The CSD matrix, more Brazilian than cheese bread. When I arrived in Brazil, I wondered how everyone knew about this tool and I had never heard of it before. Since then, I've used it many times in different situations (as a starting point or reset, to give some clarity in fuzzy situations, to avoid pointless discussions, to plan research, as an adaptation of fact finding, ...). Its simplicity always delivers. https://lnkd.in/dnckFCT8
Alberto Zamarrón Pinilla’s Post
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An awesome interview, but i'll take the chance to comment about one of the issues discussed. As a (mostly) product designer, I have never felt that researchers (design researchers, data analyst, etc.) have distanced me from users or prevented me from having direct contact with them. Quite the opposite, they have helped me to have a more complete knowledge and reduce risks, including that of wasting time. It is a common trap to take a malpractice as a reference and then criticize. You cannot identify research with delayed decisions and cumbersome processes.
Nubank is larger than Coinbase, Robinhood, Affirm, and SoFi combined, has more customers than Bank of America (while only operating in three countries in Latin America), and 80% to 90% of its growth comes through word of mouth because of the way they make customers fanatical about their product. Jag Duggal is chief product officer at Nubank, and in our conversation, we dig into: 🔸 How Nubank creates fanatical users 🔸 Measuring love through the Sean Ellis score 🔸 Tactics for driving word-of-mouth growth 🔸 The role of category design in creating successful products 🔸 Why companies should strive to be “fundamentally different,” not “incrementally better” 🔸 Much more Listen now 👇 - YouTube: https://lnkd.in/gFsQZCSU - Spotify: https://lnkd.in/gyj3Tvbk - Apple: https://lnkd.in/gx2wmjzt Some key takeaways: 1. The “Sean Ellis score” is a key element of how Nubank measures product-market fit and makes decisions about investing in new products. The score is based on asking customers, “How disappointed would you be if this product went away?” The answer options are: a. Very disappointed b. Somewhat disappointed c. Not disappointed d. I no longer use this product 2. A few of your strongest customers can teach you more than many of your weaker ones. Your strongest customers are generally your most engaged users, deriving the most value from your product. If you use the Sean Ellis question, your strongest customers will be those with the highest scores. Try to learn: what characteristics make them a better fit for your product? What can they teach you about the value of your product? 3. The best user research technique is often to just pick up the phone and call 10 customers. You don’t need a research plan, a research lead, someone to summarize results, etc. Those things just add distance between you and the customer and overhead that slows research down. If you have a direct line to the customer instead, you’ll often find that it only takes five conversations before you gain strong, reliable insights. 4. Your strategy doesn’t have to be “right,” but it does have to be clear. A clear strategy allows you to identify when things are off course, because it defines “what was supposed to be happening.” Aspirations or vague statements like “to re-invent banking” are not clear strategies. Clear strategies are detailed plans centered on specific problems, solutions, customers, and strengths. 5. Jag lives and breathes the motto “We’re in the business of being fundamentally different, not incrementally better.” In competitive markets, merely improving incrementally on existing solutions isn’t enough. Strive to be fundamentally different by reinventing or creating new categories. This approach not only sets you apart from competitors but can also redefine the industry standards.
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Come with us! Awesome team and exciting product. https://lnkd.in/dvSzZnME
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The use of #GenAI for digital product design recalls the mindset and process of Generative Design, which became popular 15-20 years ago in Industrial Design, Engineering and Architecture. "Generative design is a design exploration process. Designers or engineers input design goals into the generative design software, along with parameters such as performance or spatial requirements, materials, manufacturing methods, and cost constraints. The software explores all the possible permutations of a solution, quickly generating design alternatives. It tests and learns from each iteration what works and what doesn’t." (Autodesk, https://lnkd.in/dqBpD2Fn).
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Apart from the discussion about whether this is new or we have been doing it for decades, I do believe that, at least, it will increase the number of products in which we will devote more effort to design guardrails and restrictions. It's like a new flavor of responsive design. And I think the real superpower that can be unleashed is to progressively generate the interface in real time.
Generative UIs (user interfaces dynamically created in real-time by AI) will push us (designers) toward outcome-oriented design. Instead of designing discrete interface elements, we'll define constraints for AI to operate within. To further complicate it, the foreseeable future will likely be hybrid—a mix of genUI and traditionally designed interfaces (even potentially within one end-to-end experience). Kate Moran and I captured our thoughts on Nielsen Norman Group: https://lnkd.in/eRKjeEkn #generativeai #generativeui #aiux
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The (rediscovered) list. In the name of simplification, I see a message becoming trendy, coming from companies apparently super mature in product culture and with small teams easy to align: "We just use *a list* instead of [roadmaps, backlogs, OKRs,..]." Congrats. Those companies for whom a list works are probably at a "been there, done that" point. And I would love to see how that list is really different from the other tools. As cumbersome and imperfect as it is to create roadmaps, backlogs, OKRs, etc., I don't want to imagine what it can be like, in most companies, to go to the point of making a list of things to ship.
