions
Product
Hypothesis

Experiments on Motivation
User Stories

Field
Discovery

Prototypes
Software

divergence

convergence

divergence

time

convergence

source: adapted from The Design of Everyday Things

2015 COWAN+

THE VENTURE DESIGN PROCESS

S HO

IF
AT

WH

CUSTOMER
DISCOVERY &
EXPERIMENTS

PRODUCT &
PROMOTION

VALUE
PROPOSITIONS &
ASSUMPTIONS

WH

PERSONAS

WHO?

AT

SC

PIVOT?

AL

E?

USER STORIES
& PROTOTYPES

PROBLEM
SCENARIOS &
ALTERNATIVES

2015 COWAN+

OUR TARGET AGENDA & OUR DELIVERABLES

Agenda

Deliverables

Crash
Course

Solving the Execution + Building the

Right Problem Field Work Right Solution

Positioning
Statement
& Sketches

Personas
Problems
Propositions
Experiments

Expansion
Peer Review
Instructor
Review

User Stories
Patterns
Mockups
User Tests

2015 COWAN+

DAY 1

PART 1
Workshop Session

PART 2
Working Session: Homework
Asynch Peer + Instructor Review
Office Hours

2015 COWAN+

DAY 2

PART 1

Working Session: Homework

Asynch Peer + Instructor Review
Office Hours

2015 COWAN+

DAY 3

PART 1
Workshop Session

PART 2
Working Session: Homework
Asynch Peer + Instructor Review
Office Hours

2015 COWAN+

THE VENTURE DESIGN PROCESS

S HO

IF
AT

WH

CUSTOMER
DISCOVERY &
EXPERIMENTS

PRODUCT &
PROMOTION

VALUE
PROPOSITIONS &
ASSUMPTIONS

WH

PERSONAS

WHO?

AT

SC

PIVOT?

AL

E?

USER STORIES
& PROTOTYPES

PROBLEM
SCENARIOS &
ALTERNATIVES

2015 COWAN+

THE VENTURE DESIGN PROCESS

Do we understand
this person? What
makes them tick?
PERSONAS

WHO?

PROBLEM
SCENARIOS &
ALTERNATIVES

2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS

Empathy

Creativity
2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS

2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS

1

Entry

Urinate as they go

Edges preferred

Speedy

PB > cheese

Empathy
2015 COWAN+

THE PRACTICE OF DESIGN THINKING- FOUNDATIONS

Check & Repair

UV Validation

Relevant Placement

A Better Mouse Trap

Powered by Better Bait

Creativity
2015 COWAN+

HOW TO DO THIS?
PERSONA
QUESTION

PERSONA
ANSWER

Y
N

NEW
PERSONA?

DRAFT
INTERVIEW
GUIDE

INTERVIEW

02

03

05

DRAFT DAY
IN THE LIFE
QUESTIONS

DRAFT
PERSONA

01

INVEST
DAY IN THE
LIFE?

REVISE
07

ACQUIRE
PHOTOS
04

TEST

06

WORKING?
09

10

EDIT & SCRUB

PER RESEARCH
PROTOCOL
08

2015 COWAN+

EXERCISE- PERSONA CREATION

List at least 3 personas
Mary the Working Mom
Susan the Stay-at-Home Mom
Douglas the Dad
Nathan the Nanny
Ivan the Infant

use 1 index card/

persona

(4 min)
2015 COWAN+

PERSONAS- THINK SEE FEEL DO

2015 COWAN+

PERSONAS- THINKS?

Thinks: (The cognitive part. Often: the tension between how theyd ideally like things to be and how they are now.)

Sees

Feels

Does

2015 COWAN+

EXAMPLE- ENABLE QUIZ & HELEN THE HR MANAGER

2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole
thing started.

Sees

Feels

Does

2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY THINK

Question Form

Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

me about being an HR manager?

- What do you most, least like about the job?
- What are the hardest, easiest parts of the job?
- Ive heard [x]- does that apply to you?
you do screen new candidates? If not, who?
- Can you tell me about the last time? What was the trigger?
- Who else was involved? What was it like?
- How should it ideally be done?
- How is it actually done? Why?

Draft discovery questions

in the areas above
(If complete, converge
with your group)
(7 min)
2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Draft the Think portion for your top persona (If done, converge with your group.)
Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole
thing started.

Sees

Feels

Does

(4 min)
2015 COWAN+

PERSONAS- SEES?

Thinks: (The cognitive part. Often: the tension between how theyd ideally like things to be and how they are now.)

Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Feels

Does

2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole thing
started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that
online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, theres a number of high
quality options online, many of them free. They just need a way to help employees organize select into these courses.

Feels

Does

2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY SEE

Question Form

Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

What do you see in [area]?

me about being an HR manager?

- What do you most, least like about the job?
- What are the hardest, easiest parts of the job?
- Ive heard [x]- does that apply to you?
you do screen new candidates? If not, who?
- Can you tell me about the last time? What was the trigger?
- Who else was involved? What was it like?
- How should it ideally be done?
- How is it actually done? Why?
Where do you learn whats new? What others do?
Who do you think is doing it right?
How did you make your last decision?

2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Draft the See portion for your top persona. (If done, converge with your group.)
Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole thing
started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that
online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, theres a number of high
quality options online, many of them free. They just need a way to help employees organize select into these courses.

Feels

Does

2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: SEE ANGLE

Create at least one Google AdWords ad on the paper template- specifically
using the see angle on your persona

1. Select keywords (put in Notes section)

2. Draft ad copy
How does the draft follow from your personas?
Are you speaking in the language your customers use?
Are you connecting with the SEE in your Think-See-Feel-Do?
(NO RULE AGAINST UPDATING YOUR PERSONA WHILE YOU DO THIS!)

2015 COWAN+

PERSONAS- FEELS?

Thinks: (The cognitive part. Often: the tension between how theyd ideally like things to be and how they are now.)

Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Feel: (The emotional driver. What are the predominant emotions around the relevant activity? What is the emotional outcome of
the actions they take around the activity?)

Does

2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole thing
started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that
online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, theres a number of high
quality options online, many of them free. They just need a way to help employees organize select into these courses.
Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Its
incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in
functional skills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do a
whole lot in this area.

Does

2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY FEEL

Question Form

Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

What do you see in [area]?

How do you feel about [area]?

me about being an HR manager?

- What do you most, least like about the job?
- What are the hardest, easiest parts of the job?
- Ive heard [x]- does that apply to you?
you do screen new candidates? If not, who?
- Can you tell me about the last time? What was the trigger?
- Who else was involved? What was it like?
- How should it ideally be done?
- How is it actually done? Why?
Where do you learn whats new? What others do?
Who do you think is doing it right?
How did you make your last decision?
Tell me about the last time?
What motivates you? What parts of it are most rewarding? Why?
What would it be like in your perfect world?

2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Draft the Feel portion for your top persona. (If done, converge with your group.)
Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole thing
started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that
online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, theres a number of high
quality options online, many of them free. They just need a way to help employees organize select into these courses.
Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Its
incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in
functional skills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do a
whole lot in this area.

Does

2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: FEEL ANGLE

Create at least one Google AdWords ad on the paper template- specifically
using the feel angle on your persona

1. Select keywords (put in Notes section)

2. Draft ad copy
How does the draft follow from your personas?
Are you speaking in the language your customers use?
Are you connecting with the FEEL in your Think-See-Feel-Do?
(NO RULE AGAINST UPDATING YOUR PERSONA WHILE YOU DO THIS!)

2015 COWAN+

PERSONAS- FEELS?

Thinks: (The cognitive part. Often: the tension between how theyd ideally like things to be and how they are now.)

Sees: (The interactions that shape their Thinking- media, peers, education, training, casual observation.)

Feel: (The emotional driver. What are the predominant emotions around the relevant activity? What is the emotional outcome of the
actions they take around the activity?)

Do: The actuals. As applicable: What triggers? How often? For how long? How much money?

2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole thing
started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that
online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, theres a number of high
quality options online, many of them free. They just need a way to help employees organize select into these courses.
Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Its
incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functional
skills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do a whole lot in
this area.
Does: Helens relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in and talk about it. If
she likes it, shell bring it to the functional managers, who are usually the ultimate decision makers since without their support she
cant get the system online and working. Post-sale, Helen will help keep the program organized, moving, and otherwise on the
functional managers radar. All this is predicated on Helen being equipped with the right messages, facts, and best practices to
make the purchase and use of Enable Quiz effective.

2015 COWAN+

EXERCISE- DISCOVERING WHAT THEY DO

Question Form

Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]?

- Tell

Tell me about [your area of interest]?

- Do

Tell me your thoughts about [area]?

What do you see in [area]?

How do you feel about [area]?

What do you do in [area]?

me about being an HR manager?

- What do you most, least like about the job?
- What are the hardest, easiest parts of the job?
- Ive heard [x]- does that apply to you?
you do screen new candidates? If not, who?
- Can you tell me about the last time? What was the trigger?
- Who else was involved? What was it like?
- How should it ideally be done?
- How is it actually done? Why?
Where do you learn whats new? What others do?
Who do you think is doing it right?
How did you make your last decision?
Tell me about the last time?
What motivates you? What parts of it are most rewarding? Why?
What would it be like in your perfect world?
How many new openings/quarter?
How many interviews/position?

2015 COWAN+

PERSONAS- THINK SEE FEEL DO

Draft the Do portion for your top persona. (If done, converge with your group.)
Example: Helen the HR Manager
Thinks: Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professional development is
something theyve identified that they want to do better, but the functional managers arent engaged enough to get the whole thing
started.
Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike. Helen sees that
online learning has rocketed forward in the last few years. If someone wants to learn a specific skill, theres a number of high
quality options online, many of them free. They just need a way to help employees organize select into these courses.
Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The manager hates it. Its
incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved, more included in functional
skills evaluation and improvement. Shes love to have a success story to talk about. Most HR departments dont do a whole lot in
this area.
Does: Helens relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in and talk about it. If
she likes it, shell bring it to the functional managers, who are usually the ultimate decision makers since without their support
she cant get the system online and working. Post-sale, Helen will help keep the program organized, moving, and otherwise on
the functional managers radar. All this is predicated on Helen being equipped with the right messages, facts, and best practices
to make the purchase and use of Enable Quiz effective.

2015 COWAN+

THE VENTURE DESIGN PROCESS

Do we understand
this person? What
makes them tick?
PERSONAS

WHO?

PROBLEM
SCENARIOS &
ALTERNATIVES

2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

PROBLEM SCENARIO

2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

PROBLEM SCENARIO
What job(s) are you doing for the
customer?
What existing need or behavior
are you fulfilling?

2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

PROBLEM SCENARIO

ALTERNATIVE(S)

2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

PROBLEM SCENARIO

ALTERNATIVE(S)

If they currently use

spreadsheets, watch them use it
and get a copy of it.
If they currently put notes on the family
fridge, ask about it, photograph it.

2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

Hiring technical talent is difficult.
(Too Broad, Abstract)

Screening technical talent is difficult.

(Probably About Right)

Its hard for the HR manager to send good notes on

candidates to the functional manager.
(Too Detailed, A Feature vs. a Product/Venture)
2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

PROBLEM SCENARIO

ALTERNATIVE(S)

2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

X
?

PROBLEM SCENARIO

ALTERNATIVE(S)

Brainstorm Problem Scenario

+Alternative Pairs.
Problem: Helen doesn't have a software
engineering background, so it's hard for her to
screen engineering candidates. She ends up
sending the functional manager too many
unqualified candidates. .
Alternative: She calls references and mostly ends
up taking their word for it.

2015 COWAN+

CAN YOUR PERSONA DO THIS?

Capture
Attention
via Google
AdWord

Secure the
infamous
click through

Engage Interest,
Desire on
landing page

Action,
onboarding,
retention

()
2015 COWAN+

CREATING AN ADWORD AD

2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: PROBLEM SCENARIOS

Create at least one Google AdWords ad on the paper template- specifically
using the your top problem scenarios (and alternatives as you see fit)

1. Draft Problem Scenario + Alternative Pairs

Helen doesn't have a software
2. Select keywords (put in Notes section) Problem:
engineering background, so it's hard for her to
screen engineering candidates. She ends up
3. Draft ad copy
sending the functional manager too many
unqualified candidates. .
Alternative: She calls references and mostly ends
up taking their word for it.

How does the draft follow from your problem scenarios?

Are you speaking in the language your customers use?
(Feel free to iterate on each as you go)

(10 min)
2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

PROBLEM SCENARIO

ALTERNATIVE(S)

YOUR VALUE PROPOSITIONS

!
2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

PROBLEM SCENARIO

ALTERNATIVE(S)

YOUR VALUE PROPOSITIONS

Are they better enough than the
alternative(s)?

!
2015 COWAN+

PERSONAS & PROBLEM SCENARIOS

X
?
!

PROBLEM SCENARIO
EXAMPLE: ENABLE QUIZ

ALTERNATIVE(S)

Problem: Helen doesn't have a software

engineering background, so it's hard for her to
screen engineering candidates. She ends up
sending the functional manager too many
unqualified candidates. .
Alternative: She calls references and mostly ends
up taking their word for it.

YOUR VALUE
PROPOSITIONS

Value Proposition: New ability for meaningful

screening of technical candidates, increasing % of
successful hires and lowering Frank the Functional
Manager's workload on recruiting.

2015 COWAN+

EXERCISE: CREATE AN ADWORD AD: VALUE PROPOSITION

Create at least one Google AdWords ad on the paper template- specifically
using the think angle on your persona

1. Select keywords (put in Notes section)

2. Draft ad copy
How does the draft follow from your problem scenarios?
Are you speaking in the language your customers use?
Are you connecting with the problem scenarios you identified?

(5 min)
2015 COWAN+

AND NOW THE PRODUCT HYPOTHESIS

A certain PERSONA exists
and they have a certain
PROBLEMS(S)

where theyre currently using certain

ALTERNATIVE(S)

and I have a VALUE PROPOSITION

thats better enough than the alternatives
to cause the persona to act (purchase,
use, etc.).

!
2015 COWAN+

FINDING SUBJECTS

Source: West Midlands Police via Wikimedia Commons

2015 COWAN+

THE SUBJECT ACQUISITION FUNNEL

Subjects that
show up

Subjects
you contact

Subjects
that respond
2015 COWAN+

APPROACHING SUBJECTS

2015 COWAN+

CHOICE OF VENUE

In-Person
In Situ

In-Person
Ex Situ

Video Call

Voice Call

2015 COWAN+

TODAY: STORYBOARDS!

source: Fred Moore & Disney Pictures

2015 COWAN+

STORYBOARDING: EXAMPLE

2015 COWAN+

STORYBOARDING: EXAMPLE

2015 COWAN+

THE BEFORE & AFTER STORYBOARD

What?

A comparison of the customers life with

and without your proposition.

Why?

To make sure you really get it; or, at least,

that you are pushing yourself to get it.

When?

When you want to make sure you have a

actionable understanding of the problem
youre going to solve.
2015 COWAN+

ENABLE QUIZ: PROBLEM SCENARIOS

PERSONA

Helen the HR Manager

Frank the Functional Manager

PROBLEM
SCENARIOS

Its hard for me to screen on

technical skill sets and I end up
sending Frank unqualified recruits.

I have limited time and I dont want to be a

jerk. Its hard to screen for all the relevant
technical skill sets.

ALTERNATIVE(S)

- Call references
- Take their word for it

- A few probing questions

- Take their word for it

VALUE
PROPOSITIONS

New ability for meaningful screening

of technical candidates, increasing % Less time doing interviews, and better hires
sooner.
of successful hires and lowering
Franks workload on recruiting.
2015 COWAN+

SKETCHING YOUR NARRATIVE

TRIGGER
How does the problem scenario
initiate?

source: adapted from Nir Eyals Hook Framework

ACTION
How is the alternative executed?

REWARD
How is the persona gratified?

2015 COWAN+

SKETCHING YOUR NARRATIVE- BEFORE SCENARIO

TRIGGER
The company creates a new
position that needs filling.

ACTION

REWARD

Frank writes a job description.

Helen sources candidates.

source: adapted from Nir Eyals Hook Framework

Helen screens candidates and

sends them to Frank.

a lot of candidates to screen

Frank interviews candidates.

a lot of candidates to interview

Frank & Helen make a final

candidate selection. The
candidates starts.

too many (mutually) bad outcomes

2015 COWAN+

STORYBOARDING THE BEFORE SCENARIO

BEFORE

2015 COWAN+

SKETCHING YOUR NARRATIVE- AFTER SCENARIO

TRIGGER
The company creates a new
position that needs filling.

ACTION

REWARD

Frank writes a job description.

Helen & Frank create a quiz for the
position.
Helen sources candidates.

source: adapted from Nir Eyals Hook Framework

Helen screens candidates and

sends them to Frank.

fewer candidates to screen;

simpler, better screening

Frank interviews candidates.

fewer candidates to interview

Frank & Helen decide & the

candidate starts.

better outcomes
2015 COWAN+

STORYBOARDING THE BEFORE SCENARIO

BEFORE

AFTER

2015 COWAN+

EXERCISE: STORYBOARDING THE BEFORE SCENARIO

BEFORE

Using the squares,

create a before and
then after
storyboard- 3
panels each

AFTER

(10 min)
2015 COWAN+

EXERCISE: STORYBOARDING THE BEFORE SCENARIO

As Presenter
1) Who is/are the persona(s)? What do they
care about?
2) Trigger, action, reward (before? after?) ?
3) Why the alternative?
4) Whats compelling about the value prop.?

As Audience
- Focus on the process; avoid editorial
- Ask a lot of questions
- Think about it like an investor

(5 min/each)
2015 COWAN+

AIDAOR

Attention
Interest
Desire
Action
Onboarding
Retention

How do they first find

out that you, your
proposition exist?
How do you break
through the noise
floor?

(5 min/each)
2015 COWAN+

AIDAOR

Attention
Interest
Desire
Action
Onboarding
Retention

What is it that
engages them with
your proposition?
How will you
connect?

(5 min/each)
2015 COWAN+

AIDAOR

Attention
Interest
Desire
Action
Onboarding
Retention

Are you connecting

with an important
problem scenario?
Is your VP better
enough than the
alternative?

(5 min/each)
2015 COWAN+

AIDAOR

Attention
Interest
Desire
Action
Onboarding
Retention

What is absolute
minimum set of
actions required by
the customer to
have you deliver on
their problem?

(5 min/each)
2015 COWAN+

AIDAOR

Attention
Interest
Desire
Action
Onboarding
Retention

How do they
become a regular,
habitual user? How
will you know if
thats happening?

(5 min/each)
2015 COWAN+

AIDAOR

Attention
Interest
Desire
Action
Onboarding
Retention

How do you deepen

their involvement?
Investment? How do
you get them talking
about it?
(5 min/each)
2015 COWAN+

THE AIDAOR STORYBOARD

What?

A sequential perspective on successful

customer relationships & transactions.

Why?

To make sure you really get it; or, at least,

that you are pushing yourself to get it.

When?

When you want to make sure youre

putting yourself in the customers shoes
as they buy and make a habit of your
product.
2015 COWAN+

STORYBOARDING AIDA(OR)

2015 COWAN+

STORYBOARDING AIDA(OR)
Using the squares,
create a 6-panel
AIDA(OR)
storyboard

(10 min)
2015 COWAN+

STORYBOARDING A CUSTOMER JOURNEY

Thinks: I care about evaluating tech hires but Im busy- Ill
take a quick look if I can.
Sees: A post on social media from a peer she regards well.
Feels: Theres a twinkling in the distance but Im still firmly
rooted in my to-do list in the present.
Does: Calls or emails her peer to hear about her
experience.

2015 COWAN+

THE HOOK FRAMEWORK

ALEX COWAN
alexandercowan.com
@cowanSF
source: nirandfar.com

2015 COWAN+

THE HOOK FRAMEWORK

THE TRIGGER
Internal or external stimulus leading to ACTION.

(internal)

source: nirandfar.com

(external)

2015 COWAN+

THE HOOK FRAMEWORK

THE ACTION
The smallest possible act leading to a REWARD.

source: nirandfar.com

2015 COWAN+

THE HOOK FRAMEWORK

THE VARIABLE REWARD
The unpredictable but tangible gratification
from the ACTION.

source: nirandfar.com

2015 COWAN+

THE HOOK FRAMEWORK

THE INVESTMENT
Actions that increase involvement, preference
and load the next TRIGGER.

source: nirandfar.com

2015 COWAN+

THE HOOK STORYBOARD

What?

A perspective on how you (could) fit into

your customers habits.

Why?

To make sure you have a product that

customers will continue to use/buy.

When?

Whenever youre thinking through

anything but the very first customer
transaction.
2015 COWAN+

EXERCISE: STORYBOARDING THE HOOK FRAMEWORK

1) TRIGGER
What feelings
or events
initiate use?

2) ACTION
What is the simplest
thing the user can
do to be rewarded?

4) INVESTMENT
How does the user
accumulate a
preference?

3) REWARD
How is the user
gratified by their
action?

Storyboard a key
user habit using the
Hook Framework
source: nirandfar.com

(10 min)
2015 COWAN+

STORYBOARDING IRL: 6 TIPS

1 x TIME

FOCUS YOUR NARRATIVES

If youre struggling to squeeze
everything in, decompose the
narrative into more boards.

FRAMEWORKS
WILL HELP
FRAMEWORKS!

If youre struggling to formulate,

maybe back up to the
frameworks we discussed.

3 == MAGIC

DOC TABLES

3 IS A MAGIC NUMBER
Warm up (at least) in series of
three panels (a triptych).

TABLES HELP DOCS WITH

DETAIL
In documents, tables are an easy
way to supplement your panels with
more notes.

AVOID DUCKS
DUCKS

Keep the visual narrative focused

on as well. Probably avoid wasting
time on color, artistic details. Its
just a sketch.
2015 COWAN+

STORYBOARDING IN DOCS
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Donec feugiat magna
erat, eget mattis turpis bibendum in. Curabitur eget adipiscing dolor. Morbi cursus
luctus rhoncus. Cras sagittis cursus libero sit amet ullamcorper. Phasellus vitae
consequat enim. Vivamus in tortor sit amet nibh molestie tristique sed vel neque.
Nunc sed dictum ligula. Quisque sollicitudin neque mauris, at vulputate odio
fringilla ut. Pellentesque mattis at risus et volutpat. Nunc tristique adipiscing
neque vel ornare. Donec a pretium metus, vitae adipiscing augue. Morbi ac
suscipit tellus. Vestibulum gravida molestie est vel vehicula. Phasellus eleifend
nisi cursus nunc facilisis egestas.

Aliquam venenatis et libero commodo convallis. Donec accumsan elit non turpis
pulvinar, id sodales purus blandit. Phasellus tristique fermentum nunc in feugiat.
Maecenas eget varius est, id malesuada est. Fusce vitae nunc purus. Nam
vehicula eros vitae sapien scelerisque auctor. Maecenas et justo ac libero dictum
dapibus. Etiam volutpat erat eget ante ullamcorper placerat. Maecenas convallis
massa aliquam ullamcorper posuere. Phasellus nulla est, rhoncus blandit dapibus
sit amet, facilisis at orci. Nulla facilisi. Maecenas ultrices justo quis nibh sagittis
tempor. Pellentesque id semper turpis.

2015 COWAN+

STORYBOARDING IRL: 6 TIPS

1 x TIME

FOCUS YOUR NARRATIVES

If youre struggling to squeeze
everything in, decompose the
narrative into more boards.

FRAMEWORKS
WILL HELP
FRAMEWORKS!

If youre struggling to formulate,

maybe back up to the
frameworks we discussed.

3 == MAGIC

DOC TABLES

AVOID DUCKS
DUCKS

Keep the visual narrative focused

on as well. Probably avoid wasting
time on color, artistic details. Its
just a sketch.

PRES BUILDS

3 IS A MAGIC NUMBER
Warm up (at least) in series of
three panels (a triptych).

TABLES HELP DOCS WITH

DETAIL
In documents, tables are an easy
way to supplement your panels with
more notes.

BUILDS HELP
PRESENTATIONS WITH
PACE
And will help your audience stay
with you.
2015 COWAN+

STORYBOARDTHAT.COM

A good tool if used

for good
2015 COWAN+

AND NOW THE PRODUCT HYPOTHESIS

A certain PERSONA exists
and they have a certain
PROBLEMS(S)

where theyre currently using certain

ALTERNATIVE(S)
and I have a VALUE PROPOSITION
thats better enough than the alternatives
to cause the persona to act (purchase,
use, etc.).

Enable Quiz example:

HR and functional managers are in charge of
technical hires
and they struggle to effectively screen for
technical skill sets, making the hiring process
slower and more labor intensive and producing
worse outcomes than they should reasonably
expect.
Currently they implement a patchwork of calling
references and asking a few probing questions.
By offering an easy, affordable, lightweight
technical quizzing solution, Enable Quiz can
acquire and retain these customer personas,
delivering material value.
2015 COWAN+

THE VENTURE DESIGN PROCESS

Do we understand
this person? What
makes them tick?
PERSONAS

WHO?

PROBLEM
SCENARIOS &
ALTERNATIVES

2015 COWAN+

THE VENTURE DESIGN PROCESS

CUSTOMER
DISCOVERY &
EXPERIMENTS

Was the implemented

story relevant to the
proposition?
WH
IF
AT
?

VALUE
PROPOSITIONS &
ASSUMPTIONS

Do we understand
this person? What
makes them tick?
PERSONAS

WHO?

WH

AT

PROBLEM
SCENARIOS &
ALTERNATIVES

2015 COWAN+

THE ART OF CUSTOMER DISCOVERY

2015 COWAN+

WORKING YOUR VALUE HYPOTHESIS

CUSTOMER CREATION HYPOTHESIS

PERSONA HYPOTHESIS
VALUE HYPOTHESIS

PROBLEM HYPOTHESIS

USABILITY HYPOTHESIS
2015 COWAN+

SYSTEMATIC DRIVE TO VALUE VIA LEAN STARTUP

Do I have real evidence from my buyer that
this is compelling?

01 IDEA!

What is our value hypothesis and what are

its key assumptions?

02 HYPOTHESIS

How do I definitely prove or disprove the

assumptions with a minimum of time and
effort?
Am I reacting or am I focused on
validating my pivotal assumptions?
Pivot or persevere?

source: adapted from The Lean Startup

6.a YES
results
disprove
hypothesis

03 EXPERIMENTAL DESIGN

04 EXPERIMENTATION

05 REVISE?

6.b NO
we appear to
have a valid
hypothesis

VALUE
HYPOTHESIS
2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN MVP

M
V
P
source: adapted from The Lean Startup

2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN MVP

Minimum

V
P
source: adapted from The Lean Startup

What is the fastest, cheapest

way to validate or invalidate
this option so we give
ourselves more options on
future success?

2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN MVP

M
Viable

P
source: adapted from The Lean Startup

Will it give us a definitive

result? What are the
actionable metrics?

2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN MVP

M
V
Product

source: adapted from The Lean Startup

Does it really require actual

product? Can we use
alternative brands, channels?

2015 COWAN+

TESTING YOUR ASSUMPTIONS VIA AN MVP

Minimum

Viable

Product

source: adapted from The Lean Startup

is not necessarily actual software/product (see

concierge MVP)
is a first and foremost learning vehicle
vs. a project plan
vs. a product development project
(OK to do those things but always subordinate
them to the learning mission)

2015 COWAN+

TESTING THE ASSUMPTIONS

MVP Archetype
Wizard of Oz
Concierge
Sales

Notes
Show or fake the customer experience
Hand create the user experience
See if you can sell some.

2015 COWAN+

TESTING THE ASSUMPTIONS

If we [do something] for [persona], they will [respond in a certain way]
MVP Archetype
Sales
Concierge
Concierge

Example Assumptions (HVAC in a Hurry)

If we emailed the HVAC technicians about signing up to use the tool [or
giving their input], at least 20% would respond.
If we offer an SMS-based service to do the job for them, theyd use it and it
would improve their completion time on jobs.
If we shadowed the technicians and took care of the parts ordering
process for them (like the software would), it would improve their
completion time and customer satisfaction

2015 COWAN+

TESTING THE ASSUMPTIONS

If we [do something] for [persona], they will [respond in a certain way]
MVP Archetype
Sales +
Wizard of Oz
Concierge
Sales

Example Assumptions (Enable Quiz)

If we get HR managers to a landing page with a demo, 10% will sign up for
our email product announcements.
If we create position-specific quizzes for HR managers, theyll use them
~100% of the time and, after two positions, be willing to pay.
If we offer the service at [x] price with [y] supplemental assistance,
companies that hire a lot of engineers will pay [z].

2015 COWAN+

UNBUNDLING THE VALUE HYPOTHESIS INTO ASSUMPTIONS

If we [do something] for [persona], they will [respond in a certain way]
MVP Archetype
Wizard of Oz
Concierge
Sales

Example Assumptions (Enable Quiz)

If we get HR managers to a landing page with a demo, 10% will sign up for
our email product announcements.
If we create position-specific quizzes for HR managers, theyll use them
~100% of the time and, after two positions, be willing to pay.
If we offer the service at [x] price with [y] supplemental assistance,
companies that hire a lot of engineers will pay [z].

2015 COWAN+

EXAMPLE: ENABLE QUIZ CONCIERGE MVP

Component

Notes

What assumption will this test?

If we offer HR managers at companies that hire a lot of engineers a lightweight

quizzing app, they will convert to paid subscriptions after an unpaid trial.

How?

Well start with custom-built quizzes on Google Forms to assess the basic value of
the product to the HR manager.

What is/are the pivotal metric(s)?

1: If we create position-specific quizzes for HR managers, theyll use them ~100% of

the time. Metric: [quizzes administered]/[candidates interviewed].

What is the threshold for true (validated) vs.

false (invalidated)?

2: If the HR managers use the quiz, theyll send through <1/2 the candidates. Metric:
% candidates screened for the functional manager (baseline vs. with the quiz)
3: If we offer the service at [x] price, companies that hire a lot of engineers will pay
[z]. Metric: % subjects paying $100 for a custom-created quiz (after 2 quizzes)

What will you do next if the result is true?

False?

True: Build a simple1.0

1 & 2 True: Look at customer creation hypothesis, value hypothesis
False: Consider value hypothesis, problem hypothesis

How much time, money will it take to set up?

see bit.ly/exp-test

Roughly, what will it take?

see bit.ly/exp-test

Roughly, how long will it take to run?

see bit.ly/exp-test

2015 COWAN+

EXAMPLE: ENABLE QUIZ ADWORDS MVP

Component
What assumption will this test?

Notes
If Enable Quiz offers its quizzing solution in the area of [x], customers will subscribe.

How?

Well run a set of Google AdWords campaigns

What is/are the pivotal metric(s)?

What is the threshold for true (validated) vs.
false (invalidated)?

absolute click-through-rate; wed like to see >=2%

relative CTR (on this basis well select our top 10 topics)

What will you do next if the result is true?

False?

True (along with previous): Build a simple1.0 with selected topics.

False (all CTRs <2%): Revise customer creation plan & test an alternate topic
assessment strategy

How much time, money will it take to set up?

see bit.ly/exp-test

Roughly, what will it take for each individual

test? Subsequent tests?
Roughly, how long will it take for each test to
run and produce definitive, actionable results?

see bit.ly/exp-test
see bit.ly/exp-test

2015 COWAN+

USING THE VENTURE DESIGN TEMPLATE

2015 COWAN+

FINI
Homework + slides

bit.ly/gotoilab

Venture Design

bit.ly/vdesign

Coursera Class:
Agile Development

bit.ly/hiagile

Twitter

@cowanSF

Get in touch!

acowan@alexandercowan.com

2015 COWAN+