What Persists: People, Process, and Performance

A presentation at HOW Design Live in April 2018 in Boston, MA, USA by Josh Silverman

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WHAT PERSISTS: PEOPLE, PROCESS & PERFORMANCE mynameisjoshsilverman.com @jhsilverman

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I. HELLO, I’M JOSH

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S C HWADE S I g N

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Startnership delivers real value – fast. We do it for a fixed fee, on a fixed timeline. Customers deploy as needs dictate. 2 5 10 DAYS DAYS DAYS Deliverables may include: Pitch deck, investor deck, content strategy, coaching. Deliverables may include the preceding, plus: key messages, identity, wireframes, landing page. Deliverables may include the preceding, plus: simple site, onboarding flows, motion graphics, explainer video, roadmap, full functional prototype.

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Everything takes shorter Startnership Week $ $ $ 0 1 2 $$ $$ Agencies / Freelancers 3 5 8 13 21 34 55+ $$ $$ $$ $$ $$ $$

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I. PEOPLE

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Daniel Burka @dburka Beautiful prototyping tools are distracting designers into creating beautiful interactions over beautiful products. — Footnote: Prototyping is great! Design tools are getting better and better. Just don’t miss the forest for the trees. 13 60 294 30 April 2018

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1 DEFINE THE PEOPLE LAYER

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2 DIAGNOSE THE PEOPLE LAYER

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary

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3 DECODE THE PEOPLE LAYER

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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@anatinge

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• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset

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II. PROCESS

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DESIGN IS NEVER DONE.

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START WITH WHY.

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III. PERFORMANCE

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IV. WHAT’S NEXT

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Bo Ren @bosefina In Silicon Valley I used to think being too “human” was a weakness. Too empathetic, too emotional, too vulnerable, too feminine. Now I wear “human” was a badge of honor. The future lies in humanists building a human layer on top of technology. 44 766 2,625 9 Nov 2017

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• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist

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• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist

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• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist

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• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist

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• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist

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THANK YOU! mynameisjoshsilverman.com @jhsilverman