Being Awesome, Innovation, Lenses, Uncategorized, Understanding the Customer, User Experience, UX UI

Poetic UI UX Design

“I’ve got so many MBAs, but what I need is a poet. Poets are the original systems thinkers.” -Max DePree

Poetry uses “condensed or compressed form to convey emotion or ideas to the reader’s or listener’s mind or ear” as defined by Which felt like the perfect site to define poetry at. If we re-word it a little, we get “the shortest path that gives a desired feeling to the user”. Just extrapolate that “feeling” out to include usability a perception of value, and good poetry becomes good user interface and experience design.

poetry (1)Now, this is a new analogy to me, something that I am going to try on my next prototype. I am going to design the user interface and experience through the lens of poetry. I will link to my findings here (when they exist). However some key components of poetry feel ripe for picking when designing.


Imagery in poetry actually relates to the five senses (not just relying on images). What are ways that a good user-centered design uses imagery? The friction felt when moving components around that gives it a real feeling. The audio cue when an action is triggered. Even the icons selected play a part in the overall imagery scheme.


Poetic rhythms range from the famous iambic pentameter to the unknown by name (but you totally know it when you hear it) anapestic tetrameter. Rhythm plays such a huge part that a lack of rhythm is used to create its own feeling. What kinds of rhythms do we create in our designs? Can we keep the user in a good flow state? Do we break the rhythms to call their attention to important pieces? I envision a UX rhythm being the user experiencing the entirety of the innovation, with each major beat striking true.

Word Association & Connotation

In an effort to be concise, poetry uses what the read brings along with them to add extra meaning to words. Each word chosen by the poet is specially selected to bring across a bouquet of feeling to the reader, without writing the bouquet in. This is the “show, don’t tell” writing advice. Clearly a UX can use an envelope to signify email, and a disk to represent saving, but what other rich connotations can we bring? One word of caution here: this requires some strong empathy and knowledge of your core user if you are going to rely on the baggage they bring to tell your story.


First of all, its just fun to try to say “enjambment”. Enjambment is breaking up a line in poem across two lines to create a sense of anticipation and intrigue.

“A thing of beauty is a joy forever:
Its loveliness increases; it will never
Pass into nothingness but still will keep
A bower quiet for us, and asleep
Full of sweet dreams, and health, and quiet breathing.”

Endymion by John Keats

Notice that the three middle lines can’t even stand by themselves. The line break pauses the reader in extracting meaning from what they are reading. How can we use enjambment in great UX UI design? Where do we need to create pauses or breaks that are beneficial to the user? Can we leverage that anticipation into a positive feeling while using our product?


This is used over and over and over to drive a point home. Poetry uses it to call out the important stuff or bring certain images back into view. A good design uses repetition to make sure the user is comfortable knowing when and how to take action. But when does repetition lead to boredom? Maybe this has some parallels to rhythm?

I don’t have the answers yet. But I’m willing to try to find them. Like I said, this is a new lens / analogy for me and one I’m eager to test out. If you test it out or already think of it this way, let me know! I’d love to start a conversation around Poetic UI UX Design.

Being Awesome, Going Forth, Innovation, Innovation Mindsets, Learning, Theme Park of You, Tool

AngularJS Showed Me 5 Innovation Truths

learningIn an effort to broaden my t-shaped skills portfolio, I dug in and started learning AngularJS. Being able to mock things up quickly (and by myself) allows me to get prototypes into the hands of the core users faster, cheaper, and more closely aligned with the hypothesis I’m testing. So while I am certainly no master of the craft, I can do enough programming to get some ideas off the ground and feeling real (ok real-ish).

While learning AngularJS, I observed some truths that apply to the innovative process as a whole.

It’s good to be a beginner at something.

Being a beginner means you see things with fresh eyes. You have no established patter or status quo in this skill or topic yet, so you don’t have to break old habits to be personally innovative. Also, there will be moments when you’ll discover a faster, easier way to accomplish something because you don’t “know” enough to build in the old-guard way of doing things. Bill Gates said he chooses “a lazy person to do a hard job. Because a lazy person will find an easy way to do it.” I say that applies to beginners as well.

Break your mental models.

What you do have is a status-quo in your brain that shows you how to decipher the world. If life was a map, your mental models are the legend. A squiggly line over here seems to match with the mountain shape in my legend, so I will plan for it to be a mountain. However, what if that squiggle is actually a lake, you just didn’t have lakes in your mental model? Learning something new breaks your existing legend, expands it to include new models, and gives you more lenses in your innovation toolbox. The trick here is to constantly find things to break your legend.

Get something live quickly.

Learning code is awesome because you need to have a working “thing” in order to see if what you’re mashing into your keyboard is right. And the quicker and more often you can have a working “thing”, the less down the wrong road you travel. Imagine writing a 15-page term paper to only find out it is all garbage because your first sentence was wrong. Having something live minimizes risk down the road. And by live, I’m not saying it always has to be market-ready. But functioning to some end helps stakeholders and customers alike envision your innovation. There’s great stuff in Creativity, Inc. by Ed Catmull on this… about having the story always viewable, even if it is just rough sketches.

Iterate, iterate, iterate.

Keep going, keep trying, don’t stop. Once you feel you have a handle on your new thing, it’s time to do it again and see if you’ve REALLY got it. Don’t just put a new skill on the shelf. It isn’t a conversation piece, it’s a working tool. The next problem you are trying to solve in your innovative journey, spend some time thinking about how you can solve it with your newly learned skill. This is why we learn… the abstract application in real-life.

Ladder up into the unknown.

Learning a new skill or topic usually has a definitive end state. “Once you can do this, you’ve learned all I can teach you for now.” But this is where the magic happens. What ELSE can you do with this new thing you’ve got? Unity3D has a popular tutorial that teaches people how to make a ball game. The ball rolls around a surface and collects items when it collides with them. But innovation isn’t simply doing what people tell you to do, or give you step-by-step directions to do. I’ve seen ball games that have the ball teleport through different dimensions or become Newtonian physics simulations. You have to take your new skill one more step up the ladder into the unknown.

Challenge: Learn something new

  • What new things have you wanted to learn?
  • What’s preventing you? How can those roadblocks be eliminated?
  • After you’ve learned your new thing, do something more awesome with it!
Empathy, Innovation, Learning, Pre-Mortem, Testing

Knowing What You’re Seeing

Our minds were young and fresh not that long ago. Sure maybe we were a little naive, but that is because we looked at the world with wide, trusting eyes. And then it happened. We could no longer trust what we saw and lines were drawn between viewpoints that separated brother from sister. It was… The Dress.


Was it blue and black? Or white and gold? For a few weeks, the internet boiled with heated discussions and color / lens filter analysis. Finally resolved, the world began to repair the bridges burned. Until tragedy struck again weeks ago. I present to you… The Jacket.


Blue? White? Brown? Black? We’re still waiting for the first districts to report their votes on this one.

This is a pitfall can trip-up even the experienced innovator at two crucial waypoints.

1. Understanding the Customer and Pain Points.

When researching and listening for pain points, they can often go misinterpreted. It is most common when customer empathy has not been explored enough. The famous quote attributed to Henry Ford applies here.

“If I had asked people what they wanted, they would have said faster horses.”

If you’re only listening to what a customer wants, you’re missing 75% of the picture. You’ve got to observe them, understand how they feel, and try to get inside their head.

A great way to do that is to journey map while interviewing a customer. Ask them to describe the entire pain point; from the earliest decision to well after the pain point. Pay attention to their tone of voice, the words they use, and their gestures. Ask many questions to get at the root cause of the pain point. This often shows possible growth opportunities as well.

2. Analyzing Tested Prototypes

There is nothing more frustrating than looking at test data (for example: 56% conversions) and then looking at yourself and saying “Is that… Is that good?” What you need is a solid feedback loop, and this is something games do very well.

Which final results screen would you rather see?

The one on the left tells you that you won, you completed all the parts, and you should move forward. The one on the right tells you… that progress was made? There is one star, but the empty space makes it feel like there could be more? How many parts did you complete?

You can set your own prototype test to give you all the feedback you need. Before the test illusion (1)ever begins, set the success metrics that will define your test and your prototype. It is beneficial to know the benchmark metrics that you are trying to surpass (if they are available) and how much difference you are trying to make. Use this data to plan for enough testers to be confident in your results. After the test, you will have a clear understanding of your outcome, and whether to pivot or persevere.

Don’t get caught wondering if your prototype was golden, or left you black and blue. Use journey mapping and success metrics to know what your seeing.



Being Awesome, Diffusion of Innovation, Going Forth, Ideation, Innovation, Innovation Mindsets, Systems, Tool, Uncategorized

Beyond the Right Tool for the Job

Today I did a few odd errands around the house. A typical Sunday afternoon. I finally went to hang the new tiles with our house number on them. For 30 minutes I bore into the front of my house. I switched screw types and drill bits. The sad truth was I had barely made a dent. The tiles lay on the front lawn mocking me.

Notice the state of the art powerdrill I was using. And Jebediah was no help at all.

I decided to do some research online and found just what I needed. And thus the standard pilgrimage to the local home improvement store rewarded me with some concrete screws. The tiles went up almost instantly.

I had chosen the correct power tool, my handy dandy drill with screwdriver bits, but I failed to be detailed in how to apply the tool. I was using the wrong screws and all that got me were unhung tiles and two shallow, but noticeable holes in the front of my house.

“We become what we behold. We shape our tools, and thereafter our tools shape us.” – Marshall McLuhn

This can be the bane of the innovator as well. Powerful tools within their grasp, but the details about the application and the context evade them. This has two potentially disastrous outcomes:

  1. Problems remain out of reach, still unsolved.

2. You can cause new problems, like holes in your house.

It is important to invest time in identifying the details behind the tools you use. Even if your innovation toolbox is stocked with the best tools around, it’s the details and the context that can throw you off.

“Stop. Hammer time.” – MC Hammer

The following places have excellent tools for your innovation toolbox, and some supporting details to help you know when to use them.

Stratgeyzer by Alex Osterwalder, Yves Pigneur, Greg Bernarda, and Alan Smith- Value Proposition Design is always within grasp. I may keep a spare in my glovebox. From learning cards, to testing matrices, Strategyzer’s VPD is a solid foundation for any innovator.

Designing for Growth by Jeanne Liedtka and Tim Ogilvie – This fantastic book has tools and details around the full innovation timeline. From “What is?” to “What if?” to “What wows?” to “What works?” No matter what your question is, Designing for Growth has something for you.

Joe Greaser has a post over on his blog about some tools for detecting weak arguments.

Also, we’ve got stuff right here at Go Forth And Be Awesome!tools

  • New Lenses for finding new ways to look at the world around you.
  • Donkey Dice for rapidly going through lenses with a little bit of chaos.
  • Premortems help you prepare for failure before you test a prototype.

Avoid the frustration and embarrassment of drilling all afternoon with nothing to show for it. Even if you’ve got the right tool, pay attention to the little details too.

Brainstorming, Going Forth, Grand Canyon, Ideation, Innovation, Lenses, Prototyping, Systems, Tool

The Donkey Stuck in the Status Quo

Once upon a time, there was a donkey. This donkey, with all other conditions being the same, would eat from the hay closest to him. Kind of an easy win strategy. Well one day the donkey was walking down the road and his hunger grew immensely. There was a bail of hay up ahead, and an equal sized bail of hay, the exact same distance behind him. With neither being closer, the donkey stood still, not choosing one nor the other until he died.

The end.

This heartwarming tale is called Buridan’s donkey and it is a paradox about free will. Often, we become the donkey. There are disruptive ideas out there to follow, but we sit in the middle, too afraid to give up one for the other.

Nassim Taleb, in his book Antifragile, says that “when some systems become stuck in a dangerous impasse, randomness and only randomness can unlock them and set them free.” The donkey just needs a little push; just one fly to land on its ear and nudge it towards one hay pile.

Organizations, teams, and people need that dose of random, unexpected, and different to get ideas moving.gonowhere

These little nudges can feel scary, but there are ways to minimize the risk and fear. Start by breaking down the problem you want to solve into its core pieces; boil it down to its base essence. Then start looking for small things to move the needle. If you were to solve this problem, what’s the first thing you need to figure out? Find a way to prototype and test that thing. Prototyping is great for keeping cost low and risks at a minimum (especially when it is with paper).

“Prototyping is one of the most effective ways to both jump-start our thinking and to guide, inspire, and discipline an experimental approach.” – Peter Sims, Little Bets

Regularly we will need to unstick ourselves. Each idea we naturally think of is a byproduct of your point of view, past experiences, skill set, and what you had for lunch. That’s why I am going to give you a tool to help, a tool forged in process-driven chaos. It’s called…

Donkey Dice

The rules here are very simple. In fact, there’s only three:

  • CARD: On a notecard, write down six lenses and number them.
    • Things like “How would WordPress do it?”, “How would I never solve this?”, or use a random word. (Random words should be generated before each use of Donkey Dice.)
  • ROLL: Roll 1 six-sided die and identify lens selected
  • THINK: Generate ideas with lens

It’s simple, but effective. As you get good at Donkey Dice, expand your card up to 12 lenses and use two six-sided dice. You can unlock the extreme level and list 20 lenses and roll a twenty-sided die. Soon your donkey will be making his way towards relief, instead of stuck in the muck of status quo.

“I wondered about the explorers who’d sailed their ships to the end of the world. How terrified they must have been when they risked falling over the edge; how amazed to discover, instead, places they had seen only in their dreams.” -Jodi Picoult, Handle With Care


Being Awesome, Empathy, Going Forth, Innovation, User Experience

Making Customers Feel Cool

coolCurves are the enemy of fast moving trains. Just ask Denzel Washington and Chris Pine in Unstoppable. Nearly 30 years before the movie, The British Rail Research Team unveiled the APT. The APT was a train that tested out at an amazing top speed of 160mph, and could safely sprint 40% faster than any other train through curves. And it failed.

In 1981, the first public riders traveled aboard the APT and felt motion sick from the uncommon tilting that allowed the train to rip through the bends. Data, speed, and savings aside, the customers did not feel cool while leaning and the train quickly picked up a nickname. The Queasy Rider.

“If people are made to feel uncomfortable in the kitchen, they won’t go in there.”- Giada De Laurentiis

The APT was technically a marvel, doing something that the long, rigid rectangely trains never could before… lean into the curves like a well-trained sprinter. However it was the user experience that lacked the sparkle. It’s hard to argue how neat it is to go 40% faster when the rider is busy holding onto their lunch. The user experience is a major key.

Design thinking encourages us to find the real root problem for customers, and to evaluate what jobs they need a solution to do. Yet if your solution solves the problem at the expense of user experience, then it is doomed to fail. There is a famous quote by Leo McGinneva, while talking about how customers don’t go to the hardware store to buy quarter-inch drill bits. He said, ‘They don’t want quarter-inch bits. They want quarter-inch holes.” It’s easy to abstract this into a postulate:

Customers aren’t buying products, they are buying a version of their life with a problem solved.

People purchase products because they can make life easier, more enjoyable, more rewarding. This is why medicine comes in flavors now. Why choke down an unpalatable tonic when you can get the same benefits with bubblegum flavor?

It is easy for us to focus on the tangible features when developing a prototype. But it is crucial to bring user experience into the equation as early as you can, and for as many steps possible. There needs to be devoted thought to the future user and making them feel like they’re getting ahead of the game by using your product. Fast Company has a great article tackling the marketing angle of this. In it, Belle Beth Cooper (co-founder of Exist) says “A feature is what your product does; a benefit is what the customer can do with your product.”

“Empathy is about standing in someone else’s shoes, feeling with his or her heart, seeing with his or her eyes.” – Daniel Pink

APT eventually returned in 1984 after some work to shore up the uneasy feeling in the tilt. This time the reviews were much better, but not good enough to save the train. The negative user experience and nickname lingered, and all APT’s were removed from service by 1986.

Think about your project. Is it full of fantastic features but leaving the core customer queasy? Maybe it is time to lean into some user empathy and tilt your solution in a different direction.

After all, our customers shouldn’t just be able to go forth. They also need to be awesome!

Being Awesome, Diffusion of Innovation, Ideation, Innovation, Innovation Mindsets, Lean, Like a Startup

Your Turn Signal is on… Still

indecisionI’m in the middle lane of a three lane road, on the last leg of my school drop-off delivery. Just one of my kids left to go. A car in front of me has their right turn signal on. Flashing their intention to the world adjacent and slightly behind them. They kept going straight; no merging, no lane changing.

The car immediately next to them was unaware of their directional desires and held their ground. The car in front of me never sped up nor slowed down. Never made any other display of their intention. They just kept their speed, blinker blinking, until at the very last moment they slammed on their brakes in order to slide behind the next-door car and into the lane they wanted.

“If you do not change direction, you may end up where you are heading.” Lao Tzu

Too often companies use their turn signal towards innovation, yet never adjust their business plans to make it happen. “We want to be innovative industry leaders in X” is heard in more boardrooms than not. But their SUV of a company moves on unfaltering, in the lane they’ve always been in, while still signaling. It’s all about walking the talk.

In order to be innovative, there has to be some change in your current velocity. Physics tells us that acceleration is a change in an object’s speed OR direction. It would make sense that in order to accelerate towards market-leading ideas, an organization (or individual) would have to speed up, slow down, or start fading into the new lane.

  • Speed up the generation, prototyping, and validation of disruptive ideas.
  • Slow down the status quo and start preparing for some change management.
  • Merge into new procedures, culture, and atmospheres.

“Remember: It’s not innovation until it gets built.” Garry Tan

The business superhighway is littered with cars that never managed the merge to innovation. Blockbuster watched Netflix fly by in the fast lane. Xerox had the ability to change lanes thanks to PARC, but never made the move. Borders tried to let Amazon signal the lane change for them, but still kept their steady trajectory.

And as the driver ahead of me was able to finally get in the lane they needed, it wasn’t without last minute, emergency maneuvers. Often, even those are unsuccessful. Because change and innovation aren’t just things you can say you want to do. It takes commitment and dedication, adjustment and planning. You can’t just signal that you’re going to turn and magically end up in the correct lane.

You’ve got to find a space and turn the wheel.

Being Awesome, Brainstorming, Ideation, Innovation, Innovation Mindsets, Lenses

The Lenses of Awesome

When I back out of my drive, there is this one little spot that is really hard to see. You cant see it in the rearview mirror and you can’t see it in the side mirrors. The dreaded blindspot. And that, in variably, is where I’ve put my trashcans.

lens (2)In our everyday, there are hidden aspects of problems that we can’t really see. Thats why auto manufacturers added all those mirrors, cameras, and sensors. What do we do as innovators? We can’t walk through life with an array of mirrors strapped to us. No, this is when we use some lenses. Previously, we’ve talked on the surface level of lenses (see prior post) and in this one we’re going to get more into the how.

In the movie National Treasure, historian Ben Gates (Nicolas Cage), has some fancy glasses with multicolored lenses that reveal hidden clues on the back of the Declaration of Independence. Innovation lenses work in a similar way. By looking at your situation through different lenses, and different combinations of lenses, new solutions come into sight.

“Perceive that which cannot be seen with the eye.”

Miyamoto Musashi, A Book of Five Rings: The Classic Guide to Strategy

Lenses allow us to look at problems and solutions in a new way. They get you out of your normal brain path and into some divergent thinking. Your first instinct is to resort to your habits, your known constraints, and your know resources. Lenses stop you in your tracks so that nothing is an automatic response. To find new solutions, you have to break your old cycles.

Lenses get you beyond the confines of you business model and into some adjacent areas. Out in the unexplored areas, the hidden coves, is where treasure awaits.

How to use a lens:

  • Boil down your problem into the very base mechanics.
    • What are the root causes of your customer’s pain?
    • What very base jobs are they trying to do?
  • Apply a lens to your base mechanics.
    • How would McDonald’s address these customer pains?
    • How could the customer accomplish the jobs they need if the constraint was a positive instead of a negative?
  • Translate a lensed solution to your industry.
    • Now that you have a divergent base, build it back into your environment.
    • How could you actually pull this divergent thought off?

Previously I shared these lenses:

  • How would I never solve this problem?
  • What is the worst way I can solve this problem?

Here are a few more of my favorites:

  • How can the pain points be sold as features?
  • What would [Insert popular company] do?

What are some of your favorite lenses? Comment or tweet them! #lensesofawesome

Being Awesome, Brainstorming, Ideation, Innovation, Innovation Mindsets, Lenses

Use New Lenses to See Past the Hammers

I mean really, what else could Geppetto have done?

He wanted and son so he looked around at the resources he had. Lathes, chisels, hammers, and wood. Geppetto leaned on his strengths to carve Pinocchio who would magically transform from wooden marionette to a real boy. You know, after he was done goofing off and finding his way.

Abraham Maslow said “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” That’s exactly what Geppetto did. He literally had hammers and built his “son” out of wood, a material he had decades of experience with but would require magical intervention to achieve his goal.

We often fall into the same trap as innovators. We apply the same thoughts to distinct and unique problems and we murmur befuddlement when our solutions look like solutions we had in the past for a different problem.

Well murmur no more! You just need more in your toolbox than hammers.

One of the best suppliers of new “tools” is the concept of lenses for brainstorming. Lenses have the ability to be an endless and infinite supply of inspiration… and you already know how to use them! The problem is that you and I default to the same lenses. Our default lenses are the place that we work, the go to inspiration we surround ourselves with. To apply new lenses, we need to think outside our comfort zone… we need to venture into problem adjacent areas.

Let’s say we’re working on solving a certain problem. To apply and adjacent lens, we need to whittle the problem down into its barebones mechanics. “Customers do this, they need it to do this, they feel this way” and so on. This is a great time to apply the five why method to get to the root mechanics. We’ll talk about that later but for now just think of it as an over-inquisitve toddler that just wont stop.

“I need to go to the store.” “Why?”

“Because we need food.” “Why?”

“Because without food we’ll go hungry.” “Why?”

You get the point. But take a look at what those three why’s did. Instead of the problem being “I need to go to the store”, the problem is boiled down to “we need food or we’ll go hungry”. That boiled down problem is more at the root and offers way more solution possibilities.

From the base mechanics of the problem, we need to venture into other solutions that exist for the base mechanic outside our given industry. You are looking for bright spot solutions outside your realm of dominance. Work in food service? Maybe you solution lies in the way health care solved a similar problem. The world is ripe with adjacent lenses. All you have to do is ask yourself “How would X solve this?” or “How did Y eliminate this problem?” Start there and start extrapolating ideas and making connections to your own industry.

Had Geppetto thought of using lenses, he might of said to himself “You know, I’d really like a son of my own. I wonder how the farmers solve the problem of wanting children?” He might not have started with a carved marionette.

And let’s face, we cant afford to wait for our solutions to magically solve the problem. We are the magic so get out there and make your awesomeness real!


As an added bonus, here are a couple other lenses I like to use during brainstorming.

  • How would I never solve this problem?
  • What is the worst way I can solve this problem?

Despite it being fun to think of anti-solutions, you’ll be surprised at how effective these are at finding hidden solutions!

Being Awesome, Going Forth, Innovation, Innovation Mindsets, Lean, Lenses

Charging Up the Wrong Hill

I was enjoying a morning run while listening to an excellent game design podcast, Ludology. In episode 113, Geoff Engelstein discussed the Sunk Cost Fallacy. It works like this:

You’ve played a boardgame for a little while with your friends when you realize no one is having any fun. You turn to your friends and say “Well, we’ve gone this far lads. Might as well see it to the end.” Then you proceed to spend an evening trudging through a less-than-enjoyable experience, just because you did not want to waste the time you had already sunk into it. Instead of stopping after wasting one hour on something, you decide to spend another hour on it just to finish it, essentially spending twice as much for no reward.

It seems silly here, but it happens often in innovation.

Ed Catmull uses a model of two hills in his book, Creativity, Inc.

“People need to be wrong as fast as they can. In a battle, if you’re faced with two hills and you’re unsure which one to attack, the right course of action is to hurry up and choose. If you find out it’s the wrong hill, turn around and attack the other one.” – Ed Catmull

He goes on to say that the only wrong attack, is to go between the hills. The Sunk Cost Fallacy would have your squad start attacking one hill, realize the enemy is on the other hill, but continue to charge up this hill because they already made it part of the way up. “We don’t want to waste that initial charge, sarge.”

The Sunk Cost Fallacy is the enemy to innovation. To understand how to defeat it, well use the Lean Startup principle, the Build-Measure-Learn feedback loop, as a lens.


This is the phase that lets you minimize your sunk cost. Keeping costs low helps you mitigate the opportunities for you to say “We’ve spent so much already on this… we should push forward.” A great way to minimize sunk cost is to prototype as minimally as possible. What are you testing? What’s the cheapest way to validate it? Maybe there is a way to build a Paper Prototype or to smokescreen your prototype? Do not splurge on additional features, functionality, or looks. You just need what is minimally viable.


Numbers never lie, but we tend to bend their truths from time to time. Set the success metrics for your prototype as early as you can. Do not budge on these numbers and be honest with yourself. If you set a goal of a 5% conversion rate, your test may be successful, but are you really reaching for where you need to go? Be wary of vanity metrics. Focus on the stuff that is going to matter.

For a great model of this, look to baseball and the rise of Sabermetrics. Some statistics are easy to calculate in baseball; like batting average or earned runs average. However, some people started to look at new statistics, ones that really highlighted the value of the player towards creating a winning team. Sabermetrics includes stats like runs created or wins above replacement. You need to find the mechanic or action that your prototype needs to accomplish now, and build a statistic tied directly to that, in its most simplistic form.


Charging up the wrong hill is ok, as long as when you realize it is the wrong hill, you don't keep charging up because that's what you've always done. Time to find the next hill.
Charging up the wrong hill is ok, as long as when you realize it is the wrong hill, you don’t keep charging up because that’s what you’ve always done. Time to find the next hill.

At this point you’ve tested your prototype, collected your success metric data, and your hypothesis has either succeeded (in which case, ignore me) or it has failed (read on, dear reader!). This is the exciting part. You’ve proven, with numbers, that you’ve charged up the wrong hill and it is time to face facts. Now you get to pivot! This might mean you need to spend more time understanding and building empathy for your customer. This might mean you need to evaluate the constraints of your test. Perhaps your solution has driven too far from the problem. There is a world of opportunity and learning at a pivot point… AS LONG AS YOU DONT KEEP CHARGING UP THE HILL!

But I mean, why would you? You kept your costs low by building a minimally functioning prototype, you set your success metrics early, and you failed/learned. This is a great moment! Celebrate as you get out your tactical map, cross the hill off with a red marker, and proclaim “Time to charge up that other hill!”


Has there ever been a time when you charged up a hill even after you new it was the wrong hill?

How did the second half of that charge feel?

What are ways to minimize your sunk cost?