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But I'd like to show you next is a case study of a

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team that works in this collaborative. Cross-functional way. This is

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a

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Widely available video of the Nordstrom Innovation lab, there an RD team.

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And they're focused on finding new products for the Nordstrom, a organization to

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invest in. Now, the two things I want you to keep in mind, as you watch

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this video are that this team Works in one week iterations.

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Their project length is one week, and they're tasked with failing

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80% of the time.

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Okay, so watch this video and then we'll discuss what we saw in the video

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itself.

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I'm JB Brown the Nordstrom Innovation lab manager and this is the lap.

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We work on one week experiments. Somebody will have an idea and we'll find a way to

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figure out how to prove if the idea is going to work and this week, The Innovation

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lab is going to be building an iPad app with customer feedback as we go

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through the week. We wanted to work in the store to make sure that we were getting customer feedback

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as we work. So that we were never working on anything that wasn't valued by the customer, and

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only doing things that are delivering value. So, we'll be building a

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feature and testing it till we get to the point where we have something that's

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good enough that we can.

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Leave and leave the iPad at behind and have this new

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thing that customers can use, this is the world's first flash build, it's

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a flash mob. We're a software team shows up and built an application and it's

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priced location. So the Nordstrom Innovation lab and we're at the flagship store in

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downtown Seattle right now, the team is just setting up their equipment to get started. We're going to

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build an iPad app that helps customers pick the best pair of sunglasses for

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them. We really don't know what the features are yet. We're going to use customer feedback

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as we go along throughout the day and the rest.

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Rest of the week in order to build the best thing. So the next thing we're going to do is use

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your story map. So we're going to sit here and together outline, all the

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steps that custom would take and actually beforehand how they buy sunglasses like what are

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the different things that they might do and how that process might change if we have this

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application? No actually dig into what we have to build in order to support that process.

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So now that we've done a card mapping, we're going to do a paper prototype and this is

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something that we commonly do in The Innovation lab. It's a great way to show.

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What we'd like to do in a ref

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Prototype that we can easily throw out, change, alter based

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on feedback from the customers, I'll continue building individual, paper

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slides, and our user experience specialist at what L will bring the

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prototype to a customer and say, okay, I have this app and this is a paper

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version, I'd like you to kind of use it, like you would normally use an app and you can

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press things interact with them and then she'll change out the pages, based on how the

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customer uses it. So, it's a similar experience to the iPad,

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only an analog version,

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And so it's day two and we have our first working prototype of this app and how

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it works. Is it take my first pair of sunglasses, it on

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the picture, Alright? And then I want to compare it to this other pair of got right

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here. Put these on

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The picture. I can just fill these up like this and see which one I like better.

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Tell him Kim having talking to people and doing paper prototypes. We've been coding,

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building an iPad. We take a stab at something. We look at the paper

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prototypes, they put together, we might take one at a time.

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Usually we come to the board and we grabbed the most important feature

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and we start implementing it. The really cool thing with this flash build is that we have

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actual real customers just today, we delivered four or five different separate features.

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And I deliver it swap. The iPad would tell. She would go and talk to a

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customer and 10 minutes later I had feedback from real customers about this thing that I

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delivered and it changed how we did the next. And it's been really, really great watching

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day-to-day. What they've been doing the team to get all the feedback from the salespeople

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that feedback to sales people gathered in the customers. And it's a really interesting process

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to kind of come in on Tuesday. We had no idea what this would look like. There's an

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idea that somebody had to say people take a lot of pictures themselves, the

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sunglasses. It be cool if we could show them Side by.

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My side to help them make the process better. And that was the idea that was it. They came in at nothing

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built and they've been building this literally on the spot throughout each day. And by

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now, we actually have an app for functioning after they can go through. It's very

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intuitive to help. Look at themselves and make the sunglass, selection process

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easier, which is pretty cool to watch. So, yesterday, the sunglass, buyer for Nordstrom came down to

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check out our progress, and she happened to put on polarized glasses and then held

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up the iPad and portrait View and was surprised that she couldn't see anything because it's

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black. We figured out that hole.

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Relation of the iPad running up and down and the polarization of the glasses running

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vertical. Cancel each other out, you don't see anything but if you turn the iPad to

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landscape, you see perfectly fine because the polarization of the two items lined up and

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it's okay. So it was pretty good, find to be in the store and she just

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happened. Put on polarized glasses. And so today, first thing we're going to do is switch it to a

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landscape design and then lock in the aspect ratio of the iPad. So,

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customers and sales, people just naturally pick it up and use it in landscape and not try and go to

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Portrait, okay? So I'm going to show you

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You what we've been working on the last five days, we've added quite a few features of the week.

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You take a picture multiple pictures of the customer and then pull them up

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to have the first one, you can see it larger. And then tap the second and do a

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side-by-side comparison of each glass next to each other. We also added a

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feature where you can rename the picture because we heard from sales people.

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If a customer is trying on quite a lot of glasses, it's helpful to be able to know what

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order they were taken in and also rename if you want with the brand

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or some

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Distinguishing feature of the glass. Another feature we added was the ability to

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zoom in zoom in and really get a good detailed. Look at the frame

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side by side. Also the see one of the pictures

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larger, if you want to just better view of one frame, you can put the

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camera view as well face it forward. So the sales person could take a picture of

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it like this or you can click the camera. So

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take the picture yourself facing and then at the end of it all, we have

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a button called

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Customer which just erases all of the images and allows the

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salesperson to start with a new customer. We just try to put the final touches on the app and tell

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talk to a lot of users and they said that when we went into the compare view,

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it was unclear where the pictures were coming from and which picture was which. So the

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animation here is trying to solve that problem, make it more clear, what's going on?

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One of the challenges with software is when you're done, right? And I think the answer is really,

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it depends on how much time you have at least the most boring things got done. So

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this was time box to a week.

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We did a week's worth of work and it seems like what we have now is something that makes customers

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happy and addresses the main problems and something that we can track, we have metrics on.

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So weird call that a day. The

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application has developed so far. Everything's finished everything that we've

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asked for and even the little roadblocks and glitches that we kind of stumbled across as

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we use the app during the week has been solved. I think that it's going to be really easy

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to be able to implement into our sale. And I think there were going to find a lot of

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success with application. Whether it's be

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Be a selling tool for us or if it goes public into a

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downloadable format, whatever happened that he was generally quite success.

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So what did you see in the video? What was interesting, what was different? What

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was unique about the way this team works?

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I think the speed in which they were just releasing the

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application, I'm kind of constant feedback. I mean, they were pushing iPad

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belts back and forth. Like every 10 minutes of seeing that I started on the first day, I thought

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that was very impressive. The speed is amazingness and what enabled them

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to move that quickly. Yeah, it directs you

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feedback from customers so that actually could see what's you customers.

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Like, what do they don't like

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It was parked in the feedback loop with customers was was very quickly because they have a

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direct line to the, to the end user. And then get that feedback very quickly,

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how did they get access to the customers? I think, one of the things that

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really helped is that the whole team was there. The design team was there constantly rolling

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out iterations. The programmers were willing a Tinder iterations. The

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client was there, and the you end-user was there. So, you had a full

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collaboration between every aspect of the project.

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Yes, everyone that needed to be on the team was on the team and was

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present and participating in that process. Where were

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they physically?

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Yeah, in the shop they were in the store right? Baby. They planted

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themselves in a place that would allow them to get that rapid customer

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feedback at a pace that allows them to push builds every 10 minutes.

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Right? What else is interesting about that lets you find interesting about that.

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One of the things that was clear is they had a long list of things they could

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do. But obviously emphasized, the most important things to allow them to get

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features out. It's hard to see a little bit from the story, all the things that

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they didn't do. But as you can imagine, there was probably a lot of things they were thinking about

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doing, but did a great job prioritizing, which as

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we know, can certainly Aid in the speed of releasing product.

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How did they pick, how do they prioritize?

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I think one of the things that helped us is they had a week and

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they figured out what the most important items were for the user and the customer

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first and they had a, they had a timeline. Yeah. They

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say that the end there. How do you know when you're done? You're done. When you run out of

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time and so they, the reality is in

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software is that you can fix one of two things you can fix scope, but you

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can fix time,

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And in this case they fix time and they said we're going to build the best product that we can

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in a week.

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And they made prioritization decisions based on that customer feedback

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and take it back a step for a second. How did they even decide tool to tackle this

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particular product or this, this this, this

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business problem, how do they even get there?

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Why were they even solving this particular situation?

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It was a, it was a question from the store

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planner but today could help customers in a

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certain way of comparing losses. So there was, there was store

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staff. That was observing customers and

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recognizing that there was a certain behavior that customers were engaging in

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when they were shopping for glasses which there was an opportunity to

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improve so. By observing customers, contextual observation and

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customers.

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In the wild and in the natural habitat of doing whatever it is that

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they do with our within their case, with the sunglass, purchase process. But whatever

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your business is, they discovered

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Opportunities for improvement. They saw people come in and they saw them taking cell

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phone photos of themselves and if you've ever been to buy glasses or

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sunglasses and you actually wear glasses, right? What's the first thing that you

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do? When you walk into the sunglass Department, you find a pair that you like,

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right, you blind yourself,

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And then hope that you can see what you look like from one pair to the next. So they

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recognized an opportunity simply by observing customers.

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Now Nordstrom in the United States is a brand that is

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associated very heavily with amazing customer service.

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They have case studies after case, studies about how great their customer

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services. Now, all of a sudden this team just setup

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In the middle of their flagship store in Seattle and started running these

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iterative experiments on customers. How do they stay on brand? How do

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they save the Nordstrom brand? Protect it.

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In reality, everything that they did in this video was

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on brand.

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First and foremost, the inclusion of customers in the design process, tell us what will make this

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better for you. Help us make your experience better. We want to

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serve you better at the philosophical level. If you look at

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the tactics that they used,

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They they, they made a sign for the team

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and the sign wasn't poorly designed and didn't have the yellow triangle with the guy

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digging in the dirt saying under construction, right? It was a beautifully designed sign that

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said Innovation and progress in a van who doesn't want to be a part of

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innovation, right? They brought out.

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They didn't bring out, you know, the old white board that sitting in the office with the markers that have been

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burned into it for 12 years, right? They brought in a glass board.

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And posted notes. They put out a series of Max, everything was

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well designed was well, thought out and was on brand as

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part of that experience. Now what are the things we talked about a little bit

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earlier was the fact that everybody was there.

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What roles did we see on the team? What roles did you see on the team?

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You had the iterative designer who was drying up

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screenshots, essentially them in paper version so people could press buttons

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and test and you had programmers.

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Yeah. You also had sales associates and

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customers. Yeah, researchers as well.

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What else was the team working on

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besides this project?

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During this week.

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That was that? Nothing of a trick question. Nothing.

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That's exactly right. So, we've got a self-sufficient team that can

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design build and test

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It's ideas.

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They're focused strictly on solving a business problem that has been

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contextually. Observed are not being pulled aside to fix some bugs over

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here, they're not being pulled on to other projects. The designer isn't shared between

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teams

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Focus strictly on solving this problem. And what else? What's the last piece of the

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puzzle there? So we've got a cross-functional team that's dedicated to this effort for

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a week solving a clear business problem.

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And what was the, what's the last component?

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That makes this team so effective and able to move so quickly and make those

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prioritization decisions.

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The feedback feedback really helps them to forms the decision but most importantly, they're

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empowered. They're empowered to make that decision. They don't have to run

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every idea up a bureaucratic chain of decision makers.

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Right. Not only, can they make any changes that they want? But they are

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allowed to make them in again. Why think about

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the Amazon statistic? Think about moving from doubt to

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certainty because the risks that they're taking or tiny,

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We're going to make a paper prototype and we're going to test it. If we get it wrong, we'll

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just tear up that paper prototype and do it again.

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We're going to put a build out there, that has one feature in a day and a half. We can see how

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that works out. If it doesn't work out, put another feature on

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there through that customer feedback.

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Loop Final question on. That's why does this team?

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Have an 80% failure Target, why do we give? Why do

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their Executives? Give this team and eighty percent Target of

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failure.

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That their mandate is to fail 80% of the time.

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Yeah well certainly to take some risks to take risks, that's exactly right. They will

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not they will never push the envelope as

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hard as if they're challenged with failing 80% of the time and it

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forces them to really push their thinking into new

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ways and new avenues to improve the brand.

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Now, again, the feedback that they were getting was qualitative, right? They're

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going back and talking to customers and getting that qualitative but they say it in the

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video. Again, they've built analytics into this

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platform so that when they leave it after a week and they leave that

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iPad in the store, they're going to get the continue to get the qualitative feedback from the sales

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staff, about how this is being used, or if it's being used. But they're also going to be able to

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see which features are being used and how long they're being

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used. Because there will be

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Quantitative data in the application as well. And that paints a

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360-degree view.

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Of the situation for them, which then informs decision making.

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And so, what you're seeing in this is the principles for lean teams. These are

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nine principles are not the only nine, but these are the principles that this team

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embodied. You're seeing design business and Engineering, everybody's on

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the same team together. Everything they're doing is

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external. It's on posted notes, it's on whiteboards, it's in sketches,

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it's in conversations, they're focused on a specific goal

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and a specific outcome. We want to improve

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the sunglass, buying

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Success. How do we measure that? That's a good conversation to have as a team but that's our goal,

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everything they're doing is repeatable and it's route, nice. So that they can push builds

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as quickly as possible, because they've got this cycle, this feedback loop

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cycle, right? The researching with customers, and they're

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using that as the best source of information to understand whether their products

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makes sense, or don't. And it helps them focus on solving the right

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problems.

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They're generating many options as a team. You saw all those

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options on that board and then they're focusing. They're deciding quickly what to

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pursue and they're making stuff and then they're figuring out

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whether it was the right stuff to make or not because their ideas are

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hypotheses hypotheses that need to get validated and they're working

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quickly through this think make check cycle.

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And these are just the methods that we just saw in that particular video and that will practice in this Workshop

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lightweight low Fidelity. Low-tech artifacts

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external conversations face-to-face collaboration with our colleagues

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and with our customers, creating lots of ideas, Divergent

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ideas, first, and then coming together converging on something

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doing that quickly and focusing on

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specific outcomes that serve as our

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Success criteria.

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And this builds nicely into era creases build measure.

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Learn Loop the lean ux cycle, fits very nicely into this Loop. So, this is

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Eric Reese has Loop and Eric again says that you have an

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idea for your startup, for your product, for your service.

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You build the smallest thing that you can then represents that idea, that's the

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first version of your product. You then measure.

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The efficacy, the performance, the success of that product against explicit success criteria, so you're

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collecting data and then you're learning from that. And then you're

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iterating again and the goal is to get through this loop as

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many times as you can as quickly as you can and the lean ux cycle

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speaks directly to that state. Your desired outcomes, that's our first

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task. What is success? What does success look like? We will know. We're

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successful when we see customers behaving in a particular way.

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Then we declare our assumptions. We assume that if we build this feature

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for this person, it will affect their behavior in a certain way. And we

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use those assumptions to write hypotheses. We write the test first.

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Essentially, this is, if you're familiar with test-driven development, this is test driven product development.

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We're writing the test first we then make an MVP, a

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minimally viable product.

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The first version of our product, we get out of the building and talk to customers.

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We collect that data. We synthesized together as a team to

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build that collaborative shared understanding and then we repeat and we go through

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this over and over and over as fast as we can. Because

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every time we get through this loop, we're moving from doubt to certainty

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and we're nudging ourselves in a more accurate direction for our product would be

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risking what we're building.