“Lean UX” is a book written by Jeff Gothelf and Josh Seiden that focuses on how to apply user experience (UX) design principles in an agile development environment. The book is aimed at product people, such as product managers, CPOs, and entrepreneurs, who are looking to improve the design and development process for their products and teams.

The book is divided into three parts: the first part provides an overview of the lean UX approach and how it differs from traditional UX design methods; the second part provides a step-by-step guide for implementing lean UX within an agile development team; and the third part provides case studies and real-world examples of how organizations have successfully implemented lean UX.

One of the key concepts in the book is the “lean startup” approach, which emphasizes the importance of rapid experimentation and iteration in the product development process. The authors argue that traditional UX design methods, which focus on creating detailed specifications and wireframes before development, are not well-suited to an agile environment, where development is done in small, iterative cycles. Instead, they recommend using lightweight design methods that allow for rapid experimentation and validation.

Another key concept in the book is the idea of “validated learning.” This is the process of testing product assumptions and hypotheses through rapid experimentation and user research, in order to validate product ideas and features before investing significant resources in development. The authors argue that this approach allows product teams to quickly identify and pivot away from features or ideas that are not resonating with users.

The book also provides practical advice for how to implement lean UX within an agile development team, including how to collaborate with developers and how to measure the success of the lean UX approach. Throughout the book, the authors provide real-world examples and case studies from companies that have successfully implemented lean UX, including Etsy, IDEO, and Zendesk.

Overall, “Lean UX” is an important book for product people looking to improve the design and development process for their products and teams. It provides a clear and actionable guide for implementing lean UX within an agile development environment, and is full of practical advice and real-world examples that can help product teams improve the user experience for their products.

Lean UX approach VS traditional UX design methods

The lean UX approach differs from traditional UX design methods in several key ways. Here are a few of the key differences, along with examples of how they might be implemented in practice:

1. Emphasis on rapid experimentation and iteration: In traditional UX design, the process often begins with a thorough research phase, followed by the creation of detailed specifications and wireframes. In contrast, the lean UX approach emphasizes the importance of rapid experimentation and iteration, with a focus on quickly testing and validating product assumptions and hypotheses. For example, a lean UX designer might conduct a series of short, targeted user interviews to validate a particular product feature, rather than spending weeks conducting extensive user research. Key stakeholders working with the designer in this step are product managers, researchers and developer teams.
2. Lightweight design methods: Traditional UX design often relies on detailed wireframes and specifications to communicate design ideas to developers. In contrast, the lean UX approach favors lightweight design methods, such as sketches and storyboards, that allow for rapid iteration and experimentation. For example, a lean UX designer might create a simple sketch of a product feature and test it with users, rather than spending weeks creating detailed wireframes. Key stakeholders working with the designer in this step are product managers, researchers and developer teams.
3. Collaboration with development teams: In traditional UX design, the designer often works independently from the development team, with design deliverables handed off to developers for implementation. In contrast, the lean UX approach emphasizes the importance of close collaboration between designers and developers, with a focus on co-creation and continuous feedback. For example, a lean UX designer might sit with a development team and work together to iterate on a product feature, rather than working independently and handing off design deliverables. Key stakeholders working with the designer in this step are product managers, researchers and developer teams.
4. Validated learning: Traditional UX design often focuses on creating detailed specifications and wireframes before development. In contrast, the lean UX approach emphasizes the importance of validated learning, which is the process of testing product assumptions and hypotheses through rapid experimentation and user research, in order to validate product ideas and features before investing significant resources in development. For example, a lean UX designer might conduct a series of A/B tests to see how users interact with a product feature, rather than spending weeks creating detailed wireframes. Key stakeholders working with the designer in this step are product managers, researchers and developer teams.
5. Measuring success: In traditional UX design, success is often measured by how well a design meets the requirements set out in a specification. In contrast, the lean UX approach emphasizes the importance of measuring success in terms of business outcomes, such as increased user engagement or revenue. For example, a lean UX designer might track metrics such as user engagement, conversion rates, and revenue to see how a product feature is impacting the business. Key stakeholders working with the designer in this step are product managers, researchers and developer teams.

Zendesk case

Zendesk, a cloud-based customer service software company, has applied the Lean UX method in several ways to improve their product development process. Here are a few examples:

1. Rapid experimentation and iteration: Zendesk has implemented a process of rapid experimentation and iteration to validate product assumptions and hypotheses. For example, they conduct a series of short, targeted user interviews to validate a particular product feature, which allows them to quickly test and validate ideas, rather than spending weeks conducting extensive user research.
2. Collaboration with development teams: Zendesk has emphasized the importance of close collaboration between designers and developers, with a focus on co-creation and continuous feedback. They have implemented a product development process that involves working closely with developers throughout the design process, which allows for rapid iteration and experimentation.
3. Validated learning: Zendesk has implemented a process of validated learning, which is the process of testing product assumptions and hypotheses through rapid experimentation and user research, in order to validate product ideas and features before investing significant resources in development. They conduct A/B tests and other experiments to gather data on how users interact with a product feature and make decisions based on the results.
4. Measuring success: Zendesk has implemented a process of measuring success in terms of business outcomes, such as increased user engagement or revenue. They track metrics such as user engagement, conversion rates, and revenue to see how a product feature is impacting the business and make decisions on what to do next.
5. Lean UX workshops: Zendesk has also implemented workshops as a way of encouraging collaboration and experimentation among designers, developers, and product managers. The workshops are used to generate ideas, validate assumptions and make rapid progress on product development.

Overall, Zendesk’s approach to Lean UX has allowed them to create a more efficient and effective product development process that focuses on validated learning, rapid experimentation, and close collaboration between designers, developers, and product managers. This approach has led to the development of more effective and user-centered products, which in turn has led to increased user engagement and revenue.

Jeff Gothelf and Josh Seiden

Jeff Gothelf and Josh Seiden are both authors, speakers, and consultants in the field of product development and user experience (UX) design.

Jeff Gothelf is the author of the book “Lean UX: Designing Great Products with Agile Teams”, published in 2013. He is also the co-founder of Sense & Respond Press, a publishing company that focuses on books about product development and innovation. He is a frequent speaker at industry conferences and has also worked as a consultant and coach to help organizations improve their product development processes.

Josh Seiden is the author of the book “Lean UX: Applying Lean Principles to Improve User Experience”, published in 2013. He is also the founder of a consulting firm called Seiden Group, which helps organizations improve their product development processes. He is a frequent speaker at industry conferences and has also worked as a consultant and coach to help organizations improve their product development processes.

Both Jeff Gothelf and Josh Seiden have a lot of experience in the field of product development and have worked with many organizations to help them improve their product development processes. They are both well-respected in the industry and have a lot of knowledge and expertise to share about the topic of Lean UX.

“Product Management in Practice” by Matt LeMay is a comprehensive guide to the field of product management, aimed at both experienced product managers and those new to the field. The book covers a wide range of topics, including product vision and strategy, market research, user research, product roadmapping, and product launch. It also includes real-world examples and case studies to illustrate key concepts and best practices.

One of the key strengths of the book is its focus on the practical aspects of product management. LeMay emphasizes the importance of understanding your customers and the market, and provides detailed guidance on how to conduct user research and market research to inform product decisions. He also covers the various tools and techniques that product managers use to plan and execute product launches, including product roadmaps and go-to-market strategies.

Another important aspect of the book is its emphasis on the role of the product manager as a leader and communicator. LeMay covers the skills that product managers need to effectively communicate with stakeholders, including customers, development teams, and executives. He also covers the importance of building a strong product team, and provides guidance on how to hire and manage product team members.

Overall, “Product Management in Practice” is an essential guide for anyone involved in product management, including product managers, CPOs, and entrepreneurs. It provides a thorough introduction to the field, and offers practical guidance and real-world examples that can help product managers develop the skills they need to be successful in their roles.

Product manager

According to the book “Product Management in Practice” by Matt Lemay, a product manager is responsible for leading the development and success of a product. The product manager is the leader of the product team, and is responsible for creating and communicating a clear vision for the product and driving the product strategy. The product manager’s mission is to understand the customer needs, define and develop the product, and deliver it to the market in a way that meets those needs and achieves the company’s goals.

The product manager’s scope includes a wide range of responsibilities, including:

• Understanding the target market and customer needs: The product manager conducts market research, user research, and competitive analysis to understand the target market, customer needs and pain points, and market trends.
• Defining and communicating the product vision and strategy: The product manager creates a clear vision for the product and communicates it to the team, stakeholders and customers.
• Building and leading the product team: The product manager leads the cross-functional product team, which includes representatives from different departments such as engineering, design, marketing, and sales.
• Prioritizing and managing the product backlog: The product manager prioritizes the product backlog, which is a list of features, enhancements and bug fixes that need to be developed, based on customer needs and the company’s goals.
• Making data-driven decisions: The product manager uses data and analytics to make decisions about the product, such as what features to develop, when to launch, and how to price the product.
• Launching and marketing the product: The product manager is responsible for launching the product, creating and executing a go-to-market strategy, and working with the marketing team to promote the product.
• Monitoring and analyzing product performance: The product manager tracks and analyzes the product’s performance and makes adjustments as needed to ensure the product is meeting customer needs and achieving the company’s goals.

Product vision and strategy

In the book “Product Management in Practice,” Matt LeMay defines product vision as a clear and inspiring statement that defines what the product or company aspires to become. It serves as a guiding principle for the product team and helps to align the team around a shared goal. A product strategy, on the other hand, is a plan for how the product vision will be achieved. It outlines the steps that the product team will take to build and market the product.

To build a product vision and strategy, LeMay suggests the following steps:

1. Understand your customers and their needs: This step involves conducting market and user research to gain a deep understanding of the customers you are trying to serve, their pain points, and their goals.

Real life examples:

• A company that makes baby products conducts surveys and focus groups with new parents to understand their needs and pain points when it comes to caring for their babies.
• A fitness app conducts user interviews to understand the different types of people who use fitness apps, and what motivates them to stay active.
• A fashion retailer sends out surveys to its customers to understand their preferences and what they look for when they shop for clothes.

What can happen when this step is avoided:

• A company that makes pet food decides to launch a new line of dog food without conducting any research on what dog owners want in a pet food. They end up launching a line of dog food made with ingredients that dogs are allergic to, and it doesn’t sell well.

2. Develop a product vision statement: This step involves crafting a clear and inspiring statement that communicates what the product aspires to become and how it will meet the needs of the customers.

Real life examples:

• A company that makes an online project management tool creates a vision statement that reads: “To empower teams to work together more efficiently and effectively, no matter where they are in the world.”
• A company that creates a meal planning app develops a vision statement that reads: “To make meal planning and grocery shopping simple, stress-free, and enjoyable for busy families.”
• A company that makes a mindfulness app creates a vision statement that reads: “To help people lead more peaceful and fulfilling lives through mindfulness and meditation practices.”

What can happen when this step is avoided:

• A company that makes an app for finding parking spots in the city just creates a product without a vision statement and the team doesn’t have any idea of what the app supposed to do or how to market it.

3. Develop a product strategy: This step involves outlining the steps that the product team will take to build and market the product, and how they will measure success.

Real life examples:

• A company that makes an e-commerce platform creates a product strategy that includes building a mobile app, integrating with popular payment systems, and offering same-day delivery.
• A company that creates an education platform develops a product strategy that includes creating a wide range of courses, offering certification, and building a community of users who can share resources and support each other.
• A company that makes a productivity app creates a product strategy that includes adding new features like calendar integration, creating a Pro version with more features, and offering a 30-day free trial.

What can happen when this step is avoided:

• A company that makes a productivity app, doesn’t develop a product strategy, so the team is not sure how to market the app or how to measure success. The team ends up just adding new features randomly, and the app doesn’t gain any traction.

It’s worth noting that these are general steps, and the actual process of building a product vision and strategy can vary depending on the specific product and company. Additionally, the process of building a product vision and strategy is not a one-time event, but rather an ongoing process of iteration and adaptation as the product and market evolve.

It is important to note that the book “Product Management in Practice” provides a more detailed and comprehensive guidance on how to build a product vision and strategy, including tips and best practices. The book also covers other important aspects of product management such as product roadmapping, user research and product launch. This book is a great resource for anyone involved in product management, it offers practical guidance and real-world examples that can help product managers develop the skills they need to be successful in their roles.

User research and market research

User research and market research are both important aspects of product development, but they serve different purposes and involve different methods.

User research is focused on understanding the needs, behaviors, and attitudes of the people who will be using the product. It helps product teams gain insights into what users want and need from a product, and how they will interact with it. Steps to conduct user research are:

1. Define the research objectives: This step involves identifying the specific questions or areas of inquiry that the research is meant to address.

Real life examples:

• A company that makes a fitness app wants to understand why users are not using the app regularly, so they define the research objective as “to understand the reasons why users are not using the app regularly.”
• A company that makes an online project management tool wants to understand how users collaborate on projects, so they define the research objective as “to understand how users collaborate on projects.”
• A company that makes a mindfulness app wants to understand how users use the app to reduce stress, so they define the research objective as “to understand how users use the app to reduce stress.”

Funny example of what happens when this step is avoided:

• A company that makes a productivity app does not define any research objectives, so the team conducts interviews with users without any specific questions or areas of inquiry in mind. As a result, the team ends up with a lot of information that is not useful or actionable.

2. Identify the target population: This step involves determining who the research will be conducted with.

Real life examples:

• A company that makes a meal planning app identifies the target population as busy families who use meal planning apps.
• A company that makes an e-commerce platform identifies the target population as people who shop online for clothing and accessories.
• A company that makes an education platform identifies the target population as professionals looking to learn new skills.

Funny example of what happens when this step is avoided:

• A company that makes a social media app does not identify a target population, so the team conducts user research with a random group of people. As a result, the team ends up with a lot of information that is not relevant to the app’s intended user base.

3. Conduct the research: This step involves actually conducting the research. This could involve methods such as user interviews, surveys, usability testing, or diary studies.

Real life examples:

• A company that makes a fitness app conducts user interviews to understand why users are not using the app regularly.
• A company that makes an online project management tool conducts surveys to understand how users collaborate on projects.
• A company that makes a mindfulness app conducts diary studies to understand how users use the app to reduce stress.

Funny example of what happens when this step is avoided:

• A company that makes a productivity app does not conduct any user research, so the team has no idea what users want or need from the app. As a result, the app does not meet user needs and does not gain any traction.

Market research, on the other hand, is focused on understanding the larger market and industry context in which the product will be sold. It helps product teams gain insights into trends, competitors, and the overall market demand for the product. Steps to conduct market research are:

1. Define the research objectives: This step involves identifying the specific questions or areas of inquiry that the research is meant to address.

Real life examples:

• A company that makes a meal planning app wants to understand the size and growth of the meal planning app market, so they define the research objective as “to understand the size and growth of the meal planning app market.”

• A company that makes an e-commerce platform wants to understand the competition in the online clothing and accessories market, so they define the research objective as “to understand the competition in the online clothing and accessories market.”
• A company that makes an education platform wants to understand the trends in the online learning market, so they define the research objective as “to understand the trends in the online learning market.”

Funny example of what happens when this step is avoided:

• A company that makes a social media app does not define any research objectives, so the team conducts market research without any specific questions or areas of inquiry in mind. As a result, the team ends up with a lot of information that is not useful or actionable.

2. Identify the target market: This step involves determining which market or industry the research will be conducted in.

Real life examples:

• A company that makes a meal planning app identifies the target market as the meal planning app market.
• A company that makes an e-commerce platform identifies the target market as the online clothing and accessories market.
• A company that makes an education platform identifies the target market as the online learning market.

Funny example of what happens when this step is avoided:

• A company that makes a social media app does not identify a target market, so the team conducts market research in a completely unrelated market. As a result, the team ends up with a lot of information that is not relevant to the app’s intended market.

3. Conduct the research: This step involves actually conducting the research. This could involve methods such as market size analysis, competitive analysis, and trend analysis.

Real life examples:

• A company that makes a meal planning app conducts a market size analysis to understand the size and growth of the meal planning app market.
• A company that makes an e-commerce platform conducts a competitive analysis to understand the competition in the online clothing and accessories market.
• A company that makes an education platform conducts a trend analysis to understand the trends in the online learning market.

Funny example of what happens when this step is avoided:

• A company that makes a productivity app does not conduct any market research, so the team has no idea what the market looks like or what the competition is. As a result, the app is not well-positioned to compete in the market.

In summary, User research and market research are both important aspects of product development, user research help product teams gain insights into what users want and need from a product, and how they will interact with it, market research helps product teams gain insights into trends, competitors, and the overall market demand for the product. Both are important for building a successful product.

Tools and techniques product managers use to plan and execute product launches

1. Product Roadmap: A product roadmap is a visual representation of a product’s development plan, outlining the high-level goals and objectives, key features, and milestones. It helps product managers align the team on the product vision and strategy, and communicate the plan to stakeholders.

Real life examples of how to execute:

• A company that makes a project management app creates a product roadmap outlining the key features and milestones for the next quarter.
• A company that makes a fitness app creates a product roadmap outlining the key features and milestones for the next 6 months.
• A company that makes a learning management system creates a product roadmap outlining the key features and milestones for the next year.

Funny examples of what happens when the tool is not used:

• A company that makes a task management app doesn’t use a product roadmap, so the team is constantly shifting priorities and nobody is sure what the final product will look like.
• A company that makes a meal planning app doesn’t use a product roadmap, so they end up developing features that are not aligned with the overall product vision and strategy.

2. Product Backlog: A product backlog is a prioritized list of features and requirements that need to be developed for the product. It helps product managers prioritize the work to be done and ensure the team is focused on the most important items.

Real life examples of how to execute:

• A company that makes a project management app creates a product backlog, prioritizing features such as task assignment, time tracking and project timelines.
• A company that makes a fitness app creates a product backlog, prioritizing features such as personalized workout plans, progress tracking, and social sharing.
• A company that makes a learning management system creates a product backlog, prioritizing features such as course creation, student progress tracking, and integration with other learning tools.

Funny examples of what happens when the tool is not used:

• A company that makes a task management app doesn’t use a product backlog, so the team ends up working on features that are not aligned with the overall product vision and strategy.
• A company that makes a meal planning app doesn’t use a product backlog, so they end up developing features that are not aligned with the overall product vision and strategy.

3. Market research: Market research is the process of gathering, analyzing and interpreting information about a market, about a product or service to be offered for sale in that market, and about the past, present and potential customers for the product or service; research into the characteristics, spending habits, location and needs of your business’s target market, the industry as a whole, and the particular competitors you face.

Real life examples of how to execute:

• A company that makes a project management app conduct market research to understand the competition in the project management space.
• A company that makes a fitness app conduct market research to understand the trends in the fitness industry.
• A company that makes a learning management system conduct market research to understand the competition and trends in the e-learning space.

Funny examples of what happens when the tool is not used:

• A company that makes a task management app doesn’t conduct market research, so the team has no idea what the market looks like or what the competition is.
• A company that makes a meal planning app doesn’t conduct market research, so they end up creating a product that is not aligned with the overall market trends and demands.

In summary, Product managers use various tools and techniques to plan and execute product launches, such as a product roadmap, product backlog and market research. These tools help product managers align the team on the product vision and strategy, prioritize work, and understand the market and competition. It is important for product managers to use these tools and techniques to ensure a successful product launch. However, if these tools and techniques are not used, it can lead to confusion among the team, misaligned priorities and a product that does not align with market trends and demands. It is important for product managers to conduct market research, create a product roadmap and backlog, and continuously evaluate and adjust their product strategy to ensure a successful product launch.

Matt Lemay

Matt Lemay is the author of the book “Product Management in Practice.” He is a product management expert and consultant with over 15 years of experience in the field. He has worked as a product manager at companies such as Google, Microsoft and Shopify. He is also a mentor and advisor to startups and early-stage companies. He frequently writes and speaks about product management, and is a well-respected thought leader in the industry.

“Smart World” by David Leblanc is a book that aims to explain the characteristics of innovation and analyze its economic and political issues to a general audience. To write this book, the author, who is an expert in computer science, met with leaders of innovative companies to better understand their journey. Among the many companies mentioned in the book are Arduino, Rethink Robotics, iRobot, Airinov, and Decathlon. Through their stories, the author observes the impact of inventions on society and how they transform it. The attitudes and lifestyles of citizens are evolving with new technologies, crises, and changes brought about by progress. Using examples and graphs, the author also provides an overview of the major trends and movements of our time, which he considers to be new opportunities for innovators.

Some of the interviews are available in English on https://smartworldbook.com/extraits-des-interviews/.

A sample of the subjects from the book

1. The Internet of Things (IoT) – The concept of connecting everyday objects to the internet, allowing them to communicate and share data with each other. This can include things like smart home devices, connected cars, and industrial equipment.
2. Big Data – The vast amounts of data generated by connected devices and systems, which can be analyzed to gain insights and make better decisions.
3. Artificial Intelligence (AI) – The use of computer algorithms and systems to mimic human intelligence, such as machine learning, natural language processing, and computer vision.
4. Smart cities – The use of technology to improve the efficiency and livability of urban areas, such as smart traffic systems, energy management, and public services.
5. Smart transportation – The use of technology to improve the efficiency and safety of transportation systems, such as connected cars, autonomous vehicles, and intelligent traffic management systems.
6. Smart buildings – The use of technology to improve the energy efficiency, safety, and comfort of buildings, such as smart lighting, heating and cooling systems, and building management systems.
7. Cybersecurity – The protection of connected devices and systems from cyber threats, such as hacking, malware, and data breaches.
8. User experience – The overall experience of a user when interacting with a product or service, including factors such as ease of use, design, and functionality.
9. Business models – The ways in which a company generates revenue and profits, such as subscription models, advertising, and data monetization.
10. Innovation culture – The mindset and approach that a company takes towards innovation, including factors such as experimentation, risk-taking, and open communication.

David Leblanc

David Leblanc is an autodidact who learned computer programming in high school because he wanted to help the librarians of his school to manage the use of computer stations. Five years later, he launched a project of an autonomous underwater robot within his engineering school and led his team to the final of a competition organized by NATO that brought together prestigious European universities. As an IT engineer, he quickly made his mark and became a project innovation manager in a large French aerospace company. He then created the association Shy Robotics and its website on which he would share his passion. “Smart World” is the result of his experience, a deep research on innovation, and an incredible synthesis of encounters. The book also includes filmed interviews and complementary materials which can be found on smartworldbook.com/i and detailed articles on shyrobotics.com/i

“Accelerate: The Science of Lean Software and DevOps” is a must-read for product people such as product managers, CPOs, and entrepreneurs. The book, written by Nicole Forsgren, Jez Humble, and Gene Kim, is based on extensive research on high-performing technology organizations and presents a comprehensive overview of the practices and principles that drive software development and delivery performance.

The authors argue that organizations that have embraced the principles of “Lean” and “DevOps” have achieved significantly higher levels of performance and productivity than those that have not. They present data to show that these practices, when implemented correctly, can lead to faster delivery of value, higher quality software, and increased customer satisfaction.

The book is divided into three sections: the first section provides an overview of the research and its findings, the second section delves into the specific practices and principles that drive performance, and the third section provides guidance on how to implement these practices in your organization.

One of the key takeaways from the book is the importance of culture and leadership in driving success with Lean and DevOps practices. The authors stress that these practices cannot be implemented through technology alone and require a shift in organizational culture and leadership to truly take hold.

Overall, “Accelerate” is an invaluable resource for product people looking to improve their organization’s performance and delivery capabilities. It provides a clear and actionable roadmap for implementing Lean and DevOps practices and a wealth of data and examples to support the case for doing so.

Main takeways from the first section

1. High-performing technology organizations have significantly better business outcomes than their peers.

• Example: Companies that have implemented Lean and DevOps practices have seen a 200% increase in their delivery capabilities, allowing them to respond faster to market changes and customer needs.
• Example: Organizations that have embraced these principles have seen a significant improvement in their ability to innovate, with a 60% increase in the rate of new features and functionality delivered.

2. Lean and DevOps practices are strongly correlated with high performance.

• Example: Companies that have implemented continuous delivery (a key DevOps practice) have seen a 60% reduction in lead time for changes, allowing them to deliver value to customers faster.
• Example: Organizations that have embraced Lean principles, such as limiting work in progress and implementing pull-based systems, have seen a 50% reduction in their lead times for new features.

3. Culture and leadership are crucial for the success of Lean and DevOps practices.

• Example: Companies that have a culture of experimentation and learning have been able to adopt new practices and technologies more quickly, leading to faster delivery of value.
• Example: Organizations that have strong leadership in place to guide the implementation of Lean and DevOps practices have seen a greater impact and faster adoption of these principles.

Main takeways from the second section

1. Continuous delivery is a key practice for high-performing organizations.

• Example: Product managers can implement continuous delivery by setting up automated testing and deployment processes to ensure that changes can be deployed to customers quickly and safely.
• Example: By implementing continuous delivery, product managers can reduce the lead time for changes, allowing them to respond more quickly to customer needs and market changes.

2. Implementing a culture of experimentation and learning leads to faster innovation.

• Example: Product managers can foster a culture of experimentation by encouraging teams to test new ideas and approaches through A/B testing and other experimentation methods.
• Example: By embracing a culture of learning, product managers can create a more agile and adaptable organization, able to respond quickly to changing customer needs and market conditions.

3. Using metrics to drive performance improvements.

• Example: Product managers can use metrics such as lead time and deployment frequency to track the performance of their teams and identify areas for improvement.
• Example: By using metrics, product managers can measure the impact of changes they make, allowing them to make data-driven decisions about how to improve their teams’ performance.

4. Implementing “Continuous Experimentation” as a practice

• Example: Product managers can implement continuous experimentation by setting up a process to identify opportunities to improve and test new ideas.
• Example: By implementing this practice, product managers can drive innovation and improve their teams’ delivery capabilities, allowing them to respond quickly to changing customer needs and market conditions.

Main takeways from the third section

1. Start small and build momentum

• Example: Product managers can begin implementing Lean and DevOps practices by starting with small, manageable projects, and then using the success of these projects to build momentum for further change.
• Example: By starting small, product managers can reduce the risk of failure and build support for these practices within their organization.

2. Focus on culture and leadership

• Example: Product managers can foster a culture of experimentation and learning by encouraging teams to test new ideas and approaches, and rewarding success.
• Example: By focusing on culture and leadership, product managers can create an environment where teams are empowered to make decisions and drive change.

3. Establish metrics to measure progress

• Example: Product managers can use metrics such as lead time and deployment frequency to track the progress of their teams and identify areas for improvement.
• Example: By establishing metrics, product managers can create a data-driven culture that focuses on continuous improvement.

4. Encourage collaboration and communication

• Example: Product managers can encourage collaboration by breaking down silos and creating cross-functional teams.
• Example: By fostering communication, product managers can create a more transparent and open organization, where teams can share knowledge and work together to solve problems.

5. Aligning with the business and customers

• Example: Product managers can align with the business by involving stakeholders early in the development process and ensuring that their needs are met.
• Example: By aligning with customers, product managers can create products that meet the needs of their target market and deliver value to them more efficiently.

DevOps

According to the book “Accelerate,” DevOps is a set of practices and principles for improving the collaboration and communication between development and operations teams, in order to accelerate the delivery of software. DevOps emphasizes automation, continuous delivery, and testing in order to reduce the lead time for changes and increase the stability of systems. The book explains that DevOps is a way to bridge the gap between development and operations and create a culture of shared responsibility and continuous improvement.

Examples of how DevOps is implemented:

1. Automation: DevOps teams use automation tools to automate testing, deployment, and other processes to reduce the lead time for changes and improve the reliability of systems.
2. Continuous delivery: DevOps teams use continuous delivery to ensure that changes can be deployed to customers quickly and safely. This allows for faster feedback loops and the ability to respond more quickly to customer needs and market changes.
3. Collaboration and communication: DevOps teams use collaboration and communication tools to break down silos and improve the flow of information between development and operations. This allows teams to share knowledge and work together to solve problems more efficiently.
4. Continuous experimentation: DevOps teams use experimentation to test new ideas and approaches to improve their delivery capabilities. This allows teams to be more agile and adaptable, responding quickly to changing customer needs and market conditions.
5. Metrics-driven: DevOps teams use metrics to track the performance of their systems, identify areas for improvement, and make data-driven decisions. This allows teams to measure the impact of changes they make and improve their processes over time.
6. Security: DevOps teams integrate security practices early in the development process, to reduce the risk of vulnerabilities and improve the overall security of the systems. This allows teams to detect and fix security issues quickly, and ensure that the software meets the security requirements of the organization.
7. Infra as Code: DevOps teams use the practices of infrastructure as code to automate the provisioning, management, and scaling of infrastructure. This allows teams to provision resources quickly, reduce the complexity of infrastructure management, and improve the scalability of systems.
8. Monitoring and logging: DevOps teams use monitoring and logging tools to track the performance of systems and identify issues quickly. This allows teams to detect and fix problems in production quickly, and improve the overall availability and stability of systems.
9. Resilience: DevOps teams build resilience into their systems, by designing for failure and implementing practices such as chaos engineering. This allows teams to test and improve the robustness of systems in the face of unexpected conditions, and reduce the risk of downtime.
10. Learning and improvement: DevOps teams continuously learn from their experiences and use this knowledge to improve their processes and systems. This allows teams to become more efficient, adaptable, and effective over time.

Lean Software

According to the book “Accelerate,” Lean Software is a set of principles and practices for developing and delivering software that are based on the principles of Lean manufacturing. The main goal of Lean Software is to minimize waste and maximize value for customers by creating a culture of continuous improvement, experimentation, and learning, and by implementing practices such as continuous delivery, limiting work in progress, and implementing pull-based systems. The book explains that Lean Software is a way to increase the speed and quality of software development while also reducing costs and improving customer satisfaction.

Examples of how Lean Software is implemented:

1. Continuous delivery: Lean Software teams use continuous delivery to ensure that changes can be deployed to customers quickly and safely. This allows for faster feedback loops and the ability to respond more quickly to customer needs and market changes.
2. Limiting work in progress: Lean Software teams use practices such as Kanban to limit the amount of work in progress, and reduce the lead time for changes. This allows teams to focus on the most important work and deliver value to customers faster.
3. Pull-based systems: Lean Software teams use pull-based systems, such as Scrum, to manage the flow of work and ensure that the team is working on the most important tasks. This allows teams to deliver value to customers more efficiently.
4. Continuous improvement: Lean Software teams use practices such as Kaizen to continuously improve their processes and systems. This allows teams to become more efficient, adaptable, and effective over time.
5. Metrics-driven: Lean Software teams use metrics to track the performance of their systems, identify areas for improvement, and make data-driven decisions. This allows teams to measure the impact of changes they make and improve their processes over time.
6. Empowerment: Lean Software teams empower individuals and teams to make decisions and take ownership of their work. This allows teams to be more autonomous, and to deliver value to customers more effectively.
7. Learning and experimentation: Lean Software teams continuously learn from their experiences and use this knowledge to improve their processes and systems. This allows teams to become more efficient, adaptable, and effective over time.
8. Collaboration: Lean Software teams use collaboration and communication tools to break down silos and improve the flow of information between development and operations. This allows teams to share knowledge and work together to solve problems more efficiently.

Nicole Forsgren, Jez Humble, and Gene Kim

Nicole Forsgren, Jez Humble, and Gene Kim are all well-known figures in the field of technology and software development.

1. Nicole Forsgren is a researcher and author who specializes in the areas of technology leadership, DevOps, and organizational performance. She is best known for her work on the State of DevOps Report and her book “Accelerate: The Science of Lean Software and DevOps” which she co-authored with Jez Humble and Gene Kim.
2. Jez Humble is a researcher, author, and speaker who specializes in the areas of technology leadership, DevOps, and continuous delivery. He is best known for his book “Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation” and his work on the State of DevOps Report.
3. Gene Kim is a researcher, author, and speaker who specializes in the areas of technology leadership, DevOps, and organizational performance. He is best known for his book “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win” and his work on the State of DevOps Report.

“Don’t Make Me Think” is a book written by Steve Krug that provides a user-centered approach to website design. The book is considered a classic in the field of web design and is widely considered a must-read for anyone involved in creating websites.

The book is divided into three sections: usability as common sense, guidelines for interacting with websites, and guidelines for designing websites. In the first section, Krug argues that usability is not a mysterious, arcane field, but something that can be understood and applied by anyone. He stresses the importance of thinking from the user’s perspective and keeping things simple.

In the second section, Krug provides practical guidelines for interacting with websites, such as how to design effective navigation, how to write clear and informative headings, and how to create effective forms. He also provides tips on how to test a website’s usability, including how to conduct user testing and how to analyze the results.

The final section of the book provides guidelines for designing websites, including how to lay out pages, how to use color and typography, and how to create effective graphics. Throughout the book, Krug uses examples and case studies to illustrate his points, making the concepts easy to understand and apply.

Overall, “Don’t Make Me Think” is an essential read for anyone involved in creating websites, including product managers, CPOs, and entrepreneurs. The book’s user-centered approach and practical guidelines make it an invaluable resource for anyone looking to create websites that are easy to use and understand. The book is written in a clear and concise style, making it easy for readers to understand the concepts and apply them to their own work. It is an excellent resource for anyone looking to improve the usability and user experience of their websites.

Interacting with websites

According to the book, the guidelines for interacting with websites include:

1. Design effective navigation: Navigation is a crucial aspect of website design, as it enables users to easily find what they are looking for. Krug suggests using clear, simple labels for navigation items and grouping them in a logical manner. Examples: Amazon’s navigation bar that allows users to easily find the category they are looking for, Google’s simple navigation bar that allows users to easily access different services.
2. Write clear and informative headings: Headings are an important way of providing users with an overview of the content on a page. Krug suggests using clear, concise headings that accurately reflect the content of the page. Examples: New York Times’ clear headings that allow users to quickly understand the topic of an article, CNN’s informative headings that provide a summary of the news article’s main point.
3. Create effective forms: Forms are an important way of collecting information from users. Krug suggests making forms as simple and straightforward as possible, using clear labels and instructions, and providing feedback to users when they make mistakes. Examples: Google’s simple sign-up form that only requires minimal information, Netflix’s easy-to-use form that allows users to subscribe to the service.
4. Test a website’s usability: Testing a website’s usability is an important step in ensuring that it is easy to use and understand. Krug suggests conducting user testing and analyzing the results to identify any issues with the website. He also provides tips on how to conduct user testing and how to analyze the results. Examples: A/B testing on a login page to see which version has a better conversion rate, Usability testing on a website’s checkout process to identify any pain points in the process.

Designing websites

The guidelines for designing websites include:

1. Lay out pages: The layout of a website is an important aspect of its design. Krug suggests keeping the layout simple and consistent, and using white space to create a clean, uncluttered look. Examples: Apple’s clean and minimalistic layout that focuses on the product, Airbnb’s consistent layout that makes it easy to find the information you need.
2. Use color and typography: Color and typography are important elements of web design that can affect the overall look and feel of a website. Krug suggests using a limited color palette and choosing typography that is easy to read. Examples: Dropbox’s minimalistic design that uses a limited color palette and easy-to-read typography, Spotify’s use of a consistent color scheme and typography that creates a cohesive look and feel.
3. Create effective graphics: Graphics can be an important element of web design, but they must be used carefully. Krug suggests using graphics that are relevant to the content of the page and that do not slow down the loading time of the page. Examples: National Geographic’s use of high-quality imagery that enhances the user experience, Google’s simple and clean graphics that illustrate the point of the page effectively.

Steve Krug

Steve Krug is an author, consultant, and usability expert. He is best known for his book “Don’t Make Me Think: A Common Sense Approach to Web Usability,” which was first published in 2000 and has since become a classic in the field of web design and usability. The book provides practical advice on how to create websites that are easy to use and understand, and it has been widely used by web designers, product managers, and other professionals in the field. In addition to writing “Don’t Make Me Think,” Steve has also written several other books, articles and developed a training course, and has given numerous presentations on the subject of usability and user-centered design. He has also worked as a consultant and usability analyst, helping organizations to improve the user experience of their websites and other digital products.

“Badass: Making Users Awesome” is a book written by Kathy Sierra, a software developer and co-creator of the Head First series of programming books. The book is a guide for product people, such as product managers, chief product officers, and entrepreneurs, on how to create products that are truly awesome for users.

The book starts by discussing the importance of understanding the user’s needs and goals and how to create a user-centric product. Sierra then goes on to explain how to create a product that is not just usable but also delightful for the user. She covers topics such as design, user engagement, and creating an emotional connection with users.

Sierra also delves into how to create a product that is not just usable but also delightful for the user. She covers topics such as design, user engagement, and creating an emotional connection with users.

Throughout the book, Sierra uses real-world examples and case studies to illustrate her points and provides practical tips and techniques for product people to implement in their own work. The book is also filled with illustrations, diagrams, and exercises to help readers better understand the concepts.

In conclusion, “Badass: Making Users Awesome” is an essential guide for product people who want to create products that truly delight and engage users. The book is filled with valuable insights and practical tips on how to create a user-centric product, and is a must-read for anyone in the product development field. The book is easy to understand, relatable and packed with actionable advice that can be applied to any product development process.

User need

According to the book “Badass: Making Users Awesome” by Kathy Sierra, a user need is a requirement or desire that a user has that must be fulfilled in order for them to be satisfied with a product. These needs can be functional, such as the need for a tool to perform a specific task, or emotional, such as the need for a sense of belonging or validation.

Three examples of user needs include:

1. Functional need: A user needs a tool that can track their expenses and budget. They need to be able to input their income and expenses, see where their money is going, and have the ability to create a budget.
2. Emotional need: A user wants to feel a sense of belonging and connection with others who share similar interests. A social media platform that allows users to connect with others who have similar hobbies and interests would fulfill this need.
3. Social need: A user wants to feel secure and protected when they are online. A virtual private network (VPN) that encrypts their internet connection and protects them from online threats would fulfill this need.

It’s important to note that user needs can be complex, and it’s not always easy to identify them, but once you do, you can create a product that not only meets their functional needs but also addresses their emotional and social needs which is a key to create an awesome product experience.

Steps to create a user-centric product

The steps to create a user-centric product are:

1. Understand the user’s needs and goals: This step involves researching and understanding the user’s needs, goals, and pain points. Product people should conduct user research, such as interviews, surveys, and user testing, to gather this information. For example, a product manager for a personal finance app should conduct research to understand the financial goals and pain points of their target users.
2. Define the user’s success criteria: This step involves defining what success looks like for the user, based on the information gathered in step one. For example, a product manager for a personal finance app might define success as the ability for users to easily track their expenses, create a budget, and achieve their financial goals.
3. Create a user-centric design: This step involves designing the product with the user’s needs and success criteria in mind. Product people should use user-centered design principles, such as prototyping and testing, to create a design that is intuitive and easy for the user to use. For example, a product manager for a personal finance app might create wireframes and conduct user testing to ensure that the design is easy for users to understand and navigate.
4. Engage and delight the user: This step involves creating an emotional connection with the user and making the product delightful to use. Product people should use techniques such as gamification, storytelling, and creating a sense of community to engage and delight users. For example, a product manager for a personal finance app might create a rewards program for users who meet their financial goals, or create a community where users can share tips and advice on how to save money.
5. Continuously improve the product: This step involves continuously gathering feedback from users and using it to improve the product. Product people should conduct regular user research and testing, and use data and analytics to inform product decisions. For example, a product manager for a personal finance app might conduct surveys to gather feedback from users, and use data on user engagement and retention to inform decisions about new features.

Throughout the process, it’s important for product people to remember that creating a user-centric product is a continuous journey that requires ongoing research, testing, and iteration. By focusing on the user needs, goals, and desires, and using user-centered design principles, they can create an awesome product that truly delights users.

Emotional connection with users

According to the book “Badass: Making Users Awesome” by Kathy Sierra, creating an emotional connection with users means creating a product that not only meets their functional needs but also addresses their emotional needs and desires. This emotional connection goes beyond just providing a useful product, it’s about creating a product experience that delights users and makes them feel good. This can be achieved by:

1. Creating a sense of community: By creating a community of users who share similar interests and goals, product people can create a sense of belonging and connection. For example, a social media platform that allows users to connect with others who have similar hobbies and interests would create a sense of community.
2. Gamification: By adding elements of play and game design to a product, product people can make the experience more engaging and enjoyable. For example, a personal finance app that rewards users with virtual currency for meeting their financial goals, would create a sense of progress and accomplishment.
3. Storytelling: By using storytelling to create a narrative and context for the product, product people can create an emotional connection with users. For example, a fitness app that tells the story of how the creator of the app lost weight and improved their health, would create an emotional connection with users who are also trying to lose weight and improve their health.
4. Creating a sense of purpose: By creating a product that aligns with users’ values and beliefs, product people can create a sense of purpose and meaning for the user. For example, a recycling app that educates users about the importance of reducing waste and protecting the environment, would create a sense of purpose for users who care about the environment.

Creating an emotional connection with users helps to increase user engagement, retention and loyalty, making the product experience more memorable and enjoyable. It’s not just about creating a functional product, it’s about creating an experience that users love and come back to, again and again.

10 insights and practical tips

The book “Badass: Making Users Awesome” by Kathy Sierra provides valuable insights and practical tips for product people, such as product managers, CPOs, and entrepreneurs on how to create a user-centric product. Some of the most important insights and tips from the book include:

1. Understand the user’s needs and goals: The book emphasizes the importance of understanding the user’s needs, goals, and pain points. Conducting user research and gathering feedback from users is crucial in order to create a product that meets their needs.
2. Define the user’s success criteria: The book suggests that product people should define what success looks like for the user, based on the information gathered in user research. This helps to ensure that the product is designed with the user’s needs and goals in mind.
3. Create a user-centric design: The book emphasizes the importance of using user-centered design principles, such as prototyping and testing, to create a design that is intuitive and easy for the user to use.
4. Engage and delight the user: The book suggests that product people should create an emotional connection with the user and make the product delightful to use. This can be achieved by creating a sense of community, using gamification, storytelling, and creating a sense of purpose.
5. Continuously improve the product: The book emphasizes the importance of continuously gathering feedback from users and using it to improve the product. Regular user research and testing, as well as data and analytics, should be used to inform product decisions.
6. Practice empathy: The book stresses the importance of putting yourself in the users’ shoes and understanding their perspective and context. This is key for creating a user-centric product that truly meets their needs.
7. Create a sense of mastery: The book suggest that product people should help their users feel a sense of mastery and progress. This can be achieved through clear goals, progress indicators, and a sense of challenge.
8. Create a sense of autonomy: The book suggests that product people should empower their users by giving them control over their own experience. This can be achieved through personalization options and allowing users to set their own goals.
9. Create a sense of relatedness: The book suggests that product people should help users feel connected and supported by others. This can be achieved through social features, communities and fostering a sense of belonging.
10. Create a sense of purpose: The book suggest that product people should align their product with users’ values and beliefs to create a sense of purpose and meaning for the user. This can be achieved through storytelling, education and creating a connection to a larger cause.

These insights and tips can help product people create a user-centric product that truly meets the needs of the users and creates an emotional connection with them.

Kathy Sierra

Kathy Sierra is a technology speaker, author, and developer. She is best known for her book “Head First” series, which are designed to make learning technical subjects fun and accessible. She is also the creator of the “Badass” series of books, including “Badass: Making Users Awesome,” which is focused on helping product people create user-centric products. Sierra has a background in software development and has worked on several popular software products. She is a popular speaker at technology conferences and has been recognized for her contributions to the field of technology education. She is also a mentor and advisor for startups and businesses looking to improve their user experience.

“Mapping Experiences: Creating Value through Services Design” is a book written by Jim Kalbach, a user experience consultant and speaker. The book is a guide to using design thinking and service design techniques to create valuable experiences for customers.

The book covers various topics including how to create a customer-centric approach, how to map out the customer journey, and how to design and test new service concepts. It also includes case studies and examples to demonstrate the concepts discussed in the book.

One of the key takeaways from the book is the importance of understanding the customer journey and identifying pain points that the customer experiences. By understanding and addressing these pain points, companies can create more valuable experiences for their customers.

The book is an important resource for product managers and entrepreneurs because it provides a framework for designing and improving products and services. It shows how to create a customer-centric approach and how to use design thinking and service design techniques to create valuable experiences for customers. The book’s emphasis on understanding the customer journey and identifying pain points can help companies create more effective products and services that better meet the needs of their customers.

Overall, “Mapping Experiences” is an invaluable guide for anyone looking to create valuable experiences for customers by using design thinking and service design techniques. It provides a clear and actionable framework for understanding customers and creating products and services that meet their needs.

Key concepts

The book “Mapping Experiences” covers several concepts that are important for product designers, product managers, and entrepreneurs. Here is a list of some of the key concepts explained in the book, along with detailed explanations and examples:

1. Customer-centric approach: This concept involves designing products and services around the needs and wants of customers, rather than around the capabilities of the company. It involves understanding the customer journey and identifying pain points that the customer experiences. For example, A company like Qonto, a business bank account provider, could create a customer-centric approach by understanding the pain points of SMEs in terms of accounting and bookkeeping. They could then design their product to provide a seamless and simplified solution to these pain points.
2. Mapping the customer journey: This concept involves creating a visual representation of the steps a customer goes through when interacting with a product or service. This includes identifying key touchpoints, such as the first time a customer hears about a product, when they decide to purchase, and when they use the product. For example, Qonto can map the customer journey of a SME by understanding the different steps a customer goes through when interacting with the company’s service. This can include understanding when a customer first hears about Qonto, when they decide to open an account, and when they start using the service.
3. Service design: This concept involves designing a service in a way that creates a positive experience for the customer. This includes understanding the customer journey, identifying pain points, and designing solutions to address these pain points. For example, Qonto can use service design to create a more positive experience for customers by understanding the pain points of SMEs in managing their finances, and designing solutions to address these pain points.
4. Empathy mapping: This concept involves creating a visual representation of a customer’s thoughts, feelings, and actions. This can help companies understand how customers think and feel about a product or service, which can help them design solutions that better meet the needs of customers. For example, Qonto can use empathy mapping to understand the thoughts, feelings and actions of SMEs when it comes to managing their finances and banking. By understanding this, they can design solutions that better meet the needs of these customers.
5. Co-creation: This concept involves involving customers in the design process, in order to create a product or service that better meets their needs. For example, Qonto can use co-creation by involving SMEs in the design process of their service. By getting feedback from these customers, Qonto can design a service that better meets the needs of SMEs.
6. Rapid prototyping: This concept involves quickly creating a basic version of a product or service in order to test it with customers and get feedback. This can help companies iterate on their designs and improve them before launching the final product. For example, Qonto can use rapid prototyping to test new features with a small group of customers before rolling them out to the entire customer base. This can help Qonto get feedback and iterate on the feature before making it available to all customers.

Customer VS User VS Business

There are different ways to define customer experience, business experience, and user experience, but generally speaking, they refer to different aspects of the interaction between a company and its customers.

1. Customer experience (CX) is the overall perception that customers have of a company, product, or service. It encompasses all aspects of the customer’s interaction with a company, including the pre-purchase research, purchase, and post-purchase experience. CX is the sum total of all the interactions between the customer and the company, and it shapes the customer’s perception of the company. For example, a customer who has a positive experience with a company’s customer service may have a positive perception of the company overall, even if the product itself is not perfect.
2. Business experience (BX) refers to the experience of the company’s employees and stakeholders in providing or supporting a product or service. It encompasses all aspects of the company’s internal processes and systems, such as the company’s culture, policies, and procedures. BX is the sum total of all the interactions of the company’s employees and stakeholders with the company. For example, a company with a strong culture of innovation and customer focus may be better equipped to provide a positive customer experience.
3. User experience (UX) refers to the experience of the end-user when interacting with a product or service. It encompasses all aspects of the user’s interaction with the product, including the design, usability, and accessibility. UX is the sum total of all the interactions of the end-user with the product. For example, a product with a well-designed and intuitive user interface may provide a positive user experience, even if the customer service is not perfect.

All three concepts, CX, BX, and UX, are interrelated, and each one of them can have a significant impact on the customer’s perception of the company and the product. A company that focuses on providing positive experiences for its customers, employees, and end-users is more likely to have satisfied customers, engaged employees, and successful products.

Service blueprint VS user journey map

A service blueprint and a user journey map are both tools used to understand and improve the customer experience, but they serve different purposes and have different formats.

1. A service blueprint is a visual representation of all the elements involved in a service and how they interact. It is a tool used to understand and improve the overall service design and delivery. A service blueprint typically includes the following components:

• The front stage: the visible and tangible parts of the service that the customer interacts with, such as the physical location, products, or website.
• The back stage: the invisible and intangible parts of the service that the customer does not see, such as the employees, processes, and systems that support the service.
• The customer actions: the steps that the customer goes through when interacting with the service, such as arriving at a location, ordering, or using a product.
• The points of contact: the touchpoints where the customer interacts with the service, such as the phone, website, or physical location.
• The support processes: the invisible processes that support the service, such as training, inventory management, or data analysis.

For example, a service blueprint for a restaurant could include the front stage (the physical location, the menu, and the servers), the back stage (the kitchen, the inventory management), the customer actions (arriving, ordering, eating), the points of contact (the phone, the website, the physical location), and the support processes (training, inventory management).

2. A user journey map is a visual representation of the steps that a customer goes through when interacting with a product or service. It is a tool used to understand and improve the customer experience by identifying pain points and opportunities for improvement. A user journey map typically includes the following components:

• The touchpoints: the points where the customer interacts with the product or service, such as the website, the phone, or the physical location.
• The customer emotions: the emotions that the customer experiences at each touchpoint, such as frustration, confusion, or satisfaction.
• The customer actions: the steps that the customer goes through when interacting with the product or service, such as researching, purchasing, or using the product.

For example, a user journey map for a customer opening a business bank account with Qonto could include the touchpoints (the website, the phone, the physical location), the customer emotions (frustration, confusion, satisfaction) and the customer actions (researching, applying, using the account).

In summary, a service blueprint is a tool used to understand and improve the overall service design and delivery, while a user journey map is a tool used to understand and improve the customer experience by identifying pain points and opportunities for improvement. Both tools are important for creating valuable experiences for customers.

Jim Kalbach

Jim Kalbach is a user experience consultant and speaker, who specializes in information architecture, design thinking, and service design. He is the author of several books, including “Mapping Experiences: Creating Value through Services Design” and “Designing Web Navigation: Optimizing the User Experience”. He has worked with clients such as Adobe, Cisco, and IBM, and he is a frequent speaker at conferences and events on topics related to user experience and design.

Jim Kalbach is known for his work in the field of information architecture and service design. He has written extensively about the importance of mapping experiences and creating customer-centric approaches to product design. He has also been an advocate for using design thinking and service design techniques to create more valuable experiences for customers. He has a background in information architecture and user experience, and over the years, he has been able to help many organizations to create more effective products and services by using design thinking and service design techniques.

“The Design of Everyday Things” is a book written by Donald A. Norman in 1988. The book is a critique of the design of everyday objects, such as doors, appliances, and tools, and argues that many of these objects are poorly designed and cause frustration and confusion for users. The book also introduces the concept of “human-centered design,” which focuses on understanding the needs, abilities, and limitations of the people who will be using a product or service.

The book is considered an important resource for product managers and entrepreneurs because it encourages them to think about the user experience when designing products and services. By understanding the needs and frustrations of users, product managers and entrepreneurs can create products and services that are more intuitive and user-friendly. Additionally, the book provides a framework for identifying and solving design problems, which can be useful for product managers and entrepreneurs when addressing design challenges in their own products and services.

The book is also well-known for its focus on “affordance,” which refers to the perceived and actual properties of an object that define how it can be used. The book argues that good design should make the affordances of an object clear, so users can easily understand how to use it. This is a key concept for product managers and entrepreneurs as it highlights the importance of clear communication of the product’s functionality and usability to the users.

In summary, “The Design of Everyday Things” is an important book for product managers and entrepreneurs because it encourages them to focus on the user experience and provides a framework for identifying and solving design problems. The book’s focus on affordance also highlights the importance of clear communication of the product’s functionality and usability to the users.

Human-centered design

According to the book “The Design of Everyday Things,” human-centered design is a design approach that focuses on understanding the needs, abilities, and limitations of the people who will be using a product or service. The goal of human-centered design is to create products and services that are easy and intuitive for users to understand and use.

One of the key principles of human-centered design is empathy, which involves understanding the user’s perspective and their needs. This can be achieved through user research, such as interviews, surveys, and usability testing, to gather information about how people interact with products and what they need from them.

For example, a product manager for a kitchen appliance manufacturer might conduct user research to understand how people currently use their ovens, what their pain points are, and what they would like to see in a new oven design. Based on this research, the product manager could design an oven with features such as a larger window for checking on food, a digital display that shows cooking time remaining, and easy-to-use controls.

Another example is a website designer who conduct user research on users who have difficulty reading and navigating through the website, this research may reveal that users with low vision need larger text, high contrast, and more intuitive navigation. The designer can then design a website that is more accessible for users with low vision.

Human-centered design also involves iterative testing and refinement of the product or service, based on feedback from users. This process allows designers to continuously improve the user experience by incorporating feedback from real users into the design.

In summary, human-centered design is a design approach that focuses on understanding the needs, abilities, and limitations of the people who will be using a product or service. It is based on empathy, user research, and iterative testing and refinement, with the goal of creating products and services that are easy and intuitive for users to understand and use.

Donald A. Norman

Donald A. Norman is a cognitive scientist, researcher, and author. He is best known for his work in the field of human-computer interaction and user experience design. He has written several influential books on the subject, including “The Design of Everyday Things” (1988), “Things That Make Us Smart” (1993), and “Emotional Design” (2004).

Norman received his Ph.D. in psychology from the University of Pennsylvania in 1968. He began his career as a professor of psychology at the University of California, San Diego, where he conducted research on memory and problem-solving. In the 1980s, he became interested in the design of everyday objects and the ways in which people interact with them. He began to focus on the field of human-computer interaction, and in the late 1980s, he became a pioneer in the field of user experience design.

Norman has also worked as a consultant for various companies and organizations, including Apple, IBM, and the U.S. government, on the design and usability of their products and services. He is also a co-founder of the Nielsen Norman Group, a user experience consulting firm.

Norman is highly respected in the field of design and human-computer interaction, and his work has had a significant impact on the way that products and services are designed today. He has received numerous awards and honors for his contributions to the field, including the Lifetime Achievement Award from the Association for Computing Machinery (ACM) in 2015.

“The Art of Profitability” by Adrian Slywotzky is a book that focuses on how businesses can create and sustain profitability through a unique approach to strategy and innovation. The book explains how businesses can create value by identifying and leveraging their unique strengths and capabilities, rather than simply trying to imitate their competitors.

One of the key concepts in the book is the “value migration” – the process by which value shifts from one part of a market to another. The book explains how businesses can anticipate and adapt to these migrations in order to stay ahead of the competition and maintain profitability.

The book is important for product managers and entrepreneurs because it provides a different perspective on how to approach strategy and innovation. Instead of focusing solely on cost cutting or trying to outdo the competition, the book encourages businesses to think about how they can create unique value and sustain profitability. Additionally, it provides a framework for identifying and adapting to changes in the market in order to stay competitive.

Overall, “The Art of Profitability” is a valuable resource for anyone looking to create and sustain profitability in their business. It offers a unique perspective on strategy and innovation that can help businesses create value, adapt to changes in the market, and stay ahead of the competition.

Key concepts

Here are some of the key concepts explained in “The Art of Profitability” by Adrian Slywotzky and detailed explanations, along with examples that are useful for product managers, marketing people, and entrepreneurs:

1. Value Migration: This concept refers to the process by which value shifts from one part of a market to another. The book explains how businesses can anticipate and adapt to these migrations in order to stay ahead of the competition and maintain profitability.

Example: A company that makes traditional film cameras sees value migration to digital cameras. They can anticipate this shift and adapt by developing and producing digital cameras, in order to maintain profitability.

Example: Microsoft sees value migration from traditional software to cloud-based software. Microsoft can anticipate this shift and adapt by developing and producing cloud-based software, such as Azure, in order to maintain profitability.

Example: Apple sees value migration from MP3 players to streaming music services. Apple can anticipate this shift and adapt by developing and producing a streaming music service, such as Apple Music, in order to maintain profitability.

2. Value Innovation: This is a concept that refers to creating new value in a market, rather than trying to imitate the competition. The book encourages businesses to think about how they can create unique value and sustain profitability.

Example: A company that wants to create new value in the market of mobile phone accessories could create a new product that combines a phone holder and a power bank.

Example: Microsoft creates new value in the market of personal assistants by introducing Cortana – a personal assistant that can interact with users through natural language processing and machine learning.

Example: Apple creates new value in the market of smartphones by introducing the iPhone with a unique user interface and the App store.

3. Value Chain: This concept refers to the series of activities that a business goes through to create and deliver a product or service. The book explains how businesses can optimize their value chain in order to create and sustain profitability.

Example: A company that wants to optimize its value chain in the market of organic food production could focus on improving the efficiency of its supply chain, working directly with farmers to reduce costs and improve quality.

Example: Microsoft optimizes its value chain in the market of personal computer operating systems by streamlining the development and distribution process of Windows OS.

Example: Apple optimizes its value chain in the market of personal computers and laptops by designing and manufacturing their own hardware, such as the MacBook, and tightly integrating it with their software, such as macOS.

4. Value Propositions: This concept refers to the unique benefits that a business offers to its customers. The book explains how businesses can create and communicate value propositions in order to attract and retain customers.

Example: A company that wants to communicate its value proposition in the market of health supplements could focus on the fact that their products are made with all-natural ingredients and are free of any artificial preservatives.

Example: Microsoft communicates its value proposition in the market of productivity software by highlighting the compatibility and integration of its Office suite across different platforms.

Example: Apple communicates its value proposition in the market of consumer electronics by highlighting the design, ease of use and customer service of its products.

5. Value Networks: This concept refers to the network of relationships that a business has with its suppliers, partners, and customers. The book explains how businesses can leverage value networks in order to create and sustain profitability.

Example: A company that wants to leverage its value networks in the market of e-commerce could partner with other companies to offer bundled services, such as free shipping and returns, in order to attract and retain customers.

Example: Microsoft leverages its value networks in the market of gaming by partnering with game developers and publishers to offer Xbox Game Pass – a subscription-based gaming service.

Example: Apple leverages its value networks in the market of mobile devices by partnering with cellular service providers to offer special deals and promotions to customers who purchase an iPhone and sign up for a service plan.

These concepts are explained in more details in the book, and can provide a framework for product managers, marketing people, and entrepreneurs to create and sustain profitability in their businesses by identifying and leveraging their unique strengths and capabilities, anticipating and adapting to changes in the market, and creating new value.

Adrian Slywotzky

Adrian Slywotzky is a consultant, author, and speaker known for his expertise in business strategy and innovation. He is the founder of the consulting firm Value Innoruption Advisors and has written several books on the topic of profitability, including “The Art of Profitability” and “Value Migration.” He is also known for his work on “demand-side” innovation, which focuses on understanding and meeting the needs of customers, rather than just focusing on the products or services themselves. Slywotzky has worked with a wide range of companies and industries, helping them to create and sustain profitability through his unique approach to strategy and innovation. He is considered as one of the most influential thinker in the field of business strategy, innovation and profitability.

“Growth Hacker Marketing” is a book written by Ryan Holiday, a marketing strategist and best-selling author. The book is a guide for product managers and entrepreneurs on how to use growth hacking techniques to rapidly grow a business.

The book explains that traditional marketing methods are no longer as effective as they once were, and that a new approach is needed to reach customers and grow a business. This approach is known as “growth hacking,” which is a process of using data, experimentation, and creativity to identify and exploit opportunities for growth.

The book provides a step-by-step guide on how to implement growth hacking techniques and provides real-world examples of how companies like Dropbox, Airbnb, and Facebook have used these methods to achieve rapid growth.

One of the key takeaways from the book is that growth hacking is not just about acquiring new customers, but also about retaining and engaging existing ones. The book also emphasizes the importance of testing and data analysis in the growth hacking process, and provides practical tips for using tools such as A/B testing and analytics.

Overall, “Growth Hacker Marketing” is an important book for product managers and entrepreneurs because it provides a fresh perspective on how to grow a business in today’s digital age, and provides practical tips and techniques for achieving rapid growth.

What is growth hacking?

Growth hacking is a process that uses data, experimentation, and creativity to identify and exploit opportunities for growth. It is a way of thinking that prioritizes growth above all else, and is often used by startups and small businesses looking to quickly acquire new customers and scale their operations. The goal of growth hacking is to find efficient and effective ways to acquire and retain customers, while also scaling the business.

Here are some steps to practice growth hacking:

1. Identify the key metric(s) that drive growth. This could be user acquisition, engagement, retention, or revenue. These metrics will serve as a guide for all growth hacking efforts.
2. Identify the target customer. Understand their needs, desires, pain points and behaviours.
3. Experiment with different marketing channels and tactics. A/B test different marketing messages and channels, such as email, social media, and content marketing, to see which ones are most effective.
4. Optimize the user experience. Make sure that the user experience is as smooth and seamless as possible, so that customers are more likely to return and engage with the product or service.
5. Use data to inform decisions. Use data and analytics to track progress, identify areas for improvement, and make data-driven decisions.

Here are some examples of growth hacking techniques that product managers, product marketing people and entrepreneurs can use:

1. A/B testing – This is a technique of testing different variations of a product or marketing message to see which one performs the best. For example, a product manager might use A/B testing to see which call-to-action button on a website gets the most clicks.
2. Viral marketing – This is a technique of creating content or campaigns that are designed to be shared by users, thereby increasing the visibility of a product or brand. For example, a startup might create a viral video that is designed to be shared on social media.
3. Referral marketing – This is a technique of incentivizing existing customers to refer their friends and family to a product or service. For example, an e-commerce company might offer a discount to customers who refer a friend to their website.
4. Influencer marketing – This is a technique of leveraging the reach and influence of social media influencers to promote a product or service. For example, a fashion brand might partner with a popular Instagram influencer to create sponsored content.
5. Search engine optimization – This is a technique of improving the visibility of a website in search engine results, and making it easier for customers to find the product or service. For example, an e-commerce company might optimize its website for specific keywords to increase its visibility in search results.

These are just a few examples of the many growth hacking techniques that product managers, product marketing people and entrepreneurs can use to quickly grow their businesses. It’s important to keep in mind that growth hacking is not a one-size-fits-all solution, and that different techniques will work better for different types of businesses.

Ryan Holiday

Ryan Holiday is an American author, marketer, and entrepreneur. He is best known for his marketing and strategy books, including “Growth Hacker Marketing,” “Trust Me, I’m Lying,” “The Obstacle Is the Way,” and “Ego Is the Enemy.” He is also the author of several fiction and non-fiction books.

Holiday began his career as a marketing strategist and advisor for companies such as Google, TASER, and American Apparel. He is the founder of Brass Check, a media and marketing firm that helps businesses and authors with their press and strategy. He is also the Director of Marketing at AppSumo and Sumo.com

Holiday is known for his unconventional approach to marketing and his focus on the use of media and storytelling to build and promote brands. He is a regular speaker and commentator on marketing, media, and business strategy, and his work has been featured in many major publications, including The New York Times, Wall Street Journal, and Forbes.