Design is the rendering of intent.
A user is said to convert any time they take a measurable action you’ve defned as a goal of the site.
Erika Hall: Just enough Research
The acronym OKR stands for Objective and Key Results. The Objec‐ tive is qualitative, and the Key Results (most often three) are quanti‐ tative. They are used to focus a group or individual on a bold goal. The Objective establishes a goal for a set period of time, usually a quarter. The Key Results indicate whether the Objective has been met by the end of the time.
Your Objective is a single sentence that is:
- Qualitative and inspirational: The Objective is designed to get people jumping out of bed in the morning with excitement. And while CEOs and VCs might jump out of bed in the morning with joy over a three percent‐ gain in conversion, most mere mortals get excited by a sense of meaning and progress. Use the language of your team. If they want to use slang and say “pwn it” or “kill it,” use that wording.
- Time-bound: For example, something that is achievable in a month or a quar‐ ter. You want it to be a clear sprint toward a goal. If it takes a year, your Objective might be a strategy or maybe even a mission.
- Actionable by the team independently: This is less a problem for startups, but bigger companies often struggle because of interdependence. Your Objective has to be truly yours, and you can’t have the excuse of “Marketing didn’t market it.”
- Don’t create objectives that rely on the input of other teams unless you’ve agreed with them that you share priorities.
- Don’t create objectives that will require people we haven’t hired yet!
- Be realistic about how much time you will have to achieve your goals.
Key Results take all that inspirational language and quantify it. You create them by asking a couple of simple questions:
How would we know if we met our Objective? What numbers would change?
This forces you to define what you mean by “awesome,” “kill it,” or “pwn.” Does “killing it” mean visitor growth? Revenue? Satisfaction? Or is it a combination of these things?
A company should have about three Key Results for an objective. Key Results can be based on anything you can measure.
Christine Wodtke: Introduction to OKRs
The minimum viable product is the smallest product release that successfully achieves its desired outcomes.
From Jeff Patton, User Story Mapping, p. 33
Browsing is the activity of engaging in a series of glimpses, each of which exposes the browser to objects of potential interest; depending on interest, the browser may or may not examine more closely one or more of the (physical or represented) objects; this examination, depending on interest, may or may not lead the browser to (physically or conceptually) acquire the object.
[Form and aesthetics, sustainability, spatial energy, and intention] unite to create intelligent spaces that affect visitors on an emotional level, eventually triggering transformation. This is a result of an energetic transmission process that is commonly referred to in science as entrainment, whereby two oscillating systems assume the same frequency or rhythm when they interact. Picture a table full of metronomes. If at the start the metronomes are all ticking at different beats, they will soon synchronise and take the same rhythm. This is what happens in energetically with visitors in sacred spaces.
A JTBD is not a product, service, or a specific solution; it’s the higher purpose for which customers buy products, services, and solutions. (…) It helps the innovator understand that customers don’t buy products and services; they hire various solutions at various times to get a wide array of jobs done.
There are two different types of JTBDs:
- Main jobs to be done, which describe the task that customers want to achieve.
- Related jobs to be done, which customers want to accomplish in conjunction with the main jobs to be done.
Then, within each of these two types of JTBDs, there are:
- Functional job aspects—the practical and objective customer requirements.
- Emotional job aspects—the subjective customer requirements related to feelings and perception.
Finally, emotional job aspects are further broken down into:
- Personal dimension—how the customer feels about the solution
- Social dimension—how the customer believes he or she is perceived by others while using the solution.
(…) The better a solution can fulfill all of these job levels and layers, the better chance it has in the marketplace. Also, the better the solution either achieves or nicely dovetails with related JTBDs, the better chance of success it has. In short, the JTBD concept is a guide for thinking beyond to make your current solutions, and your competitors’ solutions, obsolete.
The Progress Making Forces Diagram
This diagram can be used (e.g. in interviews) to explore physical, functional, social, and emotional aspects of the forces that pull people towards either tried and tested and innovative solutions.
The Customer-Jobs-To-Be-Done Canvas by Helge Tennø
Minimum Viable Experience: The smallest, easiest-to-make version of your idea that you can reasonably launch as an experience.
When we design innovative solutions we often have to deal with two types of end-user requirements:
Obvious (explicit) requirements: clearly articulated improvements, amendments or extensions. For example, a faster horse, a cheaper car, more memory, more screens, louder speakers, and so on.
Latent requirements: unmet needs that people find difficult to express, write down or articulate.
Most people, when invited to contribute to the “innovation” of a product or service, end up simply describing an evolution of something familiar – their contribution to the process is limited by what they know. A conversation about the “possible” is difficult enough; and a structured conversation about the “impossible” is, well, nearly impossible. Researchers, designers and other “proxies” intervene to develop an understanding of what people really need. It is this understanding that drives innovation; not the users themselves.