Experience Thinking: Creating Connected Experiences by Tedde van Gelderen

Author:Tedde van Gelderen [van Gelderen, Tedde]
Language: eng
Format: azw3
Publisher: Lioncrest Publishing
Published: 2018-10-03T16:00:00+00:00

Innovation Phase

OPPORTUNITY DISCOVERY

The search, discovery, and identification of new opportunities for innovation is continuous. These opportunities can be scouted from unexpected places. They are regularly in plain sight and often come from customers and users being immersed in an experience. In product experiences, these innovations usually are technological and operational in nature, with a significant contribution from the business model side.

Where innovations come from is one thing, and what you do to turn them into viable experiences is quite another. Moving the initially unpolished innovation understanding through the creation process begins not only with their discovery, but also with a robust capture of innovative experience opportunities. If done well, the new experience will push boundaries, and as you look back to reflect, your assessment may identify probable future trends. Experience ideas help big thinking come to the surface. Most innovative experience ideas captured in this stage allow for further exploration. Innovative opportunities are just the beginning. While great as a start, they lack sufficient detail to be experienced in their current state.

IDEA EXPLORATION

This next step takes the opportunities and explores them at the experiential level.

Sketching, journey mapping, and storyboarding turn ideas into experiences at such a concrete level that business stakeholders and potential customers alike can review, reject, and iterate to ensure feasibility. Even at this early stage, these meaningful explorations will weed out the unachievable from the achievable experiences without committing much effort.

During this phase, depicting a dozen experience journeys is not unheard of. The experience journeys allow for good coverage of the lifecycle as both business and value-chain exploration ensure a strong connection to feasibility.

These results are put into an experience roadmap that becomes part of a future product strategy. The roadmap answers questions such as: Which experience would be attainable, and when? What future experiences are we actually talking about, and what lifecycle coverage would this experience have for our audience? In short, the results map the opportunity space and fill it with experience ideas that start to have legs.

CONCEPT INCUBATION

In increasing amounts, business reality kicks in. Due to limited time and budget, there is a need to bring focus to early ideas and reduce the number of concepts that will be part of the business case. This happens through evaluation from an experience perspective.

Concept testing allows stakeholders to evaluate the strength of the experience. It takes place through participatory testing to ensure that customer and user reaction levels of input are on par with the business and technology factors.

Increasingly higher fidelity, but fewer, concepts create the best circumstance for the development of success metrics. Success metrics cover business, technology, and the experience goals. This produces a clear direction for further experience design in the following phases.

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