Emerging technology creates perplexing problems for user-centered design, such as: how do you take a user-centered approach when it’s too early to have a defined user? Does this mean you should throw out user-centered design, or choose your target user based solely on TAM?
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Observing how different generations interact with technology can be a surprisingly successful strategy for discovering new users to serve. In tech, we often have a blind spot when it comes to designing for users older or younger than ourselves. But broadening our perspective can reveal new opportunities for creating not just business value, but also meaningful changes in people’s lives.
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A lot of my work focuses on helping emerging technology teams find product/market fit. But this can be important for teams innovating with established technologies as well. There are three common situations where the need to find a new market arises: slumping sales, realizing your existing market is too small, and designing for emerging technologies.
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Emerging tech teams may build a product thinking there’s a market, only to be forced to pivot when sales slump. A human-centered technical exploration can be a starting point for discovering new markets. I helped a consumer robotics team create user-centered “razors” to identify new target customers, despite tight timelines and lack of access to prototypes or production models.
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Low-cost, “lean” prototypes are the most efficient way to test user satisfaction with innovative experiences. But many product teams either overengineer their prototypes or omit testing with users entirely until it’s too late. In this post, I share 5 thought starters for teams looking to think outside the box about simulating experiences for user testing.
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The DVF (Desirability-Viability-Feasibility) Framework, and frameworks like it, are tools to focus innovation in ways that are more likely to produce market success. However, most teams using these frameworks impede their effectiveness by failing to collect customer input across all three of the DVF tracks. In this post, I share three things leaders can do to equip their teams for more impactful innovation.
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I started Llewyn Paine Consulting, LLC because traditional market and user research techniques fall short when it comes to creating new markets for emerging technology. I created a repeatable, systematic approach to technology-customer matchmaking that can be effectively applied by ordinary entrepreneurs, product managers, designers, and researchers in the real world.
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If you’re a product leader tasked with figuring out what mixed reality means for your products or services, you should expect to evolve your processes and tools. To give you a head start on the changes you’ll need to make, here are four questions you can start thinking about today.
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